City Planning and Management

Division

General Plan Action Plans

City Planning and

Management Division

Mission to “advance the practice of city planning

and management in the large-city setting."

a focus upon planning agency management,

an orientation toward big cities, and

an emphasis upon the practical over the theoretical.

City Planning and Management

Division

General Plan Action Plans

Our plan for today

• Exploring “Can you measure Good

Planning”?

• Looking at options for putting action

in plans.

• Tracking progress of your plan and

telling the story.

General Plan Action Plans

Typical Input Performance Targets

• Miles of trails

• Books in libraries

• Number of sworn public safety employees

• Acre feet of water supply

• Acres parkland

Setting Achievable Service Targets

Don’t go looking for the perfect

performance measure. It doesn’t

exist. So, start with a good measure

or two. Identify their flaws.

Be alert for them. Can you live

with them? Make some adjustments?

Still, you’ll never eliminate all of the flaws.

Get over it.

Bob Behn, Kennedy School of Government

General Plan Action Plans

Panelists:

Joseph Horwedel

City of San Jose

Nancy Bragado

City of San Diego

Charles Graves III

City of Cincinnati

City Planning and Management

Division

General Plan Action Plans

General Plan

Action Plans

Joseph Horwedel

City of San Jose

Do you know the way to San

Jose?

A Growing,

Changing City

A City of Growth and Change

Next 20 Years…

Growth Shifts to Seniors, Young Adults

9

How to Plan for Growth?

Task Force Land Use / Transportation Guidelines:

• Plan for People not just cars

• Meet the needs of business that

drive innovation

• Reduce vehicle miles traveled and

green house gasses

• Provide adequate land for new job

and housing growth

• Create walkable and bike friendly

“neighborhood villages”

• Create complete and vibrant

regional “hubs”

470,000

New job capacity

12

Growth Distribution

San José 2020 (No Project)

255,550 Jobs / 82,110 Units

Scenario 1-C (Low Growth)

346,550 Jobs / 88,650 Units

Scenario 2-E (Medium Growth)

360,550 Jobs / 135,650 Units

Scenario 3-K (ABAG / High Housing)

339,530 Jobs / 158,965 Units

Scenario 4-J (High Jobs)

526,050 Jobs / 88,650 Units

Growth Study Scenarios

Scenario 5-H (Medium-High Growth)

431,550 Jobs / 135,650 Units

Green, Healthy

Lifestyle

Looking at Access to Fresh Foods

Looking at Access to Fresh Foods

Thinking about new parks

Information provided

to City from 3rd party

mashing up our data

with other data.

Extending this to CIP

discussions matching

up where we are

growing.

1/3rd mile walking distance to park

Measuring

accessibility of

amenities to

neighborhoods

-40% VMT

Thinking about transportation choices

Walkscore.com - San Jose

Great tool to visualize

private walking

infrastructure.

Extending this to CIP

discussions matching

up where we are

growing.

Useful to think about

what are the missing

private pieces

Thinking about transportation choices

What is a good measure of

planning?

What should we measure to show success?

Should we measure / report what we do not

control?

How do we measure long term benefits?

What level should we measure planning?

- Neighborhood, City, County?

Cautions for measurement

Be aware of distortions in your progress

• Targets can encourage perverse behaviors

• “Teaching to the Test”

What get measured gets done

Peter Drucker

Using outputs to measure the performance of

an plan can drive the organization

to maximize the outputs while ignoring the outcomes.

Measuring complete neighborhoods.

Envision 2040 Plan adding measures for access to:

• Parks, trails, and open space

• Neighborhood retail, fresh foods

• Library and community center

• Faith community and non profits

• Quality schools

• Public transit

• Jobs

My neighborhood walkability

Just down the street ... a 91 score

What it looks like to the public

What that 91 score looks like...

Action plans start

with measurable

actions

San José Green Vision

Economic Growth

Environmental Stewardship

Enhanced Quality of Life

Green Vision Progress Report

Green Vision Goal 2011 Status 2022 Target

Clean Tech Jobs 7,000 25,000

Per Capita Energy Use Reduction (%) 9.2 50

Electricity from Renewable Energy (%) 17 100

Green Buildings (million square feet) 5.4 50

Trash Diverted from Landfills (%) 71 100

Average Daily Use of Recycled Water (Million Gallons Per Day)

8.1 40

Alternate Fuel Vehicles in Public Fleet (%) 40 100

Net New Trees 6,617 100,000

Smart Streetlights 297 62,000

Interconnected Trails (miles) 53.7 100

Yearly Status Reports

Goal 7: Adopt Measurable General Plan

Goal 7: Adopt Measurable General Plan

Goal 7: Adopt Measurable General Plan

Linking Strategy and Next Steps to Goals

Key Accomplishments

• 3,274 solar PV systems installed ~ 44.4 MW

• 5.4 million sq. ft. of certified Green Buildings including 1.4 million municipal sq. ft.

• 71% overall diversion, 77% multi-family, 84% City Facilities

• Advanced Water Treatment Facility construction underway

Seven Trees Community Center

Key Accomplishments

• General Plan Update adopted by Council

• 40% of City fleet on alternative fuel; GHG emissions reduced by 32%

• Awarded contract for 2,100 LED streetlights and CPUC approved PG&E tariff pilot for dimmable streetlights

Key Accomplishments

• 60% of street tree inventory completed

• OCF Community Tree Nursery

• $5.4 million in grants for bike and pedestrian improvements

• 5.7% increase in Trail Count survey; 20% above national average

2012 Work Plan Priorities

Leading by Example

• Village Plans and

Zoning Ordinances

• Electric vehicle

charging stations

• “Smart” LED

streetlights

• Trails and on-street

bike network

So what did we learn?

Assessing your progress

Make sure you have measurable goals in your plans.

Include goals that you want to achieve. Don’t waste

your time on feel good goals.

Engage the whole organization in achieving the goals,

especially your elected officials and your boss.

Connect the goals to what the agency delivers, or get

ready to spend time turning the ship.

Communicate the Progress!!

Talk with your community

about the results, good or

bad.

Publish quarterly and

annual reports that are

interesting.

Make sure your elected

officials know.

Reassessing Your Progress

Check in during regular time frame.

Are your efforts achieving the

desired outcome?

What is the next phase of the plan?

Most importantly

Find the

opportunities to

celebrate the

successes and

make sure to

share the glory!

Online Resources

Presentation on General Plan Action Plans

is available online at:

http://www.slideshare.net/johorwedel/apa-2012-general-plan-action-plans

Putting the Action into General Plans:

Cincinnati’s Comprehensive Plan

APA Annual Conference

April 15, 2012

2

Cincinnati’s Planning History

• In 1925, Cincinnati was the first city in the United

States to have a comprehensive plan approved by City

Council

• Only two Plans since – 1948 and in 1980

3

The Planning Process

• Involve our residents, businesses and stakeholders in an open dialogue

• Develop a vision, goals, and concrete short, medium, and long-range strategies

• Set out a plan of action to implement the plan, define our partners

• Review and measure our progress on a regular basis

4

Progress to Date

• 20+ meetings of Steering Committee

• Initial visits to all Community Councils

• 4 public kickoff meetings

• 2 Neighborhood Summits (2010 and

2011) fully dedicated to development

of Plan Cincinnati

• 24 Working Group meetings to

develop goals and action steps

• Two public Open Houses

• Youth Activity - “Planting the Future”

5

The Plan Cincinnati Vision

Thriving Re-Urbanization

• The vision for the future of Cincinnati is

focused on an unapologetic drive to create

and sustain a thriving inclusive urban

community, where engaged people and

memorable places are paramount, where

creativity and innovation thrive, and where

local pride and confidence is contagious.

6

Five Initiative Areas

Compete: Be the pivotal economic force of the region

Live: Strengthen our magnetic City with energized people

Connect: Bring people and places together

Sustain: Steward resources and ensure long-term viability

Collaborate: Partner to reach our common goals

7

The Guiding Geographic

Principles

8

The Guiding Geographic Principles

• Focus revitalization on existing centers of activity.

• Link centers with effective transportation for

maximum accessibility.

• Create new centers of activity where appropriate.

• Maximize industrial reinvestment in existing

industrial areas.

9

10

Focus revitalization on existing

centers of activity.

• Centers of activity are more than just commercial

areas – civic infrastructure as well.

• Invest in our existing infrastructure.

• Put additional resources into existing centers of

activity.

• Leveraging existing assets to create quality urban

places

11

12

Link centers with transportation for

maximum accessibility

• 22% of our housing units have no vehicle available –

no choice but to walk, bike, ride transit.

• Allow people to access centers on foot, by bike, or

on public transportation.

13

Create new centers of activity

where appropriate.

• Do this sparingly – where there is a residential

population with needs that are not met.

• Consider the locations where centers of activity are

few or scattered.

• Do not put resources into creating centers of

activity in places that are already served.

14

Determining new centers of activity

• Define any residential populations that are not being

adequately served by existing centers.

• Identify areas where some services are clustered

and determine if that is an area that could be

expanded. Consider access to transportation.

• Currently, there are large under-served areas on

the west side of the City.

15

Industrial reinvestment in existing

industrial areas.

• Focus on the Mill Creek.

• In order for our economic base to grow, industrial

uses are needed.

• We need to designate where future industrial uses

belong.

• Not all industrial development needs to be heavy

industry (can be clean technology).

16

17

Partnerships

• Some things in the Plan are pivotal to the City but

we can’t do it alone – need partners

• Each Action Step will list partners necessary for

implementation

- City may not always be the lead agency but will

always have a role

18

Next Steps for Plan Cincinnati

• Draft plan currently available at

www.plancincinnati.org

• April 20, 2012 – accepting public

feedback on draft plan

• Summer, 2012– City Planning

Commission review

• Fall, 2012 – City Council review

19

Implementation

• Action Steps divided into

Short, Mid, Long range

steps.

• Review annually in

conjunction with the

Budget. - Newly restructured Priority-

Based Budgeting Process.

20

Implementation

• Revisit Plan annually and update every 5 years to

assess progress and adjust strategies if necessary.

• Planning consistency policy to ensure that the Plan

is implemented uniformly regardless of change in

leadership or administrative staff.

• Immediate implementation of Planning’s primary

responsibility – the Land Development Code.

21 City of Cincinnati Community

Challenge Grant Award

• Cincinnati awarded $2.4 million (over 3 years) for

development of Land Development Code (LDC)

• $68 million total awarded by HUD and DOT

through the Office of Sustainable Communities

• Cincinnati received the 4th Largest award overall

22

LDC Objectives

• Meet Livability Principles and Plan Cincinnati goals

• Expand tool box:

- Consolidate existing zoning and subdivision regulations and building

and environmental codes

- Create new community oriented regulations that allow for

development that promotes social, economic, and environmental

benefits

- Streamline processes and procedures for review and approval of

development and improvement projects – without excluding the public

review process

23

Project Tools

• Consolidate Development Regulations

• Form-Based Codes

• Inclusionary Zoning

• Incentive Zoning

• Transit-Oriented Development

• Complete Streets

• Transfer of Development Rights

• CPTED

• Site Plan review/Streamlined permitting process

24

Next Steps

• Existing Zoning Code diagnostic review

• Assess existing regulations and plan policies

• Strategic Framework for LDC

• White Papers for New Tools

• Stakeholder Interviews and workshops

• Form Based Code Charrette (April 28 – May 2)

25

PLANBUILDLIVE

APA National Planning Conference April 15, 2012

Session S466

Nancy Bragado, City of San Diego

Discuss the role of the Action Plan and Monitoring Report in furthering General Plan implementation

Review the format and content of the City of San Diego’s Monitoring Report

Present case studies of implementation programs

Lessons learned/conclusions

8th largest city in U.S. - Population of 1.37 million

U.S./Mexico Border

342 square miles – 50 community planning areas

39,737 acres of parks and open spaces

Built on a canyon system

.

General Pan - 2008

City of Villages strategy

Relies on infill development to meet City’s needs

Includes Guiding Principles and 10 elements

Sustainability policies integrated throughout plan

Action Plan – 2009

GP Implementation Plan

Identifies actions for every General Plan policy

Organized by GP Element and timeframe

Includes 8 key implementation priorities

Assesses overall results

Tracks progress

Informs the public and city council

Sparks communication among departments

Increases institutional knowledge

Maintains relevance of General Plan

First prepared in 2010

Section 1: Overview

Section 2: Key Implementation Actions

Section 3: Action Plan Progress Matrix

Section 4: Planning Grants

Section 5: Flood Maps Update

Section 6: Housing Element Annual Report

Provides an overview of the contents of the Monitoring Report.

Substantial progress made through a wide variety of actions and programs throughout City departments.

Short term actions: 25 underway and 22 completed

Mid-term actions: 9 underway and 1 completed.

Long-term actions: 3 underway and 1 completed.

Ongoing work programs: 235 actions.

Reports on State monitoring requirements and new legislation affecting the General Plan

Reports progress on the Key Implementation Actions identified in the Action Plan.

Community Plan Updates Major initiative: ten updates are underway

Climate Initiatives Climate Mitigation and Adaptation Plan

Updates to the City’s Sustainable Building Council Policies

Water Conservation & Supply Efforts Regulations including drought and water submeter

ordinances

Rebates programs, public outreach

Long range planning including the Urban Water Management Plan

Land Development Code Amendments

Part of community plan update implementation program

Specific amendments such as affordable housing parking and urban agriculture

Public Facilities Financing Strategy

Work program impacted by budget cuts

Economic Development Strategic Plan Provide information to potential investors

Help prioritize and coordinate efforts of city departments

Parks Master Plan

Work program impacted by budget cuts

Work proceeding where possible through plan updates and grant projects

Historic Preservation Incentives

Work program impacted by budget cuts

Historic preservation fund established

Relationship to community plan updates

Format:

Links each policy to an implementation measure

Identifies departments responsible for implementation

Categories correlate to General Plan elements

Organized by timeframe

• 0-3 years Short Term

• 3-5 years Mid-Term

•5-10 years Long Term

•Existing work program or standard practice On Going

No.

Number of the Action within the Table

Description of the Action

General Plan Policy Number

Department(s) to carry out action

Implementation Status

Climate Mitigation & Adaptation Plan

Companion document to General Plan

Implements multiple General Plan policies

Includes GHG inventory, identifies measures to reach targets, establishes thresholds, commits to monitoring.

Identifies adaptation actions to address potential sea level rise, wildfire, public health, and water supply impacts.

Environmental document will be prepared to allow for subsequent CEQA streamlining

General Plan amendment to strengthen policy base

Implementation through code amendments

New uses: Retail Farms and Farmers Markets

Easing of regulations for the keeping of chickens, goats, and bees

Code amendment to facilitate community gardens

Informational brochures

Case

Study #2

Multi-year CIP budget shall be primarily based upon the adopted General Plan, community plans, and growth strategies.

Capital Improvements Program Review and Advisory Committee (CIPRAC):

Responsible for Capital Improvements Program (CIP) budget development

Identification and prioritization of capital improvement projects.

Relies on planning staff review of all CIP projects for conformance with General and Community Plans

Provide Indicator Measures

Update Sustainable Communities Indicators

Follow-through on economic indicators

Investigate tiering off of Regional Comprehensive Plan Monitoring

Link to climate plan monitoring

Consider new measures as needed

Prime industrial lands tracking?

Other factors of interest to community

Action Plans guide implementation of general plans

Monitoring benefits

Helps maintain relevance of General Plan

Creates accountability

Informs budget process

Fosters institutional and public knowledge

Challenges

Time consuming to prepare

Lack of resources for data collection and analysis

General Plan Home Page: www.sandiego.gov/planning/genplan

Nancy Bragado

Principal Planner

City of San Diego

nsbragado@sandiego.gov (619) 533-4549