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CC- Staff Memo to Council 12.12.17 December 15, 2017 MEMORANDUM TO: Mayor Tammy de Weerd City Council Members CC: City Clerk FROM: Caleb Hood, Planning Division Manager RE: Growth Goals and a New Comprehensive Plan December 12, 2017 City Council Workshop Item During the FY18 Budget Workshop, the City Council removed a $50,000 line item Planning Staff had proposed to hire a consultant to help address Strategic Plan Objective 1.B.1 - define the 10, 25 and 50- year growth goals for the City. Council directed staff to come back in September with a new project that addresses both growth goals/growth management and a new Comprehensive Plan document with the idea that the City’s growth goals should influence policies that can be wrapped-up into an updated long- range, Comprehensive Plan (NOTE: The Comp Plan update was slated for 2021 in the City’s CFP). During the September 12th workshop, Staff shared a draft scope and overview, including some specific tasks and a draft overview of the overall planning and public engagement process, including envisioned subcommittee, staff and consultant tasks. It was requested that Staff come back in December with more details, including more details about scope and budget. Since the September 12th meeting, staff has researched past, similar projects both internally (2007 TMSAP, 2014 Fields and 2006/07 South Meridian) and by polling other agencies; Eagle, Boise and Kuna, as well as COMPASS were all contacted. Planning Staff met with Finance too, to better understand options, the process and timeline from a procurement perspective. Based on those meetings and the tasks/needs, here is an overview: TODAY: Any red-flags before proceeding with RFP? Don’t want to spin wheels. First assumption: Even though our community has changed a lot in the past 5, and certainly 15 years, there is still a lot of good in the existing Comp Plan – we aren’t throwing everything out and starting from scratch. While all State-required elements will be addressed, some will be pretty straight forward and probably not much different than how they are addressed in today’s Plan. (No RFQ) RFP with built-in qualifications for selecting the “right” team. The ideal consultant will have experience working with a diversity of Comprehensive Plans and be well prepared to guide the City through the entire planning process. Team Qualifications: Website Master/web portal, Public Engagement Specialist, Transportation Modeler/Engineer, Land Use Planner and Economist. Oversight – Steering Committee (not 6/7 workgroups as previously discussed). A steering committee made up of elected officials, appointed officials and City staff will oversee the project, but the consultant should be able to guide the project from there. The Steering Committee provides general guidance on the two main elements/topics: Strategic Growth Management and Public Services, and Transportation and Economic Development. (More on those elements in a minute) (from draft scope) A manageable number of committees and work groups should be created to divide the work, as negotiated with the consultant and City Staff. Committees and work groups should include topical specialists, public officials, City staff, agency partners, and community stakeholders. (TC, P&Z, etc.) Council workshops would be used to provide updates and obtain direction as needed. 1) Strategic Growth Management and Public Services: Largely from the Strategic Plan – Define and articulate the City’s growth goals; Identify priority growth areas and incentivize growth and development; Promote and guide desired growth with investments in infrastructure and services ahead of growth, and Complete rezoning in targeted growth areas to direct types of development in alignment with growth goals. Comp Plan would provide the rules/metrics for where additional growth could occur, but wouldn’t actually define those areas on the ground. It would help decision makers understand comprehensive impacts of a project. Idea: To ensure development isn’t burdening existing or future tax payers, placing an undue stress on services, or have to be subsidized. Essentially, making the best use of public funds and partnering on the right projects. Measures and metrics need to be identified and developed through this process. Wouldn’t dictate or tell Council or P&Z to approve or not, but would provide a scorecard of sorts across multiple disciplines (with a hierarchy - life safety and other service response times, ED and property taxes, schools, roads, etc.). Development of this tool would work closely with CIP and CFP. But this general concept is a big one that will drive a lot of the discussions for the CP update (okay?). 2) Transportation and ED: This is a land use analysis to look at whether we have adequate housing opportunities to attract and maintain a workforce necessary for the family-wage jobs we seek to keep, grow, and attract. Part of this work should look at overall residential-jobs balance on the Future Land Use Map (FLUM), and whether we have enough planned land uses to support targeted jobs and industries. Another objective of this task is to determine whether we are attractive to millennials, and how we might encourage housing along corridors with future public transportation. Where are these corridors, and how might we use these to target population demographics with unique spending habits and lifestyle choices which are critical to promote out workforce? Other, related objectives under this umbrella include: A. Rail corridor land use analysis – evaluate intensity to support future transit, transportation and the right types of land uses. B. Define future transit supported corridors/areas C. Develop a Master Mobility Map (multiple mode, long-range) (TC can do) (Third big need/higher dollar task) Public Involvement – Traditional engagement (open houses, town halls, mailers, etc.) as well as a web portal where people can sign-up for project alerts, view regular content updates, be challenged with questions/surveys, provide input, respond to others’ ideas, and view material. We also hope video snipits can be uploaded to the website. Also a big want is that the website is mobile friendly. The final Comp Plan will be on-line or web-based (not a lot of paper copies anymore.) Goals of web portal: 1) Increase Transparency, 2) Broaden the Base, 3) Enrich the Content, 4) Sustain a Conversation, and 5) Save Money (NOT!) – this is not cheap. Other tasks: Rim area and policies, Southwest, Fields, Magic View/Woodbridge (Level of efforts TBD). Timeline and Costs It is anticipated that a substantial portion of the work will be performed in FY18, but will most likely not be completed until later in FY19.  RFP draft complete by EOY  Finance 2 weeks to review, format and get on the street after Planning sends draft  Leave open and on the street for about 6 weeks  2 weeks for evaluation scoring team (CD, Parks, PW, Council liaison?, developer)  2 weeks to negotiate scope with preferred consultant team  1 week to get on Council agenda – scope and contract with budget amendment ≈ $150K So looking at March workshop or sometime in early April to come back to Council. Right now, we are working on scope, evaluation criteria and scoring team members, as well as proposers list. Brian McClure is doing a lot of this and we are in good hands. Start thinking about a catchy name/marketing.