HomeMy WebLinkAboutPACKET Joint Town Board and Estes Valley Planning Commission 2012-11-15NOTE: The Town Board and Planning Commission reserve the right to consider other appropriate items not available at the
time the agenda was prepared.
JOINT WORK SESSION
ESTES PARK BOARD OF TRUSTEES
AND
ESTES VALLEY PLANNING COMMISSION
Thursday, November 15, 2012
3:30 p.m. – 5:30 p.m.
Town Hall
170 MacGregor Avenue
Rooms 202 and 203
Purpose
1. Update the Town Board on Planning Commission Deliberation on an Estes Valley
Comprehensive Plan in 2013.
2. Obtain Town Board Direction.
Estes Valley Comprehensive Plan 2013 Work Plan
1. Overview. Director Chilcott
2. Estes Valley Recreation District.
3. Planning Commission Recommendation. Chair Klink
4. Board and Planning Commission Discussion.
5. How to Proceed with the 2013 Comprehensive Plan.
Community Development
Memo
To: Honorable Mayor Pinkham
Board of Trustees
Estes Valley Planning Commission
Town Administrator Lancaster
From: Alison Chilcott, Community Development Director
Date: November 15, 2012
RE: Estes Valley Comprehensive Plan
What is the purpose the work session?
Determine if and how to modernize the Estes Valley Comprehensive Plan in 2013.
Why plan?
Comprehensive planning for communities is like career or retirement
planning for individuals: if you don’t set goals for your future and figure
out a doable way to get from where you are today to where you want to
be, you can be pretty well certain that you won’t get there – From Creating
a Wise Economy, September 1, 2010.
The Estes Valley Comprehensive Plan articulates a common vision
for the future; it informs citizens, landowners and developers of the goals,
guidelines and desired future land use character within the Valley; and it
provides a means for communication and coordination between the Town
and Larimer County, as well as federal, state, and other governmental
agencies. (From Estes Valley Comprehensive Plan Chapter 1: The
Planning Approach)
It is an instrument to be used by those leaders in a community who
establish the policies and make decisions regarding physical
Page 1
Page 2
development. From Ohio State University Fact Sheet: Comprehensive
Planning.
Why update the Estes Valley Comprehensive Plan?
It is out dated, of limited use in its current form and rarely used to inform decision-
making.
▪ Action Plan Chapter 7 intended to implement the comprehensive plan is not used
for planning/budgeting purposes. It references work to be completed by the Estes
Park Urban Renewal Authority defunct for 2 + years, and out dated growth
management strategies from the 1990s.
▪ Economic Overview Chapter Three contains old data of minimal benefit to
decision-making. For example the first page evaluates problems with the 1990
census (we’ve since had a 2000 and 2010 census). Data needs to be converted
to information to aid decision-making.
▪ Mobility and Circulation Chapter Five references 1979 traffic data, plans to
implement traffic improvements completed 10 or so years ago, and does not
convey information the Town can use to leverage state and federal funding for
transportation improvements.
▪ The Estes Valley Development Code (law) requires new development,
subdivisions, and rezoning comply with the Estes Valley Comprehensive Plan, a
plan viewed as out of date. For example the trails plan has not been revalidated
or updated in 20+ years.
What does the Planning Commission recommend?
The Planning Commission considered six options ranging from no update to a
comprehensive update. The Commission voted to recommend that in 2013 facts are
reviewed and updated, obsolete references and information that is no longer relevant is
removed – Option 2 Below.
Page 3
Option 1: No comprehensive plan update in 2013
Option 2: Review and update facts, remove obsolete references, remove
information that is no longer relevant
What does this involve? Staff will prepare a work plan for review. Initial staff thoughts
are to update the Economic Overview Chapter Three and Economic Profile Appendix
One first, followed by an update of Land Use Chapter Four and Mobility and Circulation
Chapter Five, etc. with periodic review by Planning Commission and Town Board.
Because the facts and figures rather long-term vision is being updated, public input
would occur at regular meetings only. This is a way forward that involves minimal
cost. Staff will draft the update. The 2013 draft budget includes funds for a
consultant to assist with the 2010 census analysis.
Option 3: Develop Long-Range Neighborhood Plans
What does this involve? Asking the question what is the desired vision for a particular
neighborhood? Will implementation of our comprehensive plan and our land use
regulations achieve this vision? Areas that may benefit from neighborhood plans are:
1. Highway 7 (School/Fairgrounds Area & Comanche/Dunraven/Stanley Avenue);
2. Elm Road Industrial District; and
3. Downtown, including Cleave Street.
This requires public input in facilitated meetings, is likely to cost $15,000 +, and is not
budgeted in 2013.
Option 4: Update/Validate the Vision
What does this involve? Asking the question is the community vision still valid? As a
community are we headed in the right direction? This requires extensive public input in
facilitated meetings, is likely to cost $15,000 +, and is not budgeted in 2013.
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Option 5: Complete Update
What does this involve? Asking the question is the vision still valid, are the key issues,
and development guidelines still valid . . . This requires extensive public input in
facilitated meetings, is likely to cost $50,000 +, and is not budgeted in 2013.
Option 6: Update as recommended by the 2010 Comprehensive Plan Task Force
In 2010, a small task force was formed to review the Comprehensive Plan. This task
force reported to Town Board and the County Commission that the plan, including the
vision, is still valid. The Task Force noted areas that could be added/updated. In 2010
The Town Board and County Commissioners acknowledged the Task Force’s
conclusions.
If we address sustainability as recommended by the task force, this will require
extensive public input in facilitated meetings, is likely to cost $50,000 +, and is not
budgeted in 2013.
Planning Commission Recommendation: As a way forward, the Planning
Commission recommend reviewing and updating, obsolete references and information
that is no longer relevant is removed. Planning Commission requests direction from the
Town Board about how to proceed.
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Creating a W ise Economy
Do Com preh ensive Plans m atter? Should we
bother? W hy? | Sep tem b er 1 , 2 010
Comprehensive planning gets a bad rap- one that it has partially, although not completely, deserved.
In the past few years I seem to encounter more and more clients who are either trying to avoid
comprehensive planning, or trying to hybridize their comprehensive planning with something more
“practical,” like a short-term development strategy. Many economic developers, and not a few
urban planners, have told me that comprehensive planning is irrelevant, a waste of time, and
consumes money that could be better spent to “make something happen.”
Certainly there are no shortage of comprehensive planning efforts that look like a probable waste of
time and effort. After nearly 20 years of dealing with comprehensive plans, there are definite ways
to tell which are useful and which are destined to sit on the proverbial shelf, gathering the proverbial
dust. They fall into several basic categories:
T he Encyclopedia. Everything you might ever possibly have wanted to know about the place,
and a whole lot you didn’t. These plans tend to be at least 75% existing conditions by volume,
and go through every possible element the textbook tells you to, whether they are relevant to this
community or not. The actual planning part is relegated to the last chapter, where a mini-
version of the Laundry List (see below) comes in. These plans seem to result from a combination
of three factors: an inherited 1970s federally-funded 701 plan (before my time, but I think they
paid by the page), bare-minimum funding to “update” that piece of archeology, and a planning
staff (whether in-house or consultant) that does not have the power or leadership capacity to play
a real role in shaping policy.
T he Kum Ba Yah. This plan emphasizes the public’s (usually residents’) input. The process of
developing the plan is dominated by massive public meetings and extensive numbers of focus
groups, surveys, and other feel-good activities (usually featuring the latest whiz-bang electronic
voting campaign. The problem isn’t that they get public feedback (that’s critical!), the problem is
that it often generates a S anta Claus wish list of pet projects and ideas that, while perhaps
important, don’t take into account real-world parameters, like where the funding will come
from. The great fault of these plans is that they present these wish lists as The Plan. The people
have spoken… whether or not it can be done or not is apparently someone else’s problem.
T he Laundr y List . This plan actually makes recommendations, often well-thought-out
recommendations, but it makes so many recommendations, and in such a disorganized stream of
bullet-point statements, that no one knows where to start, or what to do first, or what to do if the
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first, fifth or 20th thing on the list becomes out of reach because of changes in funding
requirements, regulations, or a variety of other possible factors. The result? ”U m….”
T he Pr et t y Pict ur e. For both economic developers and visually-inclined planners, the belief
sometimes still holds that If You Draw It, It Will S omehow Turn Into Reality. These plans often
feature gorgeous renderings of a Beautiful Place, preceded by a real estate analysis that appears
to have been entirely ignored by the designers, and followed by a rudimentary outline of the
zoning changes that need to happen to allow the castle to materialize out of the air. Whether or
not the Beautiful Place has any potential to be constructed in a capitalistic market setting is never
really addressed.
Each of these approaches takes an element of what a comprehensive plan should be reasonably
expected to contain — existing conditions information, recommendations, conceptual graphics —
and blows that element all out of proportion. That would not be a problem, except that in the
process of over-emphasizing one element, these plans usually fail to account for some other aspect
that is part of the delicate mix of conditions we need to make communities thrive.
At its core, though, each of these approaches represents something more troubling than an
incomplete plan: they represent situations in which planners (by force or by choice) sidestepped the
critical responsibility that is the reason for doing any long-range plan: the group management,
critical thinking and communication needed to help an organization of people figure out the best
path from a known present into an unknown future. Writing an encyclopedia is easy. Getting a lot
of people to say what they want is easy. Throwing a bunch of ideas on paper is easy. Drawing a
picture of something you want in the future is easy. The hard part is the part missing from each of
these: balancing a realistic, critical understanding of existing and potential future conditions with the
need and the desire for an improved future, and helping the people who have the most at stake in
that future be part of figuring out the puzzle.
A successful community must have a comprehensive plan. They may call it many things — it might
not even be written down in one book (*gasp*). But I guarantee you that, if you investigate any
community that has been the success story of its region for more than a generation, you will find a
plan, and long-term use of the plan, at its core. Comprehensive planning for communities is like
career planning or retirement planning for individuals: if you don’t set goals for your future and
figure out a doable way to get from where you are today to where you want to be, you can be pretty
well certain that you won’t get there. My retirement savings plan does me no good if it overestimates
my earning potential, or makes unrealistic assumptions about what my needs will cost in the future,
but if it’s reasonably accurate, and I rely on it consistently over a long period of time to guide how I
use my money, then I have a much higher likelihood of that sailboat in Antigua than I do if I just
cross my fingers and play the lottery.
S o how do you design a comprehensive plan so that it can be used, not just shelved? In line with the
four ineffective plan types, there are four key elements of a successful plan:
Exist ing Condit ions t hat im pr ove under st anding of t he key issues facing t he
com m unit y. You don’t need to know everything there is to know. You do need to know and
think deeply about the issues that are likely to have the biggest impact on the future. And it’s not
enough to feed facts to stakeholders and residents — they need to think deeply about the
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implications of what you found out, too.
C hannelled and m anaged public par t icipat ion. No planner wants to attend the public
meeting where two or three loud people dominate the floor and complain about things that have
nothing to do with what you called the meeting for. But here’s a little-known secret: the public
(well, all except those guys) don’t want to go either. It’s a waste of their time as much as a waste
of ours. And most residents, if they think about it, don’t want to just churn out ideas that might
or might not help the community, either. It doesn’t have to be like that. Especially for
comprehensive planning, we need to manage the public’s participation process, just like we
manage internal meetings. We need to design the meetings to not just elicit off-the-wall ideas, or
complaints from a few spotlight-seekers. We need to design the public participation process to
engage the bold and the shy, confident speakers and stammerers, and not just ask them to spout
ideas, but give them real-world challenges to grapple with, so that the feedback we get from
them is thoughtful and includes everyone’s voice.
Set pr ior it ies. I don’t know why more plans don’t do this. We all know that there is only so
much time and money to go around, and not all of our plan’s bright ideas can get done right
away. S o why pretend otherwise? Pretending is not going to make money appear in the air.
We need to guide our stakeholders through the tough decisions to decide what’s the most
important — and what can wait if it has to.
Never , ever ignor e w hat has t o happen t o m ake t he plan becom e r ealit y. If we want to
propose some Grand New Thing, our proposal must answer two critical questions: w hy hasn’t i t
happened al ready? and what evi dence i s t here t o suggest t hat i t can happen i n t he f ut ure? That
doesn’t mean that we can’t be ambitious — we cannot assume that the way things are today is
the way they shall always be (a common mis-assumption of elected officials and Zoning
Commission members). It does mean, however, that we have to be clear-eyed about the past and
the future, and make decisions based on facts, not what we want the facts to be. By halfway
through a planning process, most of my steering committees can recite one of my favorite lines: if
it w er e easy, you w ould have done it alr eady. We have to understand why our Grand New
Thing hasn’t already been done, and we have to understand exactly what needs to change in
order to make it easy.
What do you think makes comprehensive planning ineffective? What do you think makes for a
good comprehensive plan? S hould we bother with comprehensive planning, or is there another
approach we should be trying? I am really looking forward to comments on this one!
Posted in U ncategorized
6 Com m ents »
1. Right On!
nothing more to say
C om m ent by pet er m al low — Sept em ber 2, 2010 @ 1:50 am
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Reply
2. There are sooo many things that make comprehensive plans ineffective. The list could go on and
on.
What makes an effective comp plan?
I agree a comp plan can take on many forms and be effective, but the key ingredient is a shared
understanding of community core values and mission. Most times these are not well or ever
defined, but unless they are the rest of any comp plan, whether written or not, will fail. The more
time planners spend on making sure these are understood, the easier the rest of the plan will
come together. S ince comp plans establish a long-term vision, making sure city manaement,
council and planing commission understand and accept intuitively the core values and mission.
C om m ent by Tom Robi ll ard — Sept em ber 2, 2010 @ 9:41 am
Reply
3. I was always taught as both a new zoning inspector (a few decades ago) and as a city manager
that Comp Plans, or some sort of short and long term P lan was needed. Your descriptions are
very accurate. I think what makes a Comp Plan ineffective is often the political will of the City
Council, City Manager and/or Planning Commission if the community vision contradicts theirs
or that of parts of the business community (I’ve seen all cases). The Council and/or the City
Manager may also NEGLECT making any part of the comp plan interact with the budget
process – a key omission.
It may not be as important if Comp Plan is a good plan or bad plan. What is important, is the
process and community acceptance, political adoption and inclusion of plan elements in
operations and capital budgets, as well as annual work plans. Further, there should be some sort
of annual report to the community as to progress being made on Comp Plan elements.
S omeone noted earlier, we are darned if we do and darned if we don’t plan. However, we are
further behind if we as public organizations and leaders within public organizations, and as
independent consultants if we do not bring up the topic and argue for short and long term
planning.
C om m ent by CDJ Consul t ing, LLC — Sept em ber 4, 2010 @ 2:22 pm
Reply
4. This was a comment that Bill Lutz, the Community Development Director of Piqua, Ohio, posted
on Facebook. It’s reprinted here with his permission, since I thought his comments were too good
to not include. If you want to see a town that has done it right — long-term focus, building on its
assets, maintaining willpower in the face of setbacks — you won’t find many examples better
than Piqua.
…
I think there are value in Comprehensive Plans, but it’s the application of those plans that I think
end up giving some folks consternation about the products. I can go through our plan here and,
as you state, there is recommendation after… recommendation of things we need to do and those
recommendations are so vauge, they end up providing little guidance.
If I was to tell planners what they need to concentrate on it is the following:
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1. Make recommendations clear and concise and relevant. Vague guidance such as “expand a
path system to connect destinations” is of such little value. This just leads to questions of what
destinations are warranted a connection? And of course, when we expand a path system, you
know we are just going to put it to the middle of nowhere (sarcasm added).
2. Give historical context. S o much of what happens in our community occured due to private
market forces. For example, if 75% of our downtown is vacant, could you tell me why?
…
I agree, leadership for any comprehensive planning process is critical and very hard to come by.
The biggest challenge is finding that right individual or individuals who are willing to take a
stake in the process. Let’s face it, local politicians may be hesitant since 1) it takes time to actually
implement the plan and they may not be around for that and 2) who wants to come out and
endorse a plan that may actually force us to look into the mirror and make changes? Community
staff aren’t exactly the best folks for the leadership role either since it makes comprehensive
planning from a community-led effort into a staff-mandated exercise. We certainly can’t expect
consultants to lead the effort either. Let’s face it, you are only going to be able to comment on the
things you hear about or know about; much of which may end up out of the process all together.
I guess in the final analysis it all ends up on the residents to come out and help the process move
forward.
BTW, feel free to share my comments, for what they are worth.
…
Thanks, Bill!
C om m ent by del l aruck er — Sept ember 6, 2010 @ 9:59 pm
Reply
5. Nice read. Comprehensive planning is very important when trying to dictate where a community
should go in the next 20 years or so. In some cases, it is a wish list, but it’s also a list that is
thought out and in consideration of where the community has been over the last so many years.
It points out trends that have taken place, whether it be population, transportation, land use,
development, and the policy makers then take those trends, figure out where they’re going to
take the community in the next few years, and then determine what has to be done to the
existing lay of the land that will better accomodate those trends.
Examples of recommendations:
Neighborhood in section “X” has experienced an overall increase of residents in “Y,” Ward; the
population gained by n%. RECOMMENDATIO N: Rezoning of xx parcels of land from light
industrial to moderate-density residential use. Increased access to public transit to accomodate
and even facilitate growth in this neighborhood (expand bus routes, light rail/trolley/commuter
rail service, etc.)
EXAMP LE B: Populations are dwindling in the X neighborhood of YTown. The number of
blighted structures has increased by X percent since 19XX, leading to depreciating property
values in the community. RECOMMENDATIO N: Removal of blighted structures in favor of
either newer structures (i.e: residential or retail use, or new office to reinvest in the community) or
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to set aside land for public space, such as a recreation area/park…
Comprehensive plans are there because, well, communities are not built overnight. Plans can take
decades to come to fruition. Just because something is in the plan now does not necessarily mean
that it will definitely come to fruition later. O ver time, things do change that can make some
recommendations no longer relevant. THerefore, I believe that comp plans are modified every so
many hears. I think here in PA it’s every 5 years or so IIRC from my planning classes…
We just need peoplel who are more suited to do comprehensive planning from a city planning
perspective; someone who has a vision for their neighborhood based on where it’s been, where it’s
headed, and where they’d like it to be in 20-30 years. They should have the neighborhood in
mind rather than their own personal interests of what the place should look like…
C om m ent by Jonat han Egger — March 23, 2011 @ 3:19 pm
Reply
6. I think it’s very important to have a comprehensive plan. You have to have a plan/vision in place
for your community for the next 20 to 30 years. I think you just have to have the right people in
place to envision the right recommendations for such a plan given the community’s history and
trends.
U nfortunately, in my opinion, it seems as though the governing body has too much influence on
what the city planners can or cannot do with regard to the community’s comprehensive plan. I
think if they can leave the planners to do their job, then any given community can be headed
down the right path toward a more suitable future. I’ve lived in Pennsylvania my whole life, and
that’s what I see taking place here, especially in Pittsburgh where I grew up. Pittsburgh is
stagnant at best, even as it emerges from yet another recession. I think comprehensive/city
planning has something to do with it…
C om m ent by Jonat han Egger — March 23, 2011 @ 6:25 pm
Reply
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Cc: Estes Valley Planning Commissioners
To: Estes Park Board of Trustees May 17, 2010
Larimer County Commissioners
Comprehensive Plan Review Committee Recommendations
Dear Trustees and Commissioners:
Our Committee has completed its review of the Estes Valley Comprehensive Plan and
reached the following conclusions:
• The original Plan, adopted in 1996, is still valid: a major overhaul is not needed.
Many of the Action Items proposed in the original Plan have been completed or
are in progress. (See Attachments 1). Note: Attachment 1 will be Bob’s list of
completed items, in progress items, and items no longer relevant, such as the
limits to growth recommendation.
• The updated IGA between the Town and Larimer County, and joint meetings of
the Town Board, County Commissioners, and Planning Commission provide a
good structural and procedural basis for reviewing and updating the Plan.
• Some information in the plan (i.e., data, maps) is out of date and needs updating.
These maps include: Existing Land Use, Existing Zoning, Wildlife Habitat
• Several specific areas may need attention, either because they have not been fully
addressed, or were not included in the 1996 Plan. These are:
1. Continue to promote community diversity- including retention of younger
families and a stable work force.
2. Provide improved guidelines for infill development and provision of open
space, both in the downtown area and beyond.
3. Provide guidelines that will promote sustainability of our community in
anticipation of higher energy costs, reduced travel, etc.
4. Continue work to implement a viable long-term transportation plan for the
Valley, especially in light of Item 3, above.
5. Provide guidelines for historic preservation in the Valley.
We believe that proactively addressing these areas is important to the Valley’s future
growth and prosperity, and that the current working relationships among the three boards
will enable us to make significant progress in these areas. We would appreciate your
feedback on the above items, and look forward to hearing your thoughts on policy
implications, priorities, and any other guidance you can offer.
Comprehensive Plan Review Committee:
Tom Donnelly, John Ericson, Jacquie Halburnt, Richard Homeier, Bob Joseph, Steve
Lane, Russ Legg, Ron Norris, Karen Thompson, Jackie Williamson
11/9/12 Comprehensive Planning, CDFS-1269-99
1/6ohioline.osu.edu/cd-fact/1269.html
Ohio Stat e University F act Sheet
Community Development
70 0 Ac ke rma n Roa d, Columbus , OH 43 2 02 -1 57 8
Comprehensive Planning
CDF S-1 2 69 -9 9
Land Us e Serie s
John B. Conglos e
Community Economic Development Agent
Huron County
Ohio State University Extension
Intro duc tio n
An old saying amongst those in the planning profession is that if you fail to plan, in reality what you are doing is
planning to fail. Communities are always facing this dilemma. If the community you work, play, and live in does
not have a plan for its future, what ultimately may happen is that the community will fail to adapt to change. The
community will fail to take advantage of opportunities.
The concept of comprehensive planning is very much related to the economic prosperity of communities. A
comprehensive plan can be used as a tool to plan for the future growth or decline of a local community. Most
importantly, it can be used as a tool to address the constant change and evolution of a community.
Comprehensive plans are sometimes referred to as land-use plans, because in many cases they are dealing with
issues related to the appropriate uses of land. In many cases, comprehensive plans are prepared to address
compatibility issues between various uses of land, management and preservation of natural resources,
identification and preservation of historically significant lands and structures, and adequate planning for
infrastructure needs. In other instances, comprehensive plans are utilized to address issues related to schools,
recreation, and housing.
His to ry of Co mpre he ns ive Planning
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The issue of comprehensive planning in the United States has been addressed since the birth of the country. The
original Williamsburg was one of the first highly successful products of an attempt to create a land-use plan in the
colonies. In 1699, Williamsburg was laid out under the most detailed piece of town-planning legislation adopted
in the English Colonies up to that point. Williamsburg reflected what is referred to as "axial planning," which
means that it is formal, yet not pompous.1 Many consider the modern phase of American City Planning dated to
the Columbian Exposition of 1893. The modern era of planning for growth and development began, however, in
1900, when, at an annual meeting of the American Institute of Architects in Washington, D.C., several papers
were presented dealing with the beautification of government buildings in the capital. This resulted in the
appointment of a committee responsible for the work of preparing a plan for the District of Columbia's park
system. A final plan for the District Park System was completed in 1901. The impression left from this final plan
was shared with many cities and villages throughout the country. Public improvement groups in these
communities were created and became devoted to applying a new gospel of planning in communities. This early
concept of this process was referred to as the "City Beautiful Movement." This movement established two
aspects of the local comprehensive planning process that are still in use today -- the professional consultant in the
field of comprehensive land-use planning and the planning commission, many of which are in existence in
communities all across the country. The City Beautiful Movement was the beginning of what is more commonly
referred to today as "Comprehensive Planning." 2
What Is a Co mpre he ns ive Pla n?
Comprehensive planning is an attempt to establish guidelines for the future growth of a community. The term
comprehensive means exactly what it says. It should be a comprehensive or all-inclusive approach at addressing
the issue of the future growth of a community. A comprehensive plan is the document that is the final product
from the efforts of this process. The document is official in nature, meaning that some form of local government
should adopt it into local law. The document should then be used as a policy guide to decisions about the
development of the community.
According to William I. Goodman, a well-known author on the subject of comprehensive planning, the key
principle in the concept of the comprehensive plan is that it is an instrument to be used by those leaders in a
community who establish the policies and make the decisions regarding physical development. According to
Goodman, there are six basic requirements which the plan document should fulfill:
1. The plan should be comprehensive.
2. The plan should be long-range.
3. The plan should be general.
4. The plan should focus on physical development.
5. The plan should relate physical design proposals to community goals and social and economic policies.
6. The plan should be first a policy instrument, and only second a technical instrument.3
Goodman goes on to say that there are six basic requirements to the procedure for creating a comprehensive
plan:
1. There should be only one official comprehensive plan.
2. The plan should be formally adopted by the legislative body.
3. There should be a lengthy period of public debate prior to adoption.
4. The plan should be available and understandable to the public.
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5. The plan should be formulated so as to capitalize on its educational potential.4
What Is Inc lude d Within a Comprehe ns ive Plan?
The elements of a comprehensive plan can vary from community to community. In most cases though, the plan
consists of a study of existing conditions and a discussion of future trends, goals, and objectives. Land-use
patterns, housing conditions, population, roadways, and other infrastructure are usually the principle elements that
are studied.
In some cases, educational facilities along with recreation and other government facilities are reviewed. Social
service facilities can also be discussed. Comprehensive plans deal with the land-use related issues relevant to
each of these topics.
The Co mpre he ns ive P la nning P ro c e s s
A comprehensive plan should be a vision of what a community is to be in the future. The process of developing
this plan should be a community-wide effort. All interest groups should have a part in determining what this vision
should be. Goals and objectives should be developed along with a time frame for implementation. The contents
of a comprehensive plan can vary from community to community but in most cases, it should consist of the
following elements: land use -- both existing and future; demographics -- existing and projected; housing;
infrastructure; education; recreation; and thoroughfares. The first phase of the process consists of collecting all
available data on these topics. A citizens participation process should also be developed. After analyzing all
existing data and taking input from the citizenry into consideration, goals and objectives can then be developed.
Ge tting Organize d
Before any work begins on the comprehensive plan, a leader should be appointed to coordinate this project. A
committee should also be appointed to provide direction to the person or persons held responsible for
developing the plan. A popular scenario is to have the county commissioners or village (city) council appoint the
committee and assign the task of leading the process to an administrative department head or consultant.
Data Colle ction
One of the first steps in the comprehensive planning process is to collect data on existing conditions. The data
that is to be collected should relate to each of the elements that will make up the plan. For example, obtaining
existing zoning maps or existing land-use maps that have been developed in the past can be a starting point for
reviewing current land-use information. If this information is not available, then a survey of the existing uses of
land may have to be conducted. A classification system must then be developed that identifies the various types
of land use that are in existence. Typically, existing land uses can be identified as falling into three major
categories -- residential, commercial, or industrial. Additional categories can include recreation/open space,
agricultural, and government. You can then break down each of the three or more categories into other
classifications within each category. For example, you can have multi-family (meaning more than one unit) and
single family as two classifications within the residential land-use category. The industrial land-use category can
be divided into heavy industrial classifications or light industrial classifications. Each parcel of land within the
community should be classified and identified on a map with a specific classification.
11/9/12 Comprehensive Planning, CDFS-1269-99
4/6ohioline.osu.edu/cd-fact/1269.html
If housing is an element of the comprehensive plan, data must also be collected regarding existing housing in the
community. Information pertaining to conditions, age, number of units, whether or not each unit has adequate
plumbing and kitchen facilities, whether the unit is owner- or renter-occupied could be relevant information. Most
of this data could be obtained from available U.S. C ensus Bureau information. This is also true for collecting data
related to the demographics of the community population. However, a more detailed house- by-house survey
may also be desired.
If a study of transportation is going to be part of the comprehensive plan, then a review of the existing roadway
system in the community can be conducted. This can be initiated by reviewing existing maps of the community.
As part of the transportation element, a review of current transportation services can also be included.
Various types of data collection can be used, depending upon what elements are to be included in the
comprehensive plan. It is important to remember that most information is readily available through a number of
sources.
Analyzing Data
Once all of the data has been collected, the next step in the comprehensive planning process is to analyze the
data. The coordinator and committee should take time to study data that has been collected in each of the
various categories. The data should be analyzed for trends or other types of significant points. Upon thorough
review and analysis, the next step in the process is to come up with goals and objectives.
Goal Se tting
The comprehensive plan should conclude with a set of recommendations established by the committee. The
recommendations should be in the form of goals and objectives. The objectives should consist of strategies to
address each of the goals that have been established.
Citize n Participation
Throughout the entire comprehensive planning process, citizen input should be obtained.
After all, the comprehensive plan is a document for the community. The citizens of the community should have a
say as to what their community should be like in the future. There are a number of ways to obtain citizen input. A
series of open forums or public meetings is a good way to obtain public comment. N ews releases explaining
what is being worked on and inviting written comments are other ways to obtain input from the public. Many
communities include a citizen survey as part of the comprehensive planning process and incorporate the results
into the body of the plan. Citizen input helps to determine the goals and objectives of the plan.
Co nc lus ion
In 1972 President N ixon appointed a C itizen's Advisory Committee on Environmental Quality. This committee
established a task force to study land use and urban growth. The task force consisted of prominent people at the
time, including Lawrence S. Rockefeller from the famous Rockefeller family and Mayor Pete Wilson from the
city of San Diego, California. Other appointees were experts on various subjects from the academic, legal,
banking, land development, and conservation communities. A nine-month study was funded by a grant from the
Rockefeller Brothers Fund. A final report was published entitled The Use of Land: A Citizen's Policy Guide t o
11/9/12 Comprehensive Planning, CDFS-1269-99
5/6ohioline.osu.edu/cd-fact/1269.html
Rockefeller Brothers Fund. A final report was published entitled The Use of Land: A Citizen's Policy Guide t o
Urban G rowt h. A major conclusion of this study and ensuing report was that land is a basic resource on which
human activity ultimately depends. Planning its wise use is considered to be the best tool to aid citizens to guide
growth toward achieving economic benefits and protecting environmental quality.5 This conclusion is still true 27
years later. Comprehensive planning is a tool that citizens can use to achieve this goal.
Whe re to Get Mo re Info rmation
Abo ut Comprehe ns ive La nd-Us e Planning
American Planning Association, 122 South Michigan Avenue Suite 1600, Chicago, IL 60603, 312-431-9100,
fax 312-431-9985. www.planning.org.
Ohio Planning Conference, 129 South Third Street Suite 510, Columbus, O H 43215-7100, 614-221-4349.
Ohio State University Extension, Community Development, 700 Ackerman Road Suite 235, Columbus, OH
43202-1578, 614-292-8436. http://www-comdev.ag.ohio-state.edu/.
Re fe re nc e s
Principles and Pract ices of U rban Planning. 1968. William I. Goodman, Ed., and Eric C. Fruend, Assoc.
Ed. Chicago, Ill. International City Managers Association.
How Will Am erica G row? A Cit izen G uide t o Land-U se Planning. 1976. Citizens Advisory Committee on
Environmental Quality. Washington, D.C.
The Pract ice of Local Gov ernm ent Planning. 2nd. Ed. 1988. Frank S. So and Judith Getzels, Eds. Chicago,
Ill. International City/County Management Association.
The Small Town Planning Handbook . 2nd. Ed. 1995. Thomas L. Daniels, John W. Keller, and Mark B.
Lapping. Chicago, Ill. American Planning Association Press.
1 William I. Goodman, Ed., and Eric C. Fruend, Assoc. Ed. Principles and Pract ices of Urban Planning.
Chicago, Ill. International City Managers Association. 1968. p. 1.
2 Ibid.
3 Ibid.
4 Ibid.
5 Citizens Advisory Committee on Environmental Q uality. How Will America G row? A Citizen Guide to
Land-U se Planning. Washington, D.C. April 1976.
A ll ed ucat io nal p rog rams co n du cted b y Oh io St ate Univ ers it y Exten s io n are availab le to clien tele o n a no n d is criminat o ry b as is
with o u t reg ard t o race, co lor, creed, relig io n , s exu al orien t ation , n atio n al origin , g end er, age, d is abilit y or Vietnam-era vet eran
s tat u s .
11/9/12 Comprehensive Planning, CDFS-1269-99
6/6ohioline.osu.edu/cd-fact/1269.html
Keith L. Smith, A s s o ciat e Vice Pres iden t fo r A g . A d m. an d Directo r, OSU Extens io n .
TDD No. 800-589-8292 (Oh io o n ly) o r 614-292-1868
| Ohioline | Search | Fact Sheets | Bulletins |
The Estes Valley
Comprehensive Planning in 2012
Estes Valley Comprehensive Plan
Overview and Ideas
•Part 1- A Master Plan
Primer
•Part 2 - Current Trends
in Comprehensive
Planning
•Part 3 - The Estes Valley
and Comprehensive
Planning
Part 1
A Master Plan Primer
•Components
•Information
•Goals & Objectives
•Using a Comp Plan
•Responsibility
•Public Involvement
THE PLANNING FRAMEWORK
What is a
Comprehensive Plan?
•The master plan, sometimes referred to as a comprehensive plan, is a
framework and guide for accomplishing community aspirations and
intentions.
•It states goals and objectives and recommends courses of action for
future growth and development of land, public facilities and services
and environmental protection.
•Helps guide nearly everything local governments are responsible for
on a daily basis.
•Has specific subject areas with a framework for implementation
•Helps set the road map for the preservation of community character
and desirable future development of the town.
Why do a
Comprehensive Plan?
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Why do a
Comprehensive Plan?
PAINT A VISION FOR THE FUTURE
When do you update a
Comprehensive Plan?
WHAT’S THE SHELF LIFE?
Not long enough Too long
Sweet
Spot
Comprehensive Plan
Components
•Statement of Policies
•Trends
•Transportation
•Housing
•Energy
•Environment
•Recreation & Tourism
Comprehensive Plan
Background & Information
•The plan is based on
inventories, studies, surveys,
analysis of current trends and
must consider social and
economic consequences of
the plan, existing and
projected population.
ASSESSING THE CURRENT SITUATION
Comprehensive Plan
Goals & Objectives
• The principal purpose for a
master plan is to be a guide
for the achievement of
community goals.
Comprehensive Plan
Goals & Objectives
•The Plan will also:
1. State and promote broad community values in
its goals, objectives, policies and programs.
2. Establish a planning process for orderly
growth and development, and economic health.
3. Balance competing interests and demands.
4. Provide for coordination and coherence in the
pattern of development.
5. Provide for a balance between the natural and
built environment.
6. Reflect regional conditions and consider
regional impacts.
7. Address both current and long-term needs.
Using the
Comprehensive Plan
•The adopted plan has the potential for many uses and will define the way it is to
be used in its implementation section. Among the uses of the plan are the following:
1. A basis for regulatory actions: The plan serves as a foundation and guide for the provisions of the zoning
regulations, subdivision regulations, the official map, flood hazard regulations, annexation decisions and other
decisions made under these regulations.
2. A basis for community programs and decision making: The plan is a guide and resource for the recommendations
contained in a capital budget and program, for a community development program, and for direction and content of
other local initiatives, such as for water protection, recreation or open space land acquisition and housing.
3. A source for planning studies: Few plans can address every issue in sufficient detail. Therefore, many plans will
recommend further studies to develop courses of action on a specific need.
Using the
Comprehensive Plan
4. A standard for review at the County and State level: Other regulatory processes identify the municipal plan as a
standard for review of applications. Master plans are important to the development of regional plans or inter-
municipal programs, i.e., a regional trail network or valley-wide transit program.
5. A source of information: The plan is a valuable source of information for local boards, commissions,
organizations, citizens and business.
6. A long-term guide: The plan is a long-term guide by which to measure and evaluate public and private proposals
that affect the physical, social and economic environment of the community.
Comprehensive Plan
Responsibility
•The planning commission
is responsible for
preparing the plan,
distributing the plan,
holding public hearings on
the plan, and adopting the
plan.
The Role of the
Planning Commission
•Planning Commission
responsible for the
Comprehensive Plan
•CRS 1973, 31-23-202
and 31-23-206 “to make
and adapt a master plan
for the physical
development of the
municipality, including
territory outside its
corporate boundaries”
The Role of elected
officials
•Many approaches to
developing the
comprehensive plan
update
•Task force (with
potentially a planning
commission member)
•Supported by town
board with formal vote
Public Involvement
& the Comprehensive Plan
•Citizen participation helps to guide the planning
commission in making decisions and in
promoting community understanding of planning
needs and issues.
•At least one public hearing will be held by the
planning commission and by the legislative body
before the plan is adopted.
•To generate support, understanding, and active
participation in planning, however, more
community involvement is usually needed.
•Citizens who are not well informed can present
obstacles to the implementation of the plan by
not supporting or participating in local programs.
PUBLIC INVOLVEMENT
Comprehensive Plan
General Process
•1-2 year
process
Comprehensive Plan Strategies
•Working Task Force
(identify community leaders,
represent all aspects of
community)
•Identify stakeholders
•Transparent process
•Thorough public
involvement process
Comprehensive Plan Public
Engagement
•Public Engagement
important for a number
of reasons
•Information gathering
•Understanding goals,
values, & issues
•Successful, usable
document supported by
the community
Comprehensive Plan
Funding
•$75,000 - $150,000
•Phased over several
years, or
•Complete process in a
year
COST OF THE COMP PLAN
Comprehensive Plan Timeline
•Here is an example timeline from the Comprehensive Plan
update currently underway in Louisville, Colorado
(12 month process)
NovemberSeptember DecemberOctoberJulyMay AugustJuneMarch AprilFebruary
30 - 523 - 2916 - 229 - 152 - 825 - 118 - 2411 - 174 - 1028 - 321 - 714 - 207 - 1330 - 623 - 2916 - 229 - 152 - 826 - 119 - 2512 - 185 - 1129 - 422 - 2815 - 218 - 141 - 724 - 3017 - 2310 - 163 - 927 - 220 - 2613 - 196 - 1229 - 522 - 2815 -218 - 141 - 725 - 318 - 2411 - 174 - 1026 - 312 - 185 - 11 19 - 2529 - 4
Boards’ & Commissions’ Follow-up
Boards’ & Commissions’ Kick-oī Community Vision PC #1 PC #2Public Kick-oī
IntroducƟon
The Role of the Comprehensive Plan
Process and Public Engagement
The Planning Context
The Natural Environment
Historic Context
ExisƟng Land Uses
TransportaƟon
Demographics, the Economy, and Fiscal Health
Demographics
Regional Influences and Market CondiƟons
Economic Assets
Economic LiabiliƟes
Fiscal Health
Key Trends and Issues
The Plan
Community Vision
Core Values
Areas of Stability and Opportunity
Community form, character, and urban design
Character Zones - AcƟvity Centers & Neighborhoods
Community Heritage
Parks, RecreaƟon, Trails and Open Space
TransportaƟon, Mobility, and Accessibility
Streets
Public Transit
Accessibility
Parking Management
The Economy and Fiscal Health
Economic Development
Fiscal Future
Public Infrastructure
Water & Sewer
Storm Water
Housing
Community Services
Policy Alignment & ImplementaƟon
Plan AdministraƟon
Coordinated Monitoring and EvaluaƟon Program
Plan Consistency and Policy Alignment
Public Outreach and NoƟficaƟon
Priority AcƟons
Neighborhood Planning Framework
P.R.O.S.T.
City-wide mulƟ-modal TransportaƟon Master Plan
Water, Waste Water, Storm Water Ouƞall Master Plan
Character zone & form based amendments to the LMC
Development Review Fiscal & Economic Model Update
Regional CoordinaƟon
Appendices
1) ResoluƟons
2) Inventory Mapping
3) Economic and Market CondiƟons
4) Fiscal Analysis
5) Plan and Policy Summary
6) Community Outreach Summary
2012 Comprehensive Plan Update
City of Louisville
Planning & Building Safety Department
Planning Commission Historic PreservaƟon Commission Other Boards and CommissionsBoard of AppealCity CouncilPublic MeeƟng
Community OutreachCommunity Outreach
ExisƟng CondiƟons ExisƟng CondiƟons
AssessmentAssessment
Community VisioningCommunity Visioning Community FeedbackCommunity Feedback AdopƟonAdopƟon
Plan Development Plan Development
& Refinement& Refinement
PrioriƟes & ImplementaƟon PrioriƟes & ImplementaƟon
StrategiesStrategies
Community Outreach
ExisƟng CondiƟons
Assessment
Community Visioning Community Feedback AdopƟon
Plan Development
& Refinement
PrioriƟes & ImplementaƟon
Strategies
keep in mind...
•The Plan will help with future land use and
growth management decisions over the next
20 years.
•The Plan is not law, but a guide to assist
community leaders with decisions regarding
future development.
•The Plan does not require the expenditure of
funds by any public or private entity. It is a
framework to focus expenditures if the
Plan is to be implemented.
•The Plan does not change any zoning or text
of any Ordinance. All re-zonings and text
amendments are still subject to the
requirements set forth in the Colorado Revised
Statutes.
Part 2
Current Trends
•understanding current
trends leads to
discussing future
outcomes, and how to
best prepare for the
future
•how to more fully
engage the public
Plans Framed around
Current Issues
•Economy
•Housing crisis
•Sustainability
Current Language
•Predictability
•Efficient resource
allocation
•Solving Specific
Community Issues
•Environmental Issues
•Sustainability
Primary Topics in
Current Plans
•The “triple bottom line”
•Economic sustainability
•Environmental
Sustainability
•Social Sustainability
Trends Analysis
•Community profile helps
frame discussion on
what isn’t controllable,
and how to mitigate, and
what is wanted and how
to control and plan for
•Profile should be easy to
understand and
meaningful
•Profile should be
presented in a simple,
graphic format
New Methods for
Public Involvement
•On-line communities
•Mind Mixer is one
example
(mindmixer.com)
•Currently being used
with great success in
Louisville, Lakewood and
many communities
nationally
Part 3
The Estes Valley
•Increasing retirement
population
•Decreasing school
population
•National Park Gateway
community
•Unique relationship with
Larimer County
•Tourism-based economy
The Estes Valley
Comprehensive Plan
•Last updated in 1996
•16 year old plan
•Typical cycle is 5-10
years
The Estes Valley
Comprehensive Plan
•Committee reviewed
plan in 2010
•Recommendations
included: community
diversity, infill development
guidelines, sustainability
components,
transportation plan, and
historic preservation
The Estes Valley
Comprehensive Plan
•Discussion topics
•What do you think are
issues that can be
addressed in an update
of the current plan?
•Economic development
•What national and
regional trends are
affecting the valley?
The Estes Valley
Comprehensive Plan
•Have the communities
values changed, or need
to be re-visited?
•What elements are
working?
•What needs to be
addressed?
•What are current issues?
UPDATING THE COMP PLAN
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Vision
The Estes Valley
Comprehensive Plan
•Presentation sources
•Colorado Department of Local Affairs
•The Orton Family Foundation
•The Town of Estes Park
•Prepared by The Planning Group, Inc.
the
planning
group
Discussion
•How well does the 1996
plan address the current
issues facing the Valley?
•Has the Valley made
progress since 1996?
•What level, if any, of
updating is appropriate?
•Roundtable discussion of
issues, opportunities, and
recommendations
Discussion
•What do you think
needs to be done
regarding the Comp
Plan?
•Staff can take
recommendations to
Town Board and County
Commission.
•You don’t need all the
answers today