HomeMy WebLinkAbout5677 RESOLUTION NO 5,677
A RESOLUTION AUTHORIZING THE CITY MANAGER TO
ENTER INTO A CONTRACT WITH BOOZ, ALLEN &
HAMILTON FOR IMPLEMENTATION OF PHASE III OF
THE LITTLE ROCK GROWTH POLICY AND MANAGEMENT
STUDY; AND FOR OTHER PURPOSES
BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE CITY OF
LITTLE ROCK, ARKANSAS .
SECTION 1. The City Manager is hereby authorized and
directed to enter into a contract with Booz, Allen & Hamilton
for Implementation of Phase III of the Little Rock Growth Policy
and Management Study. Estimated cost for implementation of said
Phase III is $34, 000 .00 , which funds have been previously allo-
cated for these purposes . Phase III will consist of the
following activities:
1) Planned Unit Development Ordinance
2) Public Financing Approaches
3) Subdivision Ordinance Amendments
4) Zoning Ordinance Amendments
5) Special Incentive Programs
6) General Planning Process
These activities and programs are more fully set out on Exhibit
"A" attached to this Resolution and made a part hereof as though
set out herein word for word.
SECTION 2 . This Resolution shall be in full force and
effect from and after its adoption.
ADOPTED: March 1 , 1977
ATTEST:
ity APPROVED:
City Cler Mayor
PROJECTED TASKS AND LEVELS OF ACTIVITY
Projected Level
Of Booz-Allen
General Assistance Assistance
1. . Coordination and provision of staff 215 - 4 days
support for a more active technical
and citizens ' advisory committee
(orientation meeting and follow-up
. on information requirements and
procedures)
2. Coordination and provision of staff 2 - 4 days
support for Board and Planning
Commission review (afternoon/evening
orientation meeting, follow-up on
procedures and transmittal forms)
3. Training of city staff and provision 4 - ? days
of staff support for processing and
analysis of applications (training
seminars , as-needed support)
4. Development or modification of more 3 - ? days
detailed development review proce-
dures (application and transmittal
forms , checklists , standards)
5. Continued monitoring of city staff 2 - ? days
efforts to refine data and mapping
of existing facilities and service
levels 131 - ? days
Specific Technical Assistance
On Eight Recommended Tools
1. Planned Unit Development Ordinance 8 - 12 days
(comparison of other ordinances ,
preparation of ordinance outline,
and review with advisory committees,
board and planning commission)
2 . Public Financing Approaches 12 - 18 days
(primarily assessment and improve-
ment district legislation and
manuals, also user, connection and
permit fees, assessment practices
and state provisions affecting bond-
ing limits and gas tax allocation)
Projected Level
Specific Technical Assistance Of Booz-Allen
(Continued) Assistance
3. Subdivision Ordinance Amendments 8 - 12 days
(to complement PUD, review criteria
• on reduced site requirement, fee
. schedules and recovery provisions)
4 . Zoning Ordinance Amendments 20 - 30 days
(new districts , guidelines, condi-
tional and transitional uses)
5. Special 'Incentive Programs 5 - 10 days
(neighborhood conservation and
improvement, downtown revitaliza-
tion, neighborhood commercial
revitalization)
6. General Planning Process 5 - 10 days
Incorporate urban development
goals, initiate general plan pro-
cess, particularly for transporta-
tion and public facilities ,
develop specific area plans and
strategies)
58 - 92 days
711 - 100? days
•
ATTACHMENT C
LITTLE ROCK GROWTH POLICY AND MANAGEMENT STUDY
•
IMPLEMENTATION PLAN FOR PHASE III (JANUARY TO DECEMBER 1976)
LEADING TO BOARD ADOPTION OF REQUIRED LEGISLATION FOR SIX
GROWTH MANAGEMENT TECHNIQUES RECOMMENDED IN PHASE II; AND
• LEADING TO EFFECTIVE APPLICATION OF THESE TECHNIQUES INCLUDING
THE BOARD, PLANNING COMMISSION CITY STAFF, AS WELL AS PRIVATE
DEVELOPERS AND THE PUBLIC .
•
As we begin working toward the implementation of the
specific recommendations from Phase I and Phase II , five
general activities are proposed in conjunction with the
specific efforts to implement each of the six recommended
growth management techniques . These five types of general
assistance and support are :
(1) Coordination And Provision Of Staff Support For
A More Active And Working Technical And Citizens '
Advisory Committee (representatives of building,
real estate , and professional communities as
well as neighborhoods and public interest groups) .
We should hold an early orientation with
this group to go over their priorities,
general procedures, and specific issues
or concerns relative to the implementation
of each of the six recommended management
techniques.
We should hold an early follow-up meeting
to review the kinds of information that will
be requested of applicants in the develop-
ment review process , the type of review
that will be conducted, and its timing.
We should schedule regular monthly review
sessions to deal with overall implementa-
tion program.
•
We should develop specific schedules of
working seminars for each of the six
techniques.
•
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•
(2) Coordination And Provision Of Staff Support For
Board And Planning Commi.sni.on Review Of Advisory
Committee And Consultant Recommendations On
Specific Legislation And Procedures
We should have an early afternoon/evening
orientation session with the Board and
•
Planning Commission.
- The afternoon session should be
directed toward new board members
and planning commission members who
may not be familiar with Phase I and
Phase II findings and recommendations
(Attachments A and B to January 10
letter and particularly Appendix 2) .
The evening session should be directed
to all board and planning commission
members and should focus on the priori-
ties, general procedures, and specific
issues or concerns to be addressed
in implementing each of the six
r6commended management techniques
(a brief 3 to 5 page outline of
potential points of discussion will
be circulated one week prior to
meeting) .
We should establish a schedule of meetings
and check-off points with board/planning
commission subcommittee ( 3 to 4 board
members , 2 to 3 commission members) to
review progress on implementation.
We should establish a preliminary schedule
of public hearings for board and planning
• commission consideration of specific legis-
lation and procedural guidelines.
We should schedule a follow-up meeting to
review specific transmittal forms for
communicating information on development
proposals to Board/Commission. •
-2-
•
( 3) Training Of City Staff And Provision Of Staff
;3upport For The Processing And Analysis Of
Applications
We should have a structured series of train-
ing sessions and seminars for city staff
on analytical techniques , standards , and
procedures for determining development
•
impact on public services and facilities
• and for determining where necessary the
• impact on public costs and revenues .
(This session should use case studies or
pending applications and should involve
planning staff as well as operating agency
personnel responsible for key facilities
and services . )
We should work with planning staff as needed
to conduct reviews and analysis of selected
applications submitted.
We should work with planning staff as needed
to revie,y actions , proposals or legislation
of other city or non-city agencies to deter-
mine impact on adopted urban development
goals .
(4) Development Or Modification Of More Detailed
Application Forms And Guidelines For Development
Review Procedures
We should review application forms in light
of new review guidelines and suggest where
they should be modified. (We should review
sample application forms from other juris-
dictions using similar guidelines . )
We should develop clear transmittal forms
and checklists for Board and Planning
Commission review.
We should further clarify review guidelines
and standards as result of ongoing inventory
of existing levels of services for various
facilities and services in Little Rock.
•
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•
(5) Continued Monitoring Of City Staff Efforts To
Refine Data And Mahpiny Of Existing Facilities
And Service Levels
City should now map traffic flow and con-
gestion information from completed traffic
counts (interpolating where data remain
• unavailable) and capacity data to be pro-
,
vided by Traffic Engineering based on
Highway Capacity Manual . This should be
done as part of more complete transporta-
tion element of General Plan.
City staff should begin to work more closely
with Corps of Engineers to collect and map
drainage and flooding data and the capacity
of the existing natural and manmade drainage
and storm water runoff system. This should
be done in conjunction with development of
Wastewater Management Plan.
City staff should continue to work with
preliminary data provided by Wastewater
Utility-and Municipal Waterworks staff on
water and sewer system capacities and volumes
(also in conjunction with a Wastewater
Management Plan) .
• City staff should consolidate data on fire
and police facilities as well as schools
(near completion) as part of public facili-
ties plan.
City staff should continue to refine data
on park and recreation facilities (as part
of parks and open space plan) which is
already in reasonably complete form.
City staff should continue to monitor, data
on public service levels (other than facili-
ties) such as police and fire services and
streets, parks , and public works maintenance .
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The range of specific activities and technical assis-
tance which should be involved in implementing each of the
six recommendations from Phase II are listed below. These
should, of course, be the subject of review during the early
stages of each implementation as should the allocation of
responsibilities to city staff and consultant staff.
1. ADOPT A PLANNED UNIT DEVELOPMENT ORDINANCE AS AN
AMENDMENT TO THE ZONING AND SUBDIVISION ORDINANCE
(a) Review guidelines and issues raised in Phase II
with advisory committee, board and planning
. commission.
(b) Circulate sample PUD ordinances from other juris-
dictions or special interest groups with a cover
memo highlighting differences between ordinances
and appropriateness or required modification for
Little Rock.
(c) Prepare and circulate draft outline of proposed ,
ordinance and review draft.
(d) Revise and prepare second draft outline of
ordinance and hold preliminary public hearing.
(e) City to prepare final legislation and other PUD
required amendments to zoning and subdivision
ordinances and hold final "set of public hearings.
2. EXTEND PUBLIC FINANCING APPROACHES TO GENERATE ADDITIONAL
MUNICIPAL REVENUES NEEDED OT ACCOMMODATE NEW GROWTH AND
DEVELOPMENT
(a) Specifically pursue initiatives related to expanded
use of improvement and assessment districts
(changes in state law, changes in local practices
if state law cannot be changed) and review with
advisory committee, board, planning commission
and state officials .
Further review practices in other states.
Propose state legislation.
•
Develop manual of alternative practices
under current statutes .
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(b) Further review current and proposed guidelines
for cost allocation of new public facilities
(user, connection, and permit fees) .
(c) Further review property assessment practices and
• possible modifications (timing , market value
. assessment systems) .
(d) . Help pursue new state legislative initiatives
and review impacts of proposed legislation on
. city' s fiscal situation (bonding limits, gas
tax, sales and income taxes) .
3. AMEND THE SUBDIVISION ORDINANCE TO PROVIDE FOR MORE
FLEXIBLE AND LESS RESTRICTIVE ON-SITE REQUIREMENTS
WHILE AT TIIE SAME TIME ESTABLISHING STANDARDS FOR
DEVELOPER PARTICIPATION IN TIIE PROVISION OF OFF-SITE
IMPROVEMENTS NECESSITATED BY THE SUBDIVISION
(a) Circulate and compare sample provisions from
other jurisdictions.
(b) Outline specific provisions needed to complement
PUD process .
(c) Incorporate provision for specific review criteria.
Adequacy of facilities
Conformity with general plan
(d) Clarify or modify on-site requirements (particu-
larly street widths and drainage) and refine
conditions for improvement waivers.
(e) Develop fee schedules and recovery provisions
to cover costs of facilities necessitated by
subdivision.
(f) Review all of above with advisory committees,
board, planning commission and individual affected
parties .
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4. AMEND THE LITTLE ROCK ZONING ORDINANCE TO ESTABLISH
ADDITIONAL DISTRICTS , TO INCORPORATE OBJECTIVES AND
PERFORMANCE STANDARDS INTO EACH DISTRICT DEFINITION
AND TO ADD A LISTING OF COND.ITTONr.L AND TRANSITIONAL
USES TO EACH DISTRICT �^
(a) • Review guidelines and issues raised in Phase II
with advisory committee, board and planning
commission (particularly in terms of problem
• uses or districts) .
(b) . Circulate and compare sample provisions from
other jurisdictions.
(c) Incorporate provisions for specific review
criteria.
(d) Prepare and circulate draft outline of proposed
new districts .
(e) Prepare and circulate draft outline of proposed '
conditional and transitional uses.
(f) Revise and prepare second draft outline of pro-
posed ordinance provisions.
(g) City to prepare final ordinance amendments for
public hearings and review.
5. DEVELOP SPECIAL INCENTIVE PROGRAMS TO CONSERVE , REVITAL-
IZE AND RENEW EXISTING RESIDENTIAL NEIGHBORHOODS , THE
DOWNTOWN AND OTHER DEVELOPED COMMERCIAL AND INDUSTRIAL
AREAS
(a) Develop a City Improvement Strategy and Work Plan
to provide a more systematic approach to conserva-
tion and revitalization initiatives .
(b) City staff to continue to provide support to
neighborhood improvement and to conservation
activities of NHS , Quapaw Quarter, Broadway
•
Neighbors, McArthur Park, etc. )
•
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(c) Determine priorities for specific studies to be
. periormed in the next year by the city, community
groups , professional associations or outside
experts .
Financing assistance and code administra-
tion programs related to conservation
• programs.
Historic preservation.
•
•
Downtown revitalization (taxes, codes, land
assemblage, amenities , etc. ) .
The river front.
•
(d) Begin to establish more effective private/public
cooperation on conservation/revitalization/
development issues .
1 � I
6. INITIATE A MORE THOROUGH GENERAL PLANNING PROCESS AND
MORE SPECIFICALLY DEVELOP A SERIES OF SPECIAL AREA PLANS
AND STRATEGIES FOR TARGET AREAS OF THE CITY EXPERIENCING
GROWTH AND CHANGE
(a) Officially incorporate urban development goals
into Municipal Plan.
(b) Officially incorporate capital improvement program
into Municipal Plan.
(c) Initiate a public facilities element for the
Municipal Plan (to provide the basis for con-
tinually more effective public facility impact
assessment) .
(d) Refine transportation element to Municipal Plan.
(e) Initiate area improvement plans for areas in
change .
(f) Initiate area development plans for rapidly
developing areas .
(g) Expand planning staff by at least two people
(one with public facilities and transportation
planning experience and the other with public
finance and economics experience) .
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