United States
Environmental Protection
Agency
Region 8
1860 Lincoln Street
Denver, Colorado 80203
EPA-908/4-78-005b
July, 1978
c/EPA
Action
Handbook
Managing Growth
in the Small
Community
Part II
Getting the
Community
Involved
and Organized
Briscoe, Maphis, Murray, Lamont, Inc.
Boulder, Colorado
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EPA-908/4-78-005b
Action Handbook
Managing Growth
in the Small Community
PART II:
GETTING THE COMMUNITY
INVOLVED AND ORGANIZED
Prepared For
U.S. ENVIRONMENTAL PROTECTION AGENCY
GEORGE G. COLLINS, PROJECT OFFICER
REGION VIII, DENVER, COLORADO
Prepared by
Briscoe, Maphis, Murray & Lamont, Inc.
Boulder, Colorado
1978
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This report has been reviewed by the U.S. Environmental
Protection Agency, Region VIII, and approved for
publication. Mention of trade names or commercial
products does not constitute endorsement or recommenda-
tion for use.
This document is available to the public through the
National Technical Information Service, Springfield,
Virginia 22161.
For Mia by Cb* Superintendent of Document*, U.S. Qorernment Frtntta* Office, Wiahlnttoa, D.C. 20103
ii
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Acknowledgements
The authors wish to acknowledge the assistance and advice of the
E.P.A. Project Officer for this study, George C. Collins of the Region VIII
Denver Office. We also thank the many reviewers who offered
useful comments at the draft stage of this document. In particular, the
suggestions and encouragement provided by Joel D. Webster,
Region VIII E.P.A., Denver, were most helpful. Daniel Schler of the
University of Colorado, Denver, is also to be credited for his
major role in developing the community involvement concepts contained
in Part II of the handbook.
Funding for the preparation of this handbook was provided by the
Office of Energy, E.P.A., Region VIII; the Water Planning Branch, Water
Division, E.P.A., Region VIII; and the Office of Land Use Coordination,
E.P.A., Washington, D.C.
iii
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iv
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Preface:
How to Use the Action Handbook
The Action Handbook is designed to be a detailed "how to manage" manual for
small communities undergoing or facing the prospect of accelerated growth.
The recommendations and prescriptions may be of particular interest to small
Rocky Mountain communities facing rapid growth due to the surge in energy
development activities. However, the authors consider the material valid
for a much broader range of communities in terms of both size and of the
causes of growth.
The reader may find the Action Handbook rather straightforward in detailing
"the approach" to successful community growth management. This presentation
should not be interpreted to mean there is only one approach. Rather, it
reflects the author's intent to suggest concrete procedures which are speci-
fic enough to implement with only slight modification for particular local
conditions. In all cases, the suggested procedures must be tailored to
local conditions.
To accomplish the goal of preparing a "how to" handbook, it was necessary to
commit to a best overall approach to community management under growth con-
ditions. The approach recommended was not chosen arbitrarily. Rather, it
is based on a decade of experience in the Rocky Mountain West. The concepts
are not speculative; they have been tried and tested in a number of locations
including Boulder, Loveland and Vail, Colorado, and Rock Springs, Wyoming,
and as part of this project, applied in Scobey, Montana, and Sheridan, Wyoming.
The Action Handbook presents a process for community management. The job to
be done is not a one-shot project, but an ongoing set of organized activities
involving a broad range of citizens in the community and outside affected
parties. Once the process is accepted and becomes part of the community way
of life, the practices and procedures tend to perpetuate themselves. Thus,
the focus is on describing the process and steps to be taken for its adoption
in the community.
The handbook is divided into three parts for the reader's convenience. The
Table of Contents, which follows, includes all these parts. Part I is intended
to give an overview of the community management process and to assist the user
in estimating how development of a certain type might affect the community's
needs for various public services, such as police officers, sewage treatment
capacity, park land, etc. This part should be of interest to all those who
wish to understand potential community impact, and especially those who would
initiate community management and organization. Part II deals with approaches
to getting the community involved and organized. It suggests a working model
for the community organizers. Part III focuses on community action and growth
management. This part will be of greatest interest to those closely involved
in making government work to manage growth.
HOW TO USE THE HANDBOOK
After reading this preface and the introduction contained in Part I, look
at the chapter entitled "Geting Control" in Part III. At this point, you
will not need to understand the complexities involved in establishing standards,
codes, and policies, but rather the basic philosophy underlying the recommended
actions and approach. "Getting control" is really the main purpose of the
entire process described in this book.
Next you may want to look at the tables in the chapter "Getting a Picture
of What Lies Ahead" in Part I and work some or all of them, based on actual
figures associated with proposed development in your area, or using your
own estimate of development which may occur. What will it cost your community
not to take control? How much trouble will organizing the community for
impact management create?
v
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Look through "The Process of Community Management" in Part I to get an idea
of what will be involved in following the recommended management process.
How difficult will it be to involve the community? Compare this with the
problems that may arise if work is done by town staff and/or consultants and
the community is then asked to accept decisions it had no part in making.
Depending on your assessment of the seriousness of what may lie ahead, and
the opportunities and/or difficulties presented by the involvement process,
you can decide if you want to go ahead.
Keep in mind that what is presented in this handbook basically describes the
areas of concern that surface in most communities threatened by change. The
Action Handbook attempts to show how to make this process more successful
by emphasizing study and involvement by citizens, and getting an early start
on response by the whole community before a crisis develops. Such efforts
will strengthen the community and the democratic process, create a broader
base of positive responses to the impact situation by a variety of community
organizations, groups, and individuals, and reduce the long range possibili-
ties of citizen opposition to needed changes and adjustments. The "crisis"
approach to dealing with growth has long range negative effects on the
community's quality of life. A systematic, communitywide approach can avoid
many of the chaotic problems that will otherwise develop, and can conserve
scarce human and fiscal resources.
Because local communities are run on a democratic basis, the handbook is
written for a varied audience. Especially in Parts I and II, the authors
have tried to use nontechnical language so that citizens can carry out the
activities designed for their participation and achieve a basic understand-
ing of specifics such as financial or facilities planning which are part of
a government's role. If particular sections or concepts are unclear or con-
fusing, we encourage you to seek explanations. Don't be afraid to ask. Go
to government staff, local college professors, or available technical experts.
You might invite one of these people to an informal study session to go over
a particular section(s) with a group.
The authors also wish to emphasize that although a given chapter may be
particularly useful for, say, financial managers, all chapters are part of
an overall process which is inter-related and in which cooperation within
local government and between government and citizens' groups is essential
to the overall success of the impact management effort. It is strongly rec-
ommended that readers of the handbook concern themselves with chapters speci-
fic to their area of interest, but also look at related chapters to gain a
broader understanding of how their activities relate to all impact management
activities which are taking place.
To some people, handbook recommendations may appear too detailed and struc-
tured for their particular community. Each community is encouraged to adapt
the specific contents to its local situation, use those parts which are most
relevant, and revise particular situations to make them more suitable to the
community's own situation and needs. As stated above, handbook recommendations
are the result of the authors choosing among various alternative approaches.
They are intended as guidelines, not as rules.
Finally, remember that the Action Handbook is a working document. Write in
it. Reorganize sections to fit your community's style and needs. Tear out
pages and charts and put them up on walls. Get this book dirty and dog-eared
with use!
vi
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TABLE OF CONTENTS
PART I: GETTING A PICTURE OF WHATS AHEAD
Preface: How to Use the Action Handbook v
1 Introduction to Part 1 1
2 Getting a Picture of What Lies Ahead 5
3 The Process of Community Management 13
PART II: GETTING THE COMMUNITY INVOLVED AND ORGANIZED
4 Introduction to Part II 1
5 Getting Started: The Initiators 3
6 Creating a Nucleus of Broad-Based Community Support: The Community
Impact Committee 7
7 Laying the Groundwork for Community Involvement 13
8 Planning for Community Meetings 15
9 Informing the Community: The First Community Meeting 19
10 The Second Community Meeting: Forming the Task Forces 21
11 The Task Force Process 27
12 Identifying Development-Related Risks and Opportunities:
The Impact Committee Report 31
13 Taking Inventory, Assessing Impact, and Recommending Goals:
The Task Force Reports 35
14 Determining Community Attitudes: The Survey Task Force 39
15 Forging Community Goals 45
Appendices: Part II 47
A: Task Force Study Outlines
B: Sample Survey Questionnaire
C: Sample Community Goal Statements
PART III: COMMUNITY ACTION AND GROWTH MANAGEMENT
16 Introduction to Part III 1
17 Identifying Required Resources and Capabilities 3
18 Setting Community Priorities 7
19 Determining Governmental Functions 11
20 Coordinating Non-Governmental Groups 15
21 Getting Control 17
22 Assessing Details of Likely Impacts 31
23 Developing Liaisons 37
24 Land Use Planning 39
25 Planning and Policies for Physical Facilities 47
26 Planning and Policies for Social Needs 55
27 Fiscal Planning and Policies 61
28 Capital Improvement Programming 71
29 Annual Budgeting 81
30 Construction of Facilities 87
31 Housing 95
32 Managing Public Facilities ^ 99
33 Managing Financial Resources (Accounting and Control) 105
34 Managing Cash Resources 109
35 Organizing Human Resources 119
36 Using Outside Resources 123
37 Follow-Up 127
Appendices: Part III 131
D: Governmental and Non-Governmental Agreements
E: Sample Subdivision Application Procedure
F: Sample Utility Extension Policy
G: Glossary of Bond Financing Terms
H: Construction Bonding Sample Forms
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further assesses the potential
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rther action is sought.
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employment, housing, governmi ent, etc.).
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v. . v 1
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4 Introduction to Part II
Getting the community informed and involved is the foundation of a suc-
cessful impact management program. Don't approach community involvement
halfheartedly, or expect it to happen on its own. Give serious attention
to getting a broad base of community involvement at the first notice of
future impacts in your area.
In this phase of impact management there are two major actors, the
Initiators and, later, the Community Impact Committee.
The role of the Initiators is to awaken the community and to stimulate
interest in coming to grips with the growth issue. As such, these in-
dividuals will work in a loose structure to gather base information about
the proposed energy project. This will be used to begin to inform the
community about the project and stimulate interest in working as a
community to manage potential impacts. The ultimate aim of the Initiators
is to generate support for forming an official lead group, the Community
Impact Committee.
The Community Impact Committee is the lead group in generating and sus-
taining the community involvement process. Its role is to more fully
inform the community of the potential effects of impact and to involve
a broad group of citizens in a study effort to elaborate on the meaning
of impact in specific functional areas. Representatives of the area local
governments should be involved at this stage and should help the Community
Impact Committee achieve its aim of arriving at a set of recommended goals
for the community. /
The major efforts of the Community Impact Committee focus on community
meetings as a means to involve the entire community in the process and
organize community task forces to study specific aspects of the com-
munity which will be impacted by future growth. The first two community
meetings culminate in the formation of the task forces. The purpose of
these meetings is to inform the community about the proposed project and
anticipated impacts, and to solicit community participation in the detailed
study phase. Citizen task forces designed to study the community in detail
are formed at the second community meeting. Future meetings are for the
purpose of bringing people up to date on the task forces' progress,
working toward a goal setting session, and later, reviewing what has
happened and mobilizing action to deal with new issues as they arise.
Following the second community meeting, the newly established task forces
are off and running. These groups should perform detailed study activi-
ties, exchange information, and be involved in additional community
meetings to continually keep the community informed. The result of their
work, in conjunction with that of the Community Impact Committee, will be
a composite report containing a comprehensive picture of the community,
analysis of what the proposed energy project may bring about, and recom-
mended goals in each task force area for the community to adopt.
Finally, utilizing the composite report and the product of the Community
Attitude Survey Task Force, a goal setting session will involve the entire
community in translating task force recommendations into acceptable
community goals. The establishment of goals will lead the community into
the next phase, organizing for action.
Coordination among task forces and between the task forces and the Community
Impact Committee is essential to the success of this part of the process.
The Community Impact Committee is responsible for overall coordination of
task force efforts and findings. Their part in the study effort is to
gather and relay information about the development project on a continual
basis, while the task forces focus on determining specific impacts based
on their inventories of present conditions and information received from
the Community Impact Committee.
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5 Getting Started
The Initiators
To get started, some person or group of people has to take the initiative
to get information on the proposed project and start informing the rest of
the community. These people are "Initiators," and may be local government
officials or staff, the chamber of commerce, or interested citizens in general.
The main purpose of the Initiators is to awaken the entire community to the
proposed project and encourage community participation in preparing for the
project's impacts.
SOME GROUND RULES FOR THE INITIATORS
Proceed systematically, but as spontaneously and informally as possible.
Avoid political overtones or legal formalities that could detract from
genuine broad-based citizen participation
Be assertive, but not overly aggressive, in starting the process. "Taking
charge" does not mean doing all the work, but rather making sure that the
community information process is started and continues to evolve.
Avoid threatening people by leaving out some individuals or views, or moving
too fast. Pace your efforts in accord with the urgency of the project and
the mood and tempo of the community. Especially, ask for and listen to
suggestions from elected community leaders. Their approval is critical.
Be generally familiar with the process of community involvement as outlined
in this handbook, so you can lay necessary groundwork for the future actions
as you go along.
INFORMATION ON THE PROPOSED PROJECT
Obtain as much information as possible about the project from a reliable
source, such as top management of the development company, government agencies
leasing the land for development, or state officials concerned with monitor-
ing energy developments.
Avoid the spread of rumors or inaccurate
proposed project comes to your attention,
the information as quickly as possible.
information. When "news" about the
verify the source and content of
INFORM THE COMMUNITY, STIMULATE INTEREST
The Initiators should reach agreement regarding:
How to begin to inform and involve the community
What resources and individuals in the area can help promote community
involvement, such as a community college, the county agent, the planning
staff, the energy company and local organizations
Who will do what and when. While maintaining informality, be very clear
as to responsibilities to avoid duplication or neglect in getting tasks
accomplished.
Collect, organize and spread accurate information about the proposed project.
Begin to stimulate discussion and interest.
Prepare a brief written statement on the proposed project and anticipated
impacts. Include a description of the company and what it proposes to
do, number of people associated with the project at different stages,
number and kinds of jobs that may be available to local residents, number
and kinds of people who may be moving to the community at different stages
ฆ3
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of the project, etc. (Use the impact tables in Chapter 2 of this hand-
book for guidelines on what you will need to know.) All this information
may not be initially available. Use what is and plug in the additional
data as it develops.
Contact local newspaper and radio people. Present and discuss the written
information on the project and secure their cooperation in publicizing the
community involvement effort on a continuing basis. Ask for suggestions
on how they can best participate in getting the community informed. One
of the Initiators should have primary responsibility for future communica-
tions regarding the project, and should handle media questions when they
arise.
Contact community organizations and leaders, such as business and profes-
sional organizations, civic clubs, churches, schools, and social service
agencies. Give them copies of the written statement on the project and
ask them to communicate information to their members and friends.
Contact local government legislators. They are key to the continuation
and acceptance of the program. Seek their advice, support, and concurrence.
They must be involved and made aware of what is being done. They need to
understand that this is a supportive effort, not an effort to by-pass local
government.
Make these community contacts informal. Use them to lay the groundwork for
forming the Community Impact Committee, the next major task.
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6
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6 Creating a Nucleus
of Broad-Based
Community Leadership:
The Community Impact Committee
As quickly as possible, the Initiators should expand the responsibility for
community involvement to a formally appointed committee composed of a broad
base of community representatives. This does not mean a withdrawal of the
Initiators, but rather a process of enlarging the nucleus of leadership to
get more people involved.
The Community Impact Committee should act as the lead group to continue to
involve the community and coordinate information on the energy project and
potential impacts as it becomes available. See Table 6-1 for a rundown of
maior committee tasks.
THE INITIATORS SHOULD SECURE COMMUNITY SUPPORT
FOR ESTABLISHING THE COMMUNITY IMPACT COMMITTEE
Use initial informal contacts with community elected officials to discuss
the need for such a committee and its function in the impact management
process.
Invite representatives of local government and community organizations to
an informal meeting for further discussion and to participate in committee
member selection. Ideally, the local government officials would be in the
lead in this effort, i.e., as Initiators, and would call the meeting.
Expanding from the original initiators to the community at large can be
cumbersome and generally must be handled with care. If possible, seek the
assistance of a college, utility, state agency, chamber of commerce, or
consultant representative to facilitate this transition and continue to
advise the community involvement process. If such assistance is unavailable,
you might seek out a highly respected community member to serve the facilitat-
ing role.
Give special attention to working with local government at this stage. A
mutual effort among community members and its elected officials and staff is
essential to the success of future actions to control energy related impacts
as they begin to occur.
COMMUNITY IMPACT COMMITTEE FORMATION
The Community Impact Committee does not need to be large. 8-12 people is
generally a good size.
The Initiators, participating community and local government representatives,
should prepare a list of people in the community who might serve on the com-
mittee. Look for people who will work hard, who are representative of the
entire community, and who will have responsibility or be impacted by growth.
To ensure the committee is a representative body, consider the following
population groups:
Local government
Business
Industry
Builders
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TABLE 6-1:
THE COMMUNITY IMPACT COMMITTEE:
MAJOR RESPONSIBILITIES IN THE
IMPACT MANAGEMENT PROCESS
STAGE IN PROCESS RESPONSIBILITIES
Overall The Community Impact Committee is the hub of
the community impact management process. It
acts as a clearinghouse for information, gen-
erates official statements, and has ultimate
responsibility for the direction of community
involvement.
Assemble information and publicize the proposed
project.
Call community meetings.
Lay out the problem.
Lay out the community study plan.
Create task forces to study areas in depth.
Ensure balance in study process by reviewing
task force representation and recruiting
representatives of concerned areas.
Identify potential impacts in relation to task
force information on existing facilities,
conditions, concerns.
Coordinate and monitor task force activities.
Consolidate task force reports and refine major
guestions.
Summarize major points made by task forces;
develop an overview of "what is" and "what may be."
Consolidate community goal recommendations and
lead community goal setting session.
Work to gain adoption or endorsement of recom-
mended goals by local government and community
organizations.
Work with local government to develop priorities
within the task force study areas and for the
community as a whole.
With local government develop a strategy for how
to act and a sequence of actions.
Inform the community of government programs and
of new developments as they occur.
Call annual or bi-annual community meetings to
assess programs, reevaluate goals if necessary,
and deal with new problems or opportunities when
they arise.
Community Involvement
(Chapters 7-11
in Handbook)
Community Study
(Chapters 12-15
in Handbook)
Planning for Action
(Chapters 17-20
in Handbook)
Follow-up
(Chapter 37
in Handbook)
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Realtors
Farmers/ranchers
Schools
Churches
Social services
Civic clubs
Minorities
Elderly
Youth
Bankers
Women
Energy development company(ies) representatives
Environmental groups
The Initiators may wish to be more or less active in the Community Impact
Committee. Care should be taken not to exclude them, but to phase their
activities into future stages of the involvement process, whether as members
of the Community Impact Committee or in other capacities.
Contact potential impact committee members to determine their interest and
willingness to serve. Explain the purpose and role of the committee to each
potential member.
Appointments should be made by consensus of the selecting group. Don't
exclude members because they have different viewpoints. Be very careful
not to stack the committee. Appoint people who will be willing to work
towards solutions and are not opposed to action, in any form.
Members of the selecting group should convene with the Impact Committee,
review its purpose, and discuss the direction it will take in continuing the
process with the backing and support of the selecting group. Use the
material in this handbook.
COMMUNITY IMPACT COMMITTEE ORGANIZATION
The new Community Impact Committee needs one or more work sessions to:
Get organized possibly adopt a name; elect a chairman, secretary, etc.,
and define each member's responsibilities and tasks. (See Table 6-2 for
a list of suggested responsibilities.)
Discuss how to continue the community involvement process. Develop a
preliminary plan of action, including a list of resources and a time
schedule. Look at the next several chapters of this handbook for ideas,
and adapt them to your local situation. Remember, this handbook is not
a set of rules but general suggestions fdr how.you might proceed.
Organize impact subcommittees to do basic fact-finding, publicity, and
preparation for general community meetings.
The initial selecting group (local government and community representatives)
should publicly announce the establishment of the Community Impact Committee,
stating:
The names of the chairman and members of the committee
The purpose of the committee
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TABLE 6-2: SUGGESTED RESPONSIBILITIES FOR COMMUNITY IMPACT
COMMITTEE MEMBERS
Name and Phone Number
Chair: Responsible for coordinating activities
of the Community Impact Committee. Presides
over Impact Committee and community meetings.
Oversees involvement process and looks out
for problems/snags/misunderstandings. The
chair should be well respected in the
community and able to handle community
meeting situations.
Secretary: Responsible for recording minutes
of each meeting, keeping track of individual
responsibilities and tasks which have been
assigned, and organizing meeting notes into
understandable and accessible form.
Media Liaison: Responsible for all communi-
cations with local newspapers and radio
stations. Coordinates requests for informa-
tion from task forces and distribution of
task force press releases.
Printing Arrangements: Contacts local
printing/duplicating service to arrange
for printing of all materials associated
with the community involvement, study and
goal setting process. Sets up Community
Impact Committee account. Might solicit some
donated services from local printing firms.
Handles task force requests for any special
printing needs.
Finances: At least one person should be in
charge of obtaining financial assistance for
the study effort. Extensive printing, occa-
sional film rentals, and various kinds of
equipment will require financial resources.
This task should be carried out in conjunc-
tion with other committee members' efforts
to obtain particular services or materials
as donations. This person is also responsi-
ble for maintaining a record of receipts
and expenditures.
Liaison with Energy Company: One person
might have primary responsibility for con-
tacts with the company proposing energy
development. An energy company representa-
tive on the committee might be best suited
for this task.
Liaison with Government Agenices: Responsi-
ble for communications with government
agencies involved. A government represen-
tative might perform this function.
Coordination of Other Community Assistance;
Responsible for maintaining a list of
people in the community willing to help.
This list should include editors, typists,
babysitters, artists (for posters or illus-
trating reports), drivers, and people
willing to do "whatever is needed most."
This person should be contacted by task
forces with special worker needs and keep
track of who has been referred where.
10
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The general direction the committee is taking to broaden the base of
community involvement i.e., the date when a general community meeting
will be held and the purpose of the meeting
11
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mmm
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7 Laying the Groundwork
for Community
Involvement
The Community Impact Committee should now focus on four major tasks:
Gathering additional information on the anticipated energy project and
assessing projected impacts on the community.
Generating publicity about the project and anticipated impacts through
formal and informal means.
Planning and preparing for general community meetings to discuss the pro-
ject and potential impacts, and get the community involved in the study
and planning process.
Developing small task forces to concentrate on specific areas of concern
and be responsible for developing or maintaining alternative solutions.
These tasks will run more or less concurrently, and are the subject of the
balance of Part II of this handbook'.
The Community Impact Committee needs to he assertive in presenting information
and its position to local media and community groups and leaders, yet maintain
an open and listening stance. At times the committee may need to act with
haste and utilize a formal approach. But generally the approach should be as
informal as possible, and in keeping with the mood and tempo of the community
and the proposed impacting development. Operating as a cohesive group, whose
members support each other publicly, is a must.
FOCUSING THE ISSUES
Start with information the Initiators have gathered. Expand on it as new
facts become known. Find out as much about the proposed project as possible.
At first the details may be sketchy. Don't let this discourage you. Keep
filling in gaps when you can.
Refer to the tables in Chapter 2 of this handbook. If they weren't completed
by the Initiators, work through them now. Fit in specific figures and standards
when they are known. This will give you some idea of the kinds of problems
and opportunities the community will face in the future. More on this is
contained in Chapter 12.
GENERATING PUBLICITY
Work closely with the local newspaper and radio. Provide articles and encourage
and participate in talk shows about the proposed project, anticipated impacts,
and things the community can do to prepare. Search out opportunities to
appear before community organizations, such as civic clubs, school boards,
business groups, church groups. This activity should receive careful atten-
tion throughout the entire process discussed in this Part II of the handbook.
PLANNING FOR THE INVOLVEMENT PROCESS
The committee should meet as a body to plan for the community meetings and
follow-up procedures, and assign responsibilities for various tasks. Lay
out and agree on the basic format for involving the community, recognizing
that modifications will be needed as the process goes on.
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14
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8 Planning
for Community Meetings
A series of community meetings is the means to initiate and continue a
community-wide process of study and goal setting. The meetings should pro-
vide the community as a whole the opportunity to participate in establish-
ing its direction and its response to the proposed energy project.
The community meetings should be flexible and informal sessions where the
community becomes informed, discusses issues that confront it, and organizes
a process of shaping its direction. However, even informal meetings should
not "just happen." It's the responsibility of the Community Impact Committee
to provide preparation, leadership, and direction to launch the endeavor,
and to guide the process of study and goal setting to completion.
GROUND RULES FOR COMMUNITY MEETINGS
Adapt the number and frequency of community meetings to your local situation,
taking into account the urgency of the impending development project.
Dates, times, and places of meetings should be well chosen, publicized, and
rigorously adhered to. It's a good practice to select the same day of the
week, time and place for meetings which will reoccur. Try to avoid con-
flicts with other community activities when selecting meeting times during
the four to five months when the community is establishing its direction.
Make meetings interesting. Vary presentations by use of audio-visual materials
in addition to speakers.
Always allow ample time for questions and discussion. The meeting process
is aimed at involving the entire community. It is essential that everyone
be able to participate and that questions be encouraged and answered so
everyone is fully informed.
COMMUNITY MEETING SCHEDULE
The first community meeting is primarily informational. Community Impact
Committee factfinders and other speakers, e.g., from the energy company,
government agencies, or universities, inform the community about the proposed
project and focus on issues and problems the community will face in the future.
The second community meeting should take place one week after the first. It
should focus on a report from the Community Impact Committee of possible local
impacts from the development, and on organizing task forces to inventory
local conditions and resources, and to determine community attitudes and
needs in the face of growth.
Subsequent community meetings over the next four or five months will present
task force findings and culminate in a session to formulate recommended com-
munity goals. A more detailed schedule for this stage of the process is
presented later in this handbook. See Table 10-2 in Chapter 10.
Hold annual or bi-annual community meetings as needed to review progress,
discuss issues and problems, and mobilize the community as new issues,
problems, or opportunities arise.
PREPARATION FOR MEETINGS
Arrange for an appropriate meeting place and a time that doesn't conflict
with other community events. Give at least two weeks' notice of the first
meeting time, accompanied with dates for following meetings.
15
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Build up publicity regarding the meetings and their importance. Use hand-
bills as well as local media to outline the issues to be addressed at each
forthcoming meeting.
Plan agendas for each meeting and clearly designate responsibilities for
organizing and conducting them. Brief speakers on the nature and purpose
of the meeting. Make personal contacts with numerous community members to
secure a broad base of understanding and support before a meeting is held.
Use the following Community Meeting Checklist to make sure you've covered
all details to make the meeting a success:
The meeting place is secured and adequate for the number of
people expected to attend.
All materials and equipment for the meeting have been secured:
blackboard, chalk, projectors, writing pads, etc.
If you plan to have coffee or other refreshments, all arrange-
ments to provide them have been made.
All prior announcements and contacts have been made with local
newspapers, radio, and community groups and leaders.
Any reports which are to be discussed are ready for presentation
and distribution.
Speakers have been briefed on the nature and purpose of the
meeting.
Resources for follow-up activities have been identified.
16
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NOTES
17
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18
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9 Informing the Community
The First
Community Meeting
The first meeting will be the primary thrust by the Community Impact Committee
to get the community as a whole aware and involved in the impact management
process. The first gathering should focus on informing the community and
generating interest in future participation. It's extremely important to
follow basic planning procedures outlined in the previous chapter. A well
planned and interesting first meeting can be the springboard for an active
and broad-based effort by the community as a whole.
At least one-third of the people attending the first community meeting should
have been briefed in advance on the purpose of the meeting and the direction
for community involvement the Community Impact Committee is taking.
FIRST MEETING AGENDA
The first community meeting should be opened and introduced by a member of
the local government: the mayor or a presiding county government official.
A typical agenda for the meeting is as follows:
A brief statement of the purpose of the meeting, including background on
the Initiators, formation of the Community Impact Committee, and what
has been accomplished to data. Allow time for questions. Emphasize
bringing everyone up to date on the work of the Impact Committee and what
is proposed from this point on.
Introduce the Community Impact Committee members.
The chairman of the Community Impact Committee proceeds with conducting
the meeting by introducing the evening program: industry spokesman,
government officials, and committee factfinders describe the proposed
development project. They should focus on its nature, who is involved
in it, its size, when and where various phases will take place, obvious
implications for the community, and the steps that will be followed in
the process of ultimately reaching a go-ahead for the project. Allow
ample time for questions and discussion.
The Community Impact Committee briefly outlines some anticipated problems
and opportunities related to the development project, and invites the
community to the task force organizational meeting the following week.
The meeting is adjourned.
FIRST MEETING FOLLOW-UP
Following the first community meeting, members of the Community Impact Com-
mittee should meet to assess the community's response and review and com-
plete plans for the second meeting. Give special attention to receiving
good coverage of the first meeting and advance publicity for the second
from local newspaper and radio. Often after the first meeting there is a
letdown of interest, requiring a special effort in informal and personal
contacts to get people out to the task force organizational meeting.
19
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Task Force Study Areas
1. Government resources and services
2. Land use
3. Housing
4. Transportation and circulation
5. Natural environment and resources
6. Community character and development
7. Community resources and services
8. Community attitude survey
9. Economy and employment
-------
10 The Second
Community Meeting:
Forming the Task Forces
Now that the community has been informed about the nature of the potential
development, broad-based involvement is essential for a number of impact
management tasks. The task forces are the next group of actors in the
process. Working with the Community Impact Committee, the task forces will
focus in depth on specific areas of the community, aspects of assessing
impacts, and determining attitudes with the final objective of formula-
ting recommended community goals.
Most of the task force process is designed to focus on inventorying and
assessing the potential effects of growth on specific functions of the
community. In addition, the Community Attitude Survey task force is con-
cerned with soliciting residents' desires and views.
PREPARATION FOR THE SECOND COMMUNITY MEETING
Preparation for the second community meeting should include a suggested
list of task forces, with their purpose and guides for task accomplish-
ment. (See Table 10-1 for an example and Appendix A for a complete guide
to recommended task forces.) The breakdown of task forces should reflect
the information needs of the community. The following task forces repre-
sent possible areas, but do not feel limited to just these headings:
Government resources and services
Land use
Housing
Transportation and circulation
Natural environment and resources
Community character and development
Community resources and services
Community attitude survey
Economy and employment
SECOND MEETING AGENDA
The second meeting is opened and chaired by the Community Impact Committee
chairman. A typical agenda should open with a brief statement of the
purpose of the meeting, including a short review of the first community
meeting, and the nature of the proposed development project. Present and
discuss the research the Community Impact Committee has done on the scope
of possible impacts, problems, and opportunities related to the project.
Next, present and discuss the proposed organization of task forces, their
purpose, and the anticipated final products of the task force effort. Give
an overall picture of what will be required as shown in Table 10-2. Hand
out copies of the task force responsibilities contained in Appendix A.
Pass out task force preference sheets for citizens to use to indicate their
preferences and willingness to serve, and allow time for completing them.
21
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TABLE 10-1: TASK FORCE STUDY OUTLINE:
ECONOMY AND EMPLOYMENT
CONDUCT AN INVENTORY OF THE CURRENT SITUATION;
ELEMENTS SHOULD AT LEAST INCLUDE:
Number and types of industries, and number of
employees for each type.
Number and types of wholesale and retail busi-
nesses, and number of employees for each type.
Number, types and employees of ranches and agri-
cultural enterprises.
Number and types of governmental services and
number of employees.
Number and types of professional and service
people (architects, doctors, lawyers).
Number and skills of unemployed people in the
community.
Number of regional high school students and
young adults.
Number and types of welfare cases in the com-
munity .
Per capita and median family income.
Income distribution.
Wage levels paid by existing employers.
EVALUATE TRENDS AND POTENTIAL IMPACTS
Determine what trends and patterns have developed;
have there been major employment shifts? Have
new industries come into the area?
Analyze what impacts major development have upon
existing employment characteristics and employees.
DETERMINE ISSUES RELATED TO THE ECONOMY AND
EMPLOYMENT WHICH AT LEAST DEAL WITH THE FOLLOWING:
What are the major employment opportunities in
the community (agriculture, tourism, mining,
manufacturing, government, etc.)?
Does the community have a secure economy, offering
sufficient employment opportunities to its popu-
lation; i.e., women, the young and elderly? Is
it subject to large swings?
If there is unemployment or underemployment; why
is this the case?
Are there people leaving or coming to the commu-
nite for economic reasons? If so, why? Where
have recent high school graduates gone? Would
they have stayed if jobs existed?
-------
TABLE 10-1: CONTINUED
What are realistic opportunities to change
the economic base based on resources, location,
transportation, labor pool, etc.?
What economic opportunities exist in the commu-
nity that are not being realized?
What kinds of jobs and/or training is needed in
the community to more fully utilize opportuni-
ties that may develop as a result of the energy
development?
Does the community want to promote additional
economic growth?
How do local codes, taxes and policies affect
the local economy and employment?
DEVELOP PRELIMINARY GOALS AND POLICIES BASED UPON
THE INVENTORY, TRENDS AND ISSUES WHICH WILL:
Protect and enhance the economic stability of
the community.
Provide for long range economic security for the
community's entire population.
Provide adequate employment opportunities for
all segments of the population.
Meet the needs of the disadvantaged.
DEVELOP A REPORT INCLUDING CHARTS AND GRAPHS
WHICH DEAL WITH ECONOMIC NEEDS AND GOALS
RELY ON DATA COLLECTED BY OTHER AGENCIES
AS MUCH AS POSSIBLE
Federal - U.S. Department of Labor
U.S. Department of Commerce, Burear
of the Census
State - Division of Employment/Labor
Department of Revenue
County - Extension Office
Welfare Department
Local - Chamber of Commerce
School Districts
Other - University Department and Research Bureaus
Surveys by high school students
(college students, too)
Regional Planning Program
Multi-State Planning Projects
Consultant's reports and impact analyses
23
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TABLE 10-2: COMMUNITY STUDY PROCESS SCHEDULE1
month year
Second Month
MONTH WORK PROGRESS AND MEETING SCHEDULE
First Month Community Study Progress; Task force organization, study meet-
ings, and preliminary work
r
Community Meeting: Community meeting the fourth Thursday, 7:30
p.m., high school auditorium, to discuss the program and progress
of each task force and firm up the community meeting calendar.
Include a film or speakers on energy projects, impacts on other
communities, or other states' experiences.
Community Study Progress: Detailed task force work. Each task
force has its own workshops and study sessions. The Attitude
, Survey task force gathers input for developing its questionnaire.
month year The Community Impact Committee completes its draft report.
Community Meeting: Community meeting the fourth Thursday, 7:30
p.m., high school auditorium, to present and discuss the Impact
Committee's report.
Third Month Community Study Progress: Study task forces finalize their
reports and prepare to present them at community meetings.
r
month year Community Meetings: Community meetings, every Thursday, 7:30
p.m., high school auditorium, for task force reports and dis-
cussion (2-3 reports at each meeting). At the last of these
meetings present and discuss the Community Attitude Survey which
is about to take place.
TASK FORCE REPORTS
1st Thursday
2nd Thursday
3rd Thursday
4th Thursday
Fourth Month
month year
Fifth Month
month year
Community Study Progress: The Community Attitude Survey is con
ducted and tabulated, and the Committee's report prepared.
Community Meeting: Community meeting the fourth Thursday, 7:30
p.m., high school auditorium, to present the Attitude Survey
Committee's report.
Community Meetings: One or more community meetings for formu-
lating recommended community goals. Schedule these either once
a week, as above, or set aside a weekend for an intensive session
This meeting(s) will determine future directions for the com-
munity .
1 This schedule is for task force work and community meetings that would
follow the second community gathering at which time the task forces are
formed.
24
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Some people may prefer not to volunteer for task force work. Other options
to participate should be on the form, such as: finding resources, deliver-
ing survey forms, babysitting for parents on the committees, typing,
research, or editing. Everyone should be strongly encouraged to participate
in some way, but not pressured to do so.
Collect sheets and sort them into task force groups while the meeting
breaks for coffee.
The general meeting now divides into the various task forces to get organized.
Task forces should elect chairpersons and recorders, outline tasks to
accomplish, and set a time and place for their next task force meeting.
One or more Community Impact Committee members should go to each task force
to aid in getting organized and brief them on their respective functions.
The entire assembly reconvenes for announcements by the chairman: agenda,
time, and place for the next community meeting; date and place of a work-
shop for task force chairpersons; resources available to the various task
forces. Refer to the overall work schedule shown in Table 10-2.
The meeting is adjourned.
SECOND MEETING FOLLOW-UP
Members of the Community Impact Committee should meet informally "over
coffee" to review progress and clarify the direction to be given to the
task forces. Make sure the local newspaper and radio give full and
detailed coverage to the community meeting, the task forces, and the
effort underway to establish community direction and goals.
Give attention to the makeup of the task forces. Task force membership
should reflect their respective areas of concern; e.g., a school board
member and/or a school administrator on the task force which will be
looking at schools; local government officials and/or staff on the task
force which will review government resources and services; a chamber of
commerce representative on the economy and employment task force. If
task force membership does not reflect this kind of representation,
recruit members to cover areas that are deemed lacking. They should
also represent the various groups and interests of the community, inclu-
ding consumers, the disadvantaged and the elderly.
25
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-------
11 The Task Force Process
By concentrating in depth on specific areas of the community and by
exchanging information, the task forces can develop a comprehensive
picture of the community "as it is" and utilize the broad information
on growth generated by the Community Impact Committee to forecast "how
it will be" when energy development occurs. This is the basic division
of responsibility in research activities between the task forces and the
Community Impact Committee. The task forces each focus on their desig-
nated functional areas, and the impact committee deals with the growth
aspects that will affect all functional areas.
TASK FORCE RESPONSIBILITIES
The task forces have the major responsibility in the citizen involvement
process for gathering detailed information, assessing impacts in their
specific functional areas, and translating future needs (as compared to
present conditions) into preliminary community goals.
To accomplish this, the task forces must:
Inventory resources and existing conditions.
Identify trends and potential impacts, based on the Community
Impact Committee's report of anticipated changes (see Chapter 12
for a discussion of the impact committee's report).
Determine issues, present problems, potential impacts, and
desirable future courses of action.
Develop preliminary goals and policies based on existing condi-
tions, potential impacts, and community needs.
Be sensitive to the special needs and concerns of all of the
community in carrying out research and formulating recommendations.
Develop necessary maps and graphics related to their study area.
Prepare a written report describing the details of their study
area, their assessment of potential impacts, and recommended
courses of action (see Chapter 13).
Present findings and recommendations to the community at large
in a clear and interesting way.
Provide input and participation for the community goal setting
session (see Chapter 15 below).
Be prepared to address specific questions about the area of
research in either the subsequent community involvement or govern-
ment planning stages of the impact management process.
TASK FORCE ORGANIZATION
Within a few days after the second community meeting, an evening workshop
should be held by the Community Impact Committee for the task force chair-
men, dealing with:
The role and responsibilities of the task forces and their chairmen.
What needs to be done and how to do it.
How to function as an overall team in defining the community's
resources, problems, goals, and directions for action.
27
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Identification of local staff assistance and resources for the
various task forces.
Development of a general plan and schedule for task force and
community meetings, including the dates of community meetings
when the task forces will give their final reports.
The chairman of the Community Impact Committee should keep in touch with
task force chairmen on a regular basis, to provide any needed assistance
and moral support. /Is with all groups, task forces will have their ups
and downs, and from time to time may need a bit of encouragement to keep
going.
TASK FORCE SCHEDULE
Each task force should meet at least weekly to carry out its tasks accor-
ding to the schedule shown in Table 10-2 above. The Community Impact
Committee and chairmen of the various task forces should meet bi-weekly
to review and coordinate the work of all task forces and especially to
plan and prepare for each community meeting. (At this point, the reader
may find it helpful to refer back to Chapter 8, "Planning for Community
Meetings" in this handbook.)
Through the series of monthly community meetings over the next four or
five months, each task force will present its findings and recommendations,
culminating in a session where the community will establish its recom-
mended goals.
PUBLICITY
Activities of the Community Impact Committee and its various task forces
should continually be publicized through the local newspaper, radio and
community organizations.
To double check for contradicting or confusing statements, the Community
Impact Committee should coordinate press releases and other public infor-
mation. If the responsibility assignments for the Community Impact Com-
mittee suggested in Table 6-2 above are adopted, coordination will be the
job of the media liaison person.
COORDINATION BETWEEN TASK FORCES AND
THE COMMUNITY IMPACT COMMITTEE
Division of responsibilities between the task forces and the Community
Impact Committee is as follows:
Task forces are responsible for details study, impact assessment,
and preliminary recommendations in their study areas.
The Community Impact Committee's responsibilities are to research
the potential energy development and relay this information on a
continual, updated basis to all task forces (see Chapter 12), to
provide leadership and coordination to the task force study efforts,
and to develop a final composite report based on task force drafts
and their own knowledge of the overall picture of the study findings,
impact assessments, and all task force recommendations.
It is essential that each individual task force member be aware of the
Community Impact Committee's findings and be encouraged to ask questions
and provide input to the coordination of findings, assessments, and recom-
mendations which the Community Impact Committee is carrying out.
28
-------
NOTES
29
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12 Identifying Development-
Related Risks and Opportunities
The Impact Committee Report
It is vitally important that the community become aware of specifically
how energy development might affect it. Stories from other communities
abound. "But what about our own community?" What are the major short
and long term concerns? Are there opportunities for gain which could be
pursued? The impact study process plays an essential role in developing
answers to these and related questions.
COMMUNITY IMPACT COMMITTEE RESPONSIBILITIES
The Community Impact Committee should function as a central point for
receiving and dispensing information from outside sources about the
proposed project and its impacts. Its impact report plays a major role
in this area of responsibility.
In addition to keeping the community informed, the Community Impact
Committee should serve as a resource to all task forces, providing them
with specific information on anticipated changes, risks, and opportunities.
Finally, the Community Impact Committee is responsible for overall coor-
dination of task force efforts, and needs to make sure that gaps in infor-
mation are covered and conflicts in findings, impact assessments, or
recommendations are resolved.
COMMUNITY IMPACT COMMITTEE PROCEDURES
Following the second community meeting, the Community Impact Committee
should meet to review the initial impact information (work done by the
Initiators), to start the community involvement process, and discuss
sources for updating or expanding the information collected to date.
Discuss and establish the purpose and direction of the
committee's efforts.
Outline what needs to be done.
Organize work groups for information gathering, conducting
committee workshops, report writing, and information
dissemination.
At this time go back to the tables in Chapter 2 in Part I. Now fill in
specific information about the energy project proposed for your community.
What has changed? Are there new developments in the energy company's
plans? Has the energy company performed environmental impact studies or
related research which will be useful in the community study efforts?
Federal, state, regional, local, and energy project resource people should
be fully utilized to provide factual information on the project, and assist
in projecting and assessing anticipated impacts. Organize several com-
mittee workshops and consult a variety of resource people to clearly define
the detailed and specific impacts the community may experience in the
future.
Relay this information to the task forces by means of a meeting for all
task force members.
31
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Prepare a memo or preliminary report and distribute it before
the meeting.
Present specific numbers and scheduling of actions whenever possible.
Present interpretation of the significance of this information and
ideas for future investigation and concerns.
Be concerned with consistency. Make sure everyone understands
this information and has a clear idea of what will need to be done
in the future.
Develop some procedure for updating information as new facts
become known.
To ensure consistency, distribute new information to all task forces
during the two-three month study process. The interrelatedness of
community systems makes it essential that each task force area be made
aware of new developments as they arise.
Basic resource materials on the project, such as industry or government
reports, should be reproduced or collected at a central point, and made
available to all task forces, local media, local government, and community
organizations. Exercise special care to distribute only factual infor-
mation document its source and date of issuance.
Be sensitive to task force needs for additional members to replace persons
who stop participating or to represent areas of information or exper-
tise a given task force feels are necessary to its efforts.
Coordinate publicity about the task force efforts and inform local media
about the progress being made.
COMMUNITY IMPACT COMMITTEE REPORT
Present a draft impact report to all task forces and to the community
at large via a community meeting.
The report should contain:
A description of the proposed energy project.
Projections and estimates shown in a time frame, describing the
various phases of the project from planning through construction
through operation.
A general statement of anticipated impacts which can be expected
to occur.
A general statement of anticipated risks, problems, and oppor-
tunities for the community.
Identification of various external resources that may become
available as a result of the proposed project.
Recognize that additions or changes may he needed as the situation changes
in the future. The impact report should be updated periodically with
the date of the latest revision indicated.
32
-------
NOTES
-------
Typical Task Force Report
Community Character and Development
INVENTORY
Population and historical development
Community physical character and buildings
Government development policies
TRENDS AND POTENTIAL IMPACTS
Population trends and projections
Residential development and capacities
I Downtown tre
Transportation effects
ISSUBS
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34
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13 Taking Inventory, Assessing Impact,
and Recommending Goals:
The Task Force Reports
The task forces' first responsibility is to inventory existing conditions
and facilities in their respective study areas. The purpose of the inven-
tories is to identify assets that can be built on, and locate problems before
development makes them too large to solve. The one exception is the Survey
Task Force. (See Chapter 14 for Survey Task Force responsibilities and pro-
cedure. )
During the inventory process, the task forces are exchanging information
with the Community Impact Committee concerning anticipated impacts in their
study areas. Following completion by the task forces of the inventories,
and utilizing the Community Impact Committee's report on the project, each
task force will consider in detail the impacts which have been projected
for their area, and formulate recommended goals for the area which will
enable the community to meet the challenges of growth.
REQUIRED TASKS
Basic tasks each group needs to accomplish are:
Gathering information about their area of community concern
Exchanging their findings with the Community Impact Committee and inte-
grating Impact Committee findings into their collected facts
Preparing and writing a draft task force report
Distributing the report to other task forces, local news media, local
government officials, and community organizations
Preparing and conducting a presentation of the draft report to a general
community meeting. (Dates and details need to be coordinated with the
chairman of the Community Impact Committee and other task forces.)
In coordination with the Community Impact Committee and other task forces,
nreparing for and participating in the community goal setting session.
TASK FORCE WORK PLANS
Following the second community meeting, each task force should meet to review
its purpose, develop a plan for conducting its study, and divide into work
groups responsible for specific areas or tasks.
Plans for conducting inventories should include:
A list of questions to ask various community sources. (See Appendix A
for typical lists of questions for each task force area.)
A time schedule for the inventory process, task force study sessions,
report writing, and distribution of the final report
A list of resources (people and documents) you will utilize in taking
the inventory consult the Community Impact Committee's resource list
to get underway.
35
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STUDY PROCEDURE
Each work group begins its tasks immediately, closely following the outlined
schedule of activities.
Use as information sources the inventory data and facts about anticipated
changes in the community which are gathered and relayed by the Impact
Committee.
Concurrently with gathering information, hold weekly workshops and study
sessions to discuss and evaluate information and begin organizing the draft
report.
Following completion of the fact-gathering process, identify issues, assess
anticipated impacts, and prepare a preliminary draft report.
Distribute the report to all task force members and the Community Impact
Committee. The Impact Committee will review each task force report for gaps
and for conflicts in information or recommendations among various task force
reports. Task force chairs or designated members should meet to discuss
and resolve any conflicts of this kind.
At a meeting of the entire task force, discuss, evaluate and revise the
report. Check it against the Impact Committee report to make sure all
potential impacts have been considered. Endorse the report (with any noted
changes) for final preparation and distribution.
TASK FORCE REPORTS
Each task force report for general distribution should include:
A description of present conditions
Identification of existing standards applying to each area -- these may
be national or state standards, or local standards which have already
been established. Discuss any changes in local standards which you feel
may be required. (For a discussion of standards and their application,
see Chapter 21 on "Getting Control" in Part III of this handbook.)
A statement of needs, problems, and opportunities related to anticipated
energy development.
A statement of recommended goals.
Before final publication, the task force chairman should review the report
with the Community Impact Committee and chairmen of other task forces and
receive their endorsement for publication and distribution.
Publish and distribute the report.
The task force now presents the report at a general community meeting. Give
particular attention to charts, graphs, and other visual materials which
can aid report presentation. Provide ample opportunity for questions and
discussion. The outcome of the presentation should be some general concensus
regarding the report and proposed goals by the assembly as a whole.
The Community Impact Committee will collect all task force reports in a
binder and coordinate a final composite report.
36
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NOTES
37
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14
Determining
Community Attitudes:
The Survey Task Force
The community survey will provide the foundation for developing sound and
acceptable community goals and objectives. Some citizens will not speak
out at meetings, but their opinions must be sought in order to establish a
broad base of support for the community's action programs.
Many people will form opinions based on incomplete information. When mis-
conceptions are corrected, opinions often change. For this reason the
survey should be carefully tinted to follow the preceding study phase. The
results of the survey will be used along with the task force recommendations
and input from citizens during the involvement process to forge adoptable
community goals.
DEFINITION AND PURPOSE
The survey prepared and conducted by the Survey Task Force will be a com-
prehensive tool designed to elicit residents' attitudes and values concern-
ing matters of community concern. The survey's primary aim is to assemble
a picture of what the community wants in the future, given the potential
impact. This will be used to guide future goal setting.
In the smaller communities one survey form will be given to every household
in the community. A representative random sample can be used in the larger
communities. Additional forms can be made available (see following discus-
sion) if more than one household member wishes to participate.
In addition to obtaining preferences and facts from community members, the
survey should be viewed and carried out as a means of achieving citizen
participation and increasing communication within the community; the results
providing the community with a picture of itself and a basis for discussion
of areas of agreement and disagreement.
SURVEY TASK FORCE ORGANIZATION
The task force should meet shortly after the second community meeting.
Discuss the philosophy and purpose of the survey, review the tasks it needs
to accomplish and particularly what information it should solicit. Divide
into work groups corresponding to the major tasks to be done:
Survey form design and preparation
Distribution and collection
Tabulation, analysis, and written report
Publicity and distribution of results
Because so much printing is involved in the Survey Task Force process, you
may want to designate one committee member to coordinate all printing arrange
ments that will have to be made with the Community Impact Committee printing
coordinator.
Prepare a proposed time schedule for the entire survey process. A general
time framework for major tasks is as follows:
Prepare the survey form. Make plans for conducting and tabulating the
survey. Generate preliminary publicity about the survey effort.
39
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Generate major publicity just prior to distributing the survey forms.
Distribute and pick up the surveys. Make final tabulation plans.
Tabulate the surveys and prepare the committee report.
Distribute the report and present survey results at a community meeting.
The entire task force should meet several times in the process:
After preliminary efforts to critigue the survey form, assess progress,
resolve any problems, and coordinate efforts.
To review the survey results and the written report, and plan for present-
ing the results at a community meeting.
Checklist for Preliminary Efforts:
Resources for printing surveys, maps, and survey reports are
committed and available.
A system (either computer or hand tabulation) is ready for
tabulating and analyzing the survey responses.
A sufficient number of people are committed and available to
deliver and pick up survey forms so that this phase does not
fall into a few persons' laps!
Because survey design, administration, and tabulation is a highly complex
process, assistance from professionals experienced in survey work may be
desired for some or all aspects of this committee's work.
SURVEY FORM PREPARATION
The survey form should be easy to fill out and as easy as possible to tabu-
late, and should reflect major areas of community concern. It should be
designed to get the information about community attitudes that the community
needs to know.
The survey form group meets with all study committees (task forces), local
government, and community organizations to assemble a list of questions they
want the survey to address.
Develop a preliminary form based on the above input and your own ideas.
Eliminate duplication of questions and develop a basic format for the
questionnaire.
The following considerations should be the basis of survey design:
The survey will be a self-administered questionnaire, designed to be
delivered to every residence in the community. All directions must be
self-explanatory.
Make questions simple and to the point. All questions should be able to
be interpreted the same way by everyone filling out the questionnaire.
Make the form as short as possible. Include only questions that are
relevant and important to the community.
Use primarily multiple choice or yes/no questions. One or two open-
ended questions can be included at the end of the questionnaire
You want as many people as possible to fill out the survey, and for it to
stimulate interest in community affairs. Make it interesting and fun to do!
Have a "neighbor"distribute them in each area of the community.
Present the preliminary form to the entire committee. Develop a final
form based on their comments.
40
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Test the form on a representative group of people. Check for clarity
and comprehensiveness of issues covered. Make any revisions necessary
and prepare the survey for distribution.
At this point, the chairman of the Survey Study Committee should meet
with the Community Impact Committee and chairmen of the various task
forces to brief them on the progress of the survey, and get their endorse-
ment to proceed.
Assure respondents of confidentiality, by means of publicity statements, a
note on the survey form, and personal assurance by people delivering the
forms. You could provide an envelope for each completed survey or collect
them in a ballot-type box if confidentiality appears to be a serious concern.
See Appendix B for a sample survey form. Obtain other samples.
SURVEY ORGANIZATION
How should the survey be organized? You may want volunteers to work as
individuals. Or you might assign larger areas to teams of four or five.
Choose the plan you think will work best in your community.
Decide on firm dates for distribution and collection, and a central location
where people can get and drop off survev forms.
Try to schedule distribution and collection for not more than three days
apart -- a week at absolute most -- to ensure maximum possible response.
Provide for checklists to keep track of forms distributed and brought back
by the volunteers.
Hold a training session for volunteers who will deliver and pick up survey
forms. Be sure to cover:
Confidentiality Volunteers should assure respondents their identities
will be kept confidential.
"What does question 3 mean?" Volunteers should not answer questions
about the content of the questionnaires. They should be prepared to
answer questions on the purpose of the survey, and decline to answer
questions about the form itself.
Date of delivery and pickup.
Assignment to areas and/or teams.
Availability of additional forms.
PUBLICITY
The publicity work group is active throughout the survey process. Probably
the major thrust of its efforts occurs just prior to survey distribution,
informing the community that the survey will be conducted and creating a
favorable climate for maximum participation in filling out the forms.
The sequence of the publicity group's activities is as follows:
Make a list of all sources to contact to announce the survey prior to
delivery and develop a plan for distributing the survey results report.
Make a major effort to reach everyone in the community through local
media, fliers, etc. to prepare them for survey distribution and develop
support for the survey effort. Describe who is conducting the survey,
its purpose, and the procedures being used.
The publicity committee is responsible for distributing the final report.
General distribution procedures should be followed.
41
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Prepare press releases as needed to inform the community about the process
of the survey committee as it goes along.
SURVEY DISTRIBUTION AND COLLECTION
The survey distribution and collection group must develop a plan for delivery
and pickup of surveys, recruit volunteers to do the legwork, and ensure that
every household in the community receives a survey form.
Conduct the following preliminary activities prior to distributing forms:
Obtain detailed maps of the community and determine the boundary to be
included in the survey.
Divide the community into sections to assign to workers. Clearly define
each section's boundary.
Recruit volunteers to deliver and pickup survey forms. In addition to
providing needed legwork, this increases community participation in carry-
ing out the survey study.
Secure commitments for printing maps.
More than one household member may wish to express their opinions. Have
additional forms on hand for them
at a central location). To keep finally-tabulated results on a one- r-
household basis, you might specially mark either the forms to be tabulated
or the additional forms. Additional comments can then be taken note of with-
out unfairly weighting tabulated results.
Carry out the study with enthusiasm and due concern for making sure all
details are attended to and everyone stays on schedule.
Distribute the survey forms to the volunteers, keeping a record of the
number given to each volunteer or team corresponding to assigned households.
The volunteers deliver and later pickup the forms and deposit them at a
central collection point. Make a record of the number returned by each
volunteer.
TABULATION AND REPORT
Obtain the assistance of a computer and computer programmer for tabulating
the survey. If such resources are unavailable, develop a hand tabulation
plan. Organize the results on a guestion-by-question basis.
Conduct a training session on survey tabulation and analysis and develop
final plans for the written report.
Prepare the completed questionnaire for tabulation, get the results, and
write a preliminary report.
Meet with the entire committee to review the report, make any changes
deemed necessary, and get their endorsement to go ahead. Plan your presen-
tation for the community meeting. Do you want graphic display? What
should be highlighted? Who will present the report?
The final report is prepared. The publicity group handles distribution.
The survey committee presents the final report at a general community
meeting.
Be prepared to discuss the survey at the goal setting seeeion, with particu-
lar emphasis on utilizing the results in the process of formulating community
goals. (Refer to Chapter IS in this Part II, "Forging Community Coals.")
-------
NOTES
-------
Georgetown:
In the initial process of establishing (he
community's goals, it should also be
recognized that the goals, and the
subsequent policies and programs which
are adopted to meet the goals, will (and
must) be continually reviewed, evaluated
and changed if necessary. They must adapt
to meet the changing needs and desires of
the community. They are intended to serve
as a guide to decision-makers in their efforts
to lead the community in the direction it
wants to go. If and when this direction
changes, this must be reflected in the
Town's goals, policies, and programs
With this in mind, the following goals,
policies and concerns should be carefully
weighed by the citizens of Georgetown to
see if they, in fact, express the wishes of the
community. When the decision is made on
what is acceptable, specific programs,
priorities and actions can be developed that
will work to achieve and create the type of
community which is envisioned by these
statements
and Objec
3. Establish and maintain an open space
program which
(al utilizes open space as a means of
preserving and protecting the natural
environment.
(b) uses open space as a functional
design feature for shaping the com
munity and for providing pedestrian
links within the community; and
(c) provides for development and
maintenance of open space areas for
multiple purposes to the degree de
sired by Che residents of the commun
ity
4 Facilitate access to natural and recre
ational areas for all citizens.
5. Encourage the efficient use of non-
replaceable natural resources.
6 Minimize the adverse environmental
impacts of all types of development
7, Minimize the noise and visual impacts
resulting from the highway
8 Insure that mining operations of all
kinds arc carried on in such a manner
that adverse environmental impacts
are minimized or eliminated and that
the land can be restored to a desirable
state which is compatible with com-
munity plans and needs
I 9 Encourage and support all efforts to-
ward conservation and insect and dis-
ease control in private and public for
est lands.
A NATURAL ENVIRONMENT
The natural environment which charac
tenzes Georgetown and the surrounding
area has been a major facfor in making
Georgetown a desirable ptaie tn ป "
live. It is a goal of the
preserve and enhance this
achieve ogj^ial aesthetic Und health
Lnimized"possible negative
i otherwise result from
lent, and to encourage
resources
^^^^^^^ฆkthis goal. Town
policies
sensitive or
^^^^^Bunique
and
2 prohibit development m jUiural haz
ปrd areas flood platns.^fcaV wjth
B REGIONAL
In many respects. Georgetown is an
isolated community, in many others, it is
not. The community is affected by
numerous outside influencesfrom both
public and private entitiesover which it
has little, if any. control The effects of the
stion of tourist and skiing industries.
' activities, and the location of
70 ate obvious. There are a
of long-range, as well as
areas of concern to the
: Mining activities, ski area
oefj|, devfjgpment in Silver Plume.
kueHf proposal* for the loop
railroadTpromotion of touri&Jn. etc
It is a goal of (he community to keep
abreast of issues and' concerns ซt the
regional scale which wilh affect George-
create and mainuTh-working
relationships with other agencies
regional, slate, and national) and organiza
ttonsboth public and privatewhich are
tition to make decisions which will
the community; and to influence
these decisions whenever possible and
necessary for the well-bring of the
community.
In order to achieve this goal, the Town
should adopt and implement policies which:
I Develop a means whereby regional
issues can be identified early in their
development
2. Create and maintain open line* of
communication with those agencies
and organizations whose actions can
affect the community and gain repre-
sentation on joint committees.
C GROWTH AND
DEVELOPMENT
After some bO years of declining
population. Georgetown has begun to
experience a new population boom
resulting from its nearness to Denver, the
shortened driving times permitted by
Interstate 70. its unique natural setting, and
its friendly, small town atmosphere It is a
primary community goal to maintain and
improve the character and quality of life in
the community as growth occun. to
understand and anticipate the come
quences of growth and development, and to
plan for a desirable rale and type of growth
In order to achieve this goal, the Town
should adopt and implement policies which
1 Provide for evaluation and modifica
tion of development proposals in order
to minimize negative environmental,
social, cultural and fiscal impacts.
2 Encourage or require new develop
ment to pay its fair share of the capital
costs associated with its demands on
the community
3 Encourage the development of vacant
areas within the Town before consid-
ering expansion of the Town bounda-
ries
4. Clearly slate the position of the Town
relative to annexations, utility exten-
sions. and provision of services out-
side its boundaries
5. Enable the Town government to es-
tablish and maintain a data collection
system so that the effects of new de
velopment can be monitored
t>. Establish the desirable rate and direc
tion of growth
7. Regulate subdivision platting and
frengthen existing development rog-
ations.
D COMMUNITY APPEARANCE
AND OESIGN
Attention to the appearance and design of
the man-made environment has often been
lacking, or given minor status, by public
agencies in the past. As a community
grows, however, the need for attention to
the community appearance increases if an
attractive community is to be maintained It
is an has been Georgetown's goal to create
and maintain an attractive and pleasing
living environment which compliments the
existing community, while offering new
possibilities to enlarge people's interest*
and needs.
Policies which will aid in achieving this
goal include:
1 Encouragement of building designs
which will enhance the appearance of
the community; utilize the best ele-
ments of the past. present, and future,
and bring the old and new part* of
town into harmony.
2 Development of a compatible and
functional system of land uses
throughout the town
3 Requirement of landscaping in all
new development, and encourage
ment of additional and/or improved
landscaping in various areas of the
community
4 Encouragement of maintenance. im
provement and rehabilitation of exist
ing buildings.
5. Development of a program for under
grounding utility lines
6 Encouragement of efforts to establish
a sense of community character which
integrates the old and new part* of the
community
7. Development of a program for improv
ing the appearance of eatryway* into
the Town.
8 Development of a program tor elimin
ation of the visual pollution resulting
from signs, outdoor tot rage area*,
trash collection, etc
f F.ncouragcmni of public building de-
sign which is compatible with the
character of the community
10. Evaluation of the character of the
downtown with a goal of improvimg the
total impactlighting. *ign* ปa*Ji
rooms, landscaping, parking. trafTie
patterns and walkways
W&mmm
>
r
ฆv-''
*
V
7^
-------
15
Forging Community Goals
Formulating community goals will be an accumulative process, beginning
with the task forces' preliminary goal statements and culminating in the
whole-community session for formulating and adopting community goals.
Community goals should be understood to be statements that commit the
community to a direction of decision making and action. Therefore, it-
is important that the community be informed, and discuss and endorse
the goal statements in a general community meeting. Follow-up endorse-
ments by the local government body and community, organizations should
also be obtained.
Community goal statements should be developed for the community in
general and on a more detailed level for each specific area of community
life. (See Appendix C for examples of general and specific community
goal statements.)
PREPARATION
While all aspects of the community study process should be fully publici-
zed, a special publicity effort is needed in preparation for setting
community goals. The purpose of goal setting, the use of goals in future
community planning, and the proposed process for arriving at the recom-
mended goals, should be thoroughly discussed through both formal and
informal means.
Compile all the goal statements recommended by the individual task forces
and distribute them to the community prior to the meeting for adopting
recommended goals.
THE GOAL SETTING SESSION
The goal setting session may be a series of weekly meetings, an intensive
weekend meeting, or possibly a single evening session, if you anticipate
few snags and general agreement on previous task force recommendations.
It is wise to be prepared for lengthy discussion, so that everyone parti-
cipating can feel satisfied with their input into the adopted set of
goals.
The outcome of the community goal setting session will be a finalized set
of recommended community goals, endorsed by the community as a whole.
In addition to prior distribution of the task force recommended goals,
at the goal setting session, have each goal statement graphically printed
and displayed on the walls.
A useful technique is to provide blank sheets of paper along with the
displayed goal statements so less vocal members of the community can
make use of this means to provide their input on the recommended goals.
A typical agenda for the goal setting session is as follows:
The chairman of the Community Impact Committee opens the meeting
and announces its purpose and agenda.
Each task force gives a brief summary report. The Impact Committee
should go first, followed by the Survey Task Force, and then the other
task force groups. These reports should make use of graphic
materials and emphasize the problems and opportunities identified
by the study process. Reports should not exceed five minutes each.
Divide the assembly into small discussion groups and assign each
group specific recommended goal statements to review and discuss.
A member of each study committee should be represented in each
45
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small group. Each group should make additions, deletions, or revisions
for its set of goal statements. The process culminates in each group
presenting the assembly its recommended set of goals.
The general assembly should reconvene and discuss, and vote on the
adoption or rejection of each set of community goals, i.e., govern-
ment, education, housing.
The next steps and actions of the Community Impact Committee should be
announced and discussed. Meeting adjourned.
GOALS, PUBLICITY AND GOVERNMENT ADOPTION
Following the community goal formulation session, print and reproduce
the approved and adopted recommended community goals and include them
in the composite report. Distribute the report to study committee mem-
bers, local news media, local government officials, and community organi-
zations .
Bear in mind that these are not final, but recommended goals.
Following their adoption by the community, the Community Impact Committee
needs to present them to local government and community organizations,
and work to secure their endorsement and adoption of the recommended goals.
Give particular attention to seeking adoption by the Town Council and the
local Planning Commission. Full participation of government and community
organizations in the prior study and goal setting process will make it
all that much easier to secure their support. Their agreement with the
community's recommendations is essential to bring about future policies
and decisions in line with the community goals.
46
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Appendices: Part II
47
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APPENDIX A
TASK FORCE STUDY OUTLINES
48
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GOVERNMENT RESOURCES AND SERVICES
TASK FORCE
CONDUCT AN INVENTORY OF THE CURRENT SITUATION WHICH WOULD INCLUDE
AT LEAST THE FOLLOWING ELEMENTS:
. Current tax and revenue sources of local governments
. Projected tax base and revenue sources
. Intergovernmental relations
. Local codes and programs
. Local government personnel and organization
. Citizen groups
. Public facilities and services; e.g., community buildings,
schools, parks and recreation, libraries, medical, police and
fire protection, solid waste, airports, streets, etc.
. Utilities, e.g., water, sewer and storm drainage capacities
Note: Include input from "land use" and "community resources
and services" task force.
EVALUATE TRENDS AND POTENTIAL IMPACTS
. Examine recent trends and actions.
. Determine potential impacts from development, both directly
from energy activities and indirectly from population
growth associated with energy development.
DETERMINE ISSUES RELATED TO GOVERNMENT WHICH INCLUDE AT LEAST THE
FOLLOWING:
. What are the major sources of local government taxes and
revenues?
. What are the current and projected administrative costs of
local government?
. Are the tax base and sources of local government revenues
increasing or declining?
. To what extent are taxes and sources of government revenues
proportionate to the demand for facilities and service both
now and projected into the future?
. What does the picture of local government financial resources
versus expenditures look like for the near future?
. Under state laws are all sources available to the local
government being utilized, e.g., sales tax?
. Are public facilities presently adequate? Will they be with
growth?
49
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. What area can the utilities sytems serve efficiently?
Economically?
. Are utilities adequate to meet future community needs?
. Are local codes and regulations adequate to meet future
needs?
. Is there cooperation among local government units, counties,
the state, the federal government and special districts?
. Could local residents be given a more meaningful role in the
decision making process?
. Is local government structured, organized and staffed to meet
current and future problems?
Note: Input from other task forces is essential for this group
to do its job.
DEVELOP PRELIMINARY GOALS AND POLICIES, BASED ON THE INVENTORY,
COMMUNITY NEEDS AND TRENDS WHICH:
. Encourage cooperation among other government bodies.
. Encourage meaningful citizen involvement.
. Maintain maximum local control over revenue sources.
. Improve the capacity of local government to control develop-
ment impacts
. Assure adequate revenue to support local government needs.
. Encourage efficient provision and delivery of public services.
. Recommend development of a capital improvements program.
. Establish government spending priorities
DEVELOP A REPORT ON GOVERNMENT PROBLEMS AND NEEDS RELATING TO THE
GOALS AND POLICIES
ESTABLISH LIAISONS WITH OTHER GOVERNMENTS AND DISTRICTS
PRODUCE LIST OF AVAILABLE RESOURCES AND FUNDS
DEVELOP MAPS OF WATER, SEWER AND STORM SEWER LINES, INCLUDING
SIZES, AND PLANNED OR NEEDED EXTENSIONS, AND PROPOSED SERVICE AREAS
RESOURCES
. Federal Agencies
- Farmers Home Administration
- Department of Housing and Urban Development
- Economic Development Administration
. State agencies
50
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. Regional organizations
. County Governments
. Special Districts
. University departments and research bureaus
. Studies
. Observation
51
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LAND USE TASK FORCE
Note: This task force may be divided into a number of sub-task
forces if necessary. Information from other task forces
should be used by this task force to function efficiently.
CONDUCT AN INVENTORY OF THE CURRENT1 SITUATION INCLUDING, BUT NOT
LIMITED TO THE FOLLOWING ELEMENTS:
. Commercial areas, including floor area, uses by zone, vacant
land and buildings, building condition, retail sales trends,
property tax, architecture, circulation, downtown versus
other commercial areas, etc.
. Industrial areas, including employment, land uses, vacant
land, etc.
. Parks, recreation, and open space including area, facilities,
use by type of group, location (with input from "natural
environment and resources" task force and "community resources
and services task force)."
. Other public or semi-public areas including public buildings,
schools, churches, etc.
. Residential land use, including delineation of neighborhoods
(if applicable), land use including vacant land,(with input
from "housing"task force).
EVALUATE TRENDS AND POTENTIAL DEVELOPMENT IMPACTS
. Recent activity relating to business and industrial expansion
and location.
. Impact of energy and related development upon land use.
EVALUATE ISSUES RELATING TO LAND USE
. Are town codes and policies adequate to meet future needs?
Are other development controls necessary, i.e., landscape
guidelines, sign codes, dedication policies, etc.?
. Are commercial areas adequate in size and location to serve
the community?
. How can the downtown be preserved and enhanced?
. How much industrial land is needed and where should it be
located?
. What undesirable external impacts are created by industry?
. What park, open space, and recreation resources are needed?
. How can residential neighborhoods be improved?
DEVELOP MAPS OF PRESENT LAND USE
52
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DEVELOP PRELIMINARY GOALS AND POLICIES WHICH WILL:
. Promote a desirable living environment.
. Promote shopping areas that serve community needs.
. Encourage the development of the downtown.
. Assure that commercial and industrial areas are attractive
and are compatible with surrounding land uses.
. Provide space for land uses that conform to community goals.
. Encourage development of adequate parks, open space and
recreation resources
DEVELOP REPORTS OF LAND USES AS TO PRESENT LAND USES, LOCATION,
VACANT LAND AND LAND NEEDED AT VARIOUS POPULATION LEVELS RELATIVE
TO GOALS AND POLICIES
RESOURCES
. Federal - Department of Housing and Urban Development
. State agencies
. Local
- Building and Planning Departments
- Chamber of Commerce
. Other
- American Institute of Planners
- American Society of Planning Officials
- Association of Commerce and Industry
- Universities
. Studies
- Local surveys (utilize high school and college students if
available)
- Old West and Four Corners Regional Commission studies
- Multi-state planning studies
- Regional studies
53
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HOUSING TASK FORCE
CONDUCT AN INVENTORY OF THE CURRENT SITUATION INCLUDING, BUT NOT
LIMITED TO:
. Number and types of standard and sub-standard residential
units in the community
. Land area occupied by housing
. Vacancy rate
. Number, types, and location of residential units constructed
in the past five years
. Current prices of homes for sale and rental units
. Sources and availability of residential financing
. Vacant city land zoned for residential use
. Housing needs of all segments of the community
Note: Information for this task force may be developed in
conjunction with the "land use" task force
EVALUATE TRENDS AND POTENTIAL IMPACTS
. Has housing quality generally improved in recent years?
. Has housing supply kept up with demand?
. Is there adequate supply of housing to meet impacts of develop'
ment, both caused by temporary construction workers, perma-
nent operational employees and service workers?
EXAMINE ISSUES RELATED TO HOUSING INCLUDING, BUT NOT LIMITED TO THE
FOLLOWING:
. What is the condition of the current housing stock in the
community?
. What are the major housing needs or problems?
. In the future, how many and what types of residential units
should be constructed?
. Do residential units need remodeling and improvements?
. How much temporary housing should be provided and where
should it be located?
. Are there adequate controls over mobile homes?
. What sources of funding exist for new and older residential
units?
. How and where should elderly housing be provided?
. How and where should low income housing be provided?
54
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DEVELOP MAPS SHOWING HOUSING QUALITY, HOUSING TYPES AND VACANCIES
DEVELOP PRELIMINARY GOALS AND POLICIES BASED ON THE INVENTORY,
ISSUES AND COMMUNITY NEEDS WHICH WILL:
Encourage the conservation and improvement of the current
housing stock in the community.
. Provide for the future development of adequate housing
in keeping with the financial resources of community
residents.
. Provide neighborhood identification.
. Provide a balance of housing types.
. Encourage innovative housing design.
. Encourage energy conservation and efficiency.
WRITE A REPORT DESCRIBING EXISTING HOUSING TYPES, NUMBER, QUALITY,
NEW TYPES OF HOUSING NEEDED, ISSUES AND RECOMMENDATIONS RELATED TO
GOALS AND POLICIES
RESOURCES
. Federal
- Department of Housing and Urban Development
- Bureau of the Census
- Farmers Home Administration
. State agencies
. County - Building Department and extension service
. Local
- Builders, realtors, banks
- City Building Department
- Surveys (College and high school students should be utilized)
. Other
- Urban Land Institute
- American Society of Planning Officials
- Universities
. Studies
- Consultants' reports and energy company impact analyses
- Regional planning studies
55
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TRANSPORTATION AND CIRCULATION
TASK FORCE
CONDUCT AN INVENTORY OF THE CURRENT SITUATION, INCLUDING AT LEAST
THE FOLLOWING ELEMENTS:
. Federal, state and local roads' in the region, including
size, function, carrying capacity, conditions and hazards.
. Other modes of transportation, i.e., railroads, airports,
bus routes, sidewalks, paths, bike paths, horse trails, etc.
. Future transportation plans of federal government, the state,
regional agencies and counties.
. Sources of transportation revenues.
. Number of parking spaces and location.
. Local construction and maintenance programs.
EVALUATE TRENDS AND IMPACTS
. Have roads been of adequate capacity and condition?
. What changes and trends have occurred relative to transporta-
tion needs?
. What impacts would large scale development have upon transpor
tation facilities and routes?
EXAMINE ISSUES RELATED TO TRANSPORTATION, INCLUDING BUT NOT LIMITED
TO THE FOLLOWING:
. Are roads in the area capable of serving future demand?
. Are roads in adequate condition?
. Do plans of other agencies conform to local plans?
. Are there traffic hazards, e.g., dangerous intersections,
railroad crossings, etc.?
. Are there transportation needs for special populations, e.g.,
elderly, handicapped or youth?
. What public transportation needs exist?
. What types and sizes of streets are desirable for newly
developing areas?
. How could pedestrian access be encouraged?
DEVELOP MAPS DESCRIBING VARIOUS MODES OF TRANSPORTATION, INCLUDING
CAPACITIES, TRAFFIC COUNTS, AND LOCATIONS OF PLANNED/NEEDED
IMPROVEMENT
56
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DEVELOP PRELIMINARY GOALS AND POLICIES, BASED ON THE INVENTORY,
ISSUES AND COMMUNITY NEEDS WHICH WILL:
. Insure adequate capacity of roads.
. Avo^d conflicts among various transportation modes.
. Encourage development of alternative forms of transportation,
e.g., public transportation, bikeways, and pedestrian ways.
. Assure safety and adequate maintenance of roads.
. Serve the needs of all segments of the population.
WRITE A REPORT WHICH DESCRIBES PROBLEMS, ISSUES AND AREAS NEEDING
IMPROVEMENT RELATIVE TO THE GOALS AND POLICIES
RESOURCES
. Federal - Department of Transportation
. State Agencies
. Regional Agencies
. County - Transportation and Planning Departments
. Local Governments
. Local Surveys (Utilize college and high school students)
. Universities
. Studies
- Regional planning programs
- Multi-state planning studies
- Old West and Four Corners Regional Commission sponsored
studies
57
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NATURAL ENVIRONMENT AND RESOURCES
TASK FORCE
CONDUCT AN INVENTORY OF THE CURRENT SITUATION, INCLUDING AT
LEAST THE FOLLOWING ELEMENTS:
. Agricultural resources
. Mineral resources
. Natural hazard areas
. Water resources, quality and drainage areas
. Scenic views and settings
. Wildlife habitats
. Soils
. Vegetation
. Topography
EVALUATE TRENDS AND POTENTIAL IMPACTS
. Determine what has been occurring with respect to the natural
environment areas being lost to development, preservation
actions, current problems, etc.
. Determine potential impacts from proposed development upon
the environment, both directly from the energy development
and indirectly from population growth.
DETERMINE ISSUES THAT DESCRIBE PRESENT PROBLEMS, POTENTIAL IMPACTS
AND DESIRABLE FUTURE COURSES OF ACTION WHICH INCLUDE AT LEAST THE
FOLLOWING:
. What is the nature of the natural environment in which your
community is located? (Soil types, topography, climate,
water resources, and quality, etc.)
. Does your community have any natural advantages such as
wildlife habitats, rivers and streams, trees, historical
sites, scenic views, open space, prime agriculture land,
etc. that should be preserved or enhanced?
. Are there natural conditions such as unstable soil, high water
tables, mineral resource areas, natural hazard areas (flood
plains, slopes, areas susceptible to subsidence, etc.)
that should be avoided?
. If future development is to occur, where should this take
place to avoid hazard areas and natural areas that should
be preserved?
. What laws, policies and programs does the community have
related to the natural environment and resources?
58
-------
DEVELOP A BASE MAP OF YOUR COMMUNITY WITH OVERLAYS SHOWING THE
DISTRIBUTION OF THE VARIOUS NATURAL ENVIRONMENT FEAUTURES,
RESOURCES AND HAZARDOUS AREAS
WRITE A NARRATIVE DESCRIBING THE DETAILS OF ENVIRONMENT FEATURES,
RESOURCES AND HAZARDS IN YOUR COMMUNITY THAT ARE OF PRIMARY CONCERN,
AND RECOMMENDED COURSES OF ACTION IN THESE AREAS RELATED TO THE
GOALS AND POLICIES
DEVELOP PRELIMINARY GOALS AND POLICIES BASED ON THE INVENTORY
AND COMMUNITY NEEDS WHICH WILL:
. Protect unique, sensitive and critical natural areas
. Minimize adverse environmental impacts of all types of
development
. Encourage efficient use of non-renewable resources
. Avoid development in areas of natural hazards
RESOURCES
. Federal agencies, e.g., U.S. Geological Survey, Soil
Conservation Service, Environmental Protection Agency,
Energy Research and Development Association, Department
of Housing and Urban Development, Bureau of Outdoor
Recreation and the Federal Energy Administration
. State agencies
. Regional planning programs
. County Extension Services
. Universities
. Environmental organizations
. Observation
. Studies
- Multi-state planning programs
- Old West and Four Corners Regional Commissions
- 208 waste water programs
- Transportation studies
- Consultants' reports and energy company's impact analyses
59
-------
COMMUNITY CHARACTER AND DEVELOPMENT
TASK FORCE
CONDUCT AN INVENTORY OF THE CURRENT SITUATION INCLUDING AT LEAST
THE FOLLOWING ELEMENTS:
. Population and historical development of the community,
including population, income, age and sex characteristics,
etc.
. Physical character of the man-made community; buildings,
roads, parks, etc.
. Unique community characteristics; such as, historical sites,
building styles, and local traditions
. Patterns of physical community growth, including subdivision
activity, building permits, and annexations
EVALUATE TRENDS AND POTENTIAL IMPACTS
. Population trends and changes
. What potential impacts would new development have on the
character of the community?
. What development trends have occurred; i.e., location of
building activity, styles, types, etc.?
. Has development been in harmony with town character; i.e.,
design and architecture?
EXAMINE ISSUES RELATED TO COMMUNITY CHARACTER, INCLUDING, BUT NOT
LIMITED TO, THE FOLLOWING:
. What are the distinctive physical and human features of your
community?
. What physical and human features of your community should be
preserved or enhanced; i.e., smallness, neighborliness,
historic sites, architecture?
. Where and how should future physical development occur and
how should the new growth be related to the present community;
i.e., renovation, redevelopment, areas to be "filled-in,"
annexation, etc.?
. What should be the character (style) of future physical
development?
. What laws, policies and programs related to community develop-
ment does the community have? Are they adequate?
Note: Include information from the "natural environment and
resources," "housing," and "land use" task forces
60
-------
DEVELOP A MAP OF THE COMMUNITY SHOWING PATTERNS OF PHYSICAL GROWTH
AND EXPANSION OVER THE YEARS
DEVELOP PRELIMINARY GOALS AND POLICIES BASED ON THE INVENTORY AND
ISSUES AND COMMUNITY NEEDS WHICH:
. Protect or enhance past and present human and physical
characteristics and traditions.
. Guide the orderly and systematic physical growth of the
community, i.e, contiguous growth, annexation policy,
extension of services, etc.
. Establish the desirable direction of growth.
. Encourage or require new growth to pay its fair share of
new public facility costs.
WRITE A BRIEF HISTORY OF YOUR COMMUNITY, DESCRIBING BOTH ITS PEOPLE
AND PHYSICAL CHARACTERISTICS OVER THE YEARS
DEVELOP A SLIDE SHOW OF COMMUNITY CHARACTER, HISTORY AND TRENDS
ILLUSTRATE THROUGH PHOTOS AND/OR SKETCHES THE COMMUNITY'S BUILDING
STYLES, AND AREAS TO BE PRESERVED AND ENHANCED
WRITE A REPORT WHICH EXAMINES VARIOUS GROWTH AND DEVELOPMENT
ALTERNATIVES RELATED TO THE GOALS AND POLICIES (WITH INPUT FROM
OTHER TASK FORCES)
RESOURCES
. Federal - Department of Housing and Urban Development
. State Agencies
. Local
- Library
- Observation
. County - Planning and Building Departments
. City - Planning and Building Departments
. University, college classes
. Organizations
- Urban Land Institute
- American Institute of Planners
- American Society of Planning Officials
- Universities
61
-------
. Studies
- 2 08 waste water programs
- Transportation studies
- Regional planning programs
- Multi-state planning studies
- Local (Utilize college and high school students)
62
-------
COMMUNITY RESOURCES AND SERVICES
TASK FORCE
CONDUCT AN INVENTORY OF THE CURRENT SITUATION, INCLUDING AT LEAST
THE FOLLOWING ELEMENTS:
. Civic and community organizations, including: welfare
agencies, social service agencies, public, private and
voluntary health service organizations, counselling, mental
health and referral services.
. Public and private schools and education programs.
. Cultural and recreational programs (input from "land use"
task force)."
. Health, welfare, recreational and special needs, especially
related to specific populations such as the elderly, youth,
handicapped and the disadvantaged.
. Major sources of funding for organizations and programs.
. Local government role in providing human services.
EVALUATE TRENDS AND POTENTIAL IMPACTS OF LARGE SCALE DEVELOPMENT
. What recent developments and needs affecting community
resources and services have occurred?
. What impacts would energy and related development have upon
these resources and services?
EVALUATE ISSUES WHICH RELATE TO THE PROVISION OF COMMUNITY RESOURCES
AND SERVICES
. To what extent are the health, welfare, cultural, educational
and recreational needs of the community being met?
. To what extent is there duplication or lack of coordination
among the various community resources and service agencies?
. What role should local government have in planning and/or
coordinating these programs and services?
DEVELOP PRELIMINARY GOALS BASED ON THE INVENTORY, ISSUES AND
COMMUNITY NEEDS WHICH:
. Develop social, cultural, educational/ recreational and other
human resources.
. Provide services and programs for needs of special populations
such as the elderly, youth, handicapped and the disadvantaged.
. Encourage cooperation of government and private agencies in
the provision of needed human services.
63
-------
DEVELOP A DIRECTORY OF ALL EXISTING HEALTH, WELFARE, SOCIAL,
EDUCATIONAL, CULTURAL AND RECREATIONAL ORGANIZATIONS AND AGENCIES
IN YOUR COMMUNITY, PROVIDING THEIR NAMES, ADDRESSES, PHONE NUMBERS,
SERVICES RENDERED AND SOURCES OF FUNDING, INCLUDING LOCATION MAPS
WRITE A DESCRIPTION OF THE CURRENT STATUS OF SERVICES AND HUMAN
NEEDS IN THE COMMUNITY RELATIVE TO THE GOALS AND POLICIES
RESOURCES
. Federal
- Department of Housing and Urban Development
- Department of Health, Education and Welfare
. State agencies
. Regional planning programs
. County Health Departments
. Private and Voluntary organizations
. Survey of local agencies/programs
. Studies of human resources/needs
- Multi-state planning projects
- Old West and Four Corners Regional Commissions
- Consultants1 reports and energy company impact analyses
- Universities
64
-------
ECONOMY AND EMPLOYMENT
TASK FORCE
CONDUCT AN INVENTORY OF THE CURRENT SITUATION; ELEMENTS SHOULD AT
LEAST INCLUDE:
. Number and types of industries, and number of employees for
each type.
. Number and types of wholesale and retail businesses, and
number of employees for each type.
. Number, types and employees of ranches and agricultural
enterprises.
. Number and types of governmental services and number of
employees.
. Number and types of professional and service people (archi-
tects, doctors, lawyers).
. Number and skills of unemployed people in the community.
. Number of regional high school students and young adults.
. Number and types of welfare cases in the community.
. Per capita and median family income.
. Income distribution.
. Wage levels for major industries.
EVALUATE TRENDS AND POTENTIAL IMPACTS
. Determine what trends and patterns have developed; have there
been major employment shifts? Have new industries come into
the area?
. Analyze what impacts major development have upon existing
employment characteristics and employees.
DETERMINE ISSUES RELATED TO THE ECONOMY AND EMPLOYMENT WHICH AT
LEAST DEAL WITH THE FOLLOWING:
. What are the major employment opportunities in the community
(agriculture, tourism, mining, manufacturing, government, etc.)?
. Does the community have a secure economy, offering sufficient
employment opportunities to its population; i.e., women, the young
and elderly? Is it subject to large swings?
. If there is unemployment or underemployment; why is this the
case?
. Are there people leaving or coming to the community for
economic reasons? If so, why? Where have recent high school
graduates gone? Would they have stayed if jobs existed?
65
-------
. What are realistic opportunities to change the economic
base based on resources, location, transportation, labor
pool, etc.?
. What economic opportunities exist in the community that
are not being realized?
. What kinds of jobs and/or training is needed in the communi-
ty to more fully utilize opportunities that may develop as
a result of the energy development?
. Does the community want to promote additional economic growth?
. How do local codes, taxes and policies affect the local
economy and employment?
DEVELOP PRELIMINARY GOALS AND POLICIES BASED UPON THE INVENTORY,
TRENDS, AND ISSUES WHICH WILL:
. Protect and enhance the economic stability of the community.
. Provide for long range economic security for the community's
entire population.
. Provide adequate employment opportunities for all segments
of the population.
. Meet the needs of the disadvantaged.
DEVELOP A REPORT INCLUDING CHARTS AND GRAPHS WHICH DEAL WITH
ECONOMIC NEEDS AND GOALS
RESOURCES
. Federal - U.S. Department of Labor
- U.S. Department of Commerce, Bureau of the Census
. State - Division of Employment/Labor
- Department of Revenue
. County - Extension Office
- Welfare Department
. Local - Chamber of Commerce
- School Districts
. Other - University Department and Research Bureaus,
- Surveys by high school students (college students,
too)
- Regional Planning Programs
- Multi-State Planning Projects
- Consultant's reports and impact analyses
66
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APPENDIX B
SAMPLE SURVEY QUESTIONNAIRE
67
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QUESTIONNAIRE INSTRUCTIONS
The questionnaire you are about to fill out 1s a residence (household)
survey. Every residential unit 1n the Lyons area has received one copy to be
completed by an adult member of the household.
Please respond to the questions, by either circling the number provided
In the question response, or filling 1n the appropriate blanks. Some questions
ask for one answer and other questions need multiple responses. Unless a
multiple response 1s asked for In a question, only circle one answer. Read
each question carefully and note the response categories before you begin your
writing. Please be as complete and accurate as possible 1n your responses to
assure a proper analysis of this survey form. Additional statements regarding
your views on Issues pertaining to Lyons will be greatly appreciated. Space
has been provided at the end of the questionnaire for this purpose.
REMEMBER, DO NOT SIGN YOUR NAME TO THIS QUESTIONNAIRE. On most pages of
the questionnaire, questions appear on both the left hand and the right hand
sides of the page. Please follow the question numbers so that you do not
miss any questions.
Some of the questions will refer you to maps. These maps are on separate
pages at the back of the questionnaire and are labled Map A and Map B for
reference to the questions they are needed for.
68
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*JUe ^Jovut Jliftml
Jltf&U, Coio*cuฃa 90340
Dear Lyons Area Resident:
This questionnaire has been developed by the Town Council and
the Town Planning Commission of Lyons with the cooperation and
assistance from community groups and Individuals. The purpose
of the survey Is to provide Information for planning and program
decision-making by the Town and various community organizations
1n the future.
Information from residents of our area 1s vital to a good plan-
ning program and to assist public and private decision-makers
in developing programs that may have the greatest benefit for
the community. Your assistance In filling out this questionnaire
1s very Important to assure the success of the survey. No one
will know who answered the following questions. Our Intention
Is simply to get accurate Information on the facts and opinions
of the total population of the Lyons area. Each household 1n
the area 1s being given the survey.
Please answer all questions as best you can. There may be some
questions which you feel are too personal and you may prefer not
to answer them. However, It 1s hoped that you will cooperate as
fully as possible since the final results depend upon people like
yourself.
00 NOT SIGN YOUR NAME TO THIS QUESTIONNAIRE. After completing
the questionnaire, put 1t In the furnished envelope and seal 1t.
The completed questionnaire should then be held for pick up as
per additional instructions.
Thank you very much for your cooperation.
Lynn Brueback, Chairman of the Planning
Committee, Town Council
Vaughn L. Carter, Mayor
Town of Lyons
69
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PART I: HOW YOU
VIEW YOUR TOWN
What are the best aspects of (U*y-to
day life 1n Lyons for you? (Circle
no more than two numbers.)
1- Its location
2- Its size
3- Climate
4~ Economic aspects
5- Friends and neighbors
6- All of the above
7- Other (specify)
What Is the single most Important
thing that would make living 1n
Lyons better for you? (Circle one.)
1- More job opportunities
2- More recreational facilities
3- Better schools
4- More growth
5- Less growth
6- More health care facilities
7- Child day care facilities
8- More shopping facilities
9- Other (specify)
What could happen 1n Lyons that
could make living here worse for
you? (Circle only one number.)
1- Decrease 1n population
2- Increase 1n population
3- Reduction 1n quality of public
utilities
4- Increase 1n costs of public
utilities
5- Less commercial activity
6- More commercial activity
7- Industry moving to town
8- Less tourists In town
9- More tourists 1n town
10- Other (specify) _
How do you rate Lyons as a place
to live? (Circle only one number.)
1- Excellent
2- Good
3- Fair
4- Poor
5. How Important do you think 1t
1s for Lyons to grow?
1- Very Important
2- Fairly imoortant
3- Not Important
4- Don't want 1t to grow
6. How Important do you feel 1t 1s
for you to know what 1s happening
In Lyons?
1- Very Important
2- Somewhat Important
3- Not Important
7. Do you feel adequately Informed
about what 1s happening 1n Lyons?
1- Yes
2- No
3- Don't care
8. How Important do you think the
Idea of public community meetings
Is for Lyons?
1- Very Important
2- Fairly Important
3- Not Important
9. Thinking of the problems In the
Lyons area that are Important to
you, do you think your town offi-
cials really do the things you
want?
1- On most problems
2- On some problems
3- On no problems
4- No opinion
5- Other (specify)
10. Thinking of the problems 1a the
Lyons area that are Important to
you do you think your school
officials really do the things
you want?
1- On most problems
2- On some problems
3- On no problems
4- No opinion
5- Other (specify)
70
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n.
13.
12. In your opinion, what should be
the limit of the population 1n
the Lyons area? (Map B 1s the
Lyons area.)
1- As 1s (approximately 2500
2- 2,500-5,000
3- 5,001-7,500
4- 7,501-10,000
5- 10,001-12,500
6- 12,501-15,000
7- 15,001-20,000
8- 20,000 or more
In your opinion what should be the limit of the population 1n the town
of Lyons?
Thinking of the problems 1n the
Lyons area that are Important to
you, do you think your county
officials really do the things
you want ?
1- On most problems
2- (hi some problems
3- On no problems
4- No opinion
5- Other (specify)
A. Within the present town limits
1- As 1s (approximately 1,150}
2- 1,151-3,000
3- 3,001-7,500
4- 7,501-10,000
5-10,001-12,500
6- 12,501-15,000
7- 15,001-20,000
8- 20,000 or more
B. If Annexations Increase the
size of the town
1- As Is (approximately 1,150)
2- 1,151-3,000
3- 3,001-7,500
4- 7,501-10,000
5- 10,001-12,500
6- 12,501-15,000
7- 15,001-20,000
8- 20,000 or more
14. If growth 1s to occur, do you feel It Is the responsibility of the developer
to take on the burden of:
Yes
1- Utilities Extension (water, sewer, etc.)"*"
2- Utility Plant improvements
3- New water rights
4- Open space
5- Streets
6- Capital Improvements
7- Landscaping .......
2
2
2
2
2
2
15. Should there be regulations on
buildings developed in areas where
there are physical or environ-
mental problems?
1- Yes
2- No
3- Don't know
16. Should there be an attenpt to
concentrate similar types of
activities (comnerclal, Industrial,
residential, etc.) 1n separate areas
of town?
17. What would be the best use or
uses for the land around the
high school? (Circle no more
than two numbers.)
1- Residential
2- Comnerclal
3- Industrial
4- Recreational
5- Public buildings
6- Other (specify)
1- Yes
2- No 3- Don't know
71
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18. How Important are each of the following Lyons Issues to you?
Very Somewhat Not
Important Important Important
Enforcement of building codes 1 2 -3
Enforcement of zoning codes -1 2 -3
Protection of scenic v1 ews 1 2 3
H1stor1 c Preservation 1 2 3
Greenbelt Program 1 .....2 2
Begin park Improvement program(s) -1 .-2 3
Land use planning 1 2 3
Citizen participation 1n local planning 12 3
Env1 ronmental protection 1- 2 3
Recreation 1 2-3
Establishment of architectural styles for
various areas of the town 1 -2- 3
Other (specify) 1 2 3
PART II: SOME ECONOMIC ISSUES
1. Oo you feel that there are adequate 3. What type of job opportunities
job opportunities in the Lyons area? would you like to see Increased
1n the area? (Circle no more
1- Yes than two numbers.)
2- No
1- Heavy Industry
2- Should Lyons develop a program to 2- Light Industry
attract tourists? 3- Construction
4- Tourlstm
Yes 5- Mining
2- No 6- Forestry
7- Shops
8- Motels or hotels
9- Other (specify)
What retail shops or services do you think are needed 1n Lyons?
Much Not
Needed Needed Needed
2- Entertainment establishments 1 2 3
7- Restaurants i*23
8- Convenience restaurants (Burger King,
McDonalds, etc.) -123
9- Motels and hotels -1--2--3
1 2 3
72
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5. Where do you usually shop for the following goods and services?
Lyons Lonqmont Boulder Denver Other
Auto accessories 1-23--45
Gas 1 2 3 4 5
Hardware 1 2 3 4 5
Food 12 3---4---5
Drugs 1 --2 3 4 5
Clothing -1 2 3 4 5
Housewares- I23-45
Appliances 12 3 4 5
Furniture 12-34-5
Lumber 12345
Med1 cal servl ces 12 3 4 5
Dental Services 1 2 -3- 4 5
Entertainment 1 2345
Restaurants- 1 2- 3 4 5
6. Which of the above goods and services do you sometimes buy 1n Lyons?
7. Where do you usually do your banking:
^yons Lonqmont Boulder Denver Other
Checking Account1234--5
Savings Account123-45
Loans 1 2- 3 4.5
8. If the decision 1s made to expand Lyons' business and Industrial activities,
how would you respond to the following statements?
Strongly Don't
Agree Agree Disagree Care
1- Only "clean" Industries should
be encouraged to come to Lyons -~1 2 3 4
2- Industries and businesses
which will employ mainly Lyons
residents should be encouraged
to locate here 12-34
3-'Local government should spend
money to attract new Industries
and businesses to Lyons -1234
4- Local government should spend
more money to aid local business
expansion rather than to attract
new Industry 2 ------3------4
5- Lyons' economy 1s adequate now.
No effort Is necessary ~-1234
6- Lyons should attract types of
business and Industry which Is
not presently 1n Lyons 1 2 3 4
73
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9. In which of the areas on Map A
do you think that Industrial devel-
opment should be encouraged?
(Circle only three)
11. Where wuould you like to see
conmerclal activity located 1n
Lyons? (Areas shown on Map A)
(Circle only three)
1- Area I
2- Area II
3- Area III
4- Area IV
5- Area V
6i Area VI
7- Area VII
8- All of the above
9- Don't want Industry
10- Other (specffy)
1- Area I
2- Area II
3- Area III
4- Area IV
5- Area V
6-Area VI
7- Area VII
8- All of the above
9- Other (specify)
10. Do you think that commercial activ-
ity should be limited to one area
1n Lyons?
1- Yes
2- No
12. Do you favor the Installation of
water meters on all buildings and
residences 1n Lyons? (Owner pays
for Installation
1- Yes
2- No
13. Evaluate the following In terms of adequacies In Lyons.
Adequate
Inadequate or
unavailable
(Needs Impro-
vements imme-
diately)
Inadequate
or uiavall-
able (Improve-
ments made
gradually
1- The present system
of one-way streets1-
2- Parking on Main Street 1-
3- Additional Downtown
parking 1-
-2-
-2-
-3-
~3-
Does
Not
require
change.
4
4
-2-.
4
14. How important to you would the following Improvements be 1n the downtown
area?
Very Not Not
Important Important Important Needed
1' Sidewalks, Curbs, Gutters
2- Painting of Buildings
3- Awnings
5- Sign Code
6- Street Lighting
7- Parking Facilities
8- Clean up Program
9- Sign designating the business
section of town
10- Major Restoration of the area
11- Other (specify)
2-
2-
-3
ฆ3-
-2-
2-
-3-
-3-
-2-
-2-
3-
-3-
4
4
4
4
4
4
4
4
2-
-2-
2-
3--
ฆ3
-3-
-4
4
4
74
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15. If Lyons Decided to develop a program to attract tourists which of the
following facilities do you think would be Important?
Very Not Not
Important Important Important Needed
1- Tourist rest stop 1 2 3 4
2- Hotels/motels 1 -2 3 4
3- Tent Campground 1 2 3-.4
4- Overnight camper park
with plumbing 1234
5- Unmanned tourist Information
center 12 3- 4
6- Would not like Lyons to
develop a program to
attract tou r1 sts 1 -2 3 4
7- Other (specify)
-1 2 3 4
PART III: HOW YOU VIEW SERVICES AND FACILITIES IN THE LYONS AREA
1.
2.
3.
4.
Should the sales tax be Increased
by approximately IX to provide
a fund for capital improvements
for use by the local government?
1- Yes
2- No
Which of the following do you
think Is the best way for town
services and needs to be financed?
1- Sales tax Increase
2- User service fee
3- Voluntary contributions
4- Fund raising activities
5- Tax on property
6- Tax district
7- Other (specify)
5.
Would you and your family use a
public library 1f it were located
In Lyons?
1- Yes
2- No
Where would you like to see a
public library located In Lyons?
1- In the depot
2- In a separate building
3- In a school building
4- In the old post office
5- Other (specify)
6.
7.
If water meters were Installed
on all the residences and build-
ings, should the change:
1-
2-
3-
occur In stages
occur all at once
Other (specify) _
8ป
9.
Do you favor Lyons providing
sewer service and water service
to areas not presently within the
town limits?
1- Yes
2- No
Should underground electric cables
replace the utility poles now
1n use?
1- Yes
2- No
3- Don't care
Should the elementary and junior-
senior high school sites be
separate?
1- Yes
2- No
Should the elementary school sites
be within walking distance of
the major residential areas?
1- Y es
2- No
75
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10.
Here is a 11st of services. On each of these we would like to know If you
favor local government's spending more than 1s being spent now, the same
as is being spent now, or less than 1s being spent now. Remember than
generally In order to spend more on something, your local government either
has to spend less on something else, or 1t has to raise taxes. List A are
Lyons' services. List B are County services.
A. Lyons' services
Spend Spend Spend Spend Don't
More Same Less Nothing Know
1- Parks 1 2-
2- Day Care Center 1 2-
3- Street Paving 1-ฆ2-
4- Sidewalks 1 2-
3-
-3-
-3-
-3-
-4-
-4-
-4-
-4-
5
5
5
5
5- Street maintenance 1 23--45
6- Street lights 1 2 3 4 5
7- Curbs and gutters 1 2 3 4 5
8- Drainage 1 2 3 4 5
9- Water service 1 2 3 4 5
10- Snow removal 1-2-3 45
11- Police protection 1 234 5
12- Fire protection 1 2 3 4 5
]3- Public transportation 12345
14- Parking spaces 1n town 1 -2 3 4 5
15- Town meetings 1 23 45
16- Health services 1 2 3 4-5
17- Traffic control 1 23 4 5
18- Street signs 1 2 3 4 5
19- Electric service 1 2 3~45
20 Other (specify)
23--4--5
B. County services
1- Highway maintenance 1-
2- Sheriff protection 1-
3- Natural gas service -- 1-
4- Other (specify)
-1-
-2-
-2-
-2-
-3-
-3-
-3-
.4.
-4-
-4-
-5
5
~5
11.
12.
Should Lyons and the local
schools share programs?
1- Yes
2- No
Should Lyons and the local schools
share facilities such as tennis
courts, libraries, skating rink,
etcJl
1- Yes
2- No
.2 3 4 5
13. Shotuld the Town Hall be:
1- Expanded
2- Relocated
3- Combined with other services
1n the elementary school
building on High Street
4- Other (specify)
76
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14. Should the old two story elementary
school building on High Street (the
middle building) remain standing?
1- Yes
2- No
15. What do you think would be the
best use of the old two story
elementary school building on
High Street if it remains standing?
1- Continue to use 1t as an
elementary school
2- For local government uses
3- A community center
4- Other (specify)
PART IV: SOME QUESTIONS ON RECREATION
1.
2.
Should Coffin Top Dam be built?
(See location on Map B)
1- Yes
2- No
If the proposed Coffin Top Dam were
built, what facilities would you
like to see provided? (Circle
only three)
1- Boating
2- Fishing
3- Swimming
4- Camping
5- Picnic areas
6- Water skiing
7- Vacation homes
8- All of the above
9- Don't want 1t built
10- Other (specify)
5.
3.
4.
Would you like to see recreation vehicle
overnight camping sites 1n the Lyons
area?
1- Yes
2- No
If recreation vehicle overnight
camping sites were located 1n the
Lyons area, should they be located:
1- Within town limits
2- Within a mile of town
3- Within 5 miles of town
4- Other (specify)
6.
7.
Should Lyons try to provide open
space by:
1- Purchasing land
2- Requiring developers to pro-
vide some
3- Zone for open space
4- Scenic easements
5- All of the above
6- Other (specify)
Should a special tax assessment
district be formed for recre-
ation?
1- Yes
2- No
3- Uncertain
4- Don't want a tax district
If a special tax assessment dis-
trict were formed for recreation,
do you think 1t should have the
same boundaries as the proposed
fire district?
1- Yes
2- No
3- Uncertain
77
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8. If a special tax assessment district were formed, how desirable would the
following Items be to you within that district?
Highly Not Not
Desirable Desirable Desirable Desirable
1- Football field
2- Rifle range
3- Bleachers
4- Playgrounds-
5- Baseball diamonds.
6- Softball diamonds
7- Tennis courts
8- Swimming pool
9- Picnic facilities
10- B1ke paths
11- Basketball courts
12- Horseback riding trails
14- Fishing
15- Conmunlty recreation center
(Indoor/outdoor swimming pool,
crafts room, kitchen, hancfcall
courts, tennis courts, weight
16- Landscape development of parks
17- Ice skating--
18- Senior citizen recreation center-
19- Hiking trails
20- Other (specify)
2-
.~2-
2-
2-
2-
2-
2-
2-
2-
-3-
-3-
-3-
-3-
-3-
-3-
-3-
-3-
3-
t-S.i3mini
2 3
2 3
2 3
ฆ1-
9. Because of the physical features,
vegetation, and location of Bohn
and Meadow Parks, the recreation
work group has suggested Meadow
Park as a low-activity (picnic)
recreation area* and Bohn Park as
a h1gh-act1v1ty (ball field type)
recreation area. Do you agree or
disagree with this basic idea?
1- Agree
2- Disagree
10. Which one of the following arrange-
ments would you prefer for the
ownership of Meadow Park?
1- Continue the present lease with
the Railroad (Renewable yearly)
2- Purchase
3- Encourage the donation of pro-
perty by the Railroad
4- Obtain a long-term lease
5- Other (specify)
... What would be the best way to fund
recreational facilities and activi-
ties?
1- Sales tax Increase
2- Mill levy Increase
3- Membership fee
4- User fee (dally admission fee)
5- Flat fee for all property owners
6- Donations
7- Tax district
8- Combination of above - Indicate
which ones
12. Is Increased control and security
needed for Meadow Park?
1- Yes
2- No
78
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13. If controls were increased at Meadow Park, which of the following would be
Important controls to you?
Very Not
Important Important Important
1- Control the use of the park through a fee 1 23
2- Police surveillance 1 2 3
3- Closing time restriction 1 2 3
4- Recreation director or supervisor 1 2-3
5- Continue no-dr1nk1ng policy 1 2 3
6- Other (specify) 1 2 3
PART V: HOW YOU FEEL ABOUT YOUR HOME IN LYONS
1. How long have you lived: (Circle one number 1n each row.)
Less than 1-3 3.1-6 6.1-10 More than
1 Year Years Years Years ten years
In Colorado? I-23--4---5
In Lyons? 1 2 3 4 5
At your current address? 1 2 3-4 5
2. How long do you expect to continue
to live 1n the Lyons areaซ
(Circle one) 1 2 3 4- 5
3. If you have moved to the Lyons Area within the past five years which
one of the following best describes your reason for moving to the
community?
1. Small town atmosphere
2. Because I was able to find suitable housing at the right price
3. Economic opportunity
4. Nearness to the mountains
5. Climate
6. Reasons of Health
7. Retirement
8. Educational opportunities
9. Other (specify)
4. If you are moving 1n the next five years which one of the following best
describes your reason for moving?
1. Desire for better economic opportunities
2. Milder or more suitable climate
3. Desire for better living or housing conditions
4. Reasons of Health
5. Educational opportunities
6. Retirement
7. Other (specify)
79
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5.. What is your present housing situation?
(Circle only one nunfcer.)
1- Renting
2- Buying (mortgaged
3- Own (fully paid)
6. If you are renting or buying, what 1s
your monthly payment? (Circle only
one number.}
1- Less than $50
2- $51-$100
3- $101-$150
4- $151-$200
5- $201'$250
6- $251-$300
7- More than $300
7. In what type residence do you
live? (Circle only one nunfcerj)
1- Single family house
2- Duplex
3- Apartment complex
4- Room
5- Mobile home
6- Hotel of motel
7- Other (specify) _________
8. Speaking generally, what monthly
price range (either buying or
renting).per family for housing
do'you think should be made available
1n Lyons? (Circle onTJ" ซne nuirber.)
1- Less than $50
2- $51$100
3- $101-$150
4- $151-$200
5- $201-$250
6- $251-$300
7- More than $300
9. What would you estimate the
present value of the building
you are now living to be?
1- Less than $5,000
2- $5,001-$10,000
3- $10,001-$15,000
4- $15,001-$20,000
5- $20,001-$30,000
6-$30,001-$85,000
7- $35,001-$45,000
8- $45,001-$60,000
9- over $60,000
80
10. What kinds of new housing do
you think Should be built 1n
the Lyons area? Circle no more
than two numbers.
1- None
2- Low Income housing complexes
3- Single family houses
4- Middle Income housing complexes
5- Higher rent apartment complexes
6- Townhouses/condomln1urns
7- Mobile home parks
8- Senior citizen housing
9- Allof the above
10- other (specify)
11. How well does your present home suit
your needs? (Circle only one number.)
1- Very well
2- Well
3- Fairly well
4- Poorly
5- Inadequately
12. Whether you prefer owning or rent-
ing, which type of housing would
provide you with the greatest sense
of satisfaction?
1- Single family house
2- Duplex
3- Apartment in a complex
4- Townhouse or condominium
5- Mobile home
6- Other (specify)
13. How old Is the home you are living
In?
1- Less than 2 years
2- 2-5 years
3- 6-10 years
4-11-15 years
5- 16-20 years
6- 21-25 years
7- 26-30 years
8- 31-40 years
9- over 40 years
-------
14. What 1s the souvce of heating
for your house?
15. In the last month, how have you
found your tap water to be 1n
7-
Coal
2-
Wood
3-
Electric
4-
Natural gas
5-
011
Taste
5-
Solar
Smell'
7-
Propane
Pres-
8-
None
sure-
Very
Good Good
-1-
-2-
-2-
Oon't
Fair Poor know
-3-
-3-
-4-
-4-
-5
5
PART VI: SOME QUESTIONS ABOUT YOU AND YOUR FAMILY
work 5. I am employed 1n:
1. How do you get to
1- Drive your motor vehicle by your-
self
2- Car pool
3- Walk
4- Bicycle
5- Motor cycle
6- Bus
7- Other (specify) ____
2. The distance between ny home and the
place I work 1s:
1- 0-1/2 mile
2- 1/2-1 mile
3- 1-2 miles
4- 2-5 miles
5- 5-10 miles
6- 10-20 miles
7- 20-30 miles
8- 30 or more miles
3. I would join a car pool 1f one were
available?
1- Yes
2- No
4. 1 know someone 1 could car pool
with, but I don't want to.
1- Yes
2- NO
1- Lyons
2- Near Lyons (within a 5 mile
radius)
3- BouTder
4- IBM
5- Beechcraft
6- Longmont
7- Denver
8- Estes Park
9- Love7and
10- Other (specify)
6. If you are married, where does
your spouse work?
7- Lyons
2- Near Lyons (within a 5 mile
radius)
3- Boulder
4- IBM
5- Beechcraft
6- Longmont
7- Denver
8- Estes Park
9- Loveland
10- Other (specify)
7. Do you own a motor vehicle?
1- Yes
2- No
81
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8. How often would you use bus service to the following places if 1t were
available?
Several Once Several Once
Times A Times In
Dally Per Meek Week Per Month Awhile flever
Boulder
Longmont
Oenver
Estes Park
Other (specify)
-2-
-2-
-2-
-2-
-2-
-3-
-3-
-3-
-3-
-3-
-4-
-4-
-4-
-4-
-4-
-5-
-5-
5-
-5-
-5-
-6
-6
-6
-6
-6
PART VII: PERSONAL INFORMATION
1. Sex of respondent:
1- Female
2- Male
2. What 1s your age?
1- 18-24
2- 25-34
3- 35-44
4- 45-54
5- 55-59
6- 60-64
7- 65 and over
3. Mark the highest level of educa-
tion you have completed (circle
one).
1- Junior high (8th grade or less)
2- Some high school
3- Mgh ichool
4- Twa-year college
5- Four-year college
6- Master's level graduate
?- Ph, D,
What Is you- marital status?
1- Never married
2- Now married
3- Divorced
4- Separated
5- Widowed
9- Other (specify)
4. If you are presently married, what
vs the highest level of education
completed by your spouse or partner?
1- Junior high (8th grade or less)
2- Some high school
3- High school
4- Two-year college
5- Four-year college
6- Master's level graduate
7- Ph. D.
5. In the box below* please Indicate
the number of males and the number
of females 1n your household in each
of the age categories listed below,
including yourself.
Male
Female
1- 0-4 years
2- 5-9 years
3- 10-14 years
4- 15-19 years
5- 20-24 years
6- 25-34 years
7- 35-44 years
8- 45-54 years
9- 55-64 years
10- 65 and over
Total number 1n your household,
Including yourself:
82
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6. Which of the following categories
best describes your present occu-
pation? (Circle one number).
1- Teacher
2- Professional/technical (physician
lawyer, geologist, etc.)
3- Ranch owner or manager
4- Owner, proprietor, official,
manager, executive (other than
ranch)
5- Clerical
6- Sales
7- Foreman/skilled craftsman
8- Machine operator
9- Private household worker
10- Other service worker (waiter,
custodian, nurse's aid, etc.)
11- Ranch laborer
12- Laborer (other than ranch)
13- Student
14- Homemaker
15- Retired
16- Unemployed
17- Disabled
7. If you are married, which of the
following categories best des-
cribes your spouse's present
occupation? (Circle one).
1- Teacher
2- Professional/technical (physician,
lawyer, geologist, etc.)
3- Ranch owner or manager
4- Owner, proprietor, official,
manager, executive (other than
ranch)
5- Clerical
6- Sales
7- Foreman/skilled craftsman
8- Machine operator
9- Private household worker
10- Other service worker (waiter,
custodian, nurse's aid, etc.)
11- Ranch laborer
12- Laborer (other than ranch)
13- Student
14- Homemaker
15- Retired
16- Unemployed
17- Disabled
8. What 1s your primary source of In-
come? (Circle one number only)
1- Salary (monthly or yearly)
2- Wage (hourly and/or tips)
3- Self-employed
4- Social security
5- Public assistance
6- Independent income (rents, In-
terests, stock etc.)
7- Other (specify)
9. What do you think your total combined
family income will be this year?
1- Less than $2,000
Z- $2,000-$4,999
3- $5,000-$6,999
4- $7,000-$9,999
5- $10,000-$11,999
6- $12,000-$14,999
7- $15,000-$!9,999
8- $20,000-$24,999
9- $25,000 and over
10. What percentage of your total family
Income was provided by family members
other than yourself?
1- 0-10%
2- 11-20%
3- 21-30%
4- 31-40*
5- 41-50*
6- 51-60S
7- 61-70%
8- 71-80%
9- 81-90%
10- 91-100%
PLEASE CHECK TO SEE THAT YOU HAVE ANSWERED
ALL QUESTIONS ON THE SURVEY FORM. ADO
ANY COMMENTS YOU MAY HAVE ON THE BACK OF
THIS PAGE.
THANK YOU VERY MUCH FOR YOUR COOPERATION.
33
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APPENDIX C
SAMPLE COMMUNITY GOAL STATEMENTS
86
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GOALS & POLICIES
A. Natural Environment
The natural environment which characterizes Sheridan and the
surrounding area has been a major factor in shaping the economy of
the community and in making the area a desirable place in which to
live. It is a goal of the community to enhance and preserve this envir-
onment while allowing new growth and development to occur, and to
preserve those fragile natural areas and features which contribute
to the present community character and atmosphere.
In order to achieve this goal, the City and County should adopt
and implement policies which:
1. Protect prime irrigated agricultural lands from development,
and direct future urban growth toward dry-land areas.
2. Prohibit development in natural hazard areas: flood
plains, areas with steep slopes, and unstable geologic
areas.
3. Preserve unique and sensitive or critical natural areas:
lakes, reservoirs, unique scenic vistas, unique natural
areas, wildlife habitats, and aquifer recharge areas.
4. Utilize open space as a means of preserving and protecting
the natural environment, and as a means of giving shape to
the community.
5. Minimize in new developments, and eliminate existing air,
water and noise pollution when possible.
87
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B. Economy
Sheridan enjoys the advantages of a reasonably balanced and healthy
economy based on agriculture, mining, tourism and education. A major
goal of the community is to maintain this economic stability as mining
and the energy industry gain greater importance in the community's
economic picture.
Efforts to achieve this goal should include adoption and
implementation of policies which:
1. Encourage development of employment which will aid in
leveling out the boom-bust cycle which often occurs with
the development of energy-related industry.
2. Encourage location in the community of business and
industry which provides job opportunities for local
residents, including the youth.
3. Promote and support the growth and revitalization of
the downtown business district.
4. Encourage commercial and industrial developments to
develop in a manner which is compatible with the surrounding
neighborhoods.
5. Support the development of commercial areas which provide
the desired goods and services, are conveniently located,
and are an attractive addition to the community's appearance.
6. Discourage further commercial strip development, while
recognizing that certain types of commercial uses must be
located with accessibility to major highways.
88
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7. Encourage business and industry that are not tied to a
resource to locate within urban centers or annex to the
towns and City, in order to stabilize the tax base.
89
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C. Community Character and Development
Sheridan has a distinct atmosphere of small town friendliness,
and a quality of life which provides its citizens with a sense of
place that is often lacking in larger communities. A primary community
goal is to maintain and improve this community attitude and character
as new growth occurs. Development must occur within a framework which
is in keeping with the existing community character and which avoids
negative social, economic and environmental effects on the community.
Policies which will aid in achieving this goal include:
1. Encouraging and allowing new growth to occur in a logical
manner only where urban services can be efficiently and econo-
mically extended, rather than permitting development to occur
in a random and haphazard manner throughout the rural areas.
2. Permitting new growth to occur only at a rate which is con-
sistent with the capacities of the community to provide public
facilities, utilities and services.
3. Encouraging (or requiring) new development to pay for its
fair share of the municipal capital costs which are a direct
result of the new development (water, sewer and parks).
4. Conservation and preservation of existing stable neighborhoods
and housing.
5. Preservation of significant historic sites and buildings.
6. Encouraging new development to occur in such a manner as to
promote neighborhood identity and pride and an attractive
living environment.
90
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7. Requiring new development to provide, and meet the current
improvement standards for; streets, landscaping, utilities,
drainage and other physical requirements.
8. Promoting the integration of new development and new
residents into the community structure in order to avoid
or eliminate isolation and alienation.
9. Encouraging coordinated Town, City and County policies
dealing with the issues created by growth: utility
extensions, land use, town vs. rural needs, fringe area
development/ etc.
91
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D. Government Support Systems
The role of local government in providing efficient and effective
management, services and facilities to keep pace with a community's
growth depends to a large extent on the attitude toward,and support
and acceptance of, that role by the citizens. A fundamental goal of
the local government is to meet the challenge of new growth while at
the same time respecting the desires and rights of the current resi-
dents of Sheridan as well as the newcomers.
Public policies aimed at achieving this goal should include:
1. Continued encouragement and solicitation of citizen
participation and involvement in governmental decision
making.
2. Development of a long range plan, priorities and financial
program for providing new and/or expanded public facilities
to meet the needs of current and future residents of the
community.
3. Establishment of priorities for government spending for
services and facilities so that common community goals can
be realized.
4. Encouragement of continuing cooperation with and among
other governmental bodies County, School District, State
and Federal toward a common goal.
5. Promotion of efficient and coordinated planning for public
facilities and services.
6. Development of a financial program which
a. keeps pace with growth and inflation;
92
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b. will not place an undue burden on residents with
low or fixed incomes;
c. minimizes costs of growth to current residents;
d. aids in the achievement of such community goals as
preservation of open space, provision of adequate
housing, improvement of transportation, etc.;
e. encourages efficient consumption and use of public
services and facilities;
f. maintains maximum local control over revenue sources
while taking maximum advantage of outside funding
sources (private, state, Federal) to cope with the
needs of growth.
Provision of easy citizen access to government agencies.
Establishment of a means whereby citizens of the community
can actively and effectively participate in setting
priorities among community goals so that public officials
can approach the allocation of community resources on the
basis of public consensus.
Exploration and encouragement of methods whereby the private
sector can provide or take over needed social services in
the community.
Development of action programs that actually implement
community policies.
93
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E. Residential Development
As rapid growth occurs in a community, it often brings with it
a major shortage of decent housing, together with a significant rise
in the price of both new and existing housing. This is of particular
concern in our area where housing is already scarce and expensive.
When the initial growth boom is due in part to a large influx of
construction workers, many of whom may not remain in the area beyond
the initial construction period, the immediate housing problem is
often solved by the use of mobile homes, which add a different dimen-
sion to the housing dilemma.
Residential developments in rapidly growing areas frequently occur
without adequate attention being given to developing a sense of neigh-
borhood character, providing a choice of housing types, and accommodat-
ing the needs of lower-income families. Such developments often occur
in a scattered pattern, which is difficult and expensive to service.
It is a primary goal of the community to insure an adequate supply of
housing that satisfies the needs and desires of all ages and income
groups in the community, which offers 'an attractive living environment,
and which fosters interchange between new and long-time residents.
In order to achieve this goal, the City should adopt and implement-
policies which:
1. Encourage maximum variety in types and prices of housing.
2. Provide for separation of residential neighborhoods from
incompatible land uses.
3. Support the maintenance of existing neighborhoods.
4. Insure an adequate supply of housing for elderly and lower-
income residents at prices they can afford.
94
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Encourage maximum compatibility among different types of
housing and between housing and other neighborhood facili-
ties (schools, parks, shopping, etc.).
Support a mixture of housing types and designs in residential
development.
Promote good design and a pleasant and healthy environment
in mobile home parks, including protection of mobile home
parks from other uses which will detract from their liv-
ability.
Identify where new development can most logically occur
because of the availability or ease of extending public
services and yet where the community's environmental goals
will not be jeopardized.
S5
-------
F. Transportation
The communities in Sheridan County are primarily served by, and
dependent upon, the automobile. It is unlikely that this situation
will change as growth occurs. New roads and widening of existing roads
will be necessary to serve new developments and to avoid major conges-
tion problems. The existence of the railroad and the certain increase
in rail traffic to and from the mining areas are also important
elements in the area's transportation picture. Resolution of conflicts
between the railroad and automobile systems, as well as resolution
of conflicts between transportation corridors and land uses, will be
necessary as the area grows.
A goal of the community is to provide for a safe, efficient
and balanced circulation system which results in improved traffic
movement, cost efficiency, minimum negative impacts on adjacent land
uses, and respect for the rights of pedestrians and bicyclists.
Sheridan may also be able to support a limited bus system, parti-
cularly for the 50% of the population that does not drive.
In order to achieve this goal, policies should be adopted and
implemented which:
1. Provide for adequate road capacity to serve both current
and future needs as new development occurs.
2. Increase the efficiency of existing streets and roads
wherever possible to prevent or eliminate congestion.
3. Provide for improvement and adequate maintenance of
existing roads.
4. Encourage development of automobile and railroad corridors
which reduce or eliminate conflicts.
9-6
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5. Provide for safe and attractive pedestrian and bicycle
circulation systems.
6. Encourage development of public transportation when it
becomes economically practical.
7. Provide for adequate off-street parking in the downtown
area.
8. Evaluate the street improvement standards to encourage
designs which will reduce adverse affects on abutting
land uses.
97
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G. Parks and Recreation
The need for local park and recreational facilities has increased
throughout the nation as leisure time has increased. As a community
grows, its existing facilities become outgrown and overloaded, and
new residents (especially those with children and those in higher
income brackets) often bring with them a higher expectation and greater
desire for recreational facilities. Furthermore, recreation programs
can often provide a much-needed means of integrating newcomers into
a community. The City of Sheridan has been fortunate in having a
high level of existing facilities provided through the YMCA. It
must work to keep pace as growth occurs.
It is a goal of the community to provide public park and recrea-
tion areas and facilities which are adequate to meet the growing
needs and desires of the citizens, and to provide these facilities
in locations which are easily accessible to those whom the facilities
are intended to serve.
To achieve this goal, these policies should be adopted and
implemented:
1. Encouragement of parks as an integral part of all residen-
tial areas.
2. Encouragement of park development adjacent, to, or in con-
junction with, elementary and junior high school sites.
3. Encouragement of the provision of privately financed park
and recreational facilities and activities to supplement
public facilities.
4. Creation of a financial program that can maintain and develop
existing park sites.
98
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5. Require that new developments provide for the needs genera-
ted by the population in those developments in accordance
with the adopted standards of the community.
99
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H. Human Services
Towns such as those in Sheridan County have had a fairly stable
and homogeneous population and have usually been able to keep in touch
with and satisfy the needs of their residents for social, educational,
cultural and other human services. As the communities grow, new
needs and opportunities will become evident, and must be met if the
quality of life in the community is to be preserved. Rapid growth
frequently creates major social problems for residents of such
communities.
It is a goal to develop or expand social, cultural, educational
and other human resources in such a manner as to benefit all its
citizens now and in the future and to meet the challenge if rapid
growth does occur.
In an effort to achieve this goal, the City should adopt and
implement policies which:
1. Promote and support the development and expansion of activi-
ties and opportunities for the youth of the community.
2. Encourage provision of expanded services for senior
citizens and of opportunities for seniors to participate
in the community.
3. Encourage the development and maintenance of high levels
of medical services, mental health care and other social
services desired by the citizens and necessary to cope
with the issues created by rapid growth.
4. Support the expansion and maintenance of educational
opportunities for all age and interest groups within the
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community's ability to seek and provide financial support
and consistent with accelerated growth.
5. Cooperate with other governmental and private agencies
in coordination and provisions of additional needed human
services.
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I. Regional
Sheridan County and its communities have played a major role in
the northern Wyoming and southern Montana region and the Powder River
Basin. Furthermore, activities in the region have had, and will
continue to have, a major influence on its communities. It is
essential that the Sheridan community develop and maintain effective
working relationships and open lines of communication with all agen-
cies both public and private having common interests in the area
so that there is an awareness by all concerned of both the areawide
and local impacts of public and private decision making.
In order to achieve this goal, the City should:
1. Develop a means whereby regional developments can be
identified early and solutions sought to potential issues
resulting from these developments.
2. Identify, create and maintain open lines of communication
with those agencies and organizations whose activities can
affect the community; e.g., neighboring towns and counties
in Wyoming and Montana, the Powder River Areawide Planning
Organization, industries concerned with the area, and State
and Federal agencies.
3. Gain representation on joint committees in the area, or
promote the creation of joint committees to serve as effec-
tive communication and planning vehicles.
4. Attempt to influence decisions by private organizations and
public agencies at all levels when these decisions or the
planning of them will affect the Sheridan area.
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5. Develop a joint program to deal with growth before it
occurs. This joint program should involve local, state
and industry representation.
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TECHNICAL REPORT DATA
(Please read Instructions on the reverse before completing)
1. REPORT NO. 2.
EPA-908/4-78-005b
3. RECIPIENT'S ACCESSION NO.
4. TITLE AND SUBTITLE
Action Handbook: Managing Growth in the Small
Community Part II - Getting the Community Involved
and Organized
5. REPORT DATE
July 1978
6. PERFORMING ORGANIZATION CODE
7. AUTHOR(S)
James A. Murray
William Lamont, Jr.
8. PERFORMING ORGANIZATION REPORT NO.
9. PERFORMING ORGANIZATION NAME AND ADDRESS
Briscoe, Maphis, Murray & Lamont, Inc.
2336 Pearl Street
Boulder, CO 80302
10. PROGRAM ELEMENT NO.
11. CONTRACT/GRANT NO.
EPA 68-01-3579
12. SPONSORING AGENCY NAME AND ADDRESS
Office of Energy
U.S. EPA, Region VIII
1860 Lincoln Street
Denver, CO 80203
13. TYPE OF REPORT AND PERIOD COVERED
Final
14. SPONSORING AGENCY CODE
15. SUPPLEMENTARY NOTES
The Action Handbook consists of three parts which are desicrned to be used toaether.
Parts I, II, and III should not be ordered or issued separately.
16. ABSTRACT
The Action Handbook is designed to be a detailed "how to manage" manual for small
communities undergoing or facing the prospect of accelerated growth. The recom-
mendations and prescriptions may be of particular interest to small Rocky Mountain
communities facing rapid growth due to the surge in energy development activities.
However, the authors consider the material valid for a much broader range of com-
munities in terms of both size and of the causes of growth.
The handbook is divided into three parts for the reader's convenience. Part I is
1 intended to give an overview of the community management process and to assist the
user in estimating how development of a certain type might affect the community's
needs for various public services, such as police officers, sewage treatment capa-
city, park land, etc. This part should be of interest to all those who wish to
understand potential community impact, and especially those who would initiate
community management and organization. Part II deals with approaches to getting
the community involved and organized. It suggests a working model for the community
organizers. Part III focuses on community action and growth management. This part
will be of greatest interest to those closely involved in making government work
to manage growth.
17. KEY WORDS AND DOCUMENT ANALYSIS
a. DESCRIPTORS
b.IDENTIFIERS/OPEN ENDED TERMS
c. COSATi Field/Group
Energy Impacts
Growth Management
Community Management
Socio-Economic Impacts
Rural Communities
18. DISTRIBUTION STATEMENT
Release unlimited
19. SECURITY CLASS (This Report)
Unclassified
21. NO, OF PAGES
112
20. SECURITY CLASS (This page)
Unclassified
22. PRICE
EPA Form 2220-1 (Rซป. 4-77) Previous edition is obsolete
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