In May 1995, the Regional Council approved the formation of
the MAG Blue Ribbon Committee. The 30 member Committee represented
a variety of local government, corporate, development, environmental
and other community interests. The Committee was charged with
the task of recommending a future planning approach for the region
that recognizes its unique social, cultural, economic and environmental
characteristics. The Regional Council formed the Committee because
it recognized that this region must plan for its future if it
is to maintain its high quality of life. The Regional Council's
recognition of the need for future planning was based on several
studies; The Urban Form Study (completed in 1995), the Desert
Spaces Plan (adopted in 1995), and the Congestion Management Study
(completed in 1995). To develop a recommendation for a future
planning process, members of the Blue Ribbon Committee studied
15 regions with characteristics similar to the Maricopa Region.
From their study, they identified and traveled to the five regions
most similar to ours. In each region Committee members met with
elected officials, city and county staff, and representatives
of the business, the environment, economic development and neighborhoods.
Based on their experiences and their studies, they recommend,
and the Regional Council Initiated in February 1997, Valley Vision
2025.
MAG Blue Ribbon Committee Members
The membership of the Blue Ribbon Committee represents a wide
variety of community groups including, local government, regional
development, local government technical
interests, regional transportation, air quality, human services,
youth, unaffiliated citizens,
development community, business community, small business community,
environmental
community, homeowner and community associations and historic neighborhoods,
local
planners, academia, large employers (over 500 employees), and
statewide interests.
Richard Thomas, Scottsdale City Council, Blue Ribbon Committee
Chairman
James Abell, Principal, Abell & Associates
Larry Bonine, Director, Arizona Department of Transportation
Dick Bowers, City Manager, City of Scottsdale
Thomas Carrano, NOTLA, Neighborhood Activist
Lindsay Chapman, Manager, Motorola Corporation
Karen Cupps, SRP, Corporate Economist
Dan Denver, V.P. Corporate Locations, Greater Phoenix Economic
Council
Daniel Durrenberger, V.P. Client Relations, Flatt and Associates
Gigi George, Owner, G.G.'s Fabric Gallery
Steven Gervais, Valley Partnership, SunCor Development
Company
Suzanne Gilstrap, Arizona Multi-Housing Association
Gregg Holmes, V.P. and General Manager Cox Communications
Rod Keeling, Executive Director, Downtown Tempe Community,
Inc.
Wade May, Neighborhoods
Dickenson McGaw, Dean, Arizona State University School
of Public Affairs
Rick Miller, President, Boys and Girls Clubs of Metropolitan
Phoenix
Harry Mitchell, former Mayor of Tempe, Arizona
Sara Moya, Town of Paradise Valley Councilwoman
Jose Martinez, Quarles and Brady
Thomas Simplot, Deputy Executive Director, Homebuilder's
Association
Don Stapley, Chair, Maricopa County Board of Supervisors
Frederick Steiner, Director, ASU School of Planning and
Landscape Architecture
Don Steuter, Sierra Club
Craig Tribken, City of Phoenix Councilman
Ralph Velez, City Manager, Tolleson
Steve West, Udall, Shumway, Blackhurst, Allen & Lyons
Alma Williams, Neighborhoods
Cody Williams, City of Phoenix Councilman
Blue Ribbon Committee Recommendation
2.0
INTRODUCTION
2.1 Committee Formation and Study Purpose
2.2 The MAG Region
2.3 The Case for Regional Growth Planning
2.4 The MAG Blue Ribbon Committee Study
3.0
FINDINGS OF THE BLUE RIBBON COMMITTEE
3.1 General Findings of the Blue Ribbon Committee
3.1.1 Why Regions Plan
3.1.2 How Regions Plan
3.1.3 Who is Included
3.1.4 How Regional Plans are Implemented
3.2 Critical Regional Growth Issues
3.3 Related Issues to Address in Other Forums
4.0
THE BLUE RIBBON COMMITTEE RECOMMENDATION FOR A GROWTH
PLANNING PROCESS IN THE MAG REGION
4.1 General Recommendations
4.1.1 The Four Step Process
4.1.2 Citizen Involvement
4.1.3 Leadership
4.1.4 Coordination With Other Community Groups
4.1.5 Media Relations/Strategy
4.1.6 Technical Support/Staffing
4.1.7 Funding and Costs
4.1.8 Process Duration
4.1.9 Authority to Implement
4.2 The Growth Planning Process
Step One: Develop a Region 2025 Vision
Step Two: Develop a Region 2025 Framework
Step Three: Develop a Region 2025 Action Plan
Step Four: Develop Region 2025 Benchmarks and Evaluate
Our Progress
5.0 REGIONAL PLANNING PROCESS GRAPHICS
APPENDIX
Other Regional Efforts in the Valley
Acknowledgments
1.0 Executive Summary
It's no secret that our region attracts thousands of new residents
every year. In fact, in the next fifteen years a million
more people will call the metropolitan area their home.
People come to the area for many reasons, including new jobs,
the attractive natural environment, higher
education, retirement, the pleasant climate, our relatively low
cost of living, or simply because they want a chance to experience
a different lifestyle.
Other regions in America envy our growth. They struggle
to keep major employers from
relocating to other areas, try to find money for improvements
to crumbling and overcrowded streets, and fight to help the poor
and disadvantaged groups that are left behind when others take
their families, incomes, and dreams to new horizons.
Nonetheless, while growth creates tremendous opportunities
for all of us, it also presents
certain challenges. New residents need schools for their
children, streets and highways to get them around, places to shop,
and parks and natural areas where they can just "get away
from it all." The challenge is not whether to grow,
but how to grow. The question becomes: Can we continue to
grow and still protect the things we all love about our region?
The members of the MAG Blue Ribbon Committee believe that the answer is an unqualified "YES. " In order to develop the recommendations provided in this report, the Committee studied several other metropolitan regions who were facing the same challenges, and asking themselves the same question. In each region people learned what the region would be like if it continued to grow as it was growing. Families, neighbors, school children, business people, farmers, public officials, and others were asked what they wanted their region to be like in 20 years. In many regions, it became clear to most everyone that the future they were headed towards wasn't always the one they desired. More often than not, the two were very different.
On the bright side, during this process, citizens in each region found that there were many issues that they could agree upon. They found that they shared the same concerns about their region and the same hopes for their families and careers. They also agreed that certain qualities of their region were very important to their quality of life. Good schools, low crime, clean air, accessible natural areas, employment opportunities, and similar items ranked high on everyone's list. Citizens, businesses, community groups and others decided that they needed to cooperate and make some changes if they were to achieve their common goals for the region's future.
The Blue Ribbon Committee believes that citizens in our region
should have the same opportunity. While the recommendations
in this report are intended for the MAG Regional Council, they
have purposely been written so that each member of the community
can easily read them and understand how they would fit into a
growth planning process for our region. The Blue Ribbon
Committee believes that failure to work together towards our future
is irresponsible, and that the citizens of our region need and
deserve an opportunity to develop a regional growth plan that
will guide us into the 21st century.
The following report outlines the process that the Blue Ribbon
Committee used to develop the recommendations, and proposes a
regional growth planning process that could be used in our region.
The process has been structured to respect the unique political,
social, economic, and cultural aspects of our region. It
includes everyone. The recommendation recognizes our two
most pressing growth related concerns of regional mobility and
open space, but does not limit discussion to any one topic.
It is intended to be "bottom-up," with individual citizens
playing a very important role.
Section 2 provides background on the study, and offers reasons for taking a regional perspective. Section 3 outlines the Committee's findings in terms of how regions undertake regional planning, who is included in the process and how the plan's recommendations are implemented. Section 3 also acknowledges the impacts of other growth factors on our ability to coordinate development policy.
Sections 4 and 5 detail the Committee's recommended regional growth planning process. The recommended process begins with the development of a vision for our region in 2025. This would include pictures and text to describe what we want our region to be like in the year 2025. It would describe what we think is very important to protect or to promote. A growth plan for this region would be developed by citizens, community groups, and others, working with their local governments, under the general direction of a "steering" committee created by the MAG Regional Council. When we agree on a future regional vision, we then begin to develop a plan that describes how we will achieve our goals.
The second part of the process will describe what we need to do in order to achieve the common objectives agreed upon in creating the future vision. This is called a "framework." This part of the plan will also be developed by local governments, individual citizens, and community groups. It will identify broad-based goals for the region, consistent with the adopted future vision. It will identify specific "policies" concerning each regional goal in the plan, and strategies as to how each related objective could be achieved. The third part of the plan is the "Action" plan. This will identify specific actions that need to be taken, and who will be responsible for these actions. Part four is benchmarking and evaluation. The entire process will be continually evaluated, and our success in achieving our goals as a region will be measured against "benchmarks." Adjustments in the planning process and the plan will occur at regular intervals.
The Blue Ribbon Committee recognizes the need to move ahead
quickly if we want to have a positive impact on our future.
Many other groups are also concerned about our region's future,
and are actively taking steps to do what they can to help.
These groups are listed in the Appendix, and the Committee recommends
they play a critical role in developing a
regional growth plan.
2.0 Introduction
2.1 Committee Formation and Study Purpose
Recognizing the increasing impacts of growth and development on
the region, the MAG Regional Council, through its Regional Development
Policy Committee, created a Blue Ribbon Committee in May
1995. The Committee is comprised of a wide variety of local
government, corporate, and other interests. The Regional
Council charged them with the task of recommending a growth planning
approach for the region that recognizes its unique social, cultural,
economic, and environmental characteristics.
2.2 The MAG Region
Its obvious that the Phoenix metropolitan area is part of a much
larger region in terms of economics, cultural attributes, politics
and even weather. Local businesses are linked to others throughout
the United States and even the world. We share cultural
values with other areas in the american southwest, including
the influence of hispanic and native american culture, the influence
of ranching, agriculture, mining and more recently, "high
tech," and our attitudes about personal freedom and governance.
While our role in this larger region is important, we do not have
the authority or resources to develop a plan for such a large
area or complex set of issues. Even if such a plan could
be developed, it would be incapable of representing the diverse
needs of all affected groups. In order to develop a regional
growth planning process that specifically and effectively deals
with the issues in our region, we first have to define the
rational physical limits of our region.
For purposes of this report, our region is defined as all the developed (urbanized) and undeveloped portions of the Phoenix metropolitan area. The urbanized portion includes developed areas extending from Wickenburg in the northwest, to Gilbert and Apache Junction in the southeast. It includes big cities like Phoenix (pop. 1.1 million) and small towns like Gila Bend (pop. 2,000).
The developed portion of our region is centered in the Salt
River Valley. This was the location of the earliest settlement,
and in general, development gradually expanded outward from this
area. By 1930, "downtowns" had sprung up from
Glendale to Gilbert.
By 1970, we had settled much more of the region. Between 1970
and 1993, our region grew by more than 150%, from under 1 million
to almost 2.5 million people. Our region had the third highest
growth rate in the 1990s and is now the sixth most populated County
in America. The urbanized area is currently about 50 miles north/south
by 65 miles east/west. This is half the size of the State
of Connecticut. As we continue to grow in population, more of
our region will become urbanized. In fact, our region is expected
to be home to 4 million people by the year 2015.
When we also include the undeveloped portions of Maricopa County in our region, we get an idea of just how big our region is. At 9,226 square miles, it is the fourteenth largest county in America. It is larger than many States. It is 150 miles from the Mazatzal Wilderness in the far northeast to the Goldwater Gunnery Range in the southwest corner. Not all of this land is available for development however. Much of it is national or state parks or wilderness areas. Much of it is owned by the federal Bureau of Land Management, or is used for military purposes. In general, the developed portion of our region can be defined by a 50 mile radius from downtown Phoenix. The graphic on page 3 depicts this area and the parts of our region that are expected to double in population by the year 2025.
2.3 The Case for Regional Growth Planning
Growth has positive and negative impacts. All fast growing
metropolitan areas in America eventually struggle with the negative
impacts, like traffic congestion and loss of natural areas, while
trying hard to cultivate the positive impacts, such as jobs and
tax revenue. Decisions affecting growth and development occur
primarily at a local government level. Each local government
makes its own "rules" on how fast to grow, where certain
land uses will be located, how much of each type of land use will
be permitted, as well as how, when, and where necessary utilities
will be provided.
When a region first begins to grow, local decisions do not
appear to have a great deal of impact on the region as a whole.
Usually, the region is so large in comparison, that it is hard
to imagine how approval of a small
local subdivision, or extension of a local sewer line could impact
the entire region. In fact, when towns are small and physically
more or less independent, impacts on the region do occur, but
taken together, they have not reached a critical threshold.
However, eventually we reach a point in time when the individual development actions of the region's towns and cities do affect the entire region. Local decisions "spill over" beyond the boundaries of an individual town, to impact not just the town itself, but the region as a whole. For instance, when one town approves a development, the auto emissions and traffic are not confined to that town only. When one town extends a sewer line, or improves a road, it may lead to development pressures in an adjacent area. In some respects these impacts are multiplied because we currently separate different types of land uses into large, low density, single use "districts."
Regional growth planning is a way to coordinate local decisions so they benefit the larger community. It assures citizens, businesses, and visitors that the qualities that brought them to the region will remain in place. Regional plans recognize that some types of problems do not respect political boundaries. The Committee believes that in the MAG region, we need regional planning. Our rapid growth has presented us with challenges related to center city redevelopment, air quality, open space, infrastructure, and transportation. The Blue Ribbon Committee believes that a regional growth plan will help us accommodate growth while continuing to protect the high quality of life we now enjoy.
2.4 The MAG Blue Ribbon Committee Study
The Blue Ribbon Committee recommendation for a regional growth
planning process is a result of the following tasks completed
over a 14 month period.
1. A survey and evaluation of 15 regions in the United States that had implemented, or were in the stages of implementing, systems for regional growth planning. The evaluation was based on criteria such as the similarity of political systems, funding mechanisms, tax structures, and other items. This was accomplished through telephone interviews in late 1995 and early 1996, as well as through the analysis of written materials. The results were compiled into a technical report, Preliminary Survey of Regional Growth Planning Processes.
2. Identification of growth issues in the MAG region. Issues were identified from research of current and previous studies, a one day work shop with regional stakeholders and nationally known regional experts such as John DeGrove, author and director of the Joint Center for Urban and Environmental Problems, Florida Atlantic University/Florida International University; Rod Englen, planner and the organizer of the Futures Forum; and Neal Peirce, an author, urbanist, and expert on regional planning, as well as through meetings with other experts including Claude Gruen, President, Gruen & Gruen & Associates; Stanley Cook, Landiscor; and Eric Anderson, MAG Fiscal Analyst.
3. Selection of five "peer" regions from the initial 15, for more detailed study. The regions selected were Atlanta, Denver, Portland, San Diego, and Seattle. The detailed study included phone interviews with representatives of the regional authority, and site visits by small groups of Blue Ribbon Committee members. The site visits consisted of meetings with the regional planning agency, elected officials, local news media and community groups, such as homebuilders, environmentalists and community activists. The peer region trips were funded by the Hyatt Hotel Corporation, the Valley Partnership, the Salt River Project, Arizona Public Service, UDC and Cox Communications. A summary of the group's findings concerning each peer region, as well as a technical report, Survey of Five Regional Planning Processes were compiled.
4. Drafting initial recommendations for the organization of a regional growth planning process and structure that addresses the unique needs of the MAG region.
5. Reviewing the draft recommendations with selected community groups in our region, including local planning directors, local elected officials, regional economic development and business groups, and elected officials of the MAG Regional Development Committee.
6. Developing final recommendations to forward to the MAG Regional Council, based upon input from these and other groups.
3.0 Findings of the Blue Ribbon Committee
3.1 General Findings of the Blue Ribbon Committee
The Blue Ribbon Committee was formed to determine if regional
planning could help our region address its growth related challenges.
The Committee found that while each regional planning effort differed
in scale and scope, all provided guidance through a future vision
of the region that had been developed by its citizens. Also
included, was a "framework" plan that provided general
guidance on how plan objectives would be achieved. Finally,
"action" plans spelled out specific tasks and the groups
responsible for them.
The Committee believes that a similar "regional vision" and "implementation framework" will help our regional decision makers accommodate rapid population growth, while continuing to protect the high quality of life we now enjoy. The Committee asked four basic questions: Why do regions plan? How do regions plan? Who is included? How are plans implemented?
3.1.1 Why Regions Plan
The Committee found that citizens participated in regional planning
to help them solve a variety of problems associated with the pattern
of development created by growth. In the northwest, the
catalyst for regional planning was loss of forest and farmland.
On the west coast, transportation and habitat preservation issues
were at the forefront of regional planning efforts. In Florida,
it was the inability to provide infrastructure to meet the demands
of new development.
In the Denver region, transportation and open space were the driving
forces. In Atlanta, regional planning was pursued to address
issues relating to center city redevelopment and economic stability.
The Committee also found that regional planning has been in place
for decades. Boston has perhaps the oldest tradition of
regional planning, dating back to the late 19th century when Fredrick
Law Olmstead and Charles Eliot designed an "Emerald Necklace"
for the metropolitan region. The "Emerald Necklace"
was an interconnected system of parks and flood control systems.
Early in this century cities like Minneapolis, Kansas City, and
Dayton also developed regional open space plans. More recently,
in 1961 Hawaii adopted statewide regional planning. The
Portland process has been in place for over two decades.
Florida has had regional planning legislation in place since 1985.
New Jersey also adopted its planning act in 1985. San Diego
completed its effort in 1995. The Committee found that regional
planning is done in many ways. In regions such as Portland
and Puget Sound, it is regulatory and associated with strong incentives
and disincentives. San Diego and Denver, with stronger traditions
of local control, have used voluntary processes to develop regional
plans for future growth.
3.1.2 How Regions Plan
Regional plans differ in scale and scope. The Atlanta plan
took well over two years to develop, at a cost in excess of $1.5
million. The Portland plan is regulatory, and has an entire
agency (the Portland Metro) to implement it. The San Diego,
Seattle, and Denver efforts were implemented by the region's Metropolitan
Planning Organization, agencies like our Maricopa Association
of Governments.
All of the regional planning efforts surveyed by the Committee included development of a broad-based regional vision which provided the basis for a "framework" plan or "initiative" plan. The level of participation in the process was directly related to the economy and the public's general feelings about their quality of life. The plans range from sets of qualitative statements or guidelines, such as Atlanta's "Vision 2020," to legally binding regional land use and transportation plans, like the Portland Metro Region's 2040 "Concepts of Growth."
3.1.3 Who is Included
Individual citizens, community groups, local governments, businesses
and others are all critical to developing a successful regional
plan that represents the entire community. In some areas,
such as Denver, the regional planning effort was led by local
governments and selected interest groups. These efforts
are good examples of voluntary approaches. In other areas,
such as Atlanta, the effort was largely led and funded by local
businesses and foundations. Regardless of which groups assumed
a leadership role, all of the efforts included a "partnership"
between government, business, community groups, and citizens.
Some efforts went to extraordinary lengths to include the public, including hosting prime time television shows on local networks, bringing copies of draft plans to local supermarkets in local neighborhoods, and taking out multi-page advertisements in regional newspapers. Other efforts relied on more traditional methods, such as open houses, newsletters and mailings.
3.1.4 How Regional Plans are Implemented
The Committee found that most regions were able to develop agreement
on a future regional vision, but that their success in achieving
that vision varied considerably. It is important to structure
the planning process so that our region's chances for success
are enhanced.
Every region studied took their regional vision and decided
how they would make it happen. Most developed a "framework"
plan that established fundamental goals and objectives for the
region. Some limited these to written guidelines or "policies,"
others included "action plans" that identified which
community group would take responsibility for specific tasks intended
to move the region forward.
Some regions chose to move forward with certain parts of the plan,
while continuing to work on others. Some regions passed
laws to make local governments and businesses comply with the
regional plan requirements. Other regions took a more voluntary
approach, where regional leaders and other groups educated and
helped local governments, neighborhoods and individual citizens
make changes that would move the region towards achieving its
goals. Some regions made certain requirements mandatory,
and others voluntary. Some even had participants evaluate
their own levels of compliance by giving themselves regional report
cards. Most regional plans included "benchmarks"
to measure success or failure.
In every region, implementation of regional objectives was carried out at the local level by individual citizens and local governments. The importance of involving individual citizens and local governments cannot be over emphasized. In addition, it was discovered that implementation plans must prioritize necessary actions, and that the chances for success can be enhanced by taking on issues that most people agree need to be resolved.
3.2 Critical Regional Growth Issues
Throughout its research, the Committee found that regional plans
were developed in response to critical issues. In Cape Cod,
it was potential water supply contamination and its affect on
the tourism industry. In Oregon and Washington, loss of
farmland and forest led to statewide legislation which requires
regional planning. In Denversimilar concerns led to a voluntary
regional effort. In San Diego, it was the loss of natural
habitats and the difficulty of of providing infrastructure to
newly developing areas. In Atlanta, it was the decline of
the center city. The Blue Ribbon Committee believes the
two issues that will galvanize our region are protecting open
space and mobility. For example, unless we act now to secure access
to open space areas and protect some areas from development, residents
will have less access to open space than today. While some
important natural features may be preserved under current practices,
new development will alter the landscape in ways that can not
be changed back. The preservation and protection of open
space areas is important to the identity of our community, and
especially, to our economy.
In addition, while we are working on completing the current freeway system, we must also plan for the future. If we continue our current land use and transportation patterns, in twenty years, even after the current planned freeway system is constructed, an additional 220 lane miles of freeway and 30 more intersections will be "congested." We will be driving more and over longer distances. There will be more demand for public transportation, and we will need more routes to service newly developed areas. Improving our mobility will require that we rethink how we use land and how it affects our travel options.
The Committee recommends focusing on these two topics as a
means to analyze other important issues. However, focusing
on these two topics should not eliminate consideration of others,
such as affordable housing. It is anticipated that as discussion
of these two primary issues evolves, policies to address other
critically related issues will be brought to the table for consideration.
The Committee believes that protecting open space and mobility
can serve as a catalyst to
galvanize the community around a regional vision because:
Our concern with open space preservation and mobility should
help us develop a regional consensus on what our future should
be. If we cannot rally around these issues as a region,
it will be even more difficult to get citizens involved in regional
solutions to less immediate
concerns.
3.3 Related Issues to Address in Other
Forums
As the Committee's research progressed, it became apparent that
growth occurs within a very complex web of fiscal, institutional,
and political influences. These influences will continue
to affect our ability to implement solutions at a regional level.
They include such items as the dependence of local governments
on sales taxes for revenues, the use of development impact fees
by local governments, annexation statutes, policies and practices,
as well as local and State economic development practices.
While these are undeniably important issues for consideration, they essentially affect implementation, not planning. The Committee recommends that they be addressed following the development of a regional vision, and during the development of a basic framework for achieving that vision. The Committee believes if we attempt to "solve" these problems without a regional vision to guide solutions, there is the potential for redundancy, and efforts that may work at cross-purposes.
4.0 The Blue Ribbon Committee
Recommendation for a Growth Planning Process in the MAG Region
The following details the Committee's specific recommendation for a regional growth planning process. Included in Section 5 are graphics that illustrate the process components, participants, and products. Above all, the Committee believes that the process must be citizen driven. Without the active support and involvement of individuals at the local level, the plan will fail to address relevant issues in ways that are critical to our success.
4.1 General Recommendations
The Committee recommends that the regional growth planning process
should be a four step effort.
4.1.1 The Four Step Process
The growth planning process should include the following four
basic steps.
1. Development of a Region 2025 Vision
2. Development of a Region 2025 Framework
3. Development of a Region 2025 Action Plan
4. Development of Region 2025 Benchmarks and process evaluation.
4.1.2 Citizen Involvement
The development of the regional plan must reach out and involve
every citizen in ways that are innovative, convenient and non-threatening.
The entire process must be "bottom- up" and citizen
driven. A wide variety of different types and opportunities
for citizen involvement must be provided. These could include
standard formats such as newsletters, design charrettes, public
workshops and surveys, and other more creative approaches.
These might include creation of a "speakers bureau"
to give presentations throughout the community, editorials in
the news media by community leaders, public service announcements
and bulletin boards, a televised "town hall" with simulcast
locations throughout the region, and using the internet and "world
wide web."
4.1.3 Leadership
In order to develop the plan, we need leadership. Good leadership
is critical to developing a plan that we will all be able to accept.
Leadership must also:
4.1.4 Coordination With Other Community Groups
The planning process needs to be coordinated with other groups
in the region that are currently working on growth related issues
such as transit, open space preservation, economic development
and others. It is important that the process involve these
groups in meaningful ways. These groups should have membership
on important committees, and not only be involved in the technical
parts of the plan and process, but should have a voice in major
policy decisions and the review and approval of the 2025 Vision,
Framework, and Action Plans. A summary of these groups is
included in the Appendix.
4.1.5 Media Relations/Strategy
The leadership of the process needs to develop a media strategy
and program that is closely coordinated with all groups involved.
This will help to make sure that the media understands the planning
process and is a participant, not just an observer.
4.1.6 Technical Support/Staffing
The planning process will require substantial technical expertise
and coordination. The leadership will need staff to help
provide technical assistance, analysis and administrative support.
The Committee recommends that MAG provide staff and consultant
support to the process, with assistance from the region's local
planning directors from the Ad Hoc Planning Administrators Working
Group, as well as from members of the region's Transportation
Review Committee.
4.1.7 Funding and Costs
The costs to develop a regional plan vary depending on several
factors such as the amount of public involvement, support by in-house
staff, the extent of the public information campaign and the extent
to which options are tested and evaluated. The urgency of
circumstances in the region, ability to leverage efforts already
underway, and the opportunity to use in-kind services, such as
technical and other types of support from community groups, MAG
and local government staff, could all reduce the total project
cost.
4.1.8 Process Duration
The Committee recognizes that a window of opportunity exists to
develop solutions to our regional problems. The time to
act is now. The planning process should be expedited to
capture the public interest by taking maximum advantage of current
related efforts, available information, and existing organizations.
It should quickly move from the 2025 Vision to the Action Plan.
4.1.9 Authority to Implement
The Committee recognizes that a plan without any authority to
implement it is simply a document that will remain on a shelf.
All of the effort that goes into the process will be wasted if
it does not lead to actual changes.
The Committee believes that local governments working closely with community groups, businesses, neighborhoods and individual citizens have the necessary authority to implement the Action Plan. In order for our region to be successful, actions must be taken at the local level. At some point in the future, or as the planning process evolves, it may become apparent that involvement from other levels of government is necessary to move ahead with certain components of the Action Plan.
4.2 The Growth Planning Process
The following describes the four basic components of a recommended
growth planning process, including a description of each component,
who is involved in developing it, and how they should proceed.
Step One: Develop a Vision
for the Region in 2025
What is a Region 2025 Vision?
A vision of our region as we hope it will be in the year 2025. It could be a group of statements, or a picture, or both. The 2025 Vision would paint a picture of what we want our region to be like for the next generation. This Vision would be used as the basis for developing the 2025 Framework and the 2025 Action Plan. (See below for descriptions of these plan components).
Who's involved in creating a Region 2025 Vision?
Everyone in the region would need to be involved. The process would be led by a Region 2025 Vision Committee appointed by the MAG Regional Council. The Committee would be comprised of representatives of the community groups listed in the appendix, representatives from some of the larger, mid-size and smaller towns and cities in the region, unaffiliated citizens appointed by the cities, and several members of the current Blue Ribbon Committee to provide continuity. The Region 2025 Vision Committee would be responsible to initiate and coordinate a bottom-up, citizen driven imaging process (see figure 3). When necessary, other committees (called collaboratives) would be formed by the Region 2025 Vision Committee to resolve differences between the visions prepared by local governments, community groups and other participants (see below).
How do we create a Region 2025 Vision?
The Region 2025 Vision begins with citizen's aspirations for their community, and describing these goals to their local elected officials, friends and neighbors. This is what is meant by the term "bottom-up." As a result, community leaders respond by investigating the issues and recommending ways to achieve our aspirations. The MAG Regional Council created the Blue Ribbon Committee to study regional growth planning as a potential way to help us make sure that our region lives up to its potential. Having completed its study, the Blue Ribbon Committee will now forward its recommendations to the Regional Council for review and adoption. If the Committee recommendations are adopted, the following steps will lead to a Region 2025 Vision:
1. MAG Regional Council appoints a Region 2025 Vision Committee.
2. The Region 2025 Vision Committee helps local governments, citizens, community groups, and neighborhoods create their own visions of what they would like their community to be in 2025. Community groups and communities which already have future visions may choose to use them.
3. Local governments and community groups provide these individual
visions to the 2025 Vision Committee for consolidation
into a regional vision.
4. If disagreements between local visions occur, the Region 2025
Vision Committee creates collaboratives made up of representatives
of the local citizens and community groups interested in the issue,
as well as other unrelated "neutral" groups. The
issue is submitted to the collaboratives for resolution,
and suggestions are sent to the Region 2025 Vision Committee.
5. The Region 2025 Vision Committee then knits these individual 2025 visions into a consolidated Region 2025 Vision. The Region 2025 Vision is sent to the MAG Regional Council for review and adoption. If not acceptable, it may be sent back to the Region 2025 Vision Committee with suggestions for revisions.
6. After the Regional Council approves and adopts the Region 2025 Vision, it forwards it to all local governments in the region, as well as the County and other community groups for endorsement. Endorsement is voluntary and the Region 2025 Vision is anticipated to be non- binding.
Step Two: Develop a Region 2025 Framework
After the Region 2025 Vision is accepted, we can begin to develop strategies regarding how we will turn the vision into reality.
What is a Region 2025 Framework?
The Framework is a list of goals and policies that will help people make the Region 2025 Vision a reality. It will include agreement on the things we all value in our region and believe are important to preserve and protect. It will not only document these values, it will provide recommendations on the things we can do if we want to change our future.
Who is involved in creating a Region 2025 Framework?
The same vision committee and collaboratives that were used to create the Region 2025 Vision would also be used to create the 2025 Framework. New collaboratives would be created to address specific issues or topics. The membership of the new collaboratives would most likely reflect the community groups currently active in addressing certain regional issues. The Region 2025 Vision Committee would continue to direct technical staff and others in assisting local citizens, local governments, community groups, business groups and others in developing the Framework. The Framework process would be as locally driven (bottom-up) as the Visioning process.
How do we develop a Region 2025 Framework?
The Vision Committee would be responsible to assemble all of the draft Committee recommendations (goals, policies, objectives) and consolidate them into a comprehensive and coordinated set of regional "initiatives" based on the values agreed upon in the Region 2025 Vision. Conflicts in policies would be resolved in the same collaboratives used in the Visioning process, or new collaboratives could be formed by the Region 2025 Vision Committee for this purpose.
After the Region 2025 Framework is reviewed and adopted by the Regional Council, it would be sent to local governments and others for review and final endorsement. It is envisioned that the Framework would also be non-binding, and that local endorsement would be voluntary.
Step Three: Develop a Region 2025 Action Plan
What is a Region 2025 Action Plan?
A Region 2025 Action Plan is a detailed list of specific tasks that must be carried out in order to achieve the objectives that have been agreed upon in the 2025 Framework. The Action Plan will provide citizens, local governments, and neighborhood and community groups with specific direction regarding things they can and need to do in order to make the Region 2025 Vision a reality. The Action Plan will also provide the basis for evaluating our progress in achieving the Region 2025 Vision.
Who develops a Region 2025 Action Plan?
An Action plan will need to be developed at local levels with participation by individual citizens, local government officials, local community groups, planners, educators, religious groups, neighborhoods, and businesses. These persons will be assisted by the technical staff of the Region 2025 Vision Committee. The Action Plan would be coordinated with the Region 2025 Vision Committee and the Regional Council.
How do we develop a Region 2025 Action Plan?
The Action Plan will require substantial participation by local governments. It is envisioned that action teams of local citizens, local planners, local business people, and others would be formed out of the previous collaboratives. The membership of these smaller, local groups would be more technically oriented in terms of their understanding of how local government could possibly implement the Action Plan and would represent a broad range of interests, with expertise in a variety of subject areas. These action teams would meet to identify specific tasks that could reasonably be accomplished within the targeted time frames for achieving certain plan goals. The plan would be submitted to the Vision Committee and Regional Council for approval and consolidation into one Regional Vision Action Plan.
Step Four: Develop Region 2025
Benchmarks and Evaluate our Progress
Citizens will want to know how they are doing in achieving the
objectives set out in the plan. A process needs to be developed
to evaluate our progress. This is called benchmarking.
What are Region 2025 Benchmarks?
2025 Benchmarks are specific "measurements" that describe important characteristics of our region. For instance, the average duration of a commute to work, the average amount of open space area per person, average family income, or number of years of school attained are all examples of benchmarks. Taken together, these can provide a picture of our region's "health" at a given point in time. From that point forward, they can be used to gauge if our region's health is getting better, worse, or staying the same.
Who develops Region 2025 Benchmarks and evaluates our progress?
Some community groups are already developing regional benchmarks. Others have been providing regional report cards. It is anticipated that the work of these groups could be coordinated with the work of the Region 2025 Vision Committee to develop a list of benchmarks relating specifically to the Region 2025 Vision and Framework. Local citizens and governments would need to be involved in that they will most likely be the groups responsible for implementing the Action Plan.
How do we develop Region 2025 Benchmarks and use them to evaluate our progress?
As the planning process evolves, certain issues will move to the forefront. Others will come to the surface only after several months of discussion. Development of benchmarks could proceed concurrent with development of the Region 2025 Vision and Framework for some issues, and could occur in later planning stages for others. The nature of the issues involved in the Region 2025 Vision and Framework will and should determine when a comprehensive list of benchmarks can be established.
The Region 2025 Vision Committee would take primary responsibility
for establishing appropriate benchmarks and assigning responsibility
to a group that would carry out annual appraisals of the region's
success. This group would be comprised of members of groups
already involved in benchmarking, as well as local government
representatives, and unaffiliated local citizens. The MAG
Blue Ribbon Committee suggests that the MAG Regional Development
Policy Committee might be an appropriate group to carry out this
task.
5.0 Regional Planning Process
Graphics
Section 5 includes the following three graphics:
1. The Region 2025 Vision Committee - This is intended to illustrate the make-up of the Vision Committee. As noted in the report, this Committee will manage all phases of the process, so its make-up needs to represent a wide variety of interests.
2. Citizen Participation Tools - This graphic illustrates the many opportunities that individual citizens will have to participate in the planning process. Citizen participation is critical to the success of the project.
3. The Region 2025 Growth Planning Process - This graphic provides a "big picture" look at the entire process, including all four phases, the many groups involved, and the products they will develop.
The Region 2025 Growth Planning Process
1. MAG Regional Council adopts Blue Ribbon Committee reccomendations
and appoints members of community groups, citizens, businesses,
local governments and others to a "Region 2025 Vision Committee."
2. The Vision Committee creates collaboratives composed of individual
citizens, local elected officals, business people and others to
develop the Regional Plan Elements.
3. The Vision Committee helps local groups, local governments
and others develop individual Regional Visions and consolidates
these into one comprehensive regional vision for 2025, which it
submits to the Regional Council for approval.
4. The Vision Committee helps local groups, communities and others,
develop a Region 2025 Framework and submits it to the Regional
Council and other groups for approval.
5. The Vision Committee helps local 'Action Teams' develop local
action plans to carry out Region 2025 objectives, and consolidates
these into one comprehensive Region 2025 Action Plan.
6. The Vision Committee creates a Benchmarking Committee that
evaluates our progress in acheiving plan objectives and reports
its findings to the Regional Council.
Appendix
Other Regional Efforts in the Valley
The number and variety of regional and statewide groups investigating
growth and its impacts on our air, mobility, and quality of life
is strong evidence of the high level of concern about these issues
that presently exists. It is also a shining example of the
willingness of the region's citizens to roll up their sleeves
and deal with the challenges of growth head on. The following
is a partial list of regional and state wide groups that are currently
active in this area, and a discussion of how their efforts might
be integrated into a comprehensive regional growth planning
process:
Arizona State University/Morrison Institute for Public Policy
The Morrison Institute has recently published a report entitled
Growth and the Future of Greater Phoenix: Quantity, Quality or
Both? The Institute has taken a leadership role in the analysis
and development of regional public policy since its creation.
This most recent report provides valuable background information
into the issues. The Institute could continue to provide
research and information on potential growth planning issues and
policies.
Greater Phoenix Economic Council (GPEC)
GPEC held a forum on regional growth issues, in order to survey
public opinion regarding growth and its impacts. Although
the participants were not necessarily representative of the community
at large, some very valuable information was provided. The
results of the forum were published in a report entitled, "Growth
and the Future of Greater Phoenix: Quantity, Quality or Both?"
In addition to other findings, participants felt that the quality
of life in the region will suffer if action is not taken; crime,
air quality and transportation are the biggest problems facing
the region; the time to act is now while the regional economy
is strong; and that a committed group of business, policy, public,
and community leaders could have a positive impact to improve
the region's quality of life.
Quality of Life Council
Since the forum, several business leaders have formed the Quality
of Life Council, and are now trying to develop quality of life
benchmarks for the region. The benchmarks are intended to
gauge our current and future regional "health" and quality
of life. The benchmarking and quality of life surveys could
be integrated into a regional planning process, as the foundation
for monitoring plan success.
Local Media
In recent months, regional print and television media have elevated
the profile of growth issues in the region. In particular,
the Mesa Tribune published an extensive and insightful series
on "sprawl" and development in the region, which discussed
how sprawl affects us all in terms of public health, natural resources,
and public expenditures. The Arizona Republic has also provided
substantial coverage on growth in its "acre an hour"
series. In addition, the "Horizon" KAET-TV show
has broadcast segments with local elected and appointed officials
discussing growth issues. The local media will continue
to play a critical role in educating the public about growth,
and should be a participant in the growth planning process.
Maricopa County
Because the largest areas of undeveloped land and natural resources
are located in the unincorporated areas of the region, Maricopa
County plays a significant role in how the region grows.
To be prepared for the coming decades, the County is developing
a Comprehensive Plan for the unincorporated portions of the region.
Integrating the objectives of the County Comprehensive Plan, as
well as promoting the involvement and support of the County supervisors
and their staff, are important to the success of any regional
growth planning project. The Blue Ribbon Committee has already
taken steps to coordinate with the County, so that their efforts
can be effectively integrated into a comprehensive regional framework.
Phoenix Chamber of Commerce
In conjunction with the Morrison Institute for Public Policy,
the Phoenix Chamber is organizing a "Livability Council."
The purpose of this Council is to develop support for public transportation
by educating citizens about the need for public transportation
in the region as a means to address our mobility problems.
This is being done by holding forums in local communities with
local officials. As a background to this effort, the Council
published a report entitled, Transit in the Valley: Where Do We
Go From Here? This report discussed the history of, and
constraints upon, the development of transit in the region.
It also broached some volatile issues such as questioning current
policies that are not supportive of transit, and altering regional
urban development patterns.
The Council's efforts could be integrated into a regional planning
program, by continuing to educate the public about mobility issues,
and by using the relevant research and support network to lead
a subcommittee that might investigate potential ways of dealing
with regional mobility.
The Homebuilder's Association of Central Arizona (HBA)
The HBA is also concerned about growth issues in the region. As
a result, they are sponsoring a series of speaking programs, in
conjunction with the Arizona Department of Commerce and the Arizona
Business Journal. These luncheons will feature guests
who are familiar with growth planning efforts throughout the United
States. The results of these luncheons could provide valuable
background information to participants in a regional growth planning
process. Participants will also most likely play a significant
policy role in developing a regional growth plan.
Valley Forward
As an organization composed of regional citizens and business
interests, Valley Forward has been concerned about the region's
future for some time. They are currently in the process
of producing their second "Report Card" on valley jurisdictions.
This report will focus on urban form and air quality issues.
Valley Forward's efforts could also be of great value to a regional
growth planning process, and could easily be integrated into the
monitoring process.
Citizen's Transportation Oversight Committee
The Governor formed the Citizen's Transportation Oversight Committee
to provide citizen input on regional transportation issues.
This Committee advises the Governor, the State Transportation
Board, and MAG.
Arizona Multi Housing Association
The apartment industry is helping solve the region's growth problems
through increased infill and central city developments.
These in turn help strengthen existing communities economically
and make them more inviting. This also encourages mass transit,
which reduces air pollution. A growing number of rental
properties fight criminal activities through the successful Crime
Free Multi-Housing Program.
East Valley Partnership (EVP)
The East Valley Partnership is comprised of business, community,
and citizen leaders from all the east valley communities including
the Native American Tribes. Its mission is to promote economic
development, and quality of life in the east valley. Some
of the issues that they are currently involved with include economic
development, transportation, political participation, arts, public
service delivery, education, diversity and crime. They sponsored
the Kids Voting Program - now implemented nationally. EVP
was the driver behind the ASU east campus and the accompanying
development of Williams Air Force Base.
Valley Partnership (VP)
Valley Partnership advocates responsible development. The
organization was created 10 years ago to work with citizens and
government to ensure our growth is planned and developed in a
way that the quality and integrity of our region continue to exist
for everyone. VP has participated in and sponsored MAG's
Blue Ribbon efforts and has researched and formulated positions
on land use, air quality and water resources.
Westmarc
Westmarc is a membership organization representing Western Maricopa
County. It was formed to promote a positive vision for this
area of the region. Recognizing that maintaining quality
educational programs and facilities is critical to future growth,
they formed a partnership between school districts and developers
to make sure that quality educational programs and facilities
exist to accommodate growth while maintaining competitive tax
rates.
Valley Citizens League
The Valley Citizens League was formed in 1987-88 as a direct result
of the Peirce Report. The report specifically identified
the formation of a broad-based, regionally-focused citizens group
as a key step toward cooperation in the region. The group
today has about 500 members. Their work includes studies
on air quality, education, and a variety of other critical issues.
Acknowledgments
Many groups and individuals contributed to the development of the recommendations contained in this report. The following is provided to recognize their efforts, and to thank them publically for their invaluable assistance...