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HomeMy WebLinkAboutPackets - Council Packets (1457) AGENDA ORO VALLEY TOWN COUNCIL AND PLANNING & ZONING COMMISSION JOINT STUDY SESSION JANUARY 24, 2000 ORO VALLEY TOWN COUNCIL CHAMBERS 11,000 N. LA CANADA DRIVE JOINT STUDY SESSION WITH PLANNING & ZONING COMMISSION CALL TO ORDER —AT OR AFTER 7:00 P.M. ROLL CALL 1. PRESENTATION OF RANCHO VISTOSO PAD AMENDMENT 2. PUBLIC PARTICIPATION PLANS — GENERAL PLAN PROCESS RECESS JOINT STUDY SESSION RESUME STUDY SESSION WITH TOWN COUNCIL 3. PUSCH VIEW LANE EXTENSION PRESENTATION 4. LA CANADA/CALLE CONCORDIA SAFETY IMPROVEMENTS (LEFT TURN BAY) ADJOURNMENT The Town of Oro Valley complies with the Americans with Disabilities Act (ADA). If any person with a disability needs any type of accommodation, please notify the Oro Valley Town Clerk at 297-2591. POSTED: 01/21/00 4:30 p.m. lh TOWN OF ORO VALLEY . COUNCIL COMMUNICATION STUDY SESSION DATE: January 24, 2000 TO: HONORABLE MAYOR& COUNCIL PLANNING AND ZONING COMMISSION FROM: Bryant Nodine, AICP, Planning and zoning Administrator SUBJECT: RANCHO VISTOSO NEIGHBORHOOD 11 PLANNED AREA DEVELOPMENT (PAD) AMENDMENT The attached report from Dennis Silva, Planner I, to the Council for the February 2, 2000 meeting summarizes the amendment proposal, the issues, and Staff's recommendations. ATTACHMENTS: 1. Report from Dennis Silva, Planner I, for OV9-98-02A Amending The Rancho Vistoso Planned Area Development (PAD) for Neighborhood 11, Reconfiguration of Open Space and Trail Realignment Located in the Northwest Corner of the Town of Oro Valley / ' \ix=iL k.)L^ /' Plannin7lIV oning Administrator I 451Arj-h 00Co - un' y .10 evelopm-- ► rector Ar i Town Manager F:\ov9\1998\9-98-2A\PADAMDTCRPT.doc 12 • TOWN OF ORO VALLEY COUNCIL COMMUNICATION MEETING DATE: February 2,2000 TO: HONORABLE MAYOR & COUNCIL FROM: Melissa Shaw. AICP. Planner II SUBJECT: PUBLIC HEARING: ORDINANCE NO. (0)2000-07 , OV11-98-02 AMENDMENTS TO THE 1996 GENERAL PLAN FOR THE NORTHERN PORTION OF A PARCEL KNOWN AS RANCHO VISTOSO NEIGHBORHOOD 11, LOCATED IN THE NORTHWEST CORNER OF ORO VALLEY. BACKGROUND AND SITE DESCRIPTION: This is a continuation of a 1998 request to amend the General Plan for a portion of Rancho Vistoso Neighborhood 11. The original proposal was made concurrently with a request to amend the Rancho Vistoso Planned Area Development (the zoning) document. In a letter dated February 2, 1998 the applicant identified three components to the General Plan amendment: the "location of the resort site in Neighborhood 11, the use of land currently set aside as unbuildable open space. and an additional 9-hole golf course along the western boundary". On May 6, 1998 the Council adopted ordinance (0)98-13 to amend the General Plan for the resort and golf course changes only, and stipulated that the remaining open space configuration component be brought directly back to Council once the conditions listed in the 1998 action were addressed. In accordance with those conditions, the applicant, Vistoso Partners, represented by the WLB Group, has submitted additional information for the Council to consider in determining General Plan amendments for the remaining components. Neighborhood 11 is located in the northwest portion of Rancho Vistoso, and is the northwest boundary of the Town. The entire northern portion of Neighborhood 11 is 1,298 acres in size, while the portion relevant to the amendment request is approximately 800 acres. The property is surrounded by state trust land to the west and north. designated as open space. and private property outside of the Town limits known as Neighborhood 12 to the east. Access is from Rancho Vistoso Boulevard onto Vistoso Highlands Drive. Tortolita Mountain Park, and planned expansion areas. is located to the northwest of this property. Honey Bee Canyon and its tributaries are to the northeast. Current development activity in the northern portion of Neighborhood 11 includes the Stone Canyon golf course (nearly complete) and the Stone Canyon I subdivision. The remainder of the land is in a natural, undisturbed state and as suggested by the name, the golf course and future planned residential subdivisions are located in an area of unique natural beauty. Characterized by a heavy concentration of steep "rock outcrops", with areas in- between relatively level uplands, four major riparian areas traverse the site. A wildlife habitat study completed by Harris Environmental in August. 1998. describes the biology, vegetative characteristics and habitat types in the area. A wide variety of plant species thrive in the riparian areas and rock outcrops. Interestingly, the outcrops are not only visually unique but are biologically important as wildlife habitats. LANDOWNER'S REQUEST: Vistoso Partners is requesting to increase the buildable area in Neighborhood 11 by amending several portions of the General Plan. These changes would allow the applicant to build residential units, in what is currently iesignated open space, on upland portions among the outcrops. As stated by the applicant, this request is based on new. more detailed topographical data that will correct slopes previously identified when the original PAD document was prepared and the open space areas were determined. Specifically, changing Parks/Open Space, TOWN OF ORO VALLEY . t COUNCIL COMMUNICATION Pate 2 of 7 E with a backup designation of rural low density residential (0-0.3 DU/ac), to Low Density Residential (0.6-1.2 DU/ac) is proposed in the north section, and LDR 0.6-1.2DU/ac to LDR 1.3-2.0 DU/ac is proposed just south of this area. The map provided by the consultant illustrating the requested change is shown in Exhibit A. To compensate for the proposed intrusion into designated open space, Vistoso Partners is proposing to provide 95 acres of new open space in Neighborhood 12 to the east, an existing park site in Neighborhood 5, and a 1- acre off-site trail head and approximately 5-acre trail that would provide access into Tortolita Mountain Park. These areas, along with Honey Bee Canyon Wash and areas to the north in Neighborhood 11, would be dedicated to the public. The following table summarizes the proposal showing two ways to count the open space that illustrate the range of the proposal. Both are based on the approach of only counting non-fragmented open space as defined in note #1 below. By this approach, small areas of open space (both existing and proposed) between developed areas are not counted because their value as habitat is limited. TABLE 1 Summary of Non-Fragmented'' Land Summary of Non-Fragmentedt11 Land Acres Acres Current PAD Open Space 581 Current PAD Open Space 581 Proposed Open Space 434 Proposed Open Space 434 Proposed Open Space Affected by Road(2) NC Proposed Open Space Affected by Roadt21 54 Loss of Open Space 147 Loss of Open Space 93 Neighborhood 12 Proposed Dedicated Land Neighborhood 12 Proposed Dedicated Land total unbuildable NC total unbuildable 55 total buildable 40 total buildable 40 Trailhead 1 Trailhead 1 Trail (approximately 5 acres) NC Trail (approximately 5 acres) NC Honey Bee Canyon Park (62 acres) NC Honey Bee Canyon Park (62 acres) NC HBC and north in Neighborhood 11 (25 acre) NC HBC and north in Neighborhood 11 (25 acre) NC Gain of Open Space 41 Gain of Open Space 96 Net Gain in Non-Fragmented Open Space -106 Net Gain in Non-Fragmented Open Space 3 Notes: 1. This is land that has been defined by fitting a 300' diameter circle to the open space areas to eliminate areas that restrict wildlife movement to a corridor less than 300'. 2. This area has been cut off from the other open space by Tortolita Mountain Drive. However, given its size and with the provision of wildlife-friendly crossings it could still provide good habitat. 3. NC = Not Counted as these areas are already open space or could not be developed. However, even if these areas are not counted as open space. they provide a benefit to the Town and need to be considered in that regard. I Thus, as shown in Table 1. the tally of the loss of non-fragmented open space varies depending on how it is counted. It ranges from a loss of 107 acres (based on a loss of 147 acres of fully non-fragmented open space balanced by a gain of 40 buildable acres dedicated in neighborhood 12) to a gain of a few acres (counting the road-affected open space and all of the dedicated areas in neighborhood 12). E I _ti ei ghborhood 12 is outside of the Town boundaries, and the southern portion is owned by Vistoso Partners (the 95 acres of proposed open space is owned by a separate party). In contrast to the space open in Neighborhood 1 p �, TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 3 of 7 11, the proposed Neighborhood 12 open space is relatively flat, and contains a large flood plain and riparian area. STIPULATIONS OF PRIOR TOWN COUNCIL HEARING: When the Council approved partial amendments to the General Plan on May 6, 1998, three stipulations g regardinthe open space component remained to be resolved. These are: 1) Due to the revision of open space, �. �. p P p P P consideration shall be given to planning issues such as wildlife corridors, vegetation. viewsheds, Honey Bee Canyon, and buffering future park areas. The development shall be consistent with the policies of the Honey Bee Canyon Management Plan and shall include studies to determine, and mitigate, impacts on wildlife. Visual impact studies are also necessary: 2) Lower densities shall be provided adjacent to potential public park areas. Development around Tortolita Mountain Park is limited to a density of no more than 0.2 dwelling units per acre; and 3) Public dedications for trails and trailheads consistent with the POST Plan and the Tortolita Mountain Park Plan are required. The status of these stipulations is discussed below. PLANNING ISSUES: During the analysis of this request, several planning issues were identified and summarized below. Open Space and Design. The unique geology and topography of the amendment area require that building sites tightly fit into pockets among the outcrops. In order to reach into these areas, the roadway design meanders through the site. Restricted building envelopes are proposed on large lots. The overall result of both the .neandering road and fitting building sites between the outcrops is fragmentation of open space and important P P biological linkages, or wildlife corridors. Fragmentation is disturbance due to roadways, utility corridors, golf cart paths, etc. and has been generally recognized by conservation biologists as an important issue to consider when designing for wildlife corridors. The Harris study recommended that "biological linkages be designed around the 4 riparian areas since these washes connect to other areas off-site'. Another design issue with impact on linkages is the road to lot ratio. In this case, long roads and many short cul-de-sacs serve few lots, which also contributes to fragmentation of open space and corridors. t 1 Slopes. Staff has analyzed varying degree of slopes in the current open space area and how the proposal impacts slopes 25% and greater. These slopes are also associated with the rock outcroppings. Development of slopes 25% and greater is prohibited by the PAD. There are 314 acres of slope 25% and greater in the current open space, while under the new proposal there is an overall loss of 54 acres, due to fragmentation. There are .! p p P P g specific areas of encroachment into these slopes that are of concern, and these are addressed in the recommendations. See Exhibit C. Impact on identified wildlife habitat. The wildlife habitat study prepared by Harris Environmental is the most current and thorough habitat information available for the project area. Based on habitat areas identified in the study, the proposed amendment negatively affects approximately 41 acres of identified habitat. As noted in the wildlife study, negative impacts can be mitigated "if an interconnected system comprised of the most valuable habitat is preserved...". The most important habitat types are: Honey Bee Canyon and its major tributaries; najor riparian corridors, rock-out-croppings, and ragweed/brittlebush/mesquite association. To this end, specific conservation strategies for each habitat type are listed in the Harris study, and staff recommendations are based on the linkages identified on the Harris Wildlife Habitat Survey Composite Map. TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 4 of 7 .Veigltborltood 12 proposed open space. This area contains a large riparian area of approximately 36 acres (the exact limits have not been defined) that is critical to the hydrology and ecology of Honey Bee Wash. There are large areas of dense mesquite bosque along the floodway: the upland areas have been degraded due to active cattle `razing. A biological inventory by Harris Environmental classifies this floodway as both high xeroriparian and intermediate xeroriparian habitat types. This area is important to preserve not only for the identified riparian habitat but because it is an important floodway with impacts on Honey Bee Canyon, and will provide a connection to Tortolita Mountain Park as well as having the potential to provide public access to the Park. GENERAL PLAN CONFORMANCE: Findings of Fact: The granting of a general plan amendment will be based on the following findings of fact: .1. That the amendment constitutes an overall improvement to the general plan and is not solely for the benefit of a particular landowner or owners at a particular point in time. As proposed, the amendment degrades portions of the current open space designated in the General Plan, due to open space fragmentation and encroachment into wildlife habitat. The landowners will financially benefit from the amendment as a result of market premiums charged for lots in this development. However, the amendment could be designed to improve the General Plan, if it meets the conditions discussed in detail in the PAD amendment report, and if the loss of open space is more than balanced by securing as public land the open space in Neighborhood 12. 2. That the amendment is consistent with the vision, goals. and policies of the general plan. The proposed amendment is analyzed for conformance with the Oro Valley General Plan Land Use Map, goals and policies. The Land Use Element states it will "project a residential/resort character...low-density development...sensitive to...Sonoran Desert". Clustering of development to protect environmentally sensitive areas is recommended in Policies 1.1B and C. Traditionally clustered development provides for smaller lots in order to conserve larger contiguous blocks of open space. The large lots proposed do not meet this traditional definition, but significant portions of the lots are shown as preserved open space. Building envelopes that are sited between rocks on the level portions of the site create a fragmented "pocket" design, again not true clustering. Due to the fragmentation and net decrease of open space the proposed amendment does not fully comply with the clustering policies. Lot 407 in the western portion, is an extreme example of this: lots 366 to 372 also demonstrate the effects of fragmentation. Policies 1.1D and H refer to slope treatment and the hillside development zone. In the Vistoso PAD, all areas of 25% and greater slope are set aside from development and called "non-build" areas. However, roadway and shared/common driveway access have been exempted from this requirement and in the past have been problematic. Also. all slopes 15% and greater should be reviewed for development compatibility. This has not been done in the Rancho Vistoso PAD. Policy 1.1K requires consideration of impacts on rolling terrain and emphasized low density development. Although the design incorporates low density development there are impacts including open space fragmentation and encroachment onto lesser slopes. TOWN OF ORO VALLEY I COUNCIL COMMUNICATION Page 5 of 7 Policies related to Goal 1.2. "promote a compatible mix of land uses throughout Oro Valley" refer to locating residential development to major transportation corridors and activity centers. These policies are not supported by the amendment. The proposal meets policies related to view protection and use of building envelopes. The Circulation/Transportation Element emphasizes "safe. convenient and efficient mobility" through construction of sidewalks. bicycle lanes and view protection through appropriate roadway design. It appears that the street will remain private: therefore. maintenance should not be an issue with the Town. Road cross-sections have not been shown and in order to comply with these policies pedestrian and bicycle facilities must be provided with those cross sections. In the Economic Development Element. financial stability through diversification of local revenue sources is emphasized along with the Town's residential/resort/recreation character. This custom, upscale development will support Oro Valley's economy by the addition of residents with income to support specialty retail. The Housing Element's goal to promote high quality residential neighborhoods is enhanced by this plan, although the goal to "ensure a jobs/housing balance" is not. The gap between Oro Valley's housing affordability and employment wages supported by the economy will continue to increase with this type of development. Public Facilities and Services Element strives to ensure adequate public facilities and services such as schools and infrastructure. Little adverse impact on public facilities is anticipated with this plan. Parks. Open Space and Recreation, as an element, contributes perhaps more than any other to the resort/residential image the Town wishes to maintain." Policies in this element require a comprehensive and connected system of parks. open space and trails and to protect environmentally sensitive open space areas. The trail alignment shown in the original PAD has been realigned in this proposal, and will provide an important link to regional trails and parks. Open space is defined in the General Plan as natural, undeveloped areas, 300 plus acres, for recreation, or preservation of environmentally sensitive land. Policy 6.2C. open space connection to and expansion of Tortolita Mountain Park. Policy 6.2B. open space preservation as a criterion in deciding land use proposals and Policy 6.2G, preserve and enhance open space areas are not supported. due to fragmentation to the environmentally sensitive habitat. Conversely, the proposed dedication of the Neighborhood 12 open space. the Neighborhood 5 recreation area and trail-head site, in combination with staff recommended changes to the proposed design (Exhibit B C), and other conditions, work to balance some of the negative effects of fragmentation. Natural Resource Conservation Element. Policy 8.1B, "major natural washes are to be kept free from development...to maintain natural/riparian areas" would be weakened by the proposal. Several proposed lots encroach into designated riparian/wildlife habitat. The proposal more narrowly defines the wildlife corridors and buffers than does the Harris study. Staff recommendations are based on the Harris study. The public dedication (and subsequent protection) of Honey Bee Canyon and areas north of it in Neighborhoods 11 and 12 does work to support this policy. TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 6 of 7 Preservation of resources is required in the Cultural and Historic Resources Element. Archaeological surveys were completed for Rancho Vistoso when the PAD was developed. The survey did not identify an old adobe structure and other evidence of ranching found in the western portion of the site. These structures should be given preservation consideration. 1. That the general plan land use map does not provide appropriate optional sites for the use proposed in the amendment. The General Plan map does provide other sites appropriate for low density residential development. However, the scale (overall acres) of the proposed plan is such that there is little property of sufficient size to accommodate this plan. Additionally, the proposed public dedication of the northern Honey Bee Canyon and related tributaries is a unique opportunity for the Town to consider. 4. That the amendment will not adversely impact the community as a whole, or a portion of the community without an acceptable means of mitigating these impacts through the subsequent zoning and development process. As proposed, the amendment will adversely affect the environmental community in Neighborhood 11. With modification however, the plan could benefit the Town by being an environmentally sensitive development that results in an overall net gain of preserved significant open space. Compliance with Other Plan Designations: The Sonoran Desert Conservation Plan identifies the designated -)pen space in Neighborhood 12 as part of a larger preserve that will serve as a linkage from the Tortolita Mountain Park to Catalina State Park. The Tortolita Mountain Park Plan calls for a density of one dwelling unit/five acres adjacent to the Park boundary, and recommends alignment of the trail shown in the north of the PAD's open space. The same trail is documented in the Town's POST Plan. The Honey Bee Canyon Management Plan recommends buffers to the wash and canyon, wildlife corridors and other specific recommendations. The habitat designations and recommendations of the Harris Environmental study compliment the HBCMP, and staff recommendations include re-design of the open space proposal, based on the Harris study. PUBLIC AND SECTOR BOARD NOTIFICATION: Public notification will be published after reports are prepared. Staff will report public comment received before the public hearing. The WLB Group has scheduled a meeting with Sector Board 4 members on January 20th, and staff has received several inquiries from sector members. Sector members will be provided the staff report and informed of the January 24th study session. PLANNING AND ZONING COMMISSION ACTION: On April 7, 1998, the Planning and Zoning Commission held a public hearing on this proposal and recommended approval of relocating the resort and reconfiguring the golf course, and denial of the request to change the open space designation. As this item is to return directly to Council, the Commission has not been presented with the open space proposal a second time. STAFF RECOMMENDATION: Because the General Plan and PAD amendments are inextricably related, planning staff recommends continuance of the General Plan amendment, and that the continuance be based on meeting the conditions listed in Exhibit B. TOWN OF ORO VALLEY COUNCIL COMMUvICATION Page 7 of 7 We also recommend that changes to the General Plan open space boundary be identical to approved changes in the PAD open space boundary. SUGGESTED MOTION: The Council may wish to consider one of the following motions: I move to continue Ordinance No. (0)2000-07 . Amendments to the 1996 General Plan changing the land use designation on the northern portion of a parcel known as Rancho Vistoso Neighborhood 11, located in the northwest corner of Oro Valley. from Parks/Open Space to Low Density Residential (0.6-1.2 Du/ac and 1.3-2.0 Dwac), to the March 15th, 2000 Town Council hearing. OR I move to adopt Ordinance No. (0)2000-07 , Amendments to the 1996 General Plan changing the land use g g designation on the northern portion of a parcel known as Rancho Vistoso Neighborhood 11, located in the northwest OroValley. from Parks/Open - es corner of Space to Low Density Residential (0.6 l.2 Du/ac and 1.3-2.0 Density Du/ac). following the conditions listed in Exhibits B and C. OR I move to adopt Ordinance No. (0)2000-07 „Amendments to the 1996 General Plan changing the land use designation on the northern portion of a parcel known as Rancho Vistoso Neighborhood 11, located in the northwest corner of Oro Valley, from Parks/Open Space to Low Density Residential (0.6-1.2 Du/ac and 1.3-2.0 Ju/ac), following the conditions listed in Exhibits B and C, and the with the following amendments: OR I move not to adopt the Amendments to the 1996 General Plan changing the land use designation on the northern portion of a parcel known as Rancho Vistoso Neighborhood 11, located in the northwest corner of Oro Valley, from Parks/Open Space to Low Density Residential (0.6-1.2 Du/ac and 1.3-2.0 Du/ac), and to deny Ordinance No. (0)2000-0 7 , finding that: ATTACHMENTS: 1. Ordinance No. (0)2000-0 7 2. Applicants Letters of Request 3. Exhibit A: WLB Proposed General Plan Changes Map 4. Exhibit B: Conditions of Approval for OV 11-98-02 60L Planni Zon' Administrator • cL, Com. ,ity Develop ent D. ector o • . . . -e F:`OV\OV9\1998\0V9-98-2A\GP Amend\RV 1 1 General Plan Amend TC Rpt.doc 4 ORDINANCE NO. (0)2000-07 AN ORDINANCE OF THE TOWN OF ORO VALLEY, ARIZONA, AMENDING THE LAND USE MAP OF THAT DOCUMENT KNOWN AS "FOCUS 2020: TOWN OF ORO VALLEY GENERAL PLAN. JULY 1996"; FIXING THE EFFECTIVE DATE THEREOF; AND REPEALING ANY OTHER ORDINANCES IN CONFLICT HEREWITH. WHEREAS, the Town of Oro Valley adopted a document known as the "Focus 2020: Town Of Oro Valley General Plan, July 1996"; and WHEREAS, it has become necessary to revise, amend and update this document due to a request for an alternate land use for approximately 840 acres located in Neighborhood 11 of Rancho Vistoso; and WHEREAS, the Planning and Zoning Commission, having considered an amendment to the Land Use Map of the Town of Oro Valley General Plan relative to the appropriate land use designation for that property known as Rancho Vistoso Neighborhood 11; and having held a public hearing on said map amendment; and having made its recommendations to the Town Council to deny a change in the land use designation from Open Space to Low Density Residential 1.2 - 2.0 du/ac; NOW, THEREFORE, BE IT ORDAINED BY THE MAYOR AND TOWN COUNCIL OF THE TOWN OF ORO VALLEY: SECTION 1. The Council hereby adopts a revised Land Use Map as a part of that certain document known as " Focus 2020: Town of Oro Valley General Plan, July 1996". Said map revision shall reflect a land use designation of Low Density Residential 0.6-1.2du/ac and 1.3-2.0 du/ac on that parcel known as Rancho Vistoso Neighborhood 11, as shown in Exhibit A, as modified by Exhibit B. Three copies of the revised Land Use Map of said document are on file in the office of the Town Clerk of the Town of Oro Valley, Arizona. SECTION 2. The effective date of the revised Land Use Map shall be thirty days after the adoption of this ordinance by the Town Council. SECTION 3. If any section, subsection, sentence, clause, phrase or portion of the ordinance or any part of the Land Use Map amendment adopted herein is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions thereof. SECTION 4. That all ordinances and parts of ordinances in conflict herewith be repealed to the extent of such conflict. ORDINANCE NO. (0)2000-07 PASSED AND ADOPTED by the Mayor and Council of the Town of Oro Valley, Arizona this 2`' day of February, 2000. Paul H. Loomis, Mayor ATTEST: Kathryn Cuvelier, Town Clerk APPROVED AS TO FORM: Dan Dudley, Town Attorney EXHIBIT B OV11-98-02 GENERAL PLAN AMENDMENT CONDITIONS OF APPROVAL FOR THE NORTHERN PORTION OF A PARCEL KNOWN AS RANCHO VISTOSO NEIGHBORHOOD 11 1. New boundaries for General Plan open space shall follow new boundaries of the PAD open space and buildable area. 2. Completion of all conditions of the PAD amendment. (Q.c..2 a ik\\-;;„0-7.,,) The Engineering • Planning IVLB Surveying • Urban Design Landscape Architecture roup Inc. January 4, 2000 Mr. Bryant Nodine Town of Oro Valley 11000 North La Canada Drive Oro Valley, Arizona 85737 Subject: Rancho Vistoso, Neighborhood 11 Resubmittal/Requirement Conditions for General Plan Amendment WLB No. 185050-A-029-0104 Dear Bryant: Pursuant to our conversation regarding the above, below is our response to the items listed in your letter of December 23, 1999. 1. OPEN SPACE AND ENVIRONMENTAL IMPACTS Along with the General Plan Amendment being requested, Vistoso Partners has also requested a PAD Amendment which would allow development in what is currently labeled as Open Space. Mayor and Council asked for a wildlife study to determine if there was sensitive habitat in these areas. That study was completed by Harris and Associates in August, 1998. Utilizing that study, current aerial photography and current topography of the area, we have located building pads on the least environmentally sensitive lands in the subject area. Where we abut or are adjacent to sensitive habitat, i.e., rock outcroppings, we have located pads to minimize the creation of habitat islands. The impact of drainage crossings and roadways will be minimized by the use of "environmentally or wildlife friendly" structures. Drainage structures will be oversized to provide more "headroom" and they will be designed to provide sand bottoms to promote their use by wildlife. The accommodate the larger mammals in the area, surface crossings will be screened through the enhancement of vegetation. The speed limit within the project will be limited to 15 to 25 mph and identified crossing areas will be signed as wildlife crossing areas. We will also work with Town Staff to determine if alternate paving materials are available which will encourage wildlife to cross the roadways at specific points. An example would be the use of cobbles as opposed to asphalt. Engineering • Planning • Surveying • Urban Design • Landscape Architecture Offices locatea in Tucson . Phoenix. Las Vegas • E -mail : ‘vlbtuciix.netcom.com 4444 East Broadway • Tucson, Arizona 85711 • (520) 881-7480 • FAX (520) 881-7492 T cV11.13 group Tnc Mr. Bryant Nodine January 4, 2000 Pate 2. 2. DENSITIES We have not addressed densities as we have set our minimum lot size at one acre per the General Plan requirements for VLDR. Additionally. we have worked—wi P'ima Chi my Parks and Recreation Department staff to determine an adequate buffer for the future Tortolita Mountain Park. In most cases, we have building pads several hundred feet from the boundary of the park. In isolated situations, pads are a minimum of 50 feet from the future boundary, per County Parks' recommendations. 3. GENERAL PLAN MAP A General Plan Map has been included for your review. 4. FINDINGS OF FACT In order to revise the General Plan to correctly identify highly sloped areas and to allow development in the currently identified Open Space area, it is necessary to satisfy four findings of fact. Finding 1. That the amendment constitutes an overall improvement to the General Plan and is not solely for the benefit of a particular land owner or owners at a particular point in time. The Oro Valley General Plan contains a Land Use Statement in Section 4.1.1. "The Oro Valley Planning area will continue to project a residential/resort character where the living environment for residents and visitors is emphasized. Orderly growth that focuses on low-density development is especially important to the community. Development that is sensitive to and compatible with the Sonoran Desert environment is of the utmost importance to Oro Valley residents." The General Plan currently reflects a resort site within Neighborhood 11 and Vistoso Partners has secured a Resort developer for a major resort on this site. Vistoso Partners has also nearly completed the construction of what is destined to be the most significant golf course in the southwest. The �3 Group Mr. Bryant Nodine J January 4, 2000 Page 3. When coupled these two projects represent the development of a high end, low density residential development is a natural and is a fulfillment and implementation of the Town's desire to "continue to project a residential/resort character." Thus, the benefit of this Plan Amendment is through the implementation of the Town's adopted Plan. Finding 2. That the amendment is consistent with the vision, goals and policies of the general plan. Throughout the General Plan there are references to the community's desire to continue to develop with a resort image and to develop in a manner that is sensitive to our natural Sonoran Desert setting, and to promote low density residential development. The proposed Plan Amendment is a direct response to all of those desires identified in the General Plan. The amendment facilitates low density residential units with a golf course and resort as the focal points. A habitat study was developed to assist in determining what land within the amendment area could support development and which more sensitive areas should be set aside for open space. Clustering of the housing units is a major factor in the design of the project; again a direct response to policies contained in the General Plan and the PAD. Finding 3. That the General Plan Land Use Map does not provide appropriate optional sites for the use proposed in the amendment. The project being proposed is the low density housing element one typically finds in close proximity to a resort. There are no other resort sites of sufficient size identified in the General Plan which are available for development. The project being proposed is multi-million dollar homes on large lots nestled in the least environmentally sensitive lands in Neighborhood 11. This type of product is only successful where it can take advantage of the uniqueness of the natural landscape. This area within Rancho Vistoso is truly unique in its topography, vegetation and the availability of suitable buildable areas within this sensitive landscape. T e 8 Group. Mr. Bryant Nodine January 4, 2000 Page 4. The type of product being proposed is multi-million dollar homes on large lots. The availability of this type of product within the Town implements the resort/residential goals of the General Plan and will lead to improved economic stability as expressed in the policies and goals of the Plan. The basis for this assertion is that the Town currently lacks major high-end shopping facilities. Currently, it is necessary to shop in either Tucson or Phoenix for anything beyond the most basic needs. Specialty retail related to the resort, and the creation of a high-end market by Stone Canyon and Neighborhood 11, will further bolster eventual economic development and stability. With a development of the caliber of Stone Canyon, the major retail developers will seriously look at the potential for investment in Oro Valley. Finding 4. That the amendment will not adversely impact the community as a whole or a portion of the community without an acceptable means of mitigating these impacts through the subsequent zoning and development processes. The project being proposed, single family homes on one acre lots within a gated private community, is perhaps the least environmentally intrusive form of development one could propose. Disturbance areas are limited to less than one-half acre per home site; residents are most likely to be in the project for limited amounts of time as these are primarily second homes. There will be few, if any, children and few, if any, pets. Strong CC&R's will severely restrict any activities that might have a negative impact on the environment. The project being proposed and the amendment being requested has no negative impacts for the community as a whole, or a portion of the community. It may be interpreted by some as an overall loss of Open Space. It should be noted that the area in question, though identified as Open Space in the PAD, was never proposed as being available to the public at large; therefore, it was not intended as a community benefit. Further, the areas did not meet the slope criteria for open space designation, as originally identified. However, in return for allowing the encroachment into this previously designated Open Space, Vistoso Partners has offered to The B Group enc Mr. Bryant Nodine January 4. 2000 Page 5. dedicate a substantial amount of the Honey Bee Wash to the public along with a trail along the northern edge of Neighborhood 11 which will ultimately connect to the proposed Tortolita Mountain Park. Thus, there is no loss, rather a substantial gain to the community. If you should have any questions regarding the General Plan Amendment for Rancho Vistoso, Neighborhood 11. please call me. Thank you. Sincerely, THE WLB GROUP, INC. (._ -W6-4-1Zile- Charles W. Hulsey, AICP, Vice Preside Director of Planning and Landscape Architecture CWH:hg c: Dick Maes W.\H E ID I\185050\Letters\nodine.genp lanamend.wpd EXHIBIT B OV11-98-02 GENERAL PLAN AMENDMENT CONDITIONS OF APPROVAL FOR THE NORTHERN PORTION OF A PARCEL KNOWN AS RANCHO VISTOSO NEIGHBORHOOD 11 1. New boundaries for General Plan open space shall follow new boundaries of the PAD open space and buildable area. `. Completion of all conditions of the PAD amendment. o F� = o -„ as —' o , ►---t,..: . -13 .-, ' 7 m = • SPHERE OF E1I3tT F1 INFLUENCE (1 MILE) PI''.AI.t'14(15•'2 '-:A.............PLANNING AREA 1 t t I , , t ? r--_ ri t:F N t I NOTES i?k irl�t!' ' V s L._—... i ,� I.tasrt-i�t nntA� ` 1 � ' ;c)t;tpislftl> ' RACK UP DESIGNATIONS ''''''\, , ihN tr,llow.lnq land ttsp rlesiynaUo'+s at'a i.,.i!t[i(.{(�!►.'.i I't t \ �\ 1 reccrnmended it the oven!that the use Shown ''*1'11-.i".:I? 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'' /Ira Ate ■ • �\`• •' ID'•,', f-'1• 'S.• LA CHOLLA AIRPARK SPECIAL PLANNING AREA MOORE ROAD LL-__ L. ! r Los planning area is the Conical 4nye F3rn,n-tart'tor pl -.�_____.-- - - ._... � •,,.;,•:.:.z /- .,,::',;'')..:;T:.,;,'.1,4,',17,''..":..',-,:..-..-,....:., ,�; 7_one for 2irporl t all'. t : • °{:%"fir"�'x;,"'' SPECIAL CONDITIONS (7 l I �::-. 1 ( I.1C,M ,1 it i!,'•,., y'•t;;.f:A ., ! r,'�..`5 ?.11e":.'‘` ....71;''''. p�i:x"'i':f'l;"' r♦ ' e ) Al We11)Iq I1S44 IIen I t0 thea In the TP Zonirly Dtstriei 1C I, ♦ (F) Uses bmiI In those m TP-TP Conditional. .� •• I q�,� � �• ♦' and small st;a!P fPi21I TANGERINE llono-1:::: - ---- 1 1 .- _ ► •`. / openspace.t:nlr�l r@Sart ._ t_ „z .;k.. t ♦',Lito (:i f)1 I ttr.. fi[);1/ar in.;:13°: -'' ,"'i" �� r 1 .,.I�11. (.i;,11 • ...•;,),,,!;4.,::04.� � ;'�? w/..150 morns nn�t:i ac _r .i _• 1_ lk 1 i 1 I J ADVISORY NOTICE f ��:,.• 1--;,„-- f i . '--�AQnr� � E-�•_'t • . the tnn•1‘Itw.twnictnnlinr:,nn This:nnp am r>nii:y rwcnmmenrla;lons only .lCN I_ P.. '( ►.'.t,j r f(pC_ " t Owst „tion,'Tiny nr many nM nrpreven1 actual rontng on propsrfiss ion n ' �f y I Fns' i rinr,iirnt r.cnRfrnV:and fxrrnt..or prM9ible coniktiction ihorWM bro ba 'IAiiarl IA I)Rldl: t • •`.tl:f( I ( hk I! f {`.,.•>. w;y:'r ,rdwiv,a•UIn,..Mstgratirrrts For tntormwrinn shout nasal ecning / / + •'.,P/ ',Warns.,rotor M Ih.nlbrtnl Orf,VMMy 7nrInri Mnp the Ont!Alley 1- .••1 , .ri.r, I i.t;i 7'1. r r r t , ..,� I , '�'t"' pr I._ ) t t � t,• vs �' � T.nniru�..ncf.,go�i�erl an i rnlauerf rnlrnnation II 1 iii ,•.�•r.—,_t. - , • ...„ v.. . .. , , , . ;„ 1, -I , .t..wM1.n.+r/ ,� ..•r 1 is, ,r � ,� 4 • I APBEIIT AtIE 14...____._ t_-_ ________, I '':�:',,- �” •" i,t flP..,.;4. +,'-,� ,.'2,Y;, ( , _ .tt I li I :�. I t t tt IL, -• •_1,- 1 Lull f,_LLD. .m,,.,',.•dt31k ■ -..„ ,is i,•'' '.. . k • ;. ,t ,,It 1..1.1 I ; , r_ffy,: ;' • t . it /Ol .)1•r tl t(li•) ;MAD a "( . '.11(.-....—.�r_.__._ •.. . ,,fes a \\.\`' ' ' I. • • .' _- ---,.1,,:�i �'�:r� i -011/DEO 1'3 1 tANof, i r •,: ,..!.1.,• -P.101) ki,',/ , -,j vai'Cn•Mum ?r ' • -R; qii ti � '1' ' �...........t / LT:f 1 I.1110, ? - `,�r"T ' 11 SECONDARY PLANNING AREA ori" }it I r :i, f+ ---r----- ------- ---- r�`cr7` .� t I I •::1 4a. IL, �l i,� yA s te,I; b I•rk :r. 1 I R ' ',''.,. ,,,...1.. \• SPHERE OF t . INFLUENCE �t<Y ru.l t.l l 11 ?cI1 t„ .Y//' I r, `I /i 't . Q,1x;1 GRa!t•;:oAc r ., ,,�'.• /-_ 14 cr-PLANNING REA-....r..r.t....rarr..r.r. ....�:��..'-----=-�-�" ".". /' _ ? _ Lr c= sErl r a O J J , TOWN of ORO VALLEY _ _ GENERAL PLAN LAND USE it ,1F1 RURAL LOW DENSITY RESIDENTIAL i ptrr: MASTER PLANNED COMMUNITIES PARKS/OPEN SPACE ,•:.' LOW DENSITY RESIDENTIAL , REGIONAL COMMERCIAL d���n SCHOOLS '''� i (0.4-0.5 DU/ac) 1111 ' LOW DENSITY RESIDENTIALgelCOMMUNITY COMMERCIALTRANSMISSION LINE ••• (0.6-1.2 DU/ac) Li] •• LOW DENSITY RESIDENTIAL +t ."-' NEIGHBORHOOD COMMERCIAL I l TOWN BOUNOARY -• (1 3-2.000/ac) LA _ _ NORTH'lrI;il MEDIUM DENSITY RESIDENTIAL k'.. RESORT OFFICE [*1 A t-J (2.1 5.0 DU/ac) x, ^' ....r""ti,t.�t■,.t r__....+ MEDIUM-HIGH DENSITY RESIDENTIAL 1- ; ';F I COMMERCE PARK TRAIL 0 0.5 1 0 2.0 3 0 (5 1 10.0 DU/ac) ' p—o—ci SCALE IN MILES •';r,rfc HIGH DENSITY RESIDENTIAL sot, PUBLIC/SEMI PUBLIC ._.. (10-c OU/ac) i i...r..--r--rr-rte..►Ai.n ttl 1 11 nnnn p4_thit To the OV Council: In reference to the proposed development in the Hillside Conservation Area these are my recommendations, as a member of the General Plan, Sector 4: These areas are set by the RV PAD as a permanent natural space, and should remain as such. Any changes to this designation should be consistent with the expectations of eighty percent of the community in conserving open space. If a transfer of development rights occurs it should be to the increase and not to the elimination of open space. No amount of money, in the form of water rights or otherwise can offset the benefits of conserving natural open space. Meanwhile, it would be appropriate that the Town purchase the northern part of the ITC property that includes Honey Bee Canyon. The Town should also disregard the acquisition of the Rancho Vistoso recreation area at Rancho Vistoso Blvd., as unnecessary. Furthermore, the non-compliance of the applicant with the four findings of fact required to start an amendment to the Oro Valley General Plan, makes this request null. For the record, I am giving you reports from myself and Mr. Adler in reference to the last issue. Hector Conde 1/24/00 1 TOWN OF ORO VALLEY COUNCIL COMMUNICATION MEETING DATE: 1/24/00 TO: HONORABLE MAYOR , COUNCIL, & PLANNING & ZONING COMMISSION FROM: Bayer Vella, Senior Planner SUBJECT: GENERAL PLAN: PUBLIC PARTICIPATION PLAN BACKGROUND: As depicted on the 1999/2000 Planning & Zoning Commission's workplan, a large-scale update of the p 1996 Focus 2020 General Plan is anticipated. Our aim is to formally kick-off the General Plan update in spring. Staff has initiated the process of laying the groundwork to mobilize Town and citizen resources. The first and most significant step is developing a public participation plan. The development of apublic participation plan is a new component/requirement of the Growing Smarter p legislationapprovedby the State. On November 24. 2000, the Town of Oro Valley entered into a contract with Partners For Strategic Action, Inc. to fulfill and exceed this requirement. The public participationplan, approved,once it is a roved, will be immediately utilized to develop a Request for Proposals to contract a firm to assist with the General Plan Update. Once the process begins in spring, the Plan will be an essential tool to insure the maximum amount of quality input attainable. cri tion of theprocess, participation, and results of the Public Participation Plan is attached. A Afulldes p more extensive review of the budgetary requirements will be presented at the Worksession. RECOMMENDATION/ SUMMARY: Our aim is to update the Council& Commission and answer any questions with regard to the attached Public Participation Plan. Recommendations solicited at the study session will be considered for addition to the Plan, This item has been scheduled for review/modification/approval at the 2/1/00 Commission meeting and the 2/16/00 Council session. ATTACHMENTS: Report & Attachments Developed by Partners For Strategic Action. Inc. TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 2 of 2 ). A).-L P&Z ,,. •strator De•artment Head / t //A Ak..- v own Manager \\OV PZD\PZ 1\PROJECTS\GP\00 GP PPP\Council 1-24 Study Session.doc Town of Oro Valley Public Participation Program Development Proposed Action Plan January 24, 2000 Prepared for Town Council/P&Z Commission Worksession Submitted by: Public Participation Advisory Committee With Consulting Assistance Provided by: Partners For Strategic Action, Inc. 13771 Fountain Hills Boulevard Suite 360 Fountain Hills, Arizona 85268 (480) 816-1811/FAX(480) 816-1813/psapsa@worldnet.att.net "Tell me, I forget. Show me, I remember. Involve me, 1 understand." Introduction The above quote captures the purpose of a public involvement process. It is only when people of all walks of life come together to discuss, debate, and listen to one another do cities gain a larger understanding of where they should head and how they should get there. Collaborative planning processes that engage participants, maintain momentum, and produce significant results are held together, in part, by some basic rules that can be termed as "planning etiquette." Involving people in the planning process means acknowledging that everyone has something of value to contribute, rather than setting up citizens, developers, environmentalists, or local government as the enemy. This fundamental principle can change the dynamics from "us against them" to "we're all in this together." People must sense that their involvement is genuinely desired and that the time they spend is worthwhile. This is particularly important for drawing in very diverse groups or those skeptical or timid about participating. Purpose The Town of Oro Valley solicited proposals from consulting firms to develop a public participation plan that will be used to guide the next General Plan Update, which will begin in the spring of 2000 under a separate consulting contract. Partners For Strategic Action, Inc. was hired by the Town to work with staff and an advisory committee. The purpose of the public participation plan is to outline the steps the Town staff, citizens, and General Plan consultant will take to maximize public involvement in the development of the General Plan Update. The public participation plan must establish strategies that will satisfy the requirements of the new Growing Smarter Act, provide additional components to address needs unique to Oro Valley, and produce a high quality program that will identify, educate, inform, and meet the high expectations of an exceptionally active and involved citizenry. Process A Public Participation Advisory Committee (PPAC) was formed to work with staff and the consultant in the development of a recommendation to the Town Council on a public participation program. A survey (attached) was developed and distributed to all Town committees and the PPAC to determine the effectiveness of past planning public participation processes. The PPAC met twice with the consultants to review three alternatives and recommend a preferred action plan for public participation. Partners For Strategic Action,Inc. 1 Public Participation Assumptions In developing the three alternative public participation action plans for Oro Valley, the following assumptions about the desired process were used as a guide. ✓ Process is a collaborative (i.e. everyone works together to develop an acceptable solution). ✓ Participation is inclusive. ✓ Participants are responsible for ensuring success (i.e. participants have ample opportunity to participate, provide information, and debate). ✓ A common sense of purpose and a definition of the problem are developed. ✓ Participants educate each other. ✓ Multiple opinions are identified and tested. ✓ Decisions are made by consensus (i.e. general agreement or harmony). ✓ Participants share in the implementation of solutions. ✓ People are kept informed. Additional guidelines for a successful public involvement process include the following. ✓ When people are invited to participate, their roles, anticipated time commitment, and proposed outcomes are clearly outlined by the conveners. ✓ There is "get acquainted" time to help people become familiar with one another, the issues, and the process. Hospitality is a key ingredient in making people feel comfortable. ✓ Information is shared in open and direct ways. ✓ Training and technical support is provided. ✓ Attention is paid to the best ways to reach and listen to all groups. ✓ The process is accountable. Outcomes are in line with expectations. Schedules, promises, and commitments are kept. ✓ Meetings, workshops, and other events are organized to produce results. Next steps are clearly outlined. People know what has been accomplished and what is left to do. ✓ The leaders and participants take time to try to understand different points of view and to resolve problems that arise along the way. ✓ Milestones in the process are appropriately acknowledged or celebrated. Individual and group efforts and accomplishments are recognized. Participants in a collaborative process must work toward agreements that all can support. The level of enthusiasm for a solution may not be the same among participants, but hopefully the participants are able to strongly support or at least live with the outcome. Growing Smarter Act In Arizona, the recently adopted Growing Smarter legislation ushers in a new era for public involvement for Arizona cities, towns, and counties. The legislation requires early and continuous public participation in the development of and major amendments of the general plan. Involvement from all geographic, ethnic and economic areas of the community is critical. Partners For Strategic Action,Inc. 2 According to the Growing Smarter Act, the public involvement procedures must provide for: 1. The broad dissemination of proposals and alternatives. 2. The opportunity for written comments. 3. Public hearings after effective notices. 4. Open discussions, communications programs, and information services. 5. Consideration of the public comments. Recommended Public Participation Program After careful review and discussion of three alternative public participation action plans (see Appendix for the draft alternatives), the PPAC recommends a comprehensive approach to public involvement. Following is the Public Participation Program that the PPAC recommends for consideration and approval by the Planning and Zoning Commission and Town Council. The approach meets and exceeds the new Growing Smarter Act guidelines and strives to include as many interested people as possible at every phase of the process using as many techniques as possible. The PPAC believes strongly that the citizens have an expectation of being active participants in the discussion and recommendations related to future growth of the community. The PPAC promoted the need to retain the interest and involvement of participants during and after the update. Once the General Plan has been revised, an improved system to incorporate citizen monitoring, review of General Plan amendment requests etc., and frequent opportunities to review and improve the Plan should be established. A consensus was achieved that such "follow-up" improvements should be addressed as General Plan implementation items. The following matrix outlines the recommended techniques, an estimated cost of each of the techniques, targeted stakeholders, and support resources required. It is important to note that the estimated cost is for consultant fees. Staff and support resources are included in a separate diagram (attached) developed by Town staff. All estimated costs are "educated estimates" of the public participation program. Additionally, these estimates Do Not Include the costs of the technical work associated with the General Plan Update. The estimated public participation program costs can rise or fall depending on how the events or activities are organized, how much volunteer effort can be solicited, and the capabilities of staff support. The following Public Participation Program requires: ✓ A designated full-time Project Manager assigned to coordinate the project. ✓ Two additional staff persons to support the project. ✓ One of the additional staff persons should have experience in public relations/communications. ✓ Support from the Town's public information office, graphics support, and web page designer. ✓ Adequate printing budget to support distribution of materials throughout the process to the public. Partners For Strategic Action,Inc. 3 ✓ Misc. budget to provide refreshments to volunteers and citizens participating the various public events throughout the process. ✓ Budget estimated at $125,000 for the technical work associated with the General Plan Update in addition to the Public Participation Program budget (i.e. $124,000) excluding staff and town support resources. The total estimated consultant cost of the Public Participation Program is $124,000. These costs will increase or decrease depending on the number of meetings or the level of support provided by staff. Partners For Strategic Action,Inc. 4 Technique Targeted Stakeholders Consultant Support Cost Resources Steering Committee Citizens, Staff, Chamber, 8,000 Printing, Mailing, 10 meetings Council/Commission, School Staff Support Technical Advisory Committee Regional Government, Adjacent 1 4,000 Printing, Mailing, 5 meetings Jurisdictions, Utilities, Staff Support State/Federal Agencies Topic Area/Issue-Based General Citizenry, 5,400 Printing, Mailing, Committees Council/Commission, Special Staff Support 6 issues x 3 rounds Interest Groups, Community Leaders (Depends on the topic areas) Sector Boards Geographically-Based 8,400 Printing, Mailing, 7 meetings at 3 different times in Citizens/Landowners, Staff Support the process=21 total Neighborhood Associations Boards and Commissions Elected and Appointed Officials 4,000 Printing, Mailing, 5 meetings that the consultant will Staff Support be in attendance Leadership Interviews Council/Commission, School 6,000 Staff Support 20 anticipated Leaders, Community Leaders Focus Groups Business, Landowners, 12,000 Printing, Mailing, 5 Focus Groups at two different Developers, Seniors, Staff Support, times in the process Environmentalists, Old Time Refreshments Residents _ Two Future Search Conferences- Citizens, Schools, Landowners, 15,000 Printing, Mailing, Includes a design charette as part Developers, Businesses, Staff Support, of the process Chamber, Elected/Appointed Food, Room Officials, Neighborhood Rental, Multi- Associations Media Support Open House (1) Citizens, Schools, Landowners, 3,000 Printing, Mailing, Developers, Businesses, Staff Support, Chamber, Elected/Appointed Refreshments, Officials, Neighborhood Room Rental, Associations Multi-Media Support , Mailing, Forum Landowners, Developers, 1,800 Printin g Organizations representing these Staff Support interests (e.g. Homebuilders Association) Public Hearings General Citizenry, 4,000 Printing, Mailing, 4 meetings that the consultant will Elected/Appointed Officials, Public be in attendance Special Interests (i.e. Announcement, developers/landowners) Staff Support Random Sample Survey General Citizenry 9,000 Printing Informal Surveys Depends on event Staff Printing Project Database Evolves during process Staff Computer&Staff Support Storyboarding All Meetings Minimal Minimal Project Web Page/E-Mail Computer Savvy Individuals 2,000 set up Computer Staff operation Technical Support, Staff Support Project Newsletter Depends on Distribution 5,400 Printing, Graphics, 3 anticipated Mailing Technical Reports Limited Distribution to Project 4,800 Printing, Mailing, 3 anticipatedCommittees Graphics _ Press Communications Newspaper, Radio, and TV Staff Media Partners For Strategic Action,Inc. 5 Audiences Coordination, PSA Writing Partners For Strategic Action,Inc. 6 Technique Targeted Stakeholders Consultant Support Cost Resources Youth Forum Youth of All Ages 3,200 Printing, Mailing, Staff Support, School District Support, Refreshments Community Walk Abouts General Citizenry, Schools, Minimal Staff with Landowners, Developers, consultant support, Businesses, Chamber, Transportation Elected/Appointed Officials, Neighborhood Associations Community Characteristics Depends on what event the Minimal Staff with Preference Survey survey is conducted. Probably a consultant part of the Future Search advising, Digital Conference. Photography, Computer Analysis, Staff Support Planning Lecture Series Any Interested Individual Minimal UofA Support, Staff Coordination, Publicity Partnering with Community Events Depends on the Events Staff Graphics, Staff Support, Printing Speakers Bureau (Develop Depends on the Speaking 2,000 Audio-Visual Presentations) Engagements Support, Staff Support Traveling Mobile Display General Citizenry (Depends on Minimal Staff with the Locations) consultant support, Graphics, Printing Televised Round Table Discussion Community Leaders, General Staff Media Support, _ Television Audience Staff Support Oro Valley's Values, Today and the Citizens, Schools, Landowners, 5,000 Printing, Mailing, Future Developers, Businesses, Staff Support, Chamber, Elected/Appointed Food, Room Officials, Neighborhood Rental, Multi- Associations Media Support Donuts and Dialogue General Citizenry, Neighborhood 2,400 and staff Staff Support, Associations support Printing, Mailing Homeowners Association Meetings General Citizenry 9,600 Printing, Mailing, Staff Support Simulation Games Included as part of the Future 3,000 Graphics, Staff Search Conferences Support, Materials Project Identity All 5,000 Graphics Support Project Telephone Any Interested Individual or Group 1,000 Dedicated Telephone Line, Staff Support Partners For Strategic Action,Inc. 7 Jan 17 00 12:58p Curt Dunham 602-816-1813 p• e dA_il\ 4 t 4, 'li ' 0 el, 1,10// 1?_Y7,4 i * 4„, t 4 ,, -Z 1/4tf- in '7 ‘97/PriWie/ k N, v l4 .....,, --, sk N?'"'Ig ,' h 4I1 ?7,-,-- €.5, 1 :44 St h 4 ' \% --, ----\ -.: Ix I'' (V ., -5.4?/R;A?zi -. k 4N- , st z \J xi k I) L Q ‘ `Z °"* \. -i:it .7.,,,,,„, - .,-....,„,,A, i i 1" AlIv:'i%t: u) ,47.,,,..,z v ,,t. -. 0---& i ) A iis X 1 -. A i S -'"?iezr/., \-4 Z1 u,N, Z z Nsti/ k 4.. \,•c 'N a z .,.1 Jan 17 00 12. 58p Curt Dunham 602816-1813 p. 3 i'‘ckiilli '''(11." 'i-',4e 1 \ 44? * # eiffr '4 J Q 4AvrtwAir v in -7 30,1,134 Foos: 4-kg' ?7,-, 15. .5-Rit, `‘ 111 11 it -4 J is-a ��i�9p 4 13 W � Q , � � 31 v iI1I1 'k c&•P a 1 1 ' 4' --; 4 ,,‘, p , :1 k2 eriPittl.' i i T t1:-A \I: A la C.44 • .27 V1 I .- . ere ts .7.0. /�,,,. .).,„ 1 �' 'tom I. ,\ Aim t zt -t-A Description of Techniques The following section provides a description of a comprehensive list of public involvement techniques for consideration by the Town of Oro Valley. This section is divided into two parts. The first part of "Involvement Opportunities" and the second is "Communications Approaches." Involvement Opportunities Active Committees: Steering Committee: A Steering Committee is organized by the City that is representative of the community as whole (staff, community leaders, various stakeholder groups, and the public). This group will be active, participating members of the Project Team. Day-to-day communication and input with these Team members at the inception and throughout the planning process as it evolves is critical. The Steering Committee will act as the "sounding board" for the Team and provide input and feedback throughout the process. Technical Advisory Committee: An Advisory Committee comprised of agency representatives (e.g. Pima County, Department of Commerce, PAG) that meet at key milestones in the process. The TAC is important because it provides opportunities for coordination and commitment for implementation within the planning area. This group can also provide an objective "outside" perspective. Sector Boards: Thirteen-member boards appointed by the Town Council representing geographic locations of the planning area. Topic Area/Issue-Based Committees: Several committees could be formed specifically around issue topics. The purpose of the topic area committee is to study and make recommendations on a specific topic (e.g. affordable housing, transit, culture). Boards and Commission: Oro Valley has a long history of involving citizens in the decision-making process of local government. These boards and commissions offer a tremendous amount of insight and knowledge about the community and the complex issues facing Oro Valley. It is the intent to engage the town's boards and commissions and make them an integral part of the process. Community-Wide Participatory Events/Meetings: Future Search Conference: The Future Search Conference is a great way to communicate, educate, empower, partner, and build consensus on issues that impact the future of development of the town. The conference is a community event that will generate a lot of excitement and enthusiasm for the project. The Future Search Conference is typically held early in the process as a way to actively involve people in in-depth dialogue about a variety of community issues. To get citizens involved, personal invitations are sent to key stakeholders, flyers developed and Partners For Strategic Action,Inc. 9 distributed, announcements made at service clubs and fraternal organizations, raffle and prizes will be given away, etc. The process will explore the community's past, present, and future. It discusses Oro Valley's position in relationship to the world, nation, state, and region. The process discusses ideal and probable futures, examines trends, and identifies core values that will create an acceptable urban form. The ultimate goal of the conference is to include all stakeholders who will be affected by how the community grows or who can affect the community for the purpose of searching for an achievable future. Leadership Interviews: Telephone and in-person interviews with business, political, and community leaders to identify issues and/or to get feedback on alternatives. Focus Groups: Focus Groups are organized to further discuss key concepts that were identified during the Future Search Conference. These Focus Groups assist in further defining the critical issues and possible solutions. The focus groups are typically used early in the process, mid-way to "float" possible alternatives, and near the end to "test" the preferred alternative. Televised Round Table Discussion: Utilizing the public access television station, an hour-long program could be developed discussing community values. A script would be developed and a local (non-political) personality will serve as moderator of the program. Participants of the round table will be a cross-section of community leaders. Oro Valley's Values, Today and the Future: Working with the local newspaper, conduct interviews with a wide variety of community leaders, individuals, and young people from throughout Oro Valley about the definition of values and identification of what Oro Valley values. These interviews will be developed into a published document that will be used as "starting point" for widespread community dialogue. A newspaper series will highlight the results of the interviews and encourage public dialogue around the topic of community values. Youth Forum: A critical segment that is often left out of the planning process is the future leaders of the community - The Youth. It is important to actively involve the youth in the planning process. There is a wealth information provided by the American Planning Association regarding the need for involvement and specific techniques. Youth leaders should be invited to attend all community meetings. In fact a youth representative should be included on the Steering Committee. To ensure good youth involvement, a Youth Forum would be organized that involves all ages of youth from elementary to college level. It is a learning experience for the youth as well as providing valuable information to the process. The Youth Forum will educate participants about community planning principals while encouraging their creativity as they discuss core community values and critical issues related to the development of the planning area. Donuts and Dialogue: Monthly the Project Team hosts an informal morning program at various locations throughout the town. Each monthly meeting would focus on a different topic. The purpose of these events is to reach out into the Partners For Strategic Action,Inc. 10 community and discuss issues that are important to residents of the various geographic areas. Bulletin Board Workshops (Deleted by PPAC): To take advantage of the electronic technology, a community planning bulletin board will be instituted. An interactive electronic dialogue program that allows people to discuss a specific topic via their computer would be facilitated. The program schedule would be widely advertised (i.e. time and topic of the dialogue) and a facilitated electronic citizen's workshop would conducted. It is anticipated that the electronic workshops would be held at least monthly on various topics. Design Charettes: Several design charettes would be organized around specific character or topic areas. The design charettes could provide a foundation for the development of the preferred alternative. Design charettes are typically 1 to 3 day intensive sessions involving the consultant team, staff, and other identified key participants. The events are advertised and open to the public to attend. The work is done on-site in the community. At the conclusion of the design charette a community public presentation of the findings is held. The design charettes would be included as part of the Future Search process. Homeowners Association Meetings: Homeowners Associations are strong organizations within the Town of Oro Valley. They provide another way to get input from very specific areas. These meetings can be a very useful method in the early stages of the planning process. The more intimate setting is usually less threatening and offers attendees more opportunity to informally interact. Open House: The Open House is the creation of a special occasion when neighbors are invited to drop in and view such things as plans, data, and maps. The open house could be held at a church, community center, local business, or whatever space is available. The open house is well advertised, limited to about four hours, and be held at a time thought appropriate for the community, such as an evening, or weekend afternoon. Refreshments and printed information should be available, as well as knowledgeable participants who can talk informally with visitors about the planning process going on. There should be some way attendees can register their input. Community Walk Abouts: A nice way to get people together, get them doing something active, and also generate useful information is to arrange a walking tour. This is nothing more than a small group of people walking through the community together, talking about it as they go. Landowner/Developer Forum: Owners of large tracts of land and members of the development community are invited to attend a special forum dedicated to hearing their specific concerns. Public Hearings: Per Arizona Revised Statutes and the Oro Valley Zoning Code Revised, public hearings are set before both the Planning and Zoning Commission and the Town Council. These meetings are well publicized and open to the public. Partners For Strategic Action,Inc. 11 Public Input Techniques: Random Sample Survey: A statistically valid survey is usually conducted early in the process. If the survey instrument is constructed effectively, valuable information is gathered that can assist in framing the issues. Additionally, mid-way through the process the Town may want to consider a comprehensive, statistically valid survey to check the information being gathered through the various public dialogues. Informal Surveys: At all public events a survey instrument will be created and distributed to solicit focused input. The surveys provide another avenue for citizens to express their ideas and concerns. Interactive, Computerized Voting System (Deleted by PPAC): This technique could be a way to get feedback at key junctures in the process regarding particular issues. The interactive tool could be utilized at key community meeting (e.g. Future Search Conference, Youth Institute, Donuts and Dialogue meetings, and Values Summit). All participants would be issued a keypad for providing their response to a series of questions that will then be automatically tabulated and results presented. After each question is presented, participants vote, the computer tabulates the responses, and they are presented. The process provides for instant response so participants can see immediately how the group is responding on various issues. Another benefit of the process will be to track the demographics of the respondents. Community Characteristics Preference Survey: The community character preference survey involves using a catalog of slides depicting various aspects of the community (e.g. landscape, architecture, street design, signage) and provides an opportunity to score each of the slides and provide comments. The technique provides valuable information on how people feel about various aspects of the physical environment (build and natural). The information is then used to develop policies, alternatives, and implementation strategies. Computer Simulation (Deleted by PPAC): Computer simulation involves using computer modeling and photographic imaging techniques to let people see the potential results of planning, development, and design projects. It allows the community to evaluate "what if" scenarios. Simulation Games: Simulation games are hands-on exercises that invoke asking the public to create land use plans by placing "icons" on maps. The icons represent a full-range of land uses (e.g. apartment complexes, employment centers, transit, etc.) and are intended to be arranged on a base map. Essentially, participants are given a certain number of icons and a limited amount of space in which to arrange those icons. Communication Approaches: Project Identity: A professionally developed logo, project name, letterhead, and tag line would be developed to be used on materials associated with the planning project. Partners For Strategic Action,Inc. 12 Planning Lecture Series: Organize a series of guest speakers that are thought provoking and informative. The series could be co-sponsored by various businesses or entities. The topics could coincide with the progress of the process. The series would be open to the public. Project Database: Building on the database established during previous planning processes, a project database would be established. It is the intent to provide regular communications with the individuals listed in the database. The database will evolve and expand throughout the process. Storyboarding: All communications for the planning process should be very visual and have a unified image. A key communication tool that should be utilized during the process is a visual planning process called storyboarding. Storyboarding is a mechanism that communicates and visually documents the dialogue. The storyboard process could be used to identify critical issues, develop values, discussion points, common ground, and areas of divergent opinions. The process makes public meetings much more productive and allows everyone in attendance to participate. The "game rules" of storyboarding focus upon deferring criticism of thoughts and ideas contributed by other players. Approaches such as "piggy backing", "plussing", and "tag-along" are encouraged when developing community goals. Storyboarding is very interactive and exciting. Project War Room (Deleted by PPAC): A "War Room" could be established at Town Hall or the Library that documents the entire community dialogue and process. The display would be an evolving display located in a place with a lot of"foot traffic." The purpose of the display is to communicate the process and allow an opportunity for people to comment. The display would be changed regularly (i.e., at least monthly) with new things added so a cumulative documentation of the process is presented. Project Web Page/E-Mail: Building upon the existing Town Web Page, create a section dedicated to the general plan process. An interactive reply card would be included so citizens can receive additional information about the process or provide direct comments. The general plan newsletter, maps, proposed policies, and any other pertinent information would be added to the Web Page on a regular basis. A special E-Mail address could be established for the project. Project Newsletter: A series of newsletters could be developed and distributed at key points in the process. The newsletters should be easy to read and informative. Technical Reports: Technical Reports after each of the critical phases in the planning process should be developed and distributed. These Technical Reports serve two purposes. First, they ensure that agreement is reached at critical points during the process and second, they document the process and the decisions being made. Press Communications: Working closely with all local and regional press (i.e. print, television and radio) ensure that the project is well covered by all media. Partners For Strategic Action,Inc. 13 Project Telephone: The Town could establish a Project Telephone Number that allows citizens to comment, request information, or ask questions about the project. Requests via the dedicated telephone line would be responded to immediately. The information would be tracked to ensure that the individuals get added to the project database. Partnering with Community Events: At any and all community events, a booth would be set up with information about the planning process. An informational flyer and a survey would be distributed to individuals stopping at the booth. Speakers Bureau: Regularly, presentations would be made on the planning process and issues at all civic and service clubs (i.e. Chamber of Commerce, Rotary, Women's Club) within the community. Traveling Mobile Display: Information on the process is compiled into an evolving, mobile display. The display rotates around the community and would be located in high foot traffic areas. The display would include a survey and handout materials that interested individuals can complete and take away with them. Partners For Strategic Action,Inc. 14 AF'PENDIK • Table of Staff Costs • PPAC Meeting Summary Notes #1 • Review of Past Public Involvement Processes • Growing Smarter Requirements • Information Survey Summary • PPAC Meeting Summary Notes #2 • 1996 General Plan Strategic Implementation Program • 1995 General Plan Technical Support Committee Roster • Appendix B: The Planning Process (The Dallas Plan) • Proposed Action Plans Report: January 11, 2000 • Public Communications Plan Partners For Strategic Action,Inc. 15 O O O O O O O O O O O O O O O O O O O C) O O O O O C) O O O O O C) O C) O O C) O O O O O CD O • O O O N O ,r- O O Ln LI) O O O Ln a .1- Ln O (N O C� a) N— O) '9 — Ln CO- N O 1- CO •.- -- 0) ca v) 4:::f 5 Ef369Ery49EftEaEft6969Eft4969 Ell69 69 Ea Eft Ea E9Eft 6969a. m C° O O O O O O O O O O O O O Ln O Ln O O n O O LLn O O N0 Ln N 0) O ' Ln O N Co N CO O r- N r--- 2 `22 LL 69 69 69 Ea Ea 69 (.9496969 69 69 69 O C) O C) O O O N 't O CO c,) Ln CD CO N a_ t O O CO CO O CO O '9 N- N CO CO O CO CO O O CO '9 O O co CO N N O O O CO ' CO N N CO cr) ,- .7i- CD .4- w- r- r- r- O N a. 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(° a) •m v 0 a_ c U O C - - a) a) Q) (n s c C o a) .(')5 > = .0 .c �. () +r a) o U a' U Q U (v (0 U O Q) C -0 C p •0 0 -3-a- U O C C t a) a) p C E CD a) O CV O a) 0 5, Cl (v D (0 ..- o f a) p O O (0 (v CL w Z. L p p O O I-- U) }— I— (nm _JU_ F-- O � CL � � CL (nCLa. F-- a. >- UUCLri (nf- F-- Oo = Una. 0_ Oro Valley General Plan Update Public Participation Plan Development Technical Advisory Committee (TAC) Meeting #1 January 3`", 2000 6:30 p.m., Town Council Chambers Meeting Summary Notes Attendees: Don Chatfield, Bob lannarino, Dennis Douglas, Bob Toperzer, Bill Adler, Paul Loomis, Melissa Shaw, Bryant Nodine, Bayer Vella, Curt Dunham (PSA) Introduction After introductions and a review of the scope of work and the process, the TAC reviewed the results from a survey that was distributed to the Council, P & Z Commission, Design Review Board, Parks and Recreation Advisory Board, and Sector Board Chairs. Survey Review The survey results were discussed and the following key points came from the discussion: • The telephone survey was not really effective because the results were not shared/disseminated to everyone involved, especially the Sector Boards. • The newsletter was not effective last time. It must be more proactive. In the past, it has contained stale/dull news. • The group was not in agreement as to the effectiveness of the Sector Boards. ✓ There was a loss of sector board member involvement beyond plan completion ✓ Location base was not effective, did not reach out to everyone,just identified concerned citizens ✓ Having representation from small geographic areas flushed out more neighborhood issues. This seems to attract more people to the process. ✓ Folks feel more comfortable at small meetings with people they know ✓ Micro issues bore people-focus ✓ Lost of continued sector board involvement potentially caused by former council • If Sector Boards are again to be utilized in the update process, the following steps should be taken: 1. Garner applications from a wider range of people. Use a matrix (demographic and socio-economic) to select the Sector Boards members. 2. Have the Sector Boards elect their own chairperson, not political appointees. 3. Make the Sector Board as a whole appointed by the Council. 1 8. Fire Departments 9. Church 10. Development Interests 11. Home Owner's Associations 12. Government Agencies: PAG, State, County, USFS, and Game and Fish 13. Higher Education 14.ADOT 15. Folks in Potential Annexation Areas 16.Town Staff 17. Council 18. Commission 19. Boards 20. Golf associations/leagues 21. Recreational Interests 22. Trail 23.Arts 24. Sports leagues 25. Growing Smarter Commission 26. Public safety agencies 27. Resorts 28. Neighborhood watch groups Public Involvement Ideas The TAC "brainstormed" a list of potential ideas for involvement to be explored. ✓ Additional general meetings to include stakeholders ✓ Develop an e-mail database and transmit periodic messages ✓ Develop and monitor an interactive Web page during the project ✓ Continue newsletters but improve the format so they will be read ✓ Increased recording of input at Sector Board and stakeholder meetings ✓ Set up and staff a booth at community events ✓ Bring guestspeakers s eakers from other successful communities during public meetings✓ Develop a list of proactive community goals, issues, and challenges ✓ Develop visual aides to take out into the community (boards, power point presentations, etc.) ✓ Increase education of public regarding planning and the General Plan through a speakers bureau. ✓ the purpose of the general plan very clear up front and depict the connection Make p p between planning and zoning. ✓ Make sure Sector Boards have appropriate tools- especially maps. ✓ Enforcing issues; clarify and give strength to policies. ✓ Show benefits of planning. Produce and distribute a "Report Card" on what has been accomplished since the last plan regarding action items. ✓ Hold "Planning 101" training sessions for the public before public forums. ✓ Hold an "intentional" process of Sector Board selection (socio- economic/demographic profile/matrix). ✓ Continue GPAC participation after the plan is complete to monitor and facilitate implementation. 3 Town of Oro Valley Public Participation Plan _____ Review of Past Public Involvement Processes January 2000 The following summarizes the past public involvement processes utilized during planning projects. The purpose of this effort is to develop a database of techniques that have been used. The Public Participation Advisory Committee (PPAC) will review these techniques and discuss their effectiveness. Focus 2020: Town of Oro Valley General Plan Adopted: July 1996 Techniques: Community Telephone Survey: Administered to 356 residents who were highly representative of the town and the response was statistically valid. Future Search Conference: Two-day community-wide event with a representative sample of the town was held early in the process. The conference produced a pre-conference information packet and summary report of the findings. Sector Boards: Seven geographic sectors were established based on physical and demographic characteristics. Within each sector 13-member boards were appointed. Advisory Committee: A 21-member advisory committee was appointed by Town Council to guide the overall plan effort and provide direction to staff and the planning consultant. Technical Advisory Committee: A committee of technical individuals (e.g. Pima County, Department of Commerce, Pima Association of Governments) met periodically to provide an "outsiders technical stakeholders" input. Public Information Program: Specific general plan newsletter was distributed and news articles in the local newspapers. Community Surveys: At all public meetings, written community surveys were distributed to continually solicit input from citizens. Public Workshop: Invitations to the workshop was sent through a newsletter that was distributed to every household. Purpose was to review and evaluate three land use scenarios. Landowner/Developer Forum: Owners of large tracts of land and members of the development community were invited to attend a special forum dedicated to hearing their specific concerns. Public Hearings: In accordance with Arizona Revised Statutes and the Oro Valley Zoning Code revised, public hearings (four total) were set before both the Planning and Zoning Commission and the Town Council. 1 Town of Oro Valley Pedestrian and Bicycle Plan Adopted: September 1999 Techniques: Steering/Advisory Committee: Established to identify issues and provide guidance. Public Open Houses: Two public open houses were conducted The first open house was to inform the public that the plan was in process and to solicit recommendations. The second open house was to present the draft maps. Informal Questionnaire: A brief questionnaire was distributed at both open houses. Transit Services Element of Oro Valley's Focus 2020 General Plan Adopted: July 1999 Techniques: Public Transit Opinion Survey: Survey was mailed to 3,500 randomly selected households in Oro Valley. The purpose of the survey was to gauge the public's opinion regarding existing and future transit services as well as querying their willingness to use and support public transit. Transportation Committee: A 12-member committee was appointed to oversee the project. Public Workshops: Two public workshops were conducted to provide an opportunity for Town residents to comment on overall transit goals and policies as well as on alternatives for transit service. Town of Oro Valley Capital Improvements Plan Adopted: February 1999 Techniques: Technical Advisory Committee: Consists of citizens, a utility representative, a council member, department representatives, board and commission representatives, and town staff. Public Information Campaign: To announce an upcoming public meeting, a mailing to all homeowner associations, a press release, and flyers were distributed at polling places and stuffed in grocery bags by the local stores. Results of the public hearing was announced and a press release was distributed after Council adoption presenting the results. Public Workshop: A public workshop was held to present the evaluation criteria, weights, and projects to the public and solicit feedback. Council Public Hearing: Prior to adoption, a public hearing by the Town Council was held. 2 Town of Oro Valley Parks, Open Space and Trails Master Plan (DRAFT) Adopted: February 1999 Techniques: Subcommittee: Comprised primarily of members of the Town's Parks and Recreation as well as Arts Advisory Boards, was initially formed due to concerns regarding a number of inconsistencies and discrepancies found in the existing POST Master Plan document. Town of Oro Valley Honey Bee Canyon Management Plan Adopted: December 1994 Techniques: Technical Advisory Committee: Established to identify issues and provide guidance. Public Open House: A self-guided open house format was used to solicit input from the public that resulted in a series of policy recommendations. Informal Questionnaire: At the open house a four page questionnaire was distributed. Town of Oro Valley Parks, Open Space and Trails Master Plan Adopted: September 1994 Techniques: Advisory Committee: Established to identify issues and provide guidance. Parks and Recreation Advisory Board Meetings: Several meetings before this board was conducted. Public Meetings: Two public meetings were conduct to provide a forum for identifying community-wide issues. Recreation Survey: A non-statistically valid survey was distributed at public meetings, at the Town of Oro Valley Meet Yourself Festival, and was available at the Oro Valley Town Hall. Roundtable Discussion: Members of the development community came together in a roundtable discussion to give their perspective on local issues. Survey of Western Cities: A survey of 10 western cities with similar demographic profiles was conducted to gain insight into issues faced by these jurisdictions. Interest Group Interviews: Interviews with members of various user groups and representatives of organized sports groups were conducted to identify issues specifically related to their recreation needs. Interest Group Survey: Those who could not attend the interest group interview were sent a interest group survey. 3 Town of Oro Valley Public Participation Plan Growing Smarter Requirements January 2000 To begin to address growth issues in a more comprehensive manner, the Arizona State Legislature passed the Growing Smarter Act in 1998. With Governor Jane Dee Hull's signature, the measure created a new framework for the land planning process in cities and counties. The Act: ✓ Adds new elements which turn land use plans into growth management plans by placing a greater emphasis on environmental considerations, including open space. V Requires greater public participation in creating general plans. ✓ Elevates the importance of general plans in local and county jurisdictions. ✓ Requires zoning decisions to conform with general plans. V Provides a mechanism to acquire and preserve open spaces and provides a funding mechanism to acquire State Trust Land ✓ Creates a Growing Smarter Commission to study issues related to growth. In September 1999, the Commission presented a report with legislative recommendations. Public Involvement Plan/Documentation Purpose: According to the Growing Smarter Act, the Town is required to ensure maximum feasible public input throughout the general plan process. Specifically the Act requires: The Governing Body shall adopt written procedures to provide effective, early and continuous public participation in the development and major amendment of general plans from all geographic, ethnic and economic areas of the municipality. The procedures shall provide for: 1. The broad dissemination of proposals and alternatives. 2. The opportunity for written comments. 3. Public hearings after effective notice. 4. Open discussions, communications programs and information services. 5. Consideration of public comments. 1 Four New Required Elements to the General Plan All communities over 2,500 population and counties over 100,000 population must comply with the regulations. Open Space and Recreation Element In accordance with the Growing Smarter Element, this element must contain: a) A comprehensive inventory of existing, planned and approved open space areas, recreational resources and designations of access points to open space areas and resources. b) An analysis of forecasted needs, policies for managing and protecting open space areas and resources and implementation strategies to acquire open space and further establish recreational resources. c) Policies and implementation strategies designed to promote a regional system of integrated open space and recreational resources and a consideration of any existing regional open space plans. Environmental Planning Element A new Environmental Planning Element must be developed in accordance with the Growing Smarter Act. The new element will contain: a) Analysis, policies and strategies to address anticipated effects, if any, of plan elements on air quality, water quality and natural resources associated with proposed development under the general plan. The policies and strategies to be developed under the element shall be designed to have community-wide applicability and shall not require the production of an additional environmental impact statement or similar analysis beyond the requirements of state or federal law. Cost of Development Element In accordance with the new Growing Smarter Act, a Cost of Development Element must be developed that identifies policies and strategies that the Town will use to require development to pay its fair share toward the cost of additional public service needs generated by new development, with appropriate exceptions when in the public interest. This element will include: a) A component that identifies various mechanisms allowed by law that can be used to fund and finance additional public services necessary to serve the development, including bonding, special taxing districts, development fees, in- lieu fees, facility construction, dedications and service privatization. b) A component that identifies policies to ensure that any mechanisms that are adopted by the municipality under this element result in a beneficial use to the development, bear a reasonable relationship to the burden imposed on the municipality to provide additional necessary public services to the development and otherwise are imposed according to law. 2 Growth Area Element In accordance with the Growing Smarter Act, a Growth Area Element must be developed that specifically identifies those areas, if any, that are particularly suitable for planned multimodal transportation and infrastructure expansion and improvements designed to support a planned concentration of a variety of uses, such as residential, office, commercial, tourism and industrial uses. This element will include policies and implementation strategies that are designed to: a) Make automobile, transit and other multimodal circulation more efficient, make infrastructure expansion more economical and provide for a rational pattern of land development. b) Conserve significant natural resources and open space areas in the growth areas and coordinate their location to similar areas outside the growth area boundaries. c) Promote the public and private construction of timely and financially sound infrastructure expansion through the use of infrastructure funding and financing planning that is coordinated with development activity. 3 Comparison of General Plan Requirements with Growing Smarter Requirements `ice .... Land Use: Designate the proposed Open Space Element: Inventories and general distribution, location, and extend analyzes the community's open space of land for housing, business, industry, opportunities and creates policies and recreation, public facilities, and open strategies to promote a regional system of space. Population density and integrated open space and recreational employment intensity for the various resources. categories will be provided. Circulation/Transportation: Identify the Growth Area Planning: Identifies growth general location and extent of existing and areas suitable for future expenditures of proposed major arterials, collector streets, public transportation and infrastructure street classifications and standards. funds designed to support a planned Public transportation and other non- concentration of mixed uses and vehicular circulation issues will also be integrated open space. discussed. Environmental Planning: Community- wide policies and strategies useful in addressing the environmental effects associated with future development in accordance with the general and comprehensive plans. Cost of Development: Identifies strategies that shall be adopted to ensure new development pays its fair share toward the cost of additional public facility or service needs generated by new development. 4 Town of Oro Valley Public Participation Program Development Information Survey Summary Oro Valley believes strongly in the importance of citizen involvement in local decision-making. How effective has the Town been in achieving this mission on past planning efforts? 1 - Extremely Effective 2 - Very Effective 3 - Somewhat Effective 4 - Not Effective Average Response — 2.6 Comments: • Too many "citizens" on these are developer/business representatives and have a conflict of interest. • I am not familiar with the above stated plans and the effectiveness of the efforts. However, community involvement in town planning helps in preventing a backlash by groups of citizens at open town meetings. • Commendable attempts by the Town, good on committees, but ineffective at bringing citizens into public meetings. • Public involvement was encouraged in the Tangerine Corridor planning and we received excellent input. Also, citizen comments were obtained on the grading ordinance and the plan was modified to reflect their input. • Need continuous updates, identify schedule and plan and goals for each step. The following public involvement techniques were utilized in the development of the Oro Valley General Plan 2020. Utilizing the scale in the previous question, please rate how effective these methods were in garnering public input and support for the plan? 1 2 3 4 Avg. 2.00 Developers Forum 1 4 1 0 2.11 Future Search Conference 1 4 3 1 2.11 Planning Advisory Committee 1 6 1 1 2.22 Public Hearings 2 5 1 1 2.22 Technical Advisory Committee 2 5 1 1 2.33 Sector Board Meetings 1 6 1 1 2.38 General Plan Newsletters 2 1 5 0 2.44 Public Workshops 0 7 0 2 3.11 Informal Surveys 0 0 8 1 3.25 Telephone Survey (Statistically Valid) 0 1 3 4 1 A key approach proach of ensuring representation from the entire community in the planning process was the formation of Sector Boards. There are 7 distinct sectors in Oro Valley. Is this approach still effective? Please explain your answer. • Yes. However, with the population growth of Or Valley you may want to increase the sector boards to 8. The SB's did a good job of evaluating their geographical areas and even three years after they did their work we found the reasoning they used to be still valid. • Very much, focuses on specific areas • No, the sector board chair has too much authority and are political appointments. During the Focus 2020 proceedings, our sector was not represented • Yes. Sector Boards, where members of the board are involved in homeowner associations, inputs from the board members have greater weight. • Yes, practically the only way. • I believe so because people from specific neighborhoods indicated micro- concerns. • I believe we have elected officials so we don't have to do all of the planning for them. Too many people, you get too many opinions and nothing gets done! • Yes, may want to review boundaries and number of boards but the sector boards had a sense of ownership. • Yes, it provides a feel of the citizens within the community. What is the best means to insure that the Sector Boards, if utilized, would be comprised of citizens who represent the property owners in a given area? • Must have developers and businesses involved • Let citizens pick the members and the chair • Ask HOA's to recommend individuals • Put an article in the Explorer and Times encouraging citizens to become involved. • Need to represent all citizens, owners, developers, etc. Pre-determine desired representation for each sector. • Person must reside, own property, or have power of attorney of owner • How active are current members? 2 • L FromY our experience, what public involvement and communication techniques have been most successful in the past? • Technical forums • Get the town information out to the public early in the process. Newsletters, Oro Valley Explorer (perhaps the best way). • Outreach. Remember the Council meeting held at the Sun City Auditorium • Public hearings that are well advertised and advisory committees • Training sessions in addition to meetings (i.e. ESLO). Joint presentations to boards and Council by all sectors. • Development next door and a good old recall seem to bring out people. I think the way the public plan was presented at the DRB and Parks Board was very effective in ascertaining neighborhood concerns however, we must get input before the plan is complete. • A general meeting was called in OV Council Chambers. The leaders each made a brief overview presentation and then citizens were encouraged to go to a table that had a plan of the specific sector and discourse on their ideas with the sector board members. • Communication; send information via e-mail! Oro Valley's Planning Area is geographically and demographically diverse. How do we ensure that everyone has input into the planning process? • Set seats for representatives from each discipline • Investigate modern (future) techniques employing public television, telephones, and e-mail • Try all means of communication; surveys, boards, news releases, web site • Let the hearings and committees proceed • I feel the ESLO committee is very diverse whether or not we accomplish anything remains to be seen. • By holding at least two public forums during the development process and then having public comments solicited in the P and Z and finally OV Council meetings. • Look at demographics; more family oriented parents need to get involved. 3 s The goal of the public involvement plan is to educate, inform, communicate, solicit input, and reach consensus on an ultimate plan direction. In your opinion, what are the best approaches to achieve each of these goals? Educate • Publish pros and cons • Encourage and invite new members, and provide them with training/history/etc. Separate from the "pros", who are very good at voicing opinions • A single point of contact for the plan is needed, a leader with authority to take action. The person should be a project manager who has direct access to the Mayor and Town Manager. The project manager will be responsible to handle the 5 goals listed with the resources available. • Public television • Letters • A panel discussion should be held in an open meeting with developers, ecologists, activists, Chamber, etc. with panelists presenting their ideas and concerns about the specific plan and the future of OV. Public comments should follow the panel presentations. • Bi-weekly news column • Web page • Forums • Establish goals and milestones and "freezes" where input is considered complete. Only mandatory changes allowed after milestones freeze. • Continue to report progress and status. Have work in progress available for public comment, "war room" and/or web site. • Requiring meetings between developers and homeowners is good but you need a staff person from the Town to take notes and keep both sides honest. Inform • Keep web site and minutes up to date • News conferences and releases • Hearings • Citizen comments should be addressed and feedback on each valid idea should be given at the subsequent public meeting. • Newspaper, e-mail, web page is good. Communicate • Don't slant information, be open minded • All of the above 4 c • Hearings • Open public meetings should provide the key issues facing OV in the next 5 years and how the overall plan covers these economic, environmental, orderly development, recreation, etc. Public feedback should be requested. Solicit Input • Give those involved serious consideration • Outreach contacts. Don't expect the public to come to Town Hail • Advisory boards • Initially this should be a high priority. Each sector board should promote public comments on their areas at public meetings two or more times during the sector plan development. • When we do our surveys in the future we might use them to educate as well as solicit input. I believe the environmentally sensitive land ordinance survey left a mistaken impression with the populace that the Town could somehow acquire these lands without paying for them. Reach Consensus • Don't try, governing is choosing, not creating a plan that won't work, that pleases no one. • Expand the Council • Leave this to the Council, that's why we elected them! • Finally, after two or more public meetings and a panel discussion with public comments offered at each open meeting, the sector boards should have a consensus plan to present to the P and Z and the Town Council. • I think total consensus is impossible. We can achieve majority opinion within the law. 5 Oro Valley General Plan Update Public Participation Plan Development Technical Advisory Committee (TAC) Meeting #2 January 13, 2000 6:00 p.m., Town Council Chambers Meeting Summary Notes Attendees: Don Chatfield (via telephone), Bob lannarino, Bob Toperzer, Bill Adler, Paul Loomis, Bayer Vella, Peggy Fiandaca (PSA) Study Process Update Peggy asked the group if there were any changes to the meeting summary notes#1. No changes were suggested. Several handouts were e-mailed to participants prior to the meeting. Some of the TAC members did not receive them or did not have time to review. Peggy reviewed the handouts (meeting summary notes#1, 1996 General Plan Strategic Implementation Program Progress Report, 1995 Technical Support Committee roster, Appendix B: The Planning Process from the Dallas Plan, and Proposed Action Plans Report). There was concern raised about the Implementation Program Progress Report identification of some projects as being complete. Some of the items progress is debatable. Public Involvement Alternatives Peggy gave an overview of the report, Proposed Action Plans Report. The purpose of the report is to present the range of public involvement techniques that could be utilized during the general plan update process and present those techniques in three different alternatives. The report presents a Base Alternative, Intermediate Alternative, and Comprehensive Alternative. The Base Alternative provides a basic process that would meet the intent of the Growing Smarter legislation. The Intermediate Alternative involves a larger number of opportunities for a larger audience to be involved at key milestones within the process. The Comprehensive Alternative strives to include everyone at every phase of the process using as many techniques as possible. Don Chatfield started the discussion off with some general comments that were echoed by the committee members. Don felt the report provided a broad palette of involvement opportunities. He felt that the nature of how the town grows is still a significant issue in Oro Valley and therefore, there should be a significant commitment to involve as many people as possible in the general plan update process. It was stressed that "quality input" is more important than just sheer quantities. Don also mentioned that he felt the cost of getting quality public input is a drop in the bucket in regards to the overall town budget. He recommended that the TAC send a message to the Town Council that the Town should do the best effort possible because nothing is more important than reaching consensus on the community's future growth policies. The TAC then reviewed each of the alternatives and made changes. Following is a summary of the changes made. Base Alternative Delete "telephone" form Random Sample Telephone Survey Move Project Newsletter to the Intermediate Alternative 1 Intermediate Alternative Delete "Stakeholder" from Stakeholder Focus Groups Change Youth Values Institute to "Youth Forum" and tie into Safe Neighborhood Program. Delete Design Charette as a separate technique and include in the Second Future Search Conference. Community Walk Abouts should be a staff function instead of consultant. Community Characteristics Survey should a be a staff function with consultant on-call if needed. Question Quilt would not be a separate item but would be a component of the process. Delete the Project War Room due to lack of space. Partnering with Community Events would be a staff function instead of consultant. Traveling Mobile Display would have minimal input from the consultant. Comprehensive Alternative Televised Round Table Discussion would be a staff function. Include design charette as part of Future Search Conferences. Delete Bulletin Board Workshops. Change Small Living Room Meetings to Homeowners Association Meetings Delete Interactive Computerized Voting System and Computer Simulation due to the high cost and may be too high tech. Simulation Games would not be a separate item but be included in the first Future Search Conference. Joint CounciUP&Z Commission Meeting The TAC gave the following suggestions for the upcoming worksession. The presentation should be brief (10-15 minutes) and allow plenty of time for questions/answers. Suggestions were made regarding the report, such as, move tables up front, explanations in the back, include minutes of the two meetings, and generic timeline with specific alternatives. Communications Action Plan/Stakeholder Database Due to the lack of time, the TAC did not cover these two items. Peggy will complete and distribute for comments the Communications Action Plan via e-mail. Recommendation The TAC recommends to the Town Council the Comprehensive Alternative with the changes suggested above. Next Steps Following are the upcoming meetings to finalize the Public Participation Program. January 24, 2000; Joint Council/P&Z Commission Worksession February 1, 2000; P&Z Commission Meeting The meeting was adjourned at approximately 9:30 p.m. 2 , r • TOWN OF ORO VALLEY GENERAL PLAN TECHNICAL SUPPORT COMMITTEE 1995 Gerry Flannery 13555 N. Sanders Road 682-4166 Planning Marana, AZ 85653 Andy Gunning 201 N. Stone, 2nd Floor 740-6800 Pima County Planning Tucson, AZ 85701 Dennis Cady 233 N. Main Avenue AZ State Land Tucson, AZ 85701 Katie Frey 701 W. Wetmore Rd 690-8075 Amphi Schools Tucson, AZ 85705 Patti Morris 3950 E. Irvington 745-3170 TEP Tucson, AZ 85702 Bill Vasko 255 W. Alameda, 3rd Floor 791-4571 COT Tucson, AZ 85701 Jim Petersen 11,000 N. La Canada Ext. 110 Water Oro Valley Jim Altenstadter 177 N. Church, Suite 501 628-5313 PAG TPD Tucson, AZ 87501 Deb Syndenham/Linda Edwards 3800 N. Central #1400 280-1350 Dept. of Commerce Phoenix, AZ 85017 Dennis Alvarez 1221 S. 2nd Avenue ADOT Tucson, AZ 85713 Tom Quinn 5 700 N. Sabino Canyon Road 749-8700 Santa Catalina Ranger Sta. Tucson, AZ 85715 Neil Donkersley PO Box 36986 628-5798 Catalina State Park Tucson, AZ 85740 Sherry Rather 555 N. Greasewood Road 628-5376 Game& Fish Tucson, AZ 85745 Al Bourguet 333 E. Wetmore, #2-49 292-8157 US West Tucson, AZ 85705 Scott Mundell 11279 W. Grier Rd. 682-4749 Marana Schools Marana,AZ 85653 David Smith 7493 N. Oracle, Ste 103 575-9095 Catalina Coord. Council Tucson AZ 85704 f:\...4puvw-coinni.ist Frank Bangs One South Church#700 Tucson,AZ 85701 David Mehl Cottonwood Properties 3 567 E. Sunrise Drive#219 Tucson,AZ 85718 Hank Nelson 6820 Pico del Monte Tucson,AZ 85715 Louis Furman %Srs. of the Immaculate Heart of Mary 35 E. 15th Tucson,AZ 85713 El Conquistador Resort ATTN: General Manager 10,000 N. 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"".4i:r.'c...Yov'�' 4:`'QT''•.J:y<:i;.yiij'S::i1::i..:>:j`'::�.:'L{itij"i'•:Ji}.:'f.;:�:'""` :: sy^.2"t ..n.4•'b..p,t>JF't/ 'Jt° t ° £/t�'�r.G.�i t , The Planning P l Ai •f•• YY Ka vqq{ A prime objective of the Dallas Plan has been to include a wide range of participation from within the Dallas community, and from that participation to gain an understanding of the vision that the people of Dallas have for the community's future. This approach resulted in a planning process which alternated periods of community outreach, consultation with tr the Dallas City Council and in-depth analysis and intense planning to shape The Dallas Plan. 4';ii's;:.'111:":1111:g1112111E03,11110 t Y , After an initial period of intensive analysis of the economic, social, physical,financial and governmental aspects of the City of Dallas,the region and competing areas of the country, a J f ry '� thecommunity. In the Spring of 1993 ��� the Dallas Plan team began its outreach efforts in c y p g s `n the team conducted its preliminary inquiry into the views of our community through an ' toutreach program entitled "Listening to the City". This effort was organized to gain direction from the citizens of Dallas,to monitor the pulse of the city and to begin describing a long-term vision for the city. Members of the team spoke with neighborhood, religious, political, civic and business organizations and community leaders from Dallas and the surrounding communities. One-on-one discussions were also held with members of the Dallas City Council and senior City staff. In undertaking this venture, The Dallas Plan team sought to: • Create community momentum for The Dallas Plan effort i • Determine common themes in the participants' vision for the city P P • Identify fy C i tv core assets and objectives N a x$ r t� • Define a long-range agenda and public sector priorities y 4;Y • • Identify appropriate roles for the public and private sectors • • Encourage neighborhood and City-wide interaction among participants in the J process YQ J Y This consultation and involvement included approximately 160 meetings throughout the ..H441111figlitIVIPit3111113.1111111 City• These meetings took the form of workshops,town hall meetings, and public • hearings. Participants shared their visions for the future and their ideas for action; these } suggested visions, goals, priorities and target projects were carefully cataloged. ::101:11111111,23111121,1:1111,141 53-!...1111:11.11124111:11.111-11111111111:11 Following the Spring 1993 outreach effort, The Dallas Plan team members translated the rt 2 t t Jr - ; tX P results of the discussion into a series of principles and priorities. From these,the team developed the framework goals for The Dallas Plan: r L 2 it • Economic opportunity and jobs �` • Increased tax base and tax revenues • Enhanced quality of life for Dallas residents The framework also detailed desired outcomes which described the Dallas of the future as a G h •, competitive, accessible, manageable, equitable and identifiable city. :::.••4illarijl J r , r„ In June of 1993 The Dallas Plan team returned to the Dallas City Council with this "•:"..13:111.11.1,11111111.0111!"."1111 framework and with several approaches that the City could pursue in defining its future. The City Council unanimously adopted the plan framework and instructed The Dallas Plan team to pursue "The City as an Investor in its Future" approach to planning--the most proactive of the alternatives presented. ' 22' ' + F Based upon this direction, The Dallas Plan team developed a draft plan for community discussion which, after review by the Dallas City Council,was published on October 24, 1993 as a supplement to the Dallas Morning News. JJ tt 1 e x S?raYh )e .-�& U � • , • I. w.G4w�#4A C4::::Ves, . Appendix B:Acknowledgments ` 'TEn � M, a. filliiiitilitilli,t.illigfAWX-it, w £. �w 6 a ,O l 7 `a ��� 'ti r n Ita S,.l�, t'lW 7^'L d .y } ar1 6 {i r <S^Sol' fillitillifillielitililgAglitilli.tt.:.- �� lifigi • formed the basis for a comprehensive outreach effort conducted during the $yt rT�}�z; t k 5{$tJ ` �g�f,YK i T This draft plan p �`^��n� J irL a f. �''1}�.� t >..x w� 'x Fall of 1993. The Dallas Plan team returned to many of the same groups involved in theY }} ! $ 4..w J . `.v J�'-'SYS{i% �A ! :..:.:..,k,l'..... 4 f na P `3�$Y F L'n?���4�' ,.Lhi.^�5. Spring 1993 outreach program. The goal of this effort was to obtain comments from the L.4 � L J$.''YL�" . P g P g community on the draft plan and to stimulate additional discussion about issues and 4. strategies to be included in the final plan draft. ▪ h • wQ 3 { The Dallas Plan team held outreach meetings in each of the 43 Statistical Communities of '.-...„.:::::,;!:.-:::-.:z:,F,,.i': .::,:::i:k!-!,!li:',..:,!:',...,:ft--,F,',i,:::::.!!!:.•:?...:!;:!-„::!!.,:ii.!;;!!!!!!!!,:.•::•::;,.!.!.1,!.11 the city. The team also met with neighborhood associations, religious groups, professional /V organizations, business organizations, representatives of institutions of higher education and many civic groups. During the months of October,November and December of 1993, �)�; ▪ l ll approximately 125 meetings were held with over 3,500 participants actively involved in theh L dialogue. { � zY a r..o-, � ) N f A full range of comments was received from across the City. Participants provided h,G refinements ..„........ to the plan's direction and '!,',i''!..i.i.''.111..: • / ! exceptional insights into issues and proposed j� priorities. Among the highlights of those comments were: • Z a +$r '•:..-:::-.',:li.i:g!':',:::!...;I:•':.;.-:-:.1:1-,'.::!'i:.!',:n:;:iiP.;:i:;;::,.:...i:.-V.,,,.!:Ii'J'aiiiii:iiieI:,qi, f • Give priority to urgent backlogged capital improvements that had been S } Post oned due to the City's budget constraints ! L , 4 • Enhance and celebrate cultural diversity R7 • Improve the Southern Sector while maintaining the integrity of the Northern } Sector i f J�< • Emphasize regional cooperation with Dallas as a leader in theprocess ��T 4:4t' P g P Yr • Improve the way the City does business with both its citizens and the business r z s, community • Place a priority on municipal leadership axe • Highlight the importance of the City's health care industry $ s t : • Employ a more aggressive approach in defining and implementing Dallas' - $ future goals • Listen to the needs of the young people of the city •...:-.,:::„L't,',117:--ri,:!:,..,::,:,;,!:',.,:i,..,-.!:.,.,t,:•,•:::';-51▪ 1.-..:-••••:.•:.E.-•.•-:•.,i;',..,„:-,E.,:-.1.,1..iii-!:.:•:,.'::.:E:i-;-'-i-,::ilh.---'4...1. :,;.1.".:,<--,..il--4.--4-i.--';'.:.H • Cooperate with educational institutions ,4 ms • Retain and expand existing businesses Y /.ak • R , h4 t {ti i ` • Promote a sense of security city-wide • ▪ aSr y $ftN/~ y h • Recognize that limited resources will necessitate the selection of specific w VS)Lr < f , ;. : i targets and priorities • x t L ff • Foster public/private partnerships n £ .feL r T i • Prioritize State and Federal assistance a r ft rT11'�:gin • Optimize code enforcement 4 'S Tr '.'A•"T L . J4F R-'..T- tl ` ^ y i,R '�$>''ark,k.;,:, o c r2 �.� Following the 1993 Fall Outreach, The Dallas Plan team presented the results of this effort r to the City Council along with six priority topics that became The Dallas Plan's Strategic - L a x ` r,xr` . Initiatives. The City Council listened intently to the feedback from the community and u .4 s r:A approved the six Strategic Initiatives. ) 2- N Duringthe winter and spring of 1994,The Dallas Plan team,with the able assistance of the � ) ! s*zy �: r P g �. Dallas City staff, used the input from the fall outreach effort and City Council k deliberations to refine the plan's major recommendations. Qty. r During the spring of 1994, a third Community Workshop series was held to clarify crucial J,f�. parts of the plan, set priorities and ensure the viability of the proposals in the draft plan. `�� F her� These workshops were co-sponsored for The Dallas Plan by the Dallas Homeowners - sJ . League,the North Dallas Neighborhood Alliance,the Dallas Urban League,the Dallas .nom M Council of Hispanic Service Organizations and the Greater Dallas Planning Council. ; �Y � T� ,c L " 11 $- #E DAL AS AN Appendix B.The Planning Process Members of these groups dedicated many hours in careful consideration of the draft plan. = Their efforts had a major impact in addressing some of the most difficult issues and directions in the draft Plan. The months following these workshops were focused on refinement of the draft plan. The • Dallas Plan team used the results of this extensive public discussion, analysis and research to shape implementation recommendations. As a final review of the economic issues facing the city, The Dallas Plan team held an Economic Futures Forum which brought together community and business leaders of Dallas with a group of economic and financial consultants. This group explored the economic status and future of the city and helped to • identify areas of emphasis for economic initiatives of the Plan. • On September 21, 1994 The Dallas Plan team presented a final draft outline of the goals andpolicies for each strategic initiative to the Dallas City Council. This outline was revised based on Council input and included in the final review draft of the Plan. During the Fall of 1994, 15 Town Hall meetings hosted by individual councilmembers were held for the specific purpose of receiving community input on the final draft of The Dallas Plan. These meetings were held in each council district with one final city-wide meeting hosted by the Mayor and held at City Hall. The Fall 1994 Community Outreach was purposely held in communities rather than with specific interest groups to garner diverse pluralistic input fromgeographic areas. Thisprocess of neighborhood consensus- � P g building is an important part of The Dallas Plan approach. Each community was very receptive to the workshopprocess, which was geared to encourage thoughtful participation P P within random self-directed discussions rou g P • if The schedule of meetings was communicated in all media and as widely as possible throughout the entire Dallas community. Neighborhood, community and special interest groups were contacted and encouraged to attend the meeting in their particular community thethrepresentation at each meetingwould be as broadly based as possible. By w presenting The Dallas Plan revisions which reflected previous citizen input,this set of workshops built on the previous workshop sessions; participants provided feedback about the Plan which had been revised based on their prior input. Comments from these workshops were attached to The Dallas Plan draft and discussed with the Dallas City Council on December 7, 1994. The City Council agreed on revisions to the draft plan. The City Council approved The Dallas Plan, with suggested revisions reflecting the citizen input, on December 14, 1994. t R In the end the important characteristic of The Dallas Plan process is not the extensive investigation, research and inquiry that the team conducted. Rather,the hallmark of The on the values visions and ideas of the citizens la that is anapproach based Dallas Plan is up , of Dallas. It is these same citizens who will see The Dallas Plan to its successful conclusion. • 4 4 y . ' r t 5 i4 yy y,2s • /iy/ ti=r;�c ::{tiSS ::•i:•; St viS+:'ir• K fi1Y^S:w ..•vt1v. .::-ii:i.;n•.;ry.;r:.;nh;.:...: •:!tiff•:' r•>.......:. n 7w y S rw� C 0 ORD INATED ..aryl IMPLEMENTATION •• A BLUEPRINT FOR ACTION The Dallas Plan is not intended to become a dusty reference document. Instead, it should be a blueprint for action by the City of Dallas, other governmental entities, community g or anizations and the private sector. Its recommendations should form the basis for ti continuing community discussion and resolution of the issues that will shape the Dallas of is 2025. The Dallas Plan's approach to implementation involves immediate action steps,financing from multiple sources and an annual process for review and refinement of the plan. Each of these techniques is described below. 3 h! x!u3 25 FOR '95 s i} An effective plan must be implemented. For The Dallas Plan to be successful,the blueprint it describes must be refined and adjusted to meet changing needs over time. It must be used in making decisions. Action steps, such as those included in the six strategic initiatives, must be taken. To begin this process, The Dallas Plan includes a list of action items for 1995 --the "25 for '95". These action steps include projects that will initiate multi-phase programs and capital investments. They also include "demonstration projects" pvisible successes which can then be that can be accomplished quickly and will become , replicated in other parts of the community during the next thirty years. The "25 for '95" list is a vital part of The Dallas Plan. It links long range goals and policies to immediate action- The Dallas Plan's six strategic initiatives include these goals and r a� policies, along with "action agendas" of steps to take in the nextfive to ten years to implement the plan. The "25 for '95" identifies the immediate action items that will begin lan implementation this year. p y Having a list of action items for 1995 builds in accountability. Citizens, business owners and community organizations can clearly see how the City of Dallas intends to carry out the plan. Successful action on these items during 1995 will respond to skeptics who aren't sure The Dallas Plan will be implemented; action on a specific list of items will increase credibility for continued implementation. Q 4 r h ! Visible action in 1995 will keeptheplan from atherin dust. Byprovidinga focus for g g . City and community action this year,this list will help us succeed in implementation. Initial successes will ensure that this plan continues to be a focus for successful action in the !fi • S <jM future. • S� The Dallas Plan contained an initial list of 25 action items for 1995. As a result ofThe discussions with Cit staff and Councilmembers, Dallas Plan s communityoutreach and y max: the initial list was modified to reflect community priorities. The list that follows was )»ZM C adopted by the City Council in February, 1995. It sets an agenda for immediate action to begin implementing The Dallas Plan. rz 43: :11113 • • • Town of Oro Valley Public Participation Program Development Proposed Action Plans Report January 12, 2000 Prepared for PPAC Worksession: January 13, 2000 Submitted by: Partners For Strategic fiction, Inc. 13771 Fountain Hills Boulevard Suite 360 Fountain Hills, Arizona 85268 (480) 816-1811/FAX(480) 816-1813/psapsa@worldnet.att.net "Tell me, I forget. Show me, I remember. Involve me, I understand." Introduction The above quote captures the purpose of a public involvement process. It is only when people of all walks of life come together to discuss, debate, and listen to one another do cities gain a larger understanding of where they should head and how they should get there. Collaborative planning processes that engage participants, maintain momentum, and produce significant results are held together, in part, by some basic rules that can be termed as "planning etiquette." Involving people in the planning process means acknowledging that everyone has something of value to contribute, rather than setting up citizens, developers, environmentalists, or local government as the enemy. This fundamental principle can change the dynamics from "us against them" to "we're all in this together." People must sense that their involvement is genuinely desired and that the time they spend is worthwhile. This is particularly important for drawing in very diverse groups or those skeptical or timid about participating. In developing the three alternative public participation action plans for Oro Valley, the following assumptions about the desired process were used as a guide. PSA believes strongly that the public involvement process should strive for a "collaborative process" where everyone including citizens, property owners, business people, youth, and other stakeholders work together to develop an acceptable solution. To have a successful collaborative process it is important to ensure that participants have ample opportunity to participate, provide information, and debate. According to Susan L. Carpenter in Solving Community Problems by Consensus, the following characteristics of a Collaborative Process. ✓ Participation is inclusive. ✓ Participants are responsible for ensuring success. ✓ A common sense of purpose and a definition of the problem are developed. ✓ Participants educate each other. ✓ Multiple opinions are identified and tested. ✓ Decisions are made by consensus. ✓ Participants share in the implementation of solutions. ✓ People are kept informed. Additional guidelines for a successful public involvement process includes the following. ✓ When people are invited to participate, their roles, the anticipated time commitment, and the proposed outcomes are clearly outlined by the conveners. ✓ There is "get acquainted" time to help people become familiar with one another, the issues, and the process. Hospitality is a key ingredient in making people feel comfortable. ✓ Information is shared in open and direct ways. Partners For Strategic Action,Inc. ✓ Training and technical support is provided. ✓ Attention is paid to the best ways to reach and listen to all groups. ✓ The process is accountable. Outcomes are in line with expectations. Schedules, promises, and commitments are kept. ✓ Meetings, workshops, and other events are organized to produce results. Next steps are clearly outline. People know what has been accomplished and what is left to do. ✓ The leaders and participants take time to try to understand different points of view and to resolve problems that arise along the way. ✓ Milestones in the process are appropriately acknowledged or celebrated. Individual and group efforts and accomplishments are recognized. Webster's Dictionary defines consensus as "general agreement or harmony." A collaborative process strives toward agreement by all participants. However, that does not mean that some people may not totally agree with every aspect of the plan but overall they can agree with the document. Participants in a collaborative process must work toward agreements that all can support. The level of enthusiasm for a solution may not be the same among participants, but hopefully the participants are able to live with or strongly support the outcome on issues important to them. If at the end of the general planning process, consensus has not been reached and the issues need further discussion. In Arizona, the recently adopted Growing Smarter legislation ushers in a new era for public involvement for Arizona cities, towns, and counties. The legislation requires early and continuous public participation in the development of and major amendments of the general plan. Involvement from all geographic, ethnic and economic areas of the community is critical. The public involvement procedures must provide for: 1. The broad dissemination of proposals and alternatives. 2. The opportunity for written comments. 3. Public hearings after effective notices. 4. Open discussions, communications programs, and information services. 5. Consideration of the public comments. The following report is divided into the following sections. Description of Techniques. This section describes the various public involvement and communication techniques that Oro Valley could use in the development of the General Plan Update. Stakeholders. This section provides a preliminary table of stakeholders to be involved in the process. Alternatives. This section presents three proposed alternatives for Oro Valley to consider. Each of the alternatives describe the stakeholders targeted and estimated costs associated with the techniques. Partners For Strategic Action,Inc. 2 Description of Techniques The following section provides a description of a comprehensive list of public involvement techniques for consideration by the Town of Oro Valley. This section is divided into two parts. The first part of"Involvement Opportunities" and the second is "Communications Approaches." Involvement Opportunities Active Committees: Oversight Committee: An Oversight Committee is organized by the City that is represented of the community as whole, staff, community leaders, various stakeholder groups, and the public. These groups will be active, participating members of the Project Team. Day-to-day communication and input with these Team members at the inception and throughout the planning process as it evolves is critical. The Oversight Committee will act as the "sounding board" for the Team and provide input and feedback throughout the process. Technical Advisory Committee: A Advisory Committee comprised of agency representatives (e.g. Pima County, Department of Commerce, PAG) that meet at key milestones in the process. The TAC is important because it provides opportunities for coordination and commitment for implementation within the planning area. This group can also serve as an objective "outside" perspective. Sector Boards: Thirteen-member boards appointed by the Town Council representing geographic locations of the planning area. Topic Area/Issue-Based Committees: Several committees could be formed specifically around issue topics. The purpose of the topic area committee is to study and make recommendations on a specific topic (e.g. affordable housing, transit, culture). Boards and Commission: Oro Valley has a long history of involving citizens in the decision-making process of local government. These boards and commissions offer a tremendous amount of insight and knowledge about the community and the complex issues facing Oro Valley. It is the intent to engage the town's boards and commissions and make them an integral part of the process. Community-Wide Participatory Events/Meetings: Future Search Conference: The Future Search Conference is a great way to communicate, educate, empower, partner, and build consensus on issues that impact the future of development of the city. The conference is a community event that will generate a lot of excitement and enthusiasm for the project. The Future Search Conference is typically held early in the process as a way to actively involve people in in-depth dialogue about a variety of community issues. To get citizens Partners For Strategic Action,Inc. 3 involved, personal invitations are sent to key stakeholders, flyers developed and distributed, announcements made at service clubs and fraternal organizations, raffle and prizes will be given away, etc. The process explore the community's past, present, and future. It discusses Oro Valley's position in relationship to the world, nation, state, and region. The process discusses ideal and probable futures, examines trends, and identifies core values that will create an acceptable urban form. The ultimate goal of the conference is to include all stakeholders who will be affected by how the community grows or who can affect the community for the purpose of searching for an achievable future. Leadership Interviews: Telephone and in-person interviews with business, political, and community leaders to identify issues and/or to get feedback on alternatives. Stakeholder Focus Groups Stakeholder Focus Groups are organized to further discuss key concepts that were identified during the Future Search Conference. These Focus Groups assist in further defining the critical issues and possible solutions. The stakeholder focus groups are typically used early in the process, mid-way to "float" possible alternatives, and near the end to "test" the preferred alternative. Televised Round Table Discussion Utilizing public access television station, an hour long program could be developed discussing community values. A script would be developed and a local (non- political) personality will serve as moderator of the program. Participants of the round table will be a cross-section of community leaders. Oro Valley's Values, Today and the Future Working with the local newspaper, conduct interviews with a wide variety of community leaders, individuals, and young people from throughout Oro Valley about the definition of values and identification of what Oro Valley values. These interviews will be developed into a published document that will be used as "starting point" for widespread community dialogue. A newspaper series will highlight the results of the interviews and encourage public dialogue around the topic of community values. Youth Values Institute A critical segment that is often left out of the planning process is the future leaders of the community - The Youth. It is important to actively involve the youth in the planning process. Youth leaders should be invited to attend all community meetings. In fact a youth representative should be included on the Oversight Committee. To ensure good youth involvement, a Youth Planning Institute would be organized that involves all ages of youth from elementary to college level. It is a learning experience for the youth as well as providing valuable information to the process. The Youth Values Institute will educate participants about community planning principals while encouraging their creativity as they discuss core community values and critical issues related to the development of the planning area. Partners For Strategic Action,Inc. 4 Donuts and Dialogue Monthly the Project Team hosts an informal morning program at various locations throughout the town. Each monthly meeting would focus on a different topic. The purpose of these events is to reach out into the community and discuss issues that are important to residents of the various geographic areas. Oro Valley Values Summit It is the purpose of the Values Summit to conduct a community-wide event mid- course in the process that is highly interactive and provides participants with information, opportunities for input, and ability to discuss various topics while having fun discussing the future of the community. The Values Summit would be proceeded by a mass media blitz that would include radio and public television spots and a newspaper insert. It will also be the Team's goal to have many of the organizations within the community co-sponsoring the Values Summit so that it is not just viewed as a Town function, but a "Community" function. Bulletin Board Workshops To take advantage of the electronic technology, a community planning bulletin board will be instituted. An interactive electronic dialogue program that allows people to discuss a specific topic via their computer would be facilitated. The program schedule would be widely advertised (i.e. time and topic of the dialogue) and a facilitated electronic citizen's workshop would conducted. It is anticipated that the electronic workshops would be held at least monthly on various topics. Design Charettes: Several design charettes would be organized around specific character or topic areas. The design charettes could provide a foundation for the development of the preferred alternative. Design charettes are typically 1 to 3 day intensive sessions involving the consultant team, staff, and other identified key participants. The events are advertised and open to the public to attend. The work is done on-site in the community. At the conclusion of the design charette a community public presentation of the findings is held. Small Living Room Meetings: Known by some as the coffee klatsch, this type of meeting occurs at someone's home, with invitations usually being issued just to residents of the immediate block or other small area. It can be a very useful method in the early stages of the planning process. Its more intimate setting is usually less threatening and offers attendees more opportunity to interact informally. Open House: The open house is a participation technique that might be combined with the field office/drop-in center. It is the creation of a special occasion when neighbors are invited to drop in and view such things as plans, data, and maps. The open house could be held at a church, community center, local business, or whatever space is available. The open house is well advertised, limited to about four hours, and be held at a time thought appropriate for the community, such as an evening, or weekend afternoon. Refreshments and printed information should be available, as well as knowledgeable participants who can talk informally with visitors Partners For Strategic Action,Inc. 5 about the planning process going on. There should be some way attendees can register their input. Community Walk Abouts: A nice way to get people together, get them doing something active, and also generate useful information is to arrange a walking tour. This is nothing more than a small group of people walking through the community together, talking about it as they go. Landowner/Developer Forum: Owners of large tracts of land and members of the development community are invited to attend a special forum dedicated to hearing their specific concerns. Public Hearings: Per Arizona Revised Statutes and the Oro Valley Zoning Code Revised, public hearings are set before both the Planning and Zoning Commission and the Town Council. These meetings are well publicized and open to the public. Public Input Techniques: Random Sample Telephone Survey: A statistically valid telephone survey is usually conducted early in the process. If the survey instrument is constructed effectively, valuable information is gathered that can assist in framing the issues. Additionally, mid- way through the process the Town may want to consider a comprehensive, statistically valid survey to check the information being gathered through the various public dialogues. Informal Surveys: At all public events a survey instrument will be created and distributed to solicit focused input. The surveys provide another avenue for citizens to express their ideas and concerns. Interactive, Computerized Voting System: This technique could be a way to get feedback at key junctures in the process regarding particular issues. The interactive tool could be utilized at key community meeting (e.g. Future Search Conference, Youth Institute, Donuts and Dialogue meetings, and Values Summit). All participants would be issued a key pad for providing their response to a series of questions that will then be automatically tabulated and results presented. After each question is presented, participants vote, the computer tabulates the responses, and they are presented. The process provides for instant response so participants can see immediately how the group is responding on various issues. Another benefit of the process will be to track the demographics of the respondents. Community Characteristics Preference Survey: The community character preference survey involves using a catalog of slide depicting various aspects of the community (e.g. landscape, architecture, street design, signage) and providing an opportunity to score each of the slides and provide comments. The technique provides valuable information on how people feel about various aspects of the physical environment (build and natural). The information is then used to develop policies, alternatives, and implementation strategies. Partners For Strategic Action,Inc. 6 Computer Simulation: Computer simulation involves using computer modeling and photographic imaging techniques to let people see the potential results of planning, development, and design projects. It allows the community to evaluate "what if' scenarios. Simulation Games: Simulation games are hands-on exercises that invoke asking the public to create land use plans by placing "icons" on maps. The icons represent a full- range of land uses (e.g. apartment complexes, employment centers, transit, etc.) and are intended to be arranged on a base map. Essentially, participants are given a certain number of icons and a limited amount of space in which to arrange those icons. Question Quilt: At every public event, participants would be able to add their questions to the quilt. The Quilt is a way to monitor the publics concerns, issues, and ideas by analyzing the questions being asked. The type of questions being asked might indicate that there is a lack of understanding or that there is dissension. This information provides an opportunity to redirect or check progress. Communication Approaches: Project Identity: A professionally developed logo, project name, letterhead, and tag line would be developed to be used on materials associated with the planning project. Planning Lecture Series: Organize a series of guest speakers that are thought- provoking and informative. The series could be co-sponsored by various businesses or entities. The topics could coincide with the progress of the process. The series would be open to the public. Project Database: Building on the database established during previous planning processes, a project database would be established. It is the intent to provide regular communications with the individuals listed in the database. The database will evolve and expand throughout the process. Storyboarding: All communications for the planning process should be very visual and have a unified image. A key communication tool that should be utilized during the process is a visual planning process called storyboarding. Storyboarding is a mechanism that communicates and visually documents the dialogue. The storyboard process could be used to identify critical issues, develop values, discussion points, common ground, and areas of divergent opinions. The process makes public meetings much more productive and allows everyone in attendance to participate. The "game rules" of storyboarding focus upon deferring criticism of thoughts and ideas contributed by other players. Approaches such as "piggy backing", "plussing", and "tag-along" are encouraged when developing community goals. Storyboarding is very interactive and exciting. Project War Room: A "War Room" could be established at Town Hall or the Library that documents the entire community dialogue and process. The display would be an evolving display located in a place with a lot of"foot traffic." The purpose of the display Partners For Strategic Action,Inc. 7 is to communicate the process and allow an opportunity for people to comment. The display would be changed regularly (i.e., at least monthly) with new things added so a cumulative documentation of the process is presented. Project Web Page/E-Mail: Building upon the existing Town Web Page, create a section dedicated to the general plan process. An interactive reply card would be included so citizens can receive additional information about the process or provide direct comments. The general plan newsletter, maps, proposed policies, and any other pertinent information would be added to the Web Page on a regular basis. A special E- Mail address could be established for the project. Project Newsletter: A series of newsletters could be developed and distributed at key points in the process. The newsletters should be easy to read and informative. Technical Reports: Technical Reports after each of the critical phases in the planning process should be developed and distributed. These Technical Reports serve two purposes. First, they ensure that agreement is reached at critical points during the process and second, they document the process and the decisions being made. Press Communications: Working closely with all local and regional press (i.e. print, television and radio) ensure that the project is well covered by all media. Project Telephone: The Town could establish a Project Telephone Number that allows citizens to comment, request information, or ask questions about the project. Requests via the dedicated telephone line would be responded to immediately. The information would be tracked to ensure that the individuals get added to the project database. Partnering with Community Events: At any and all community events, a booth would be set up with information about the planning process. An informational flyer and a survey would be distributed to individuals stopping at the booth. Speakers Bureau: Regularly, presentations would be made on the planning process and issues at all civic and service clubs (i.e. Chamber of Commerce, Rotary, Women's Club) within the community. Traveling Mobile Display: Information on the process is compiled into an evolving, mobile display. The display rotates around the community and would be located in high foot traffic areas. The display would include a survey and handout materials that interested individuals can complete and take away with them. Partners For Strategic Action,Inc. 8 Stakeholders The following section outlines a preliminary table of stakeholders. The table identifies the participants, their objectives, their areas of interest, potential conflicts, potential assistance they can provide, and level or appropriate time of their participation. Stakeholder Objectives Particular Potential Potential Timeline for Interests Conflicts Assistance Participation Youth • Chamber of Commerce Business Owners School Districts Environmental Groups Service Clubs Public Safety Organizations Religous Institutions Homeowner's Associations Pima County/PAG Appoint/Elected Officials Recreational Groups Arts and Cultural Groups Resorts Neighborhood Associations ADOT • Growing Smarter Commission ADOC State Land Dept. Homebuilders Realtors Landowners SAHBA Partners For Strategic Action,Inc. 9 Public Participation Alternatives The following section outlines three alternatives for the Oro Valley Public Involvement process for the General Plan Update. The first alternative is a "Base Alternative" which means that the process meets the basic intent of the Growing Smarter legislation. The second alternative is an "Intermediate Alternative"which involves a larger number of opportunities for a larger audience to be involved at key milestones. The third alternative is a "Comprehensive Alternative"which strives to include everyone at every phase of the process using as many techniques as possible. Each of the techniques explained in detail are listed under the appropriate alternative. An estimated cost of the technique, targeted stakeholders, and support resources required are identified. Following the alternative mattrix is a summary of the alternative and a description of staff support required. It is important to recognize that these costs are "educated estimates." The cost can rise or fall depending on how the events or activities are organized, how much volunteer effort can be solicited, and the capabilities of staff support. Partners For Strategic Action,Inc. 10 Base Alternative Technique Targeted Stakeholders Consultant Support Cost Resources Oversight Committee Citizens, Staff, Chamber, 8,000 Printing, Mailing, 10 meetings Council/Commission, School Staff Support Technical Advisory Committee Regional Government,Adjacent 4,000 Printing, Mailing, 5 meetings Jurisdicitions, Utilities, Staff Support State/Federal Agencies Sector Boards Geographically-Based 8,400 Printing, Mailing, 3 x 7 meetings-21 total Citizens/Landowners, Staff Support Neighborhood Associations Boards and Commissions Elected and Appointed Officials 4,000 Printing, Mailing, 5 meetings Staff Support Future Search Conference Citizens, Schools, Landowners, 6,000 Printing, Mailing, Developers, Businesses, Staff Support, Chamber, Elected/Appointed Food, Room Officials, Neighborhood Rental, Multi- Associations Media Support Open House Citizens, Schools, Landowners, 3,000 Printing, Mailing, Developers, Businesses, Staff Support, Chamber, Elected/Appointed Refreshments, Officials, Neighborhood Room Rental, Associations Multi-Media Support Landowner/Developer Forum Landowners, Developers, 1,800 Printing, Mailing, Organizations representing these Staff Support interests (e.g. Homebuilders Association) • Public Hearings General Citizenry, 2,000 Printing, Mailing, 2 meetings Elected/Appointed Officials, Public Special Interests (i.e. Announcement, developers/landowners) Staff Support Random Sample Telephone General Citizenry 9,000 Printing Survey Informal Surveys Depends on event Staff Printing Project Database Evolves during process Staff Computer&Staff Support Storyboarding All Meetings Minimal Minimal Project Web Page/E-Mail Computer Savy Individuals 2,000 set up Computer Staff operation Technical Support, Staff Support Project Newsletter Depends on Distribution 5,400 Printing, Graphics, 3 anticipated Mailing Technical Reports Limited Distribution to Project 4,800 Printing, Mailing, 3 anticipated Committees _ Graphics Press Communications Newspaper, Radio, and TV Staff i Media Audiences Coordination, PSA Writing Assumption: Alternative assumes utilizing existing staff with a dedicated project manager throughout the process and staff taking notes and producing summary reports. Total Direct Costs of Alternative: $54,400 Partners For Strategic Action,Inc. 11 Intermediate Alternative This alternative assumes that all of the previous techniques listed under the Base Alternative would be included in the Intermediate Alternative. Following are the additional techniques that would be included. Technique Targeted Stakeholders Cost Support Resources Leadership Interviews Council/Commission, School 6,000 Staff Support 20 anticipated Leaders, Community Leaders Stakeholder Focus Groups Business, Landowners, 6,000 Printing, Mailing, 1 Round x 5 Groups Developers, Seniors, Staff Support, Environmentalists, Old Time Refreshments Residents Youth Values Institute Youth of All Ages 3,200 Printing, Mailing, Staff Support, School District Support, Refreshments Design Charettes (1, 2-day) General Citizenry, Elected and 8,000 Printing, Mailing, Appointed Officials, Landowners Staff Support Second Future Search Conference Citizens, Schools, Landowners, 6,000 Printing, Mailing, (Held as a follow-up midway in the Developers, Businesses, Staff Support, process to evaluate alternatives) Chamber, Elected/Appointed Food, Room Officials, Neighborhood Rental, Multi- Associations Media Support Community Walk Abouts General Citizenry, Schools, 4,000 Staff Support, 5 anticipated Landowners, Developers, Transportation Businesses, Chamber, Elected/Appointed Officials, Neighborhood Associations Community Characteristics Depends on what event the 3,000 Digital Preference Survey survey is conducted. Probably a Photography, part of the Future Search Computer Conference. Analysis, Staff Support Public Hearings General Citizenry, 2,000 Printing, Mailing, 2 additional aniticipated Elected/Appointed Officials, Public Special Interests (i.e. Announcement, developers/landowners) Staff Support Question Quilt All Stakeholders Who Attend 1,000 ' Staff Support Meetings Planning Lecture Series Any Interested Individual minimum UofA Support, Staff Coordination, Publicity Project War Room Evolves during process 2,000 Graphics, Staff Support Partnering with Community Events Depends on the Events unknown Graphics, Staff Support, Printing Speakers Bureau Depends on the Speaking 2,000 and staff Audio-Visual Engagements Support, Staff Support Traveling Mobile Display General Citizenry (Depends on 1,500 Graphics, Staff the Locations) Support, Printing Assumptions: Additional full time staff person needed in addition to project manager. Total Direct Costs of Alternative: $44,700 Cost of Base Alternative: $54,400 Total of Intermediate Alternative: $99,100 Partners For Strategic Action,Inc. 12 Comprehensive Alternative This alternative assumes that all of the previous techniques listed under the Base and Intermediate Alternatives would be included in the Comprehensive Alternative. Following are the additional techniques that would be included. Technique Targeted Stakeholders Cost Support Resources Topic Area/Issue-Based General Citizenry, 5,400 Printing, Mailing, Committees Council/Commission, Special Staff Support 6 issues x 3 rounds Interest Groups, Community Leaders(Depends on the topic areas) Stakeholder Focus Groups (Total: Business, Landowners, 6,000 Printing, Mailing, 2 Rounds, 5 Groups) Developers, Seniors, Staff Support, Environmentalists, Old Time Refreshments Residents Televised Round Table Discussion Community Leaders, General unknown Media Support, Television Audience Staff Support Design Charettes (Total: 2, 2-day) General Citizenry, Elected and 8,000 Printing, Mailing, Appointed Officials, Landowners Staff Support Oro Valley's Values, Today and the Citizens, Schools, Landowners, 5,000 Printing, Mailing, Future Developers, Businesses, Staff Support, Chamber, Elected/Appointed Food, Room Officials, Neighborhood Rental, Multi- Associations Media Support Donuts and Dialogue General Citizenry, Neighborhood 2,400 and staff Staff Support, Associations support Printing, Mailing Bulletin Board Workshops Computer Savy Individuals 4,800 Computer Support, Staff Support Small Living Room Meetings General Citizenry 9,600 Printing, Mailing, _ Staff Support Interactive, Computerized Voting All Stakeholders Who Attend 5,000/event Staff Support, System Meetings Equipment rental 1 event budgeted or purchase Computer Simulation Depends on How the Technique unknown Staff Support, Is Used Computer Technical Support Simulation Games Depends on the Event, but 3,000 Graphics, Staff Probably the Future Search Support, Materials Conferences Project Identity All 5,000 Graphics Support Project Telephone Any Interested Individual or Group 1,000 Dedicated Telephone Line, Staff Support Assumptions: 2 additional staff positions and a designated project manager. Total Cost of Alternative: $55,200 Cost of Prior Alternatives: $99,100 Total Cost of Comprehensive: $154,300 Partners For Strategic Action,Inc. 13 TOWN OF ORO VALLEY SRO VALLEY GENERAL PLAN UPDATE iikigiliado. PUBLIC. COMMUNICATIONS PLAN "Written procedures to provide effective, early, and continuous public communications in the development and major amendment of the General Plan from all geographic, ethnic and economic areas of Oro Valley." January 2000 Prepared By: Partners For Strategic Action, Inc. 13771 Fountain Hills Blvd.; Suite 360 Fountain Hills, Arizona 85268 For: Town of Oro Valley 11000 North La Canada Drive Oro Valley, Arizona 85737-7015 PUBLIC COMMUNICATIONS PLAN Ensuring that a broad base of public involvement opportunities occurs on all community development-related projects is very important to the Town of Oro Valley. The Town takes a pro-active approach to soliciting public comments early and often in the preparation of community-based studies. The purpose of this Public Communications Plan outlines the steps that the General Plan Update consultant and staff, will take to ensure effective public communications in the development of the Oro Valley General Plan Update. Additionally, process compliance with this plan at the conclusion of the general planning process will be conducted. Town of Oro Valley staff will be responsible for monitoring the compliance with this plan. The purpose of this plan is to meet the guidelines of"increased public involvement" required by the recently enacted Growing Smarter legislation. In development of general plans, the planning statutes require the following: During the formation of a general plan the planning agency shall seek maximum feasible public participation from all geographic, ethnic and economic areas of the municipality and consult and advise with public officials and agencies, public utility companies, civic, educational, professional and other organizations, and citizens generally to the end that maximum coordination of plans may be secured and properly located sites for all public purposes may be indicated on the general plan. Additionally, the Growing Smarter Act requires the following: "The Governing Body shall adopt written procedures to provide effective, early and continuous public participation in the development and major amendment of general plans from all geographic, ethnic and economic areas of the municipality. The procedures shall provide for: a. The broad dissemination of proposals and alternatives. b. The opportunity for written comments. c. Public hearings after effective notice. d. Open discussions, communications programs and information services. e. Consideration of public comments". The following Public Communications Plan is intended to meet and exceed the requirements of the state law in relationship to ensuring broad public input into the development of the general plan update. The Communications Plan works in conjunction with the Public Participation Program. Oro Valley General Plan Update 1 Public Communications Plan , t • ...:.' .. ,. .:. : r.r... ::.a :::.a::..-.-::...�:n;-:_5..,..Jti•::::!::<{:-:,.....{.:}.v.,f:3v•}x...„:...:.:::::.::.::.::.vn.:::::::::{:::„::::.:mo.o:vw:.:::::.::•: Y :v}:} Q. :.,: 1■ PROJECT Nitalliiiittinkeliaillalmommow~"0"'"ole"""' 4k .vi:! v: :....:„...: ........::.::. : :::+.. .., ,...,.:, 4,,, znnxY.$ $:rrz,.,„..::r{a v:, . `..., ...,. ... ..•.. ._.... Project Scope: The Oro Valley General Plan is an update of the original Focus 2020 General Plan completed in 1996. Due to the tremendous growth of the area and new legislative mandates, the Town Council has decided to update the General Plan. The Oro Valley General Plan Update is a statement of policy and an expression of the community's vision for the future. When completed, the plan will be a tool to help guide and shape the physical development of the town. The mission of the General Plan Update is to achieve a sustainable future for the community. The General Plan Update will include the community's statement of vision, development goals and policies, and an implementation plan to realize the vision. Project Boundaries: The planning area for the Oro Valley General Plan Update process will be basically the same area comprised in the current Focus 2020 General Plan. Regional Context The Town of Oro Valley is a 32 square mile suburban community of 25,455 people that was established in 1974. It is situated six miles north of the Tucson City limits. Over the past 20 years, the Town has experienced rapid growth. In fact, the population has quadrupled. Although the built landscape is primarily residential, the Town is attracting significant commercial development along a major thoroughfare on its eastern edge. Level of Significance: To comply with the provisions of the Growing Smarter Act in the preparation and adoption of the Oro Valley General Plan Update. 2. ....,... PROJECT IDENTI •�Jx . .. r. : : J 4tS:v }�.. }}s.-%v}: y�: T:�ti.:{a"a?Y.:{ ,K?: �t ..-::$^i r':•.'Of0.�•.a• ��'�,\`\?..:�:�::v:::.�i'3T' ,�`x`F- •. �]�•a!'hxiri:'t%:;;�:^:%:fi>`fi:!r3+}}�>.r} .,n49;} �/:. .......,� ♦.\}{l./6! ,•.. ,.: }+::.r{ Y Kb,a,n�•pk,w.tW�'fi'!+�K•+!}x\... n}F{}�;+.Y{etldloY:;�$:: A the project initiation phase, a project identity will be established that includes a logo, tag line, letterhead, and other project identity materials. Oro Valley General Plan Update 2 Public Communications Plan IDENTIFICATION OF STAKEHOLDERS )cx .u:2• o: ;.a).'.t'J :•}J} }^..x}:Yti..•;.'::•c} "x65 �v Rkr::,ctt;tt• `}.:}; .: '. At the project initiation phase, all project stakeholders and interested individuals or agencies will be identified. The Public Participation Plan assumes that everyone would want to be involved in the planning process. Therefore, it is the goal of this Public Communications Plan to be inclusive rather than exclusive. This will be particularly important due to the interjurisdictional issues related to the planning effort. As other concerned public agencies are identified during the planning process, they will be added to the database and contacted. The consultant will be responsible for maintaining a stakeholders computer database. The following stakeholders will be contacted and kept informed: FEDERAL: Bureau of Land Management Bureau of Reclamation U.S. Fish & Wildlife Service U.S. Forest Service STATE: Arizona Department of Transportation (ADOT) Arizona State Land Department (ASLD) Arizona Department of Commerce Growing Smarter Commission Arizona Game and Fish Arizona State Parks Department REGIONAL: Pima County Sonoran Desert Conservation Plan Team Planning and Development Department of Transportation (PCDOT) Parks Department Flood Control District of Pima County Pima Association of Governments (PAG) Santa Catalina Ranger Station Catalina State Park Coronado National Forest LOCAL: Town of Oro Valley Town Manager's Office Planning and Development Oro Valley General Plan Update 3 Public Communications Plan Economic Development Engineering Public Works Wastewater Water Utility Town Attorney's Office Parks and Recreation Services Finance Police Public Relations Transit Services Golder Ranch Fire District OV Arts Advisory Board NW Chamber of Commerce Amphi School District Marana Schools Town of Marana City of Tucson Homeowners Associations Catalina Coordinating Council Southern Arizona Homebuilders Association Neighborhood Coalition PRIVATE: Tucson Electric Power Company US West afitabitiCtrniitSttr4ftw.ifjt„"<F,bv.i.,,.:-,,+ ':-/ :+ Ym 'f � n�'� � R rLy4. MINORITYOUTREACH c:'.t..:.. Every effort will be made to involve minority citizens in the planning process. The Town will solicit applications from citizens who represent minority groups to ensure that General Plan committees and boards reflect the demographic composition of the Town. If requested, bi-lingual information on the General Plan Update process will be provided and interpreters will be present at public meetings. 15. AGENCY COORDINATIONr Agency coordination and communication is critical to the successful completion of the general plan update. Early in the study, a general introduction will be prepared and submitted to the above listed agencies to alert them of the project. Personal follow-up telephone calls or meetings will also be made. Y 6. COORDINATION H OTHER PLANNING,.PROCEssEa ! 1 k Oro Valley General Plan Update 4 Public Communications Plan The Oro Valley General Plan Update process will coordinate closely with other planning studies. The following plans/processes will occur as the Oro Valley General Plan Update progresses: Census 2000 Sonoran Desert Conservation Plan Environmentally Sensitive Lands Plan & Ordinance Comprehensive Development Code Update Oro Valley Town Center Plan Oro Valley General Plan Update 5 Public Communications Plan . . . ;. , : . . ..... ,: :,-:.n..,.t:..• a:•: Ksa: asMo : ` x," : 17. 'ACTIVE*COM M ITT ,s,.. : l :, \ rA ».\ n SaY� low � y , fii r. :. . . . � rr <nac ::..tz:v Steering Committee: A Steering Committee will be organized by the town at the beginning of the process. The Steering Committee will be representative of the community as whole including staff, community leaders, various stakeholder groups, and the public. These groups will be active, participating members of the Project Team. Day-to-day communication and input with these Team members is critical at the inception and throughout the planning process as it evolves. The Steering Committee will act as the "sounding board" for the Team and provide input and feedback throughout the process. Additionally, the Steering Committee will assist the consultant team in ensuring that all interested parties are informed of and have the ability to participate in the process. The Committee will ultimately make policy and plan recommendations as it relates to the Oro Valley General Plan Update. Technical Advisory Committee (TAC): An Advisory Committee comprised of agency representatives (e.g. Pima County, Department of Commerce, FAG) that meets at key milestones in the process will also be organized. The TAC is important because it provides opportunities for coordination and commitment for implementation within the planning area. This group can also provide an objective "outside" perspective. Sector Boards: Thirteen-member boards appointed by the Town Council representing geographic locations of the planning area will meet regularly throughout the process. The Sector Boards are an integral part of the process. Sector Board meetings will be held to communicate the status of the process and solicit input from the members. Topic Area/Issue-Based Committees: Several committees will be formed specifically around issue topics. The purpose of the topic area committees is to study and make recommendations on a specific topics (e.g. affordable housing, transit, culture). Boards and Commission: Oro Valley has a long history of involving citizens in the decision-making process of local government. These boards and commissions offer a tremendous amount of insight and knowledge about the community and the complex issues facing Oro Valley. It is the intent to engage the town's boards and commissions and make them an integral part of the process. :i4. 7�?•....:x ... ,....2!...,e?!ku r:.+..a:a. • �♦:�::... •4 d,::Ty. c �.:.....: Tr: ...,,�n•::.:,:.:.,. .,.i,� ::�>!,.-.,�.:,�.�;..�, , ;.,._.. .�..,• .:fi .:.4fi'Z'-a. .'Y'cr•`n+rol��ic�:i-:.: ... ....... .4. .. .. '.,. ..,ci2.. :„-.<.�'y. w- .,-v,:Q;R.,' y9f�,.... I� .�'y',{VMR::,P#2":::>:aT:. �"�'�'$ ...Yc;.:. :rY,>: ��.K'. :,•: +.1t .:: :,.n.SS. .,r44, k •.� ? x;`0'ir2•.. •,o.>.:.; a2Y$'�” '-.. .�v��� 4Y .. .. '.::..... 4'?0°? ..:.:.�..•::::�•>T:.cr.:a...�2:'J`.i:•Y.•`::wkacE:•:.. �>yo...:......'.PUBLiC .,.2^..'�c. ...b> ^.., •,:..:,,.:.�.;:?!2r,.9•.. ..,. ..,...•:Y.'':r:$;;:y--+}'Y;:• , ':7...... .:.... �a:�r:.tt?8f.:. N . ..:.:v.».>:..,..4. .,... ..a.. ..� %'•�w: ::ia:. ,ff��..��:^ty.<:r::::5:.:',:i;:::i;>:: ::::)•. ~:�� .............4.... .,..t...\.a..-....,.-:YY'•:::.:..:5..�::�+� 4..`..ii ,:: ��.. ±.�+,.I• .^.':cy:r..•,a ..i.y:`:;5 ..o .>�' Y.,�`r. Oro Valley General Plan Update 6 Public Communications Plan The following techniques will be employed, either individually or cumulatively, to notify the public of the planning study and upcoming meetings, as well as to solicit input into the process. Identification of mass media used to carry public notices, news releases, public service announcements, news items, and interviews include: NEWSPAPERS: Town of Oro Valley Newsletter Homeowners' Association Newsletters NW Explorer Casas Adobe Courier Arizona Daily Explorer Tucson Citizen RADIO: KUAT Public notification techniques which will be used at various times during the project include: • Invitational and/or information letters • News releases to the media • Newspaper inserts • Town of Oro Valley paid advertisements (at least 3 editions devoted to the plan) • Public display notices • Public service announcements • Web Page announcements • Direct mail to the following in order to obtain input or provide project information: • Local elected and appointed officials • Individuals who request to be placed on mailing list • Public and private groups, neighborhood associations, organizations, agencies, or businesses that request to be added to the mailing list Press releases will be submitted to newspapers listed above encouraging news articles to be written about the project and announcing public meetings. Press releases will be sent a minimum of three weeks prior to public meetings. .... ::..\\� r\.. .to.....R:...::t:::.•.t...o?.?,xtt•:tott:S.y..::::.,.:::.s.;..,.;.,.:.:..s?ss:v:.>:?v'..t•:tX:{:;.:Q::'i:?%+:is."c;..:N.i :: i:�•\��\mit...�'.}'�^':X.\�•i'yn::ivf%v:;i+:f:::.v::.�4:4x.:Yit'Y••!x.�:n:.....: �.r. .:. .1%At:• •PARTICIPATION � � `...'L�\\fit :.,: ,{.,w.•>xt •.v �:a.k`tSdn{f•.:?•.Y::?k:.�.�csev,.;?T,•{/jgi::ga:.:aa.. .a4:'� "..*�{f. '`i;Rx •� .7 s _ ..•�� `}�....+�?::?.�?;sk•:•,>?.w,a3.%+:,y.:''t:?,..?'k#:Sn:.}.;�•�i`fi%r,Yk>h:%%h:.¢}!�,ir.�'s�•'.��7''�7 �9�.:�;�"':. 9. PUBLIC .. 1�*.•bt ..: :.�� �\��. .'::::'� Y..�:.14�CQCvl:...pv,.�•..•t%: p�i"}ti J'JF}%:',-0,iv .H•4vn ry}: Oro Valley General Plan Update 7 Public Communications Plan The Town of Oro Valley has developed a comprehensive approach to public participation that is outlined in the Public Participation Program Development Action Plan. The comprehensive process is intended to communicate, educate, empower, partner, and build consensus with the public on issues that impact the development of the Oro Valley General Plan Update and ultimately the future of the community. Oro Valley General Plan Update 8 Public Communications Plan The following guidelines will be followed in order to ensure successful public events. Meeting Sites: 100-person capacity facility within the project area will be utilized for community-wide meetings. Public Advertisement: News releases will be submitted to selected media listed in this report. Letter of Invitation: Letters will be written and transmitted to local officials and individuals in the database who have shown an interest or attended previous meetings. Meeting Preparation: A strategy session with the Steering Committee will be held to reach consensus on the meeting format, agenda, exhibits, and handout materials two to three weeks before the public event. Subsequently, agendas, display graphics, and handout materials will be prepared. Meeting Record: A Summary Report will be prepared by the Consultant and meeting results discussed with the Steering Committee. A number of public events throughout the planning process will be organized including the following: Two Future Search Conferences: The Future Search Conference is a great way to communicate, educate, empower, partner, and build consensus on issues that impact the future of development of the city. The conference is a community event that will generate a lot of excitement and enthusiasm for the project. The Future Search Conference is typically held early in the process as a way to actively involve people in in-depth dialogue about a variety of community issues. To get citizens involved, personal invitations are sent to key stakeholders, flyers developed and distributed, announcements made at service clubs and fraternal organizations, raffle and prizes will be given away, etc. The process explores the community's past, present, and future. It discusses Oro Valley's position in relationship to the world, nation, state, and region. The process discusses ideal and probable futures, examines trends, and identifies core values that will create an acceptable urban form. The ultimate goal of the conference is to include all stakeholders who will be affected by how the community grows or who can affect the community for the purpose of searching for an achievable future. Leadership Interviews: Telephone and in-person interviews with business, political, and community leaders to identify issues and/or to get feedback on alternatives will be conducted. Oro Valley General Plan Update 9 Public Communications Plan Focus Groups: Focus Groups will be organized to further discuss key concepts that were identified during the first Future Search Conference. These Focus Groups assist in further defining the critical issues and possible solutions. The focus groups are typically used early in the process, mid-way to "float" possible alternatives, and near the end to "test" the preferred alternative. Oro Valley's Values, Today and the Future: Working with the local newspaper, conduct interviews with a wide variety of community leaders, individuals, and young people from throughout Oro Valley about the definition of values and identification of what Oro Valley values. These interviews will be developed into a published document that will be used as "starting point" for widespread community dialogue. A newspaper series will highlight the results of the interviews and encourage public dialogue around the topic of community values. Youth Forum: A critical segment that is often left out of the planning process is the future leaders of the community - The Youth. It is important to actively involve the youth in the planning process. Youth leaders should be invited to attend all community meetings. In fact a youth representative should be included on the Steering Committee. To ensure good youth involvement, a Youth Forum would be organized that involves all ages of youth from elementary to college level. It is a learning experience for the youth as well as providing valuable information to the process. The Youth Forum will educate participants about community planning principals while encouraging their creativity as they discuss core community values and critical issues related to the development of the planning area. Donuts and Dialogue: Monthly the Project Team will host an informal morning program at various locations throughout the town. Each monthly meeting would focus on a different topic. The purpose of these events is to reach out into the community and discuss issues that are important to residents of the various geographic areas. Design Charettes: Design charettes will be organized around specific character or topic areas as part of the Future Search Conferences. The design charettes could provide a foundation for the development of the preferred alternative. Design charettes are typically 1 to 3 day intensive sessions involving the consultant team, staff, and other identified key participants. The events are advertised and open to the public to attend. The work is done on-site in the community. At the conclusion of the design charette a community public presentation of the findings is held. Homeowners Association Meetings: Homeowners Associations are strong organizations within the Town of Oro Valley. They provide another way to get input from very specific areas. It can be a very useful method in the early stages of the planning process. The more intimate setting is Oro Valley General Plan Update 10 Public Communications Plan usually less threatening and offers attendees more opportunity to interact informally. Open House: The open house is a participation technique that might be combined with the field office/drop-in center. It is the creation of a special occasion when neighbors are invited to drop in and view such things as plans, data, and maps. The open house could be held at a church, community center, local business, or whatever space is available. The open house is well advertised, limited to about four hours, and held at a time thought appropriate for the community, such as an evening, or weekend afternoon. Refreshments and printed information should be available, as well as knowledgeable participants who can talk informally with visitors about the planning process going on. There should be some way attendees can register their input. Community Walk Abouts: A nice way to get people together, get them doing something active, and also generate useful information is to arrange a walking tour. This is nothing more than a small group of people walking through the community together, talking about it as they go. Landowner/Developer Forum: Owners of large tracts of land and members of the development community are invited to attend a special forum dedicated to hearing their specific concerns. Public Hearings: Per Arizona Revised Statutes and the Oro Valley Zoning Code Revised, public hearings will be set before both the Planning and Zoning Commission and the Town Council. These meetings are well publicized and open to the public. 110 -{' ORO VALLEY GENERAL PLAN WEB SITE The Town of Oro Valley has a Town Web Page. A link will be developed that will allow individuals to gather information about the Oro Valley General Plan process. The General Plan information will be interactive, allowing citizens to ask questions and provide comments, in addition to receiving upcoming meeting dates, status of the project, and general information. An interactive reply card would be included so citizens can receive additional information about the process or provide direct comments. The general plan newsletter, maps, proposed policies, and any other pertinent information would be added to the Web Page on a regular basis. A special E-Mail address will be established for the project. Oro Valley General Plan Update 11 Public Communications Plan 10. COMMUNITY RANDOM :SAMPLE SURVEY To gather additional input from the citizens of Oro Valley, the Consultant will conduct a random sample survey. The purpose of the survey is to garner broad input on various development-related issues. The survey sample will be statistically valid with 95 percent confidence level. The Consultant will work with the Steering Committee and Staff to develop the brief questionnaire. The Consultant will finalize the survey questionnaire, make the telephone calls (using professional surveyors), tabulate and analyze the results, and prepare the survey summary report. PUBLIC COMMUNICATIONS TECHNIQUES The planning process will ensure a comprehensive approach to public communications. The following are additional techniques that will be utilized: Televised Round Table Discussion: Utilizing the public access television station, an hour long program could be developed discussing community values. A script would be developed and a local (non- political) personality will serve as moderator of the program. Participants of the round table will be a cross-section of community leaders. Informal Surveys: At all public events a survey instrument will be created and distributed to solicit focused input. The surveys provide another avenue for citizens to express their ideas and concerns. Community Characteristics Preference Survey: The community character preference survey involves using a catalog of slide depicting various aspects of the community (e.g. landscape, architecture, street design, signage) and providing an opportunity to score each of the slides and provide comments. The technique provides valuable information on how people feel about various aspects of the physical environment (build and natural). The information is then used to develop policies, alternatives, and implementation strategies. The Community Characteristics Preference Surveys will be used during the community- wide public events. Simulation Games: Simulation games are hands-on exercises that invoke asking the public to create land use plans by placing "icons" on maps. The icons represent a full-range of land uses (e.g. apartment complexes, employment centers, transit, etc.) and are intended to be arranged on a base map. Essentially, participants are given a certain number of icons and a limited amount of space in which to arrange those icons. Simulation games will be used as part of the Future Search Conferences. Oro Valley General Plan Update 12 Public Communications Plan Planning Lecture Series: The process will include a series of guest speakers that are thought-provoking and informative. The series would be co-sponsored by various businesses or entities. The topics will coincide with the progress of the process. The series would be open to the public. Project Database: Building on the database established during previous planning processes, a project database would be established. It is the intent to provide regular communications with the individuals listed in the database. The database will evolve and expand throughout the process. Storyboarding: All communications for the planning process should be very visual and have a unified image. A key communication tool that should be utilized during the process is a visual planning process called storyboarding. Storyboarding is a mechanism that communicates and visually documents the dialogue. The storyboard process could be used to identify critical issues, develop values, discussion points, common ground, and areas of divergent opinions. The process makes public meetings much more productive and allows everyone in attendance to participate. The "game rules" of storyboarding focus upon deferring criticism of thoughts and ideas contributed by other players. Approaches such as "piggy backing", "plussing", and "tag-along" are encouraged when developing community goals. Storyboarding is very interactive and exciting. Project Newsletter: A series of three general plan newsletters will be developed and distributed at key points in the process. The newsletters will be easy to read and informative. Technical Reports: Technical Reports after each of the critical phases in the planning process will be developed and distributed. These Technical Reports serve two purposes. First, they ensure that agreement is reached at critical points during the process and second, they document the process and the decisions being made. Project Telephone: The Town will establish a Project Telephone Number that allows citizens to comment, request information, or ask questions about the project. Requests via the dedicated telephone line would be responded to immediately. The information will be tracked to ensure that the individuals get added to the project database. Partnering with Community Events: At any and all community events, a booth would be set up with information about the planning process. An informational flyer and a survey would be distributed to individuals stopping at the booth. Oro Valley General Plan Update 13 Public Communications Plan Speakers Bureau: Regularly, presentations will be made by staff on the planning process and issues at all civic and service clubs (i.e. Chamber of Commerce, Rotary, Women's Club) within the community. Traveling Mobile Display: Information on the process will be compiled into an evolving, mobile display. The display rotates around the community and will be located in high foot traffic areas. The display will include a survey and handout materials that interested individuals can complete and take away with them. I12. PUBLIC COMMENT FOLLOW-UP As necessary, responses to questions and comments not addressed at public meetings will be made in writing. Public notices will be provided by mail to interested parties identifying where the final general plan documents will be available for public review. Every effort will be made to keep the public informed during and at the conclusion of the project to ensure that all interested parties are apprised of the project's status. 113 ' PUBLIC HEARINGS/MEETINGSNVt1RKSHOPS Throughout the process, regular update presentations will be made at Planning and Zoning Commission and Town Council meetings. According to Arizona Revised Statutes, at least two public hearings will be scheduled before adoption of the Oro Valley General Plan Update. Four public hearings are currently planned for the Oro Valley process. Prior to the adoption of the plan, at least 60 days prior to the action, a review draft of the plan will be submitted for information purposes to the following: 1. The planning agency of the county in which the municipality is located. 2. Each county or municipality which is contiguous to the corporate limits of the municipality or its area of extraterritorial jurisdiction. 3. The regional planning agency within which the municipality is located. 4. The department of commerce or any other state agency subsequently designated as the general planning agency for the state. 5. Any person or entity that requests in writing to receive a review copy of the proposal. Oro Valley General Plan Update 14 Public Communications Plan . ...:....:.::.AAAA 114. EVALUATION SYSTEM:,c .:.r...: ,..::•.� .. '•'.}.f.<.r^:.`•^.xv.?....a-...•:.,\..:.,..}nx....,.;..,.;..n.,£sS.. i::::}'•�..$...3..}..............��•.•.:'�. ,<,.C..}...vl.E•:iv.n:..:.,,,.:•.•:i.:v..t:,:xtr:.,,•.,?:...3'.:.f }.f.::..:r.;..w9:y:} N ...£• To ensure that the process is inclusive and achieving the public involvement plan's goals, the following evaluation system will be followed. 1. An evaluation of the public involvement process will be completed every month. This includes analysis of public information distributed, articles placed, meetings held, and resident participation through surveys, Web interaction, and meetings. These reports will be made available to the public upon request. 2. A public involvement plan status report will be made monthly at Steering Committee meetings. The presentation will solicit comments from and provide direction regarding the implementation of the plan. 3. A monthly update on the implementation effort of the public involvement plan will be made to the Planning and Zoning Commission and Town Council. 4. A report will be completed and presented to the Town Council analyzing the results of the public involvement process at the end of the General Plan Update process. Oro Valley General Plan Update 15 Public Communications Plan TOWN OF ORO VALLEY 3 COUNCIL COMMUNICATION STUDY SESSION DATE: January 24, 2000 TO: HONORABLE MAYOR & COUNCIL FROM: Paul K. Nzomo, P.E Civil Engineer: CIP & Development Martin Roush, P.E Transportation Planner SUBJECT: Authorizing Staff to begin: Environmental Study, Archaeological Clearance, Right of Way Determination as well as Centerline Alignment, FEMA and 404 Permitting for Pusch View- Lambert Lane Extension. SUMMARY: The traffic conditions and accompanying operational deficiencies existing at the First Avenue/Oracle Road intersection are expected to further deteriorate as new development increases in the vicinity of the intersection. Staff is concerned with the safety problems associated with these operational deficiencies. Staff has requested Agra Infrastructure, Inc to study alternative solutions. Agra's study presented four alternatives of which alternative 3, Lambert Lane - Pusch View extension was recommended. Agra Infrastructure, Inc. made several presentations to the Town staff. Alternative three will require an extension of Pusch View from Oracle Road across CDO wash and connect with Lambert Lane. Crossing CDO wash will require a new bridge. The crossing of CDO will require US Corp Army of Engineers, FEMA and US Fish and Wildlife approval. These approvals may take 2-3 years depending on the court ruling on Nationwide Permits. The advantages of the Lambert Lane - Pusch View alternative are as follows: The operational characteristic of the First/Oracle intersection will be greatly improved. The level of service (LOS) at First Avenue, between Lambert Lane and Oracle Road will be improved tremendously. The cost verse benefit of the project compared to the other alternative is the best. The amount of work in the ADOT right of way is minimized. The project is in conformance with the area transportation master plan and the Towns General Plan. ATTACHMENTS: 1. Push View Lane Extension Project Description TOWN OF ORO VALLEY COUNCIL COMMUNICATION Page 2 of 2 FISCAL IMPACT: Funding for this study is expected to be $80,000, which will come from the Town Wide Roadway Development Impact fees. RECOMMENDATION: The Department of Public Works staff has reviewed the four alternatives and recommends alternative three (3). Staff recommends the Town Council to authorize DPW to begin environmental, archeological, right of way determination, centerline alignment, FEMA and 404 permitting for the Pusch View-Lambert Lane extension through the adoption of the attached resolution. • 1, illi- A. Janse!4;.E. own Engin,"- ; ngin"- Chuck Sweet, Town Manager Town of Oro Valley Public Works Pusch View Lane Extension Project Background: The FirstlOracle Intersection is currently operating near capacity and traffic studies predict a break down of flow conditions as early as the year 2003. First Avenue, between Lambert and Oracle is currently operating at a Level of Service "D" and with the continuing growth in this area the traffic condition will soon be at a Level of Service "F". The East Side of Oracle at First Avenue is planned and zoned to be a commerce park under the Rooney Ranch Oro Valley Center. Combine this with the existing Rooney Ranch shopping centers on the West Side of Oracle at First Avenue and there is a developing Town Center. Traffic Patterns: The congestion problem at the First/Oracle Intersection is mainly due to the bottleneck on First Avenue. The morning traffic, from Rancho Vistoso, Lambert, Naranja, and Tangerine all pour onto First Avenue to get to Oracle. In the afternoon, traffic from Oracle pours into First Avenue to get to Rancho Vistoso, Lambert, Naranja, and Tangerine. Solutions: AGRA Infrastructure was hired to present alternative solutions to the problem at the First/Oracle Intersection. AGRA's study presented four alternatives. Of these, the Pusch View Lane Extension Project was recommended. The Pusch View Lane Extension Project extends and widens Pusch View from Oracle over the CDO wash to Lambert Lane. This extension provides the Lambert traffic a more direct and alternative route to Oracle road, thus reducing the First Avenue Bridge traffic by about 25%. The La Reserve Loop extends the eastside of Pusch View Lane to connect with First Avenue near La Reserve Drive. The La Reserve Loop adds the benefits of giving local shoppers the option to avoid Oracle and the First/Oracle Intersection. Combining above additions to the planned improvements on Oracle and First Avenue, we have the solution that will serve our town into the future. Benefits: Additional advantages of the Pusch View Lane Extension Project are as follows: • The operational characteristic of the First/Oracle Intersection is greatly improved • The level of service at First Avenue, between Lambert and Oracle will be improved • The amount of work in ADOT right of way is minimized • The project fits with the area transportation master plan Attached is a map of the proposed Pusch View Lane Extension Project. Funding: Funding sources for the phase of this project may include Town Wide Road Development Fees, Improvement District, development agreement, and HURF. _ . . Pusch View Lane ExtensionProj ec 0 Traffic Signal ' Pusch View Extension , Oracle Road Widening , , t ---- La Reserve Loop Road , . La Reserve -- --.--� First Ave Bridge a Existing Town Road ,, • iii a , ; ° i Drive 1 l V J 0 , Existing Town , , w Street may need , up grade , 9 . I First Avenue : f / ! 1 f � i i -___:__ 11 1 1 1 1 i 1 1c/)1 1 LI\ 1 1 , Lambert Lane 1 t 1 , J / 1 / / I , / , / 1 & , / E. , , J /1 La Reserve , f ; J, ___.---0===4, Loop , , ., , 1 / , , New Section to be ,/ constructed during , the development of I Rooney Ranch Parcels / f= :: PUSCh- � View Lane _ --#3 I i braeke Road ,... , , . , ! , , . ,,,. ,, New Bridge . , ,n. , al ,f ,' . , o I 9 0 / , / TOWN OF ORO VALLEY COUNCIL COMMUNICATION STUDY SESSION DATE: January 24, 2000 TO: HONORABLE MAYOR& COUNCIL FROM: William A. Jansen, P.E., Town Engineer SUBJECT: Proposed Left Turn Bay at the La Canada/Calle Concordia Intersection The traffic on La Canada has increased significantly during the last year and this intersection has become a problem area for both public safety and traffic flow. The intersection is under Pima County jurisdiction and I am not aware of any plans to address this issue prior to the proposed widening of La Canada. In late November 1999, I had discussions with Brooks Keenan, Director; Pima County DOT concerning the intersection. Mr. Keenan indicated that there are no immediate plans to improve this intersection by Pima County, but Oro Valley could. Pima County would be willing for Oro Valley to make the needed improvements using Town funds under a right-of-way permit issued by Pima County. All plans would have to be made to County standards and approved by them prior to the permit issuance. It is my recommendation that Oro Valley accepts the responsibility of improving this intersection and proceed with the project in a timely manner. This project is not included in the CIP budget presently under development. The proposed intersection improvements would include a left turn bay on southbound La Canada and a right turn deceleration lane on northbound La Canada. Cost estimate for the project is $90,000 for construction and design fees in the amount of $14,000. Project design could begin upon authorization to proceed and construction completed within 6 months of design start. Recommended funding is the Town Wide Roadway Development Impact Fees fund. I did discuss with Brooks the possibility of the Town receiving credit for the monies used to improve this intersection from the Town's $3 million commitment to the La Canada widening project. While this issue was not resolved, it still remains a possibility as the IGA with Pima County is developed for the La Canada widening project. Public Works is ready to proceed with this project upon authorization. i e.:rt . ent Hea< h , 'o- anger