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HomeMy WebLinkAboutSPAC.2014.0521.Minutes TOWN OF FOUNTAIN HILLS MINUTES OF THE JOINT MEETING OF THE TOWN COUNCIL AND THE FOUNTAIN HILLS STRATEGIC PLANNING ADVISORY COMMISSION May 21,2014 AGENDA ITEM#1—CALL TO ORDER Chair Alan Magazine called the meeting to order in Council Chambers at Town Hall at 5:30 p.m. AGENDA ITEM#2—ROLL CALL Present for roll call from the Town Council were Mayor Linda M.Kavanagh,Vice Mayor Cassie Hansen, and Councilmembers Dennis Brown, Ginny Dickey, Henry Leger, and Cecil A. Yates. Councilmember Tait D.Elkie was excused. Present from the Strategic Planning Advisory Commission were Chair Alan Magazine, Vice Chair Nick DePorter, and Commissioners Peter Bordow, Audra Koester Thomas, Nancy Ordowski, and Dana Saar. Commissioner Alice Brovan was excused. Youth Commissioner Kate Domin was present. Town Manager Ken Buchanan and Recording Secretary Shaunna Williams were present. Town Attorney Andrew McGuire attended via teleconference. AGENDA ITEM #3 — DISCUSSION REGARDING POTENTIAL UPDATE TO STRATEGIC PLAN 2010 Chair Magazine introduced Commissioner Koester Thomas, who gave a PowerPoint presentation (copy attached). Chair Magazine called for questions or comments. Councilmember Yates asked for clarification"on the implementation side" of the economic development plan. Chair Magazine stated that part of the plan is Economic Vitality and that SPAC recommends not doing an update of the plan, nor working on any further implementation of the 2010 plan, but rather at the next meeting of SPAC discuss whether or not SPAC should identify and implement the action steps in the Economic Development plan,which would be a lot of work. He stated that the question before Council is whether SPAC should update the 2010 plan, work on implementation of some parts of that plan, or stay with economic development and ask SPAC to come up with action steps to implement the Economic Development Plan. Chair Koester Thomas clarified the difference between the Strategic Plan and Economic Development Plan. Councilmember Leger stated that, in addition to Economic Vitality, a number of strategic priorities are incorporated into the budget. ID Page 1 of 5 Mr. Buchanan stated that there is a need to drill down on priorities and how they will be implemented and that all three of the economic development strategies should be looked at comprehensively, i.e., downtown development, tourism, and business attraction. He addressed the lack of staff resources to implement. Mr. Buchanan noted that infrastructure maintenance and replacement is a vital economic development activity. Councilmember Dickey stated that pieces can move forward with not that much effort. She noted that a part of the Strategic Plan is education, but education has not been pursued because it is not one of the three components identified in the Economic Development Plan and staff time is an issue. She pointed out that there are things in the Strategic Plan that are part of the General Plan, specifically with respect to downtown development. She said that education is an economic driver and that we have an empty school, but that we are stymied by the idea that we don't have enough time so we don't do things that can help us that do not cost money. She referred to the Strategic Plan's statement about financial stability and said that we don't get to step one because we won't talk about it, e.g., limiting power expenses by utilizing solar. She stated that there are ways to do a lot of these things where we don't get to step two because we are afraid, or worried, or don't have enough staff. She noted that some things are recommended by Swaback in the Downtown Area Specific Plan and in our General Plan, including the median and roundabouts, and yet we stumble; that they wouldn't cost money because we are digging up the median now and are going to dig up Saguaro. She indicated that she has printed some documents that she will distribute (copies attached) to show that three aspects of the Area Specific Plan could be done now and are not being done. Chair Magazine stated that if SPAC is to get involved in recommending action steps it will be necessary to bring in some outside experts into small groups in order to augment staff efforts. Councilmember Dickey pointed out SPAC's valuable advocacy and communication role. Mayor Kavanagh noted that the school building is not Town-owned and that the School Board needs to determine, as a whole, what they want to do with that building before the Town can help. She asked if SPAC knows when it would like to go back for more public outreach on the Strategic Plan. Chair Magazine stated that SPAC has not addressed that as a commission. He indicated that SPAC would need to know if Council wants a full blown process or something less, e.g., surveys or workshops. He stated his concern about SPAC's capacity to do both economic development action steps and a full Strategic Plan update. He said it would be helpful to get some guidance from Council. Councilmember Yates stated his belief that it is easier to do an update than to go through the whole process again. He pointed out that updates could potentially be made due to the change in demographics. Commissioner Bordow stated that short, mid,and long-term priorities have been identified by SPAC and that execution falls on staff. He questioned whether Council is asking SPAC for a task list,a resource suggestion,a structure,a process, or all of the above. Councilmember Yates noted that many times the Council gets ideas that should happen but cannot be implemented for a variety of reasons. Chair Magazine pointed out the need to identify who, what, and how for action steps cited in the Economic Development Plan. Page 2 of 5 • Commissioner Bordow inquired about the desired comprehensiveness of the recommendations that SPAC would create. Chair Magazine indicated that these questions would be agenda items for SPAC's next meeting. Commissioner Bordow stated that he is asking whether or not Council wants SPAC to proceed with out- of-the-box thinking about resources, approach and structure for actually implementing the priorities already identified. Mayor Kavanagh stated that she would prefer that SPAC narrow the list down to what is practical to do right now and be successful in doing those things. Commissioner Bordow stated that SPAC narrowed down the list and it went to Council, and that is when we got the part-time economic development position. He asked if Council wants SPAC to continue down the road doing what it has been doing (bite-sized pieces actually being accomplished) or instead take a more comprehensive approach and give other ideas on how to implement things or augment what we have in place. Mayor Kavanagh indicated her preference for SPAC doing both and stated that she is open to any research that SPAC is willing to do. Councilmember Dickey asked if we are just concentrating on economic development when there are other things in the plan such as public safety, community policing, and recreational opportunities. She asked, "Are we saying that the Strategic Planning Advisory Commission is an Economic Development Commission?" Vice Chair DePorter stated that economic vitality has been SPAC's focus because SPAC feels it is the foundation of the plan,but that the entire plan is very important. Chair Magazine stated that perhaps SPAC should take a look at what is happening with respect to changing demographics, without doing a full-blown update of the plan. He stated that economic vitality has been identified as one of two top priorities of Council. He stated that he feels SPAC should identity some of the low-hanging fruit that can be accomplished in the Economic Development Plan and come up with specific steps on how to get there. He also said that it is up to Council as to whether or how SPAC takes up other issues in the 2010 plan, such as public safety. Councilmember Dickey noted that in the original Strategic Plan people wanted those who live here to be the beneficiaries of whatever plans moved forward; that this is a Strategic Plan for the town as a whole indicative of what we want the Town to be. Councilmember Yates stated that we have no other source of revenue other than sales tax; that quality of life is why we all moved here; that the question is how we sustain that quality of life. Commissioner Koester Thomas stated that this is a commission for the forwarding of the Strategic Plan with its long-term visioning aspect; that today's question is to obtain feedback from Council on the coming year's work program for SPAC; that it is critically important that we do not ignore the Strategic Plan; that she does not believe Chair Magazine's recommendation is absent of the activities that go along with the annual strategic planning process; that SPAC needs some direction as to whether or not the Strategic Plan needs to be updated, as well as direction on the public engagement effort; and that it is Page 3 of 5 important to understand the difference between what the Strategic Plan is and does and what the Economic Development Plan is and does. Councilmember Hansen stated the need for more people in Town because that impacts all of our other goals;that drilling down on this one thing would have a positive effect on all other things. Commissioner Saar stated that part-time residents take away from business sustainability and pointed out the need to change demographics to people who stay all year around. Chair Magazine agreed that population increase is a big part of success for the Town. He stated it is important to introduce people to the Town through the website and social media. Commissioner Bordow stated that SPAC recognizes the need to increase the population and spoke about the importance of letting people know that we are here and the advantages that we offer. Councilmember Leger stated that SPAC's recommendations from the matrix were incorporated when the Economic Development Plan was adopted and that SPAC provided eight priorities that were incorporated into the budget. He stated that the priority seems to be the Economic Development Plan, specifically business attraction and beginning to implement SPAC's recommendations in the matrix within the context of our resources; that Scott needs to tell us whether he can do these or not; that Ken needs to say whether he has the resources or not;and that then the operative question is whether we need more detailed information. He stated that Council needs to ask SPAC to take a look at this and drill down to see if it can flush this out to make more recommendations. He also said that he is looking at 2015 for a Strategic Plan Update with a slightly different approach, i.e., asking the citizens what type of community they want to be and what they are willing to pay for it. Councilmember Brown stated that we are coming out of a deep depression and that it will take time to get us over the hump; that economic development will help and we should keep our minds on what is going on in the economy; that SPAC and Council have given some good direction as to where we want to go; and that we need to work on economic development and at the same time keep this long-term plan moving forward. Commissioner Ordowski stated the importance of having citizenry here year around and that economic development is an important part of building our community in order to have people here. Commissioner Saar stated the necessity of reaching low-hanging fruit but also noted the importance of reaching the entire tree; that it takes time and we must think long-term about ways of getting to the end result or we will never get there; that we have advantages that no one else in the Valley has and if we don't take advantage of them it is our fault. Commissioner Yates stated that SPAC should not worry about updating the plan; that the plan should be updated every five years. Chair Magazine suggested that SPAC digest this discussion and come back to Council with a proposed work plan for the coming year. Commission Leger agreed. • Page 4 of 5 Mayor Kavanagh stated that she is interested in finding out from the younger families why they live here and why they would stay; that she would like to see SPAC conduct a survey or small study which would be a valuable addition to the plan. AGENDA ITEM #4 — DISCUSSION REGARDING NEED TO PROVIDE ACTION STEPS FOR EACH STRATEGIC DIRECTION RELATED TO THE EIGHT STRATEGIC VALUES IN STRATEGIC PLAN 2010 Chair Magazine stated that this agenda item was covered in the discussion on Agenda Item#3. AGENDA ITEM#5—ADJOURN Councilmember Koester Thomas MOVED to adjourn at 6:45 p.m. and Councilmember Saar SECONDED the motion,which CARRIED UNANIMOUSLY by those present. Shaunna Williams, Recording Secretary L L Page 5 of 5 Strategic Plan 2010 5/19/2014 Strategic Plan 2010 May 21, 2014 Joint Council Meeting Presentation Strategic Planning Advisory Commission .vc'1V I/ii Strategic Plan 2010 Tonight's Presentation • Review of the Strategic Plan Update Process • Review of Strategic Plan 2010 — How it's used — Format and design — Vision and values • Highlights of Strategic Plan 2010 May 2014 Council Presentation 1 Strategic Plan 2010 5/19/2014 Strategic Plan Update Process • Phase I: Strategic Plan Audit (June — July 2009): Strategic Plan Gap Analysis • Phase II: Education and Affirmation (August — December 2009): Visioning Report • Phase Ill: Construction (January - April 2010): Draft Plan Update • Phase IV: Plan Adoption (May 201 0) Strategic Plan 201 Strategic Plan Update Process Built on the contributions of citizens and stakeholders • Over 80 total meetings • Engaged and received feedback from well over 2,000 individuals; communication to 20,000+ • Provided a variety of input and engagement techniques: going to where people are at • Came in 97% under budget: $568.01 • Estimated volunteered hours: 1 ,500 raw %I May 2014 Council Presentation 2 Strategic Plan 2010 5/19/2014 l'nit ied N.hoot Ui.trict • !T : n ut^ mil . Cp 1 AIN -"\ x uF. r . I / t a Issue Forum—Novei;nber1QQ9;. tom ::. » ,��� . L. a w�',/; .. , -- -0+ ,44014. fin.... "` t.. 1110111hit P. _,..iiiiiiiN L May 2014 Council Presentation 3 Strategic Plan 2010 5/19/2014 t _.:.:._ , :;:-:w:w � i Imo '' ,,, --:. rdio '� •. , v. : f h ; ' �,-'. .• _.. N 1rru� . ► I �... 0 I n .'° ". .. i '' N vim". )41,,J.. - 1111 Ian.II) L--.- 1 4. 4 Imo—.....s )NI May 2014 Council Presentation 4 Strategic Plan 2010 5/19/2014 Youth Visioning, Boys &Girls Club—November 2009 When I think about the future of Fountain Hills,I wish we would have...because... 0 i2ge* s°eelealhe/ ! I 1 03 Jtet" (liki 'A .. ., „up, .,, - ,,,,,,,,,,,,...; , ,- --, i i , p a i PAC Retreat 1 u 0 ., ...., ,. ., .. „, ..„ , ,,, ,,,„ _, .11119k . ...„ , , C May 2014 Council Presentation 5 Strategic Plan 2010 5/19/2014 .�... FE-Fi .._...,. . ii:pL,', :i aff Retreat—March 2n, MEM +#1C f • tic ) Strategic Plan 2010 Introduction to the Strategic Plan tl Town of Fountain Hills Strategic Plan 2010 Adapted May 20 2010 (3) May 2014 Council Presentation 6 Strategic Plan 2010 5/19/2014 Strategic Plan 2010 Introduction to the Strategic Plan How the Plan will be Used? Fall Review/Revise •Review and, if needed,revise Plan SteategicPlan •Outline annual goals Winter Annual Set Annual •Staff prepares action plan Goals Strategic Spring Planning •Adopt budget based on action plan Process 4 Summer •Monitor implementation and oeveiopend 41 outline Action achievements Adopt Budget Plan iit: Strategic Plan 2010 Introduction to the Strategic Plan How is the Plan formatted? CIVILITY O Why is this important? A statement describing the value trurP'°lie mew © Our Pledge °:,v,segic Dir«ci°ns eon W.K wmo a.�.�. ....e Council's pledge to the community nolsh © Strategic Directions a<Y Penorm ee o•<:e°°, Guiding principles to fulfill the vision "• O Key Performance Questions Measures progress and accomplishments r, May 2014 Council Presentation 7 Strategic Plan 2010 5/19/2014 Strategic Plan 2010 Introduction to the Strategic Plan How is the Plan formatted? © i 0 Idea Box �d"eo. f,011 An evolving collection of ideas and -=- - initiatives that, with appropriate research _ and analysis, could forward the strategic -^ -- plan and help realize the community's -_ - -vision - "_ - "Parking Lot for Ideas" --= == NI. fan lk: J Strategic Plan 2010 Introduction to the Strategic Plan What is foundation for the Plan's success? Financial Sustainability The principal recommendation of the strategic plan is that Council re-initiate a process to review and recommended a financing structure and implement policies by which the Town's financial sustainability can be achieved. Without resolution, the citizen-defined vision will not be fulfilled and values will be compromised. j May 2014 Council Presentation 8 Strategic Plan 2010 5/19/2014 Strategic Plan 2010 Introduction to the Strategic Plan What is the basis of the Plan? Vision Fountain Hills is a distinctive community designed to invigorate the body,mind and spirit,and strives to: • Be stewards of this unique enclave, dedicated to preserving the environment and visual aesthetic and to living in balance with the Sonoran Desert; • Champion the diversity of experiences our residents bring to our community and rely on this depth of experience to innovatively address our challenges; • Be economically sustainable and anchor our vitality in an active, vibrant town core that serves us culturally, socially and economically; and, • Be civic-minded and friendly,taking responsibility for our Town's success by building partnerships and investing our talent and resources. Strategic Plan 2010 Introduction to the Strategic Plan What is the basis of the Plan? Values • Civility • Civic Responsibility • Environmental Stewardship • Economic Vitality • Education, Learning and Culture • Maintain and Improve Community Infrastructure • Public Safety, Health and Welfare • Recreational Opportunities and Amenities May 2014 Council Presentation 9 Strategic Plan 2010 5/19/2014 Strategic Plan 2010 Highlights of Strategic Plan 2010 The Strategic Plan 2010: • Includes the "implementation gaps" from previous plan • Reflects direction provided by Council, including: — Simplify, streamline, refine to a user-friendly document — Long-term, vision-based Plan — Institutionalize Plan process, roles and responsibilities — Refrain from specific task lists or price tags • Built from community engagement — Citizen-driven vision, values — Stakeholder ideas ,'" '- — Staff co t ib t'•ns mow _ Strategic Plan 2010 What's Happened Since Adoption? • One adopted update (added three strategic directions). • "Idea Box" continually updated. • SPAC has submitted annual recommendations on strategic direction priorities. • Council has identified priorities annually as part of budgeting process. • Staff has submitted reports on activities associated with forwarding the Strategic Plan C%I May 2014 Council Presentation 10 y , litAA' 6. . 1 4....,. i` , , , ,,... „.. , . ..,. ...„,,, ... ,,,,,.., '..e- ,, , . 46 '• i () 4 rtid r s 1 r /r a t z �- y *: i. , ,_ ,.... �: # ' { t wr 'a 't t i , 4 41.'' i, ,.. ' .1 ...t‘ ..11- li"':' AYE �"�' •.}tr. * u Z 4i w f ; 0 '',,,-;-, '''''7f.,. .!...- ' ', ' ' .• • ilk ,,.14.t,1 '_ - . '.. .,•-,.r,, , . ., eta„ - 31 T'1 * o. : C - ' . iF j« 4 Y ryt ��it r. ' '.;-.1n-:-,'"'";.‘'''' <''''-' lit - ''' y , r 4 is r Y f aii .n' Yam} r4 I. 'ti a ! q, • "7P •.- ..-t'-,.......:',:-: . 4. fit' : lok-**, : 1 ..' 1, ., lt„,,,fr 41. ; ,' ,,_ - t f 4. _ - ow .y l , '� n ��( sk . t fc, , } k 4 n 33 Business District: The Business District is envisioned as the center of commerce for Fountain Hills. The Business District is a place to promote entrepreneurship through a variety of commerce related opportunities. Business oriented uses may range in size, shape and character from small- scale office suites to stand-alone office buildings. Service oriented commercial uses may also be a major component of the Business District that can complement the overall downtown. The Business District is also suitable for more traditional retail and service uses that may not as appropriate in other districts. While generous shaded store front sidewalks will not be a mandate in this district; safe, attractive and functional pedestrian connections should be put in place in order to connect the Business District with all other parts of the downtown. It will be critical to provide clear and easily acces- sible areas for both on-street parking and off-street parking lots. Special attention should be given to the treatment of parking areas including attractive landscape buffers and covered park- ing where appropriate. Future consideration should also be given to the incorporation of a central parking structure that may serve the Business District as well as other areas of downtown. Creative opportunities for redevelopment of existing parcels should be considered with future mixed-use environments that may include live-work scenarios. Short-term initiatives should be considered for improving the visual character of vacant lots with landscape treatments. lloof tom * • . .. , '' '' ' .ram s •¢A„ a �$` .• s e 76 °. ` At*' - . '" ! + t ,.•" fi • 'P.' e 044,_ Crl tea% .:iu ,-.sue Ar � .S6d.._. 9 - • ol( k 7(� — The Avenue District: The Avenue District is envisioned as the core of the downtown 41`with a wonderful and comfortable atmosphere for strolling, sight-seeing and shopping. This cor- ridor is designed to evolve into Fountain Hills' premier shopping destination for residents sidents and a "must-see" magnet for visitors.A variety of unique eating experiences that reinforce the one-of- a-kind nature of Fountain Hills is intended to compliment the range of specialty shops and bou- tique stores. These restaurants will be of a quality that not only caters to local residents but also attracts the attention of visitors and guests. The Avenue District is designed to accommodate a degree of other uses including second story office space, condominiums and small-scale busi- nesses along with limited neighborhood services. If designed appropriately, a small percentage of brownstone style housing could be integrated into The Avenue District. T calming measures such as crosswalks, additional on-street parking, and narrower travel lanes are planned to provide easy and safe access to all era as of Mown for both?vehicles and pedestrians. S-c e r e ;d rt 5 f'? c - r� L ' «--�- - � 44 Al Special attention should be given to creating sidewalks with an abundance of shade. Sidewalk design should allow for generous space for seating as well as storefront"presentations". Outdoor sidewalk cafés and dining will be highly encouraged. On-street parking needs to be convenient and balanced with a real focus being placed on pedes- trian activity. Access to parking lots should be efficient for patrons. Pedestrian portals to "inte- rior" parking lots will be enhanced with appropriate architecture and design treatments that are )oth attractive and safe. Special attention should also be given to the architectural massing and specific treatment along all intersections. Appropriatelydesigned street scenes at intersections will bring building mass and uses closer to the street corners. Placing parking behind the building frontages will also help. The Avenue District character and quality should be expanded to include both sides of Verde River Drive northeast of The Avenue of the Fountains. This linkage and treatment may be an- chored by a specialty entertainment and retail component if future economic conditions warrant greater density and intensity in the area. This entertainment component component may take the form of a traditional multi-screen movie theatre, a specialty small-scale movie house, a perfor- mance venue, or some other theatre use. These uses would likely require that a parking structure be thoughtfully integrated into the overall design. The central green mall will be enhanced with a better integration of updated fountain features and amenities (Art Walk) as well as specialty small-scale retail uses that may take the form of en- closed kiosks. Such features, along with improved sidewalk crossing-_environments will result in a seamless transition from one side of the Avenue of the Fountains to the other. This connectivity from The Avenue District to The Lakeside District is a most important consideration j. CNN , i1 p,, er� rci \ L . ., ...„„, a =•`.e ram. ,,,, , ...". '' '''' ' . ' '-`.*:, ' . t . , • l>1 4v,,,4.r.7 ,, , , -4. 0,16ret; ' " **Feu a.,;..., r S .*,ir fi . 1. r'T.rk •.4—, '*, ' ' q 41 ,w< ..LJL Y.. $ka to-`. n A y �. 444% t.Ay 01 44 i Ty ice -M .lr• . •., y dy ` <,, ^,j� '4� '�;9 � .`fir 1 y wt �., d..y � Irk Ill "lh 44 b ..^ x. . "/ k c 'l tit;Vie ' ' 4 «fix' Jr k �: * a i �, � <•, �' `'&. Gr, lawn $ Fs" M f " .6' : ¢_.` a, .."' . Lakz Park Lir The Lakeside District: The Lakeside District provides a dynamic vision for the transfor- mation of a small portion of Fountain Park into a unique amenity-oriented open space environ- ment with a prominent performance venue and a range of potential uses including specialty retail shops, lakeside cafes and other appropriately sized businesses. Parking will be thoughtfully inte- grated into the design of this district. The "garden terrace" amphitheatre and "great lawn" envi- sioned for the venue will provide a beautiful setting that works well for both large and small groups. The vision also suggests a possible location for a future welcome center to greet visitors. The potential center's strategic location, close to the intersection of Saguaro Boulevard and The Avenue of the Fountains, will allow for easy accessibilit to downtown reaps and other informa- tion about Fountain Hills. The organization of The Lakeside District provides a framework for creating a key connection from The Avenue of the Fountains to Fountain Park. Pro osed im- provements along Saguaro Boulevard should consider on-street parking, improved and expanded Sidewalks, and a limited amount of street-front development to re-enforce the pedestrian connec- tivity throughout the downtown. TTM T—_— —_____ .______.-._____ __ The Lakeside District is conceived to offer an abundance of shade so that the area can be utilized year round. Building orientation, design, covered patios, shade structures and trees should all be carefully incorporated to provide comfort from the desert sun. The proposed "1,000 Tree Pro- gram" for downtown should be incorporated into both The Lakeside District and The Park Dis- ict. Other special features to consider in the future may include an "Art Park" component for sculpture, a waterside dock for small boating access, and other unique activities. 23 .. f�t�rlYN�!hf ?� ONLINE - T N Roundabouts: A tool for placemaking feature economy streets Ken Sides and Rick Geller, Better! Cities &Towns te'I b� 4 - ,i� C�, 4 ,g6 ____ , ,___.. . -.. 1-1:‘ _...,.0(... .m;...,.......,_. :...*Ii.7 , t3,,,.., - - —__ " - I; 7 ,,- ,,. _ '-.1 el:1 , ., s i k - i- s k .• f *ri ; — - T ► i� — s�4�- ��'-'� _ _ c .inn.. � p��l, r t` �----q-a --� itir 1 I® , .,wa y.,f •,—. l_1ji 7i..�.- ,�l (iipv j .,....otior3/4. -`' ''-1----, ; --- '„ I,:' i,To `k.fr ... la -I ' -'-'"- 4 ' - .':. . . ' - ..-=-1 ' , ,,i AIR ��r Main Street Roundabout,Downtown Sarasota,Florida:A nice place for sidewalk dining orjust relaxing with a good book(Photo by Rod Warner). Note: This article is a response to The problem with modern roundabouts published in BCT on January 31, 2014. Rampant sprawl in Orange County,Florida,was creating rush hour back-ups half a mile long at the Town of Windermere's quaint Main Street.The conventional solution—widening Main Street to four-lanes—would have destroyed the town's character.Planner Brian Canin and transportation designer Jurgen Duncan instead proposed a pair of single-lane modern roundabouts with circulating speeds of 12-14 miles per hour. The Town approved construction and,to everyone's amazement,the traffic congestion disappeared.In the low-speed environment,motorists stop for pedestrians and wave them across the street. Canin and Duncan saved Main Street. f:� a h z _ ' :) #tom , a✓'" _ill-—': +- �. $1 ;;, f mot: r-3; ! t., + t,:, y r C N ` e 14 *. ... ,i. t Il •f'it i # M^1 4 #7'?''+'4:4 , rif a �a fie- t� •'� � f1 ! ( ",f � .— -�,�.. ,,, . x , ,,,..„ . ys 41 rti w"5 a...... --, , , a - ; ,,,, ,,,.... � y — ---s -'-. I. S �.nRim t ?LEA .3 4 ....Mnimpuly Y. o• Main Street Roundabout, Windermere,Florida(Photo by Max Geller) Unlike the big,fast,scary and dangerous rotaries and traffic circles of old, compact modern roundaboutF when properly designed—reduce entry,circulating, and exit speeds to below 20 miles per hour.f it Becaus kinetic energy increases as the square of velocity,fill a vehicle traveling 45 miles per hour through a conventional intersection has nine times the kinetic energy of one traveling 15 miles per hour through a modern roundabout.jiiil Reducing kinetic energy lessens crash severity.Intersections converted to single lane roundabouts experience a 76 percent reduction in injuries and a more than go percent reduction in fatalities.(iv2 Roundabouts replace the"kill zone,"where deadly head-on and T-bone collisions occur,with a central island that can be beautiful. I I A, 2:::::_j), 1` ---- _ . ., _ I . ....„ .� --- _ ---: :] 110 [::: - 11( ill I vr .., Roundabouts eliminate the sixteen deadliest crash points. (Courtesy of Michael Walltuork,P.E.) The idea wasn't to make an objective list, organizers said, but to find out which public spaces get people excited enough to rally around them: Passion was the rule of the day for our Top 100 Public Spaces survey project. From the beginning of our crowdsourcing projects it became clear that rather than an impartial list of the most revered,tested and acclaimed public spaces in the U.S. and Canada the results would reflect an impartiality. The residents of New Hope, Minnesota(#22 on our list) rallied to let the world know about their Community Farmers Market, "our"front porch"where we take a moment to chat with our neighbors, enjoy life's simple pleasures, and eat food,"says their website. It's a fitting way to determine the best public space since a good public space should bring people together to help build a vibrant community. Photos: Scott Shigley via project designer Hoerr Schaudt ULOtadma-rf 1 e GSMA t A a - pWi'c - - if\ - - roundabouts. Rick Geller, an attorney with Fishback Dominick in Winter Park,Florida,teaches in the Master of Planning in Civic Urbanism program at Rollins College. in Horizontal deflection and negative superelevation are design elements of modern roundabouts that very effectively cause drivers to drive slowly and pay attention.Soft traffic-calming influences such as landscaping,streetscaping, close-in buildings and ubiquity of pedestrians further slow traffic.Speeds at multi-lane roundabouts are somewhat higher,but still far below conventional intersections. liil Kinetic Energy = 1/2(mass)(velocity squared).Tripling the speed boosts the kinetic energy nine times. Eiiil 45 MPH is 3x faster than 15MPH and 3 squared is 9.Sixty MPH has/6 times the kinetic energy of 15 MPH. jivi Federal Highway Administration,publication FHWA-SA-o8-oo6. jv 1 In Oxford,Mississippi,"Overall vehicle emissions from idling were reduced significantly including CO2 by s6%,VOC by 8o%, and 77%reduction in CO,NOx, and PM._The percentage of pollutant reduction for a given built or proposed roundabout design can be calculated using SIDRA software. Evil Inventory of Modern Roundabouts Near Schools, compiled by Ken Sides, P.E., and Michael Moule, P.E. Mil For a vivid description of parent motorist's bad behavior at schools,see "School Zone Safety and Operational Problems at Existing Elementary Schools,"Hillary Isebrands, Ph.D. and Shauna L.Hallmark, 2006. f viii l"Roundabouts Near Schools Are they Desirable?", TRB National Roundabout Conference,National Academy of Sciences, Kansas City,MO, 2008, Ken Sides,PE,PT OE,AICP. f ixl Before the road diet,there were four travel lanes and one turn lane. al"Fulfilling ASHE's Mission if a Roundabout Way,"ASHE Scanner,Winter 2012,American Society of Highway Engineers,Ken Sides,PE,PTOE,AICP. "Roundabouts as Context Sensitive Solutions,"ITEJournal, September 2011, Ken Sides, PE, PT OE, AICP. Posted by Robert Steuteville on 05 May 2014 L • v S' r�s+`. / [ a it i,1� y.• ! . lip y� .•-- f � .,,. ', ry.. , . i_ C3 7� 1. low . � . - ' -'. FPS • ) 4 r o • 1, An ,` L"'. IN g., i _ � f.r. 1J r A ' f 'i5�4Z . r as+. �u ,. ' ^"..girt►.. Keck Circle roundabout,Montpelier, VT,serves Main Street Middle School. (Photo by Dan Burden) Modern roundabouts are a gift to seniors whose depth perception,ability to see moving objects, and neck flexibility are diminishing. In a roundabout's simple setting,events play out slowly,giving seniors time to perceive,think, and react—and giving others time to compensate for any missteps.Nobody pays for mistakes with their lives.The 10-14 foot crosswalk,from curb to splitter island, exposes slow-walking seniors to motor vehicles for less time than most conventional intersections. Roundabout design takes into account motorist volumes,turning movements,the frequency of large vehicles, adjacent land uses, and—especially in the sub-urban and urban Transects—the need for a safe, comfortable environment for pedestrians and bicyclists.That means making roundabouts as slow, as compact, and having as few lanes as circumstances permit.Well-designed roundabouts can and always should complement their context. Modern roundabouts can transition from one Transect zone to the next. On Clearwater Beach, a roundabout calms traffic between a T-5 commercial corridor and a T-3 sub-urban neighborhood.Within Transects,roundabouts can restore pedestrian connectivity. Replacing five conventional intersections with modern roundabouts made it possible for Bird Rock, California put La Jolla Boulevard on a road diet from five lanes down to just two.lixl In 2009 alone, 2.2 million collisions at conventional intersections in the United States killed 7,043 pedestrians and motorists, costing$42 billion.jxl This carnage is reason enough for new urbanists to look for good places to install low-speed modern roundabouts. Roundabouts are a valuable tool for melding the needs of motorists,bicyclists, and pedestrians and an answer to mindless, costly road widening. To fully appreciate the pedestrian perspective, one should get out of the car and"walk about"a well-designed,low-speed modern roundabout. It's a context-sensitive solution Lto the challenge of humanizing intersections.lxil Ken Sides,P.E.,PTOE,is an engineer with the City of Clearwater,who has built more than 20 urban Some roundabouts are poorly designed and have been criticized for creating automobile-centric space. Designed properly,roundabouts enhance placemaking and the pedestrian experience.They are a gift to landscape architects as well as local gardening clubs, artists, sculptors,and historians for celebrating local flora,fauna,geology,history,identity,culture,and values. Downtown Sarasota,Florida's Main Street roundabout—at the junction of five streets--creates an enticingly slow speed environment for sidewalk cafe patrons and even for reading a book,unthinkable next to a conventional,automobile-oriented intersection. • • �y • r e 7 4 • �s - 4 a .. a _ • ��pa Main Street Roundabout,Downtown Sarasota,Florida. (Photos by Rod Warner) Low-speed modern roundabouts define public spaces as places of shared use:safe, comfortable and interesting to pedestrians. Unlike polluting,hectic, and ugly signalized intersections,the possibilities for clean,calm, and attractive round intersections are endless. With no idling engines stuck in red light or stop sign queues, noxious tailpipe fumes decline by as much as 8o percent and greenhouse gases by 56 percent.f v1 With access restored, an intersection with four economically doomed corners can reclaim its rightful vitality. Well-designed modern roundabouts are a gift to children,who need a forgiving,uncomplicated environment where approaching drivers are looking directly at them, and where a pedestrian refuge splitter island has room for them,their friends,bicycles,and skateboards.At more than too schools across the United States, jvil low-speed modern roundabouts tame otherwise aggressive drivers,jviil improve the typical traffic snarl, and empower children to walk or bike to school.lviiil J Top 100 public spaces in the U.S. and Canada By Tyler Falk I November 3, 2011, 5:21 AM PDT \ �r • • Y:e rr {qa� _ g: _q ft `-'3° . There's been plenty of buzz lately around New York City's new park, The High Line. But is it the best public space in the U.S. and Canada? According to Planetizen and Project for Public Spaces the best public space in the U.S. and Canada isn't in a big coastal city. It's in Normal, Ill. Their list of the best public spaces was gathered through a crowdsourced survey that asked people to nominate great public spaces in their communities and then vote on them. The project with the most votes,known as The Circle, is a traffic circle near prime locations in Noinial, Ill.: a university, a museum, an Amtrak station, and a downtown shopping district. This centrally located gathering spot improves the flow of traffic,while providing green space and a fountain that recirculates storm water. Here it is: .4101) ^r a ti`l ... !. 1`1' s a : q , 'lilt ^'! 1 # tt ,m4...+ _ o- C 1 i lac, , yt t^"„• 1 7 mi y j' + - '4,.... - - . ' w_ co_ r., isi .,, ..c -.,....,. No,,,,A_,A,,,,,,,\ : „......., ,,,,... .,,,. .i., -.. r/I'' -'K ', ' ' t "; . And here are the public spaces that made the top 10: 1. The Circle in Uptown Normal, Ill. 2. Temple Plaza,New Haven, Conn. 3. Campus Martius Park, Detroit, Mich. 4. Cal Anderson Park, Seattle, Wash. 5. CityArt Walking Sculpture Tour, Mankato,Minn. 6. Bryant Park,New York,N.Y. 7. Pittsburgh Market Square, Pittsburgh,Pa. 8. Arts District at Bay Street, Bellingham, Wash. 9. Balboa Park, San Diego, Calif. 10. Church Street Marketplace District, Burlington, Vt. Explore the rest of the top 100 here. ',41)