Plan for Our Future 2020 Gilbert General Plan RATIFIED, AUGUST 2020 Plan for Our Future 2020 Gilbert General Plan Acknowledgments Gilbert Town Council Mayor Jenn Daniels Vice Mayor Scott Anderson Councilmember Eddie Cook Councilmember Brigette Peterson Councilmember Jordan Ray Councilmember Jared L. Taylor Councilmember Aimee Yentes Gilbert Planning Commission Brian Andersen, Chair Carl Bloomfield- Vice Chair David Cavenee Noah Mundt Scott September Jän Simon Les Smith Philip Alibrandi- Alternate Nathan Mackin- Alternate General Plan Advisory Group Adam Baugh, Whitney Morris, PLC Ben Cooper, Cooper Development Strategies Brian Andersen, Gilbert Planning Commission Brigette Peterson, Town Councilmember Denny Barney, East Valley Partnership Joan Krueger, NAI Horizon Judy Cato, Victory AME Church Kathy Tilque, Gilbert Chamber of Commerce Les Presmyk, Gilbert Parks and Recreation Board Mike Thomason, Higley Unified School District Preston Basha, Vodaa Technologies/ Bashas Inc. Scott Anderson, Gilbert Town Council Scott Morrison, Morrison Ranch Tony Bianchi, Phoenix- Mesa Gateway Airport Trinity Donovan, AZCEND Tyler Hudgins, Redevelopment Commission Gilbert Staff Patrick Banger, Town Manager Mary Goodman, Deputy Town Manager Kyle Mieras, AICP, Director of Development Services Eva Cutro, AICP, Planning Division Manager Catherine Lorbeer, AICP, Principal Planner Ashlee MacDonald, AICP, Senior Planner Consulting Team Michael Baker International Gunn Communications ESI Corporation Kimley-Horn Small Giants ACKNOWLEDGEMENTS Chapter 1 • i Plan for Our Future 2020 Gilbert General Plan Table of Contents 1- Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 What is Gilbert’s Plan For Our Future? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 Planning Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 How to Use This Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Gilbert’s Planning Area. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Gilbert’s History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 The Planning Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 2- Community. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 Trends & Influences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 Community Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Land Use Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32 Growth Areas Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Character Areas Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42 3- Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47 Trends & Influences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 Opportunity Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .67 Parks, Open Space, Trails, and Recreation Framework . . . . . . . . . . . . . . . . . .75 Infrastructure and Public Services Framework . . . . . . . . . . . . . . . . . . . . . . . . .77 Community Services Framework. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .79 ii PLAN FOR OUR FUTURE • 2020 Gilbert General Plan 4- Connectivity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .81 Trends & Influences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83 Connectivity Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .87 Connectivity Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .91 5- Elements & Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . .95 General Plan Elements by Goal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .97 General Plan Elements by Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98 Policy Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103 6- Character Guidance . . . . . . . . . . . . . . . . . . . . . . . . . . 121 Heritage District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124 Gateway. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126 Morrison Ranch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136 Santan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139 7- Plan For Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149 Implementation Actions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151 General Plan Amendments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163 TABLE OF CONTENTS iii Plan for Our Future 2020 Gilbert General Plan List of Figures 1- Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Exhibit 1. Planning Area and Municipal Limits . . . . . . . . . . . . . . . . . . . . . . . . . .9 2- Community. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 Exhibit 2. Land Use Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Exhibit 3. Growth Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Exhibit 4. Character Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 3- Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47 Exhibit 5. Noise Exposure Map . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 Exhibit 6. Aggregates Resources Map . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 Exhibit 7. Parks, Open Space and Trails Plan . . . . . . . . . . . . . . . . . . . . . . . . . .76 Exhibit 8. Public Services and Facilities Map . . . . . . . . . . . . . . . . . . . . . . . . . .78 Exhibit 9. Education Facilities Map . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80 4- Connectivity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .81 Exhibit 10. Bicycle Facilities Map . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92 Exhibit 11. Circulation & Transit System Map . . . . . . . . . . . . . . . . . . . . . . . . . 94 5- Elements & Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . .95 6- Character Guidance . . . . . . . . . . . . . . . . . . . . . . . . . . 121 Exhibit 12. Character Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123 7- Plan For Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149 iv PLAN FOR OUR FUTURE • 2020 Gilbert General Plan TABLE OF CONTENTS v Chapter 1 Introduction A century ago, it was the vision of a small agrarian community that established the foundation of the Town of Gilbert. Today, Gilbert is one of Arizona’s top communities and continues to be ranked by national organizations as one of the best places to live, raise a family, and find employment in the country. These accolades, along with many others, collectively characterize what makes Gilbert exceptional. While Gilbert’s commitment to the concept of a forward-looking, family-oriented community with a small-town atmosphere has positioned the Town for success, there is more work to be done. To be the City of the Future, Gilbert seeks to continue to innovate, lead and balance the challenges that come with growth, while maintaining the foundational characteristics that make the Town desirable. In response, Gilbert presents this Plan For Our Future, Gilbert’s 2020 General Plan Update. What is Gilbert’s Plan For Our Future? This Plan is a clear, comprehensive, and continuous vision to guide Gilbert to be the City of the Future Plan for Our Future: Gilbert’s 2020 General Plan is the Community’s vision and guide for future physical, economic and social development and is a long-range policy document covering a period of ten (10) to twenty (20) years. The General Plan contains of a vision statement, along with maps, goals, policies and implementation actions that guide decisions such as how the Town grows and looks in the future; areas appropriate for residential, employment and commercial uses; areas to reserve for parks and open space; the location of new roads and trails; and how preservation and conservation may be achieved. The General Plan ultimately endeavors to unify Gilbert’s strategic approach to growth and development to assist in making choices that continue to guide the Town into a prosperous future that is in sync with the core vision and values of the community. How will it be used? Why do we need it? Plan for Our Future is meant to be used for a variety of reasons and by multiple users. For instance, the Town Council will use this Plan to define policy and to make funding and budgetary decisions. The Plan will also be used by Town staff to guide building and development, and to make recommendations on projects and programs. The General Plan may also be used by residents, neighborhood groups, businesses, and other stakeholders to understand the Town’s long-range plans and proposals for different geographic areas within Gilbert. Arizona State Statute (§9-461.05) requires that all municipalities must prepare and adopt a comprehensive general plan for the physical development of land within its jurisdiction. Specific requirements for content or “elements”of the plan are based on the total population of a community. Based on Gilbert’s current population, A.R.S. requires the Town’s General Plan to address 17 specific elements: Land Use; Circulation; Open Space; Growth Areas; Environmental Planning; Cost of Development; Water Resources; Conservation; Recreation; Public Services and Facilities; Public Buildings; Housing; Conservation, Rehabilitation and Redevelopment; Safety; Bicycling; Energy; and Neighborhood Preservation and Revitalization. These elements are further described and addressed in Chapter 5: General Plan Elements and Policies. A.R.S. further requires readoption and voter ratification of the Town’s General Plan every 10 years; thus, Gilbert’s General Plan is up for readoption as the plan was last adopted by voters in May, 2011. 3 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Planning Framework Vision Statement Visioning is a critical step in articulating the shared values of Gilbert residents, business owners and community leaders. The Vision Statement below is a description of what Gilbert wants to become through the implementation of its General Plan. The Vision Statement provides a sense of purpose and mission for the Town and sets the tone for the subsequent themes, strategies, policies and actions throughout the General Plan. Gilbert’s Vision Statement and associated values stem from the previous 2011 Gilbert General Plan. Through the public outreach process, both the community and General Plan Advisory Group (GPAG) members had the opportunity to participate in commenting on and updating the Vision Statement. Through this review process, only subtle adjustments were completed because both the public and GPAG members believed that the General Plan’s Vision has served the Town well, and still holds as true today as it did 10 years ago. Our Vision for Gilbert Gilbert, a safe, healthy, clean, attractive, family-oriented community that embraces our Town’s heritage yet recognizes the opportunities of the future without sacrificing the resources of today. Gilbert will continue to thrive as a Town with:  A vibrant and dynamic business climate  Diverse recreational opportunities  Excellent educational opportunities  Enduring architecture and design  A sense of community and neighborhoods  Fiscally sustainable practices  Environmental stewardship  Efficient transportation  Cultural amenities Chapter 1 •INTRODUCTION 4 Systems Approach Plan For Our Future recognizes that Gilbert is made up of complex, interconnected systems that cannot be siloed into independent elements. An innovative part of the Gilbert 2020 General Plan update involves a shift from the original General Plan document structure. Traditionally, General Plans have been organized into chapters for each of the state-required elements, such as: land use, circulation, housing, community services, parks and recreation, and the environment, among others. Within these chapters or elements, corresponding goals and policies are then outlined to guide future decision making. However, this element by element approach causes chapters to be independent of one other, which creates excessive redundancies amongst identified goals and policies, and establishes no clear connection or means to create unified priorities for implementation across elements. The 2020 General Plan recognizes that Gilbert is made up of complex, interconnected systems that cannot be siloed into independent elements. Goals that guide land use can also impact transportation or policies that drive housing can impact economic development. Consequently, a modified approach was applied to the General Plan which organizes the plan around three broad interconnected systems or themes that convey the general ideals Gilbert is planning for over the next 20 years in order to reach the envisioned future. At the core of Plan For Our Future, we must equally prioritize COMMUNITY, OPPORTUNITY and CONNECTIVITY. COMMUNITY focuses on the livability fundamentals that create Gilbert’s unique and desirable character. 5 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan TU NI TY C TI addresses the safe, convenient, equitable, and efficient movement of people and goods. NE CONNECTIVITY Plan For Our Future O PP OR establishes a framework to ensure smart, fiscally- sustainable, environmentally conscious, and healthy growth into the future. V IT Y MMUNITY O C OPPORTUNITY CO N Navigating the Plan The physical structure of the document has been updated to develop a more action-oriented plan; facilitate greater coordination between the various themes; and align and prioritize policies to help us more effectively achieve our goals. Chapter I: Introduction This Chapter serves as a welcome to the plan. The Chapter describes what Gilbert’s Plan For Our Future is, how it is structured, what it includes and how it was created. Chapters 2-4: Themes Each core theme opens with a statement articulating the important role that the subject matter plays in the function of our community. This is followed by in-depth research and analysis to illustrate trends and influences related to each theme. The context from the trends and influences analysis is then used, along with ongoing community involvement and stakeholder input obtained throughout the planning process, as a foundation for setting goals and policies. ● Goals are high-level statements of desired future outcomes. They are intended to reflect community input and state the plan’s intent as clearly as possible. Community Opportunity Connectivity ● Policies are more detailed statements intended to guide Town decision-making in a manner that achieves applicable General Plan goals. The General Plan includes numerous policies, each of which supports one or more goals. Thus, generalized policy statements are displayed under each applicable goal, and more detailed policy intent statements are succinctly included in Chapter 5 to provide further direction in their application. Because many policies apply to multiple goals, policies are intentionally repeated under several themes and goals within this Plan. ● Framework Plans are also found within each theme. These plans play a key role in applying the broad strategies and policies of the General Plan. They display map-based information across various subject areas such as land use, growth areas, parks and open space and transportation that indicate Gilbert’s intent for where and how it seeks to direct development and manage growth within the Town’s planning area. Chapter 5: Elements and Policies There are State-mandated “elements” or topics that State law requires a General Plan to address for a community the size of Gilbert. Chapter 5 outlines how each Town policy applies to these required elements. This Chapter also includes a library of all the policies and their supporting language that will be used to guide Town decision-making in a manner that achieves the General Plan Vision. Chapter 6: Character Guidance This Chapter provides additional definition and detail regarding specific goals, policies and guidelines associated with identified Character Areas within the Town. Chapter 7: Plan For Action Chapter 7 sets forth implementation actions, measures, procedures, or techniques intended to implement one or more policies to help reach a specified goal. Some action statements represent efforts that the Town may already undertake and thus should continue, modify or expand. Others propose new actions that represent new approaches to addressing issues facing the Town. An action may also be ongoing or something that can be completed in a targeted timeframe. Chapter 1 •INTRODUCTION 6 How to Use This Plan A helpful guide to the key elements of this plan Goal Identifier. Each goal is preceded by a notation that includes an acronym that corresponds to the overarching theme and a number based on the overall goal order. Goal Statement. An introductory title communicates the broad goal. This is followed by a detailed statement of purpose that defines the desired goal outcome towards which the Town will direct efforts during the 20-year timeframe of the plan. Policy Identifier. Each policy is preceded by a number based on the overall policy order as defined in the Policy Summary located in Chapter 5. Policy Statement. An introductory title communicates the broad policy direction. Each policy is supported by a more detailed statement within the Policy Summary located in Chapter 5 that identifies specific policy intent. A policy is a clear statement guiding a specific course of action for decision-makers to achieve a desired goal. Where to find more. Additional General Plan chapters along with Town policy and regulatory documents help to further advance the vision of Gilbert’s Plan For Our Future. These other chapters and Town documents are referenced throughout this Plan in sidebars called “Where to Find More.” 7 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Gilbert’s Planning Area The Town of Gilbert is located in Maricopa County, in the southeast valley of the Phoenix metropolitan area. Gilbert’s planning area encompasses 72.6 square miles. The Town shares boundaries with the City of Mesa, City of Chandler, Town of Queen Creek, Gila River Indian Community and Pinal County. There are several areas of unincorporated land within Gilbert’s planning area, many entirely surrounded by the Town. GILBERT, AZ Gilbert’s planning area is approaching full build-out, with only select portions remaining as vacant and undeveloped land. Planning Area Map Chapter 1 •INTRODUCTION 8 Exhibit 1. Planning Area and Municipal Limits 9 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan In 1920, the town’s 500 citizens incorporated and the Town of Gilbert was officially born on July 6th, 1920. The Town was less than one square mile in size. Downtown Gilbert circa 1928 Gilbert’s History The Early Era Gilbert’s first homesteads were filed by six men and four women. Some of these farms were provided free if the family stayed for at least five years. Others paid the government for the land which could be purchased for as little as 50 cents an acre. The earliest homestead was purchased in 1893. Gilbert Train Depot Circa 1905 In 1902, the Arizona Eastern Railway solicited donations of right-of-way in order to establish a rail line between Phoenix and Florence. A rail siding was established on property owned by William “Bobby” Gilbert. The rail siding and the Town that developed became known as Gilbert. Gilbert was a prime farming community due to the construction of the Roosevelt Dam and the Eastern and Consolidated Canals in 1911. Because of the area’s rich land, Gilbert became a center for shipping cattle, sheep and dairy products as well as growing grains, melons, cotton and alfalfa hay. During World War I, the cavalry needed an ever-increasing amount of alfalfa to feed their horses. Gilbert helped supply the need, becoming known as the Hay Shipping Capital of the World. Bags of Grain Transported Through Downtown Gilbert Chapter 1 •INTRODUCTION 10 The Growing Years Gilbert’s population has more than doubled since 2000 to approximately 265,900, making it one of the largest communities in Arizona. Gilbert began to take its current shape during the 1970’s when the Town Council approved a strip annexation that encompassed fifty-three (53) square miles of county land. Although the population was only 1,971 in 1970, the Council realized that Gilbert would eventually grow and develop much like the neighboring communities of Tempe, Mesa, and Chandler. This proved to be a farsighted decision as Gilbert positioned itself for growth in the 1980’s and beyond. Beginning in the 1980’s, Gilbert grew at a pace unparalleled by most communities in the United States, increasing in population from 5,717 in 1980 to over 208,000 in 2010. As Gilbert has grown, the community has recognized the need to develop a strong, diverse economy while preserving its highly desirable quality of life. To proactively direct the growth and development of the community, the Town Council adopted and the voters approved the previous General Plan in May 2011, which revised existing elements, added elements required under Arizona “Growing Smarter and Growing Smarter Plus” legislation, and incorporated new land use and economic growth considerations. Much has happened in Gilbert since 2011. The Town is now celebrating its Centennial and has grown to over 265,900 people, catapulting Gilbert to become one of the largest communities in Arizona. Over the last 10-years exceptional development projects, great schools, high income levels, and low unemployment rates have advanced the overall quality of life in Gilbert and given rise to the Town becoming recognized as one of the best places to live in the Nation. Together, these changes—and many yet to come—offer opportunities and present challenges as Gilbert rapidly approaches build-out and evolves into a City of the Future. 11 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Gilbert’s Planning History Gilbert has a tradition of thoughtful planning in response to the rapid growth and change that has occurred over the last several decades. Several of these planning efforts are highlighted in the timeline below. To ensure the most pressing ambitions of these plans are carried forward, all previous and concurrent planning efforts were critical inputs to the 2020 General Plan Update process. 2020 2020 GILBERT GENERAL PLAN 2019 BIKE GILBERT PLAN 2018 INTEGRATED WATER RESOURCES MASTER PLAN 2018 HERITAGE DISTRICT REDEVELOPMENT PLAN UPDATE 2017 GILBERT REGIONAL PARK MASTER CONCEPT PLAN 2015 2015 WATER SUPPLY REDUCTION MANAGEMENT PLAN 2015 SANTAN CHARACTER AREA PLAN 2014 GILBERT ON THE MOVE TRANSPORTATION MASTER PLAN 2014 PARKS, RECREATION, AND TRAILS MASTER PLAN 2014 ADA TRANSIT PLAN 2010 2010 GILBERT GENERAL PLAN 2010 HERITAGE DISTRICT DESIGN GUIDELINES 2008 HERITAGE DISTRICT REDEVELOPMENT PLAN UPDATE 2005 2005 LAND DEVELOPMENT CODE 2005 BICYCLE AND PEDESTRIAN PLAN 2004 GATEWAY AREA TRADITIONAL NEIGHBORHOOD DESIGN GUIDELINES 2003 GATEWAY AREA ROW DESIGN GUIDELINES 2001 HERITAGE DISTRICT REDEVELOPMENT PLAN UPDATE 2000 2000 GILBERT GENERAL PLAN 2000 UNIFIED LAND DEVELOPMENT CODE 2000 TRAIL DESIGN GUIDELINES GENERAL PLAN HERITAGE DISTRICT NEIGHBORHOOD DEVELOPMENT 1995 PARKS & OPEN SPACE POLICY RESOURCES TRANSPORTATION UTILITIES & INFRASTRUCTURE 1990 1991 HERITAGE DISTRICT REDEVELOPMENT PLAN 1988 MORRISON RANCH DEVELOPMENT PLAN Chapter 1 •INTRODUCTION 12 The Planning Process Process and Schedule Gilbert’s Plan For Our Future kicked-off in the summer of 2018 with a focus on updating the current General Plan to reflect shifting trends and development conditions within the Town today, as well as to define a general path forward addressing needs and opportunities broadly and comprehensively to prepare Gilbert story for the next 100 years. This was the catalyst of a continuous sequence of four planning phases that took more than 22 months to complete. The diagram on the following page shows the planning phases and overall timeline. 13 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan JULY 2018 OCTOBER 2018 E N G AG E RECOGNIZE OCTOBER 2019 AUGUST 2020 (Voter Ratification) E N G AG E ENRICH EN Plan For Our Future ACHIEVE GAGE Phase I – Recognize Phase II – Engage Phase III – Enrich Phase IV – Achieve The initial phase of the General Plan update process focused on building upon existing plans and developing an understanding of some of the key issues, opportunities, and challenges within the community. This work culminated with the development of a baseline Community Assessment Report. This report summarized existing Town and regional trends and circumstances, provided inventory maps, and analyzed projected growth conditions. This report can be found in Appendix A. Phase II was the cornerstone of the project and was carried out over the entire lifespan of the General Plan update process. Efforts within this phase focused on utilizing multiple outreach tools to understand community preferences and assist in developing the themes, goals, policies and actions that form the foundation of the General Plan. Specific outreach tools and methods are more thoroughly described in the following sections. Phase III involved the actual drafting of Gilbert’s Plan For Our Future. This process began with taking all of the previous plans and feedback received and establishing the overall structure of the General Plan. This work resulted in refining the current General Plan to remove redundant efforts and apply a systems approach centered around 1 vision, 3 themes, and numerous goals and policies that collectively define a comprehensive, unified and integrated path to prepare Gilbert for the future. The final phase of the project centered on addressing public review comments on the draft plan and facilitation of the formal adoption process through public hearings before the Town Planning Commission and Town Council. This phase also included the development of an interactive, web-based General Plan. Chapter 1 •INTRODUCTION 14 How did Citizens Participate in the Planning Process? In association with the Plan For Our Future Public Involvement Plan (PIP), citizen input informed and guided the planning process to ensure diverse interests and perspectives were incorporated into the General Plan. Various opportunities to gather direct input from the community were also used to further inform and provide deeper insight into Town achievements, needs, and concerns. Specific public engagement techniques utilized included developing a 16-member general Plan Advisory Group (GPAG), creating a user-friendly project website, conducting a communitywide online survey, offering a robust online mapping tool, and hosting community, youth and mobile workshops. To help promote the use of these engagement opportunities, a social media campaign was also launched with the assistance of the Town’s award-winning Office of Digital Government. The adjacent figure shows the sequence of community engagement initiatives used at strategic intervals to solicit input and feedback throughout the planning process. The following pages provide a summary of the public feedback collected through these various channels. For a detailed summary of each engagement effort and associated public comments, please see Appendix B, Public Involvement Summary. 15 GPAG Creation Public Workshop #1 Online Mapping Round 1 GPAG Meeting #4 Project Website Development Voter Ratification Public Workshop #2 Mobile Workshops Round 1 GPAG Meeting #3 Online Mapping Round 2 GPAG Meeting #5 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan GPAG Meeting #2 Kick Off & GPAG Meeting #1 Public Review Process GPAG Meeting #6 Mobile Workshops Round 2 Plan For Our Future Public Workshop #3 The General Plan Advisory Group General Plan Advisory Group The General Plan Advisory Group (GPAG) was established to help guide the public process and to help shape the plan’s outcomes. Members were selected to represent a broad spectrum of interests from throughout the Gilbert community. The GPAG played a critical role in ensuring the plan was responsive to neighborhood conditions and the aspirations of the community by providing advice and feedback to the planning team at crucial steps. The GPAG held seven meetings, and many members participated in community outreach events during the planning process. outreach programs. Based on Gilbert’s demographic profile, access to transportation and language were not challenges to participation. However, it is recognized that young families with children and dual income families with longer commute times in Gilbert find it difficult to participate in traditional public meetings on weekday evenings. To respond to this circumstance, a centerpiece of the General Plan public outreach effort was the use of mobile and online engagement techniques to allow residents to participate at a time that was most convenient for them. Project Website The Plan For Our Future website informed community members about the general plan, project documents, ways to get involved, latest news and events, and contact information. Community members could also subscribe for project updates and submit comments to provide input on the General Plan. Mobile/Online Engagement All communities face challenges engaging residents in community Chapter 1 •INTRODUCTION 16 Online Engagement Summary 2,612 TOTAL SITE VISITS 1,273 UNIQUE USERS 516 SURVEY RESPONSES 173 MAPPING COMMENTS Mobile Engagement efforts consisted of pop-up booths along with various interactive presentations and exercises held throughout the community. Numerous mobile workshops were held in association with larger Town events such as the Regional Park and Desert Sky Park Grand Opening as well as the Riparian Preserve After Dark events. Outreach was conducted with Town youth via the annual Student Government Days event and presentations were provided to all school districts. Town staff also visited various community facilities such as the senior center to ensure diverse feedback was collected. Social Pinpoint, an online geographic based, community engagement tool was utilized in two different important stages of the planning process. Social Pinpoint allowed residents an opportunity to utilize their desktop, laptop, tablet or mobile device to take online surveys and post or “pin” location-based feedback on an interactive map of the community, helping to more clearly identify areas of Social Pinpoint | The Online Geographic-Based Community Engagement Tool 17 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan focus, growth, or redevelopment. The initial phase of online engagement primarily focused around garnering upfront feedback on topics such as which areas of Gilbert should be preserved or improved, types of additional housing choices, and desired transportation improvements. There were 550 total visits to the site, 387 survey responses and 137 mapping comments collected. The second phase of online engagement sought input on the overarching themes and strategies the General Plan should consider as well as feedback on the areas of growth and special character within the Town. There were 2,062 total visits to the site, 129 survey responses and 36 mapping comments collected at this stage. Below are examples of images from the Social Pinpoint site. More information of the effort and specific comments from the public can be found in Appendix B. Community Workshops Community Workshop 1 was the first in a series of workshops that were conducted throughout the General Plan update process. The goal of Community Workshop 1 was to engage those community members who may not prefer to use web-based involvement tools and provide them with equal opportunity to share their input on planning for the Town’s future. Attendees were able to actively participate in six different stations to give input and feedback on how they live, enjoy, move, work, and play in Gilbert. For consistency in the analysis of feedback, each station included interactive display boards where attendees could place stickers or post-it notes to provide their input on survey questions and mapping topics similar to those that were posed to the public online. A detailed recap from Community Workshop 1 can be found in Appendix B. The goal of Community Workshop 2 was to review the key findings of the Community Assessment Report and explore options in establishing guiding themes and goals for the 2020 General Plan. These themes discussed at the workshop lead to setting unified policies that form the guiding foundation of the General Plan. The people that attended the workshop were able to actively participate in three different stations to give input and feedback on their perceptions of community, connectivity, and opportunity in Gilbert. For consistency in the analysis of feedback, each station included interactive display boards where attendees could place stickers or post-it notes to provide their input on survey questions and mapping topics similar those that were posed to the public online. A detailed recap from Community Workshop 2 can be found in Appendix B. Community Workshop 3 was the final meeting in the workshops series. Attendees of this meeting were provided with a broad overview of the entire General Plan Update process and 60-Day review draft. This included sharing background information from the Community Assessment which was used to inform decision making throughout the process; a recap of public input gained from previous outreach efforts; presentation of the overarching vision and planning framework for the Plan; summary of the Plan goals and policies; along with proposed changes to the land use plan. Upon reviewing the meeting material residents were given comment cards that prompted them to share what they like and disliked about the draft Plan. A detailed recap from Community Workshop 3 can be found in Appendix B Chapter 1 •INTRODUCTION 18 Chapter 2 Community What you hear is true. Gilbert is more than a Town. It’s a collection of exceptional people, unique destinations, attractive neighborhoods and diverse cultural amenities that combine to create a world class community that feels like home to residents and visitors alike. The focus of this chapter is on preserving and enhancing these assets, managing growth and promoting bonds between residents in a way that strengthens the livability and sense of COMMUNITY in Gilbert. This chapter is organized around seven key goals: Encourage a Balanced Land Use Framework; Focus on Quality Development; Foster Vibrant Gathering Places; Promote our Neighborhoods; Provide Diverse, High Quality Housing; Celebrate our History and Culture; and Bring Us Together. Trends & Influences The Town of Gilbert has many assets that make it one of the most desirable places to live in the Country. Nonetheless, Gilbert does face challenges that impact the future growth and health of the Town. In order to develop an effective plan that strengthens our Community in the future, we must first understand the trends and influences that will impact our path to continued prosperity in Gilbert. Growing Population Gilbert’s population has increased and will likely continue to grow into the future. Nearly 265,900 people currently call Gilbert home, which is a 142% growth rate since 2000, and an 28% growth rate since 2010. Gilbert’s population is projected to continue to increase through 2050 with a declining growth rate; the Town will ultimately reach a projected population of approximately 293,500 by 2030 (10% growth rate) and 318,000 by 2050 (8% growth rate). While Gilbert’s population continues to increase, the Town’s rate of growth will continue to plateau as availability of undeveloped land dwindles. This reality requires a need for new strategies to create capacity for anticipated growth while maintaining the same quality and providing the same amenities that make Gilbert a desirable place to live. Population Growth and Projections Source: 2000, 2010 Census/MAG Socioeconomic Projections (2019) 350K GILBERT CHANDLER SCOTTSDALE TOTAL POPULATION 300K 318,100 265,900 250K 200K 150K 109,697 100K 2000 Gilbert Chandler Scottsdale 21 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan 2000 109,697 176,581 202,705 2010 2010 208,352 236,123 217,550 2018 2018 265,500 270,300 245,500 2020 2020 265,900 279,500 253,800 2030 2030 293,500 309,100 281,900 2040 2040 308,800 321,100 299,400 2050 2050 318,100 329,000 311,400 Aging Population 2000 Population trends and shifts show that Gilbert, while still young overall, is aging. The most significant change has been in the young adult population (20 to 44 yearolds), which decreased 8%, from 43% in 2000 to 35% in 2017; while the middle aged (45 to 64 year-olds) and senior populations (65+ year-olds) have increased 7% and 5% respectively, since 2000. The school aged population has stayed relatively constant while the youth population (0-5 year-olds) has steadily declined 3%, from 10% of the population in 2000 to just 7% of the population in 2017. Understanding the common and diverging needs of these population groups is critical to maintaining Gilbert’s vibrancy over the long term. Continued emphasis on community services and urban amenities will be vital to meet the needs of the Town’s primary population base; while simultaneously, provide lifestyle facilities, services, and opportunities for the aging population. Build-Out & Development Patterns Gilbert’s historic growth over the last twenty (20) years has largely occurred on “greenfield” or undeveloped land. With 84% of Gilbert’s planning area now developed or in the process of being developed, the availability of this greenfield land has significantly diminished. For a community that has largely thrived on the facilitation of new development on undeveloped land, this shift away from a traditional suburban, outward growth pattern is a significant change. As the Town’s high quality of life has been funded historically by new growth, the Town will need to identify new development opportunities such as infill development and redevelopment that can assist in generating revenues required to maintain the Town’s high standard of living. 9% 55% VS. 3% 2010 MEDIAN AGE 31.9 6% 22% 37% 26% 9% 2017 MEDIAN AGE 5% 10% 4% 17% 43% 26% 10% 2% EXISTING LAND USE 30.1 4% 2% 5% 4% 6% 3% 7% MEDIAN AGE FUTURE LAND USE 34.4 69% 9% 24% 35% 25% 7% 4% Median Age in Gilbert 2% 1% 9% MAG 2016 Sin g Co Of M Op Ag Va Ot In Tr le F ulti Fa mme fice en S ricult cant her P dustri anspo pac ure ubl al am mil rcia r ta ic tion y ily e l Land Use Distribution 2012 Gilbert General Plan  Under 5  5 – 19  20 – 44  45 – 64  65 and Over Age Group Composition Source: 2000, 2010 Census/2017 ACS Chapter 2 •COMMUNITY 22 AVERAGE HOUSEHOLD SIZE TOWN OF GILBERT 3.19 Housing Preferences vs. Existing Housing Stock MARICOPA COUNTY 2.79 2017 ACS HOUSING UNITS 2016 ACS OWNER OCCUPIED 65.2% 29.2% VACANT 5.6% RENTER OCCUPIED 78,642 TOTAL HOUSING UNITS Similar to population, the number of housing units in Gilbert has increased and will likely continue into the future. In 2000, there were a total of 37,007 housing units in Gilbert, and by 2010, the housing stock more than doubled to 74,907. As of 2017, the total number of housing units increased to 87,145. Of those 87,145 housing units, an overwhelming 86.2% are low-density, single family homes, which are predominately larger in size; and only 13.5% of Gilbert’s existing housing stock is allocated to multi-family development (3 or more units per structure). The growth in housing units, coupled with the population increase, is confirmation of Gilbert’s desirability. SINGLE However, the lack of diversity in the FAMILY Town’s housing stock, low vacancy rates, and high median home value can impact the overall affordability 2017 ACS of Gilbert in the long-term. When communities become less affordable, the ability to attract a varied workforce, which is often needed to recruit desired employers, may be hindered. HOUSING TYPES FAMILY HOUSEHOLDS 72% 13.8% MULTI FAMILY OF ALL HOUSEHOLDS CONSIST OF 2 OR MORE PEOPLE 2017 ACS AVERAGE HOUSEHOLD SIZE 86.2% Additionally, the shift in population can affect the housing demand as seniors and middle- aged persons often prefer smaller-scale and lower-maintenance housing options. Conversely, young single adults and couples will increase demand for rental units and starter homes. Creating alternative housing options to the Town’s predominantly single family housing stock will be critical to meeting future housing demand. Additionally, Gilbert should explore increasing the supply of workforce housing and housing vouchers through new development and redevelopment as well as providing new market rate move-up units. TOWN OF GILBERT 3.19 MARICOPA COUNTY 2.79 2017 ACS HOUSING UNITS Changing Household Types 2016 ACS OWNER OCCUPIED 65.2% RENTER OCCUPIED 29.2% VACANT The Percentage of 5.6% 78,642 TOTAL HOUSING UNITS Elderly and Single-Person Households has increased since 2000 Gilbert has a significant number of families, who typically look for larger dwellings. As a family-oriented community, Gilbert also has one of the largest average household sizes (3.19 people) of any community in Maricopa County, so the need for traditional single family detached housing will continue. However, the trending growth and change in the Town’s demographic makeup (increase of single-person households and seniors) creates a demand for diverse types of housing choices and prices that are suited to people with different lifestyles. FAMILY HOUSEHOLDS 72% OF ALL HOUSEHOLDS CONSIST OF 2 OR MORE PEOPLE 2017 ACS AVERAGE HOUSEHOLD SIZE TOWN OF GILBERT 3.19 23 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan MARICOPA COUNTY Housing Age & Neighborhood Quality The majority of the housing stock in Gilbert was constructed in the 21st Century. As it stands, over 55% of Gilbert’s housing stock was constructed since 2000, while 40% was constructed between the 1980 and 1999. The housing growth patterns have shifted from north to south over time. While development of new subdivisions continues throughout Gilbert, some larger subdivisions in northern Gilbert are approaching forty (40) years old. As these neighborhoods age, revitalization and neighborhood stabilization policies will need to be considered to help maintain their character and vitality. Housing Age Source: Town of Gilbert Chapter 2 •COMMUNITY 24 Community Goals The following goals are action based statements of intended efforts that must be undertaken to support Gilbert’s Focus on Community. Using findings from the trends and influences and feedback from the public, these goals were developed to define a clear and succinct framework of where Gilbert will focus future actions to address community identified issues. GOAL CM-1: Encourage a Balanced Land Use Framework One of the main reasons for Gilbert’s continued prosperity is due to the Town’s history of being a well-planned community with high quality development. As Gilbert’s growth continues, we must effectively utilize our land supply and manage our development patterns while maintaining our community character. Policies: Click on the Policy number for expanded Policy description. the Town maintains a land use framework that supports a highly 1 Ensure livable community through the efficient use of land and resources. high quality housing in suitable areas that can accommodate a 2 Encourage variety of lifestyles, households, ages, market preferences, and incomes. placement of compatible commercial uses and community 3 Support services that integrate access to daily needs into residential neighborhoods. mixed-use development within appropriate land use 4 Promote classifications. a greater diversity of housing types and densities, retail and 5 Guide commercial centers, and employment opportunities into identified growth areas where significant change is foreseeable. the provision of appropriate transitions between sites having 6 Support distinct changes in types or intensities of land uses. Click here to clear policies pop-up Where To Find More 25 Land Use & Growth Framework The Land Use & Growth Framework provides further guidance to ensure growth and development in Gilbert occurs responsibly, and in ways that contribute to the Vision and Themes of this General Plan. This framework further details the physical layout, structure and organization of development within Gilbert using Land Use and Growth Area Maps. PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Character Areas Framework The Character Areas Framework provides additional guidance for specific geographic areas of Town that require more detailed recommendations and guidance than other areas due to special characteristics or circumstances of each area. Each Character Area provides more detailed direction and includes unique goals and policies to guide the character and form of development for each area. Agritopia Originally the Reber Family Homestead and later Johnson Family Farm, Agritopia is a neighborhood built upon New Urbanist principles with strong community values. The village has developed into a nationally renowned community where people of all ages can live, work, and play with a diversity of land uses, housing types, and public spaces that all pay homage to the area’s rich agricultural past. GOAL CM-2: Focus on Quality Development Spotlight Gilbert’s identity or “sense of place” is significantly shaped by the physical form, design and architectural style of the Town’s built environment. Residents care about this identity and want to live somewhere that they can take pride in calling home. The Town also wants to make a positive impression with visitors, creating interesting places that people remember and want to revisit. In the future, Gilbert will continue to be a vibrant community for residents and visitors by advancing the Town’s desire for high-quality development and redevelopment. Policies: Click on the Policy number for expanded Policy description. and maintain Gilbert’s attractive appearance and quality of 7 Preserve development that provide a sense of place. improve the public realm to support a pedestrian friendly, high8 Proactively quality and distinctive built environment. areas of Town that have a consistent design character, encourage the 9 Indesign of new development to maintain and support the existing character. development, especially in lower density residential areas, to 10 Guide minimize outdoor light pollution. 11 Encourage the reduction of the Urban Heat Island Effect. substantial drought tolerant landscaping in public and private 12 Encourage projects to maintain a heavily landscaped feel to the community while reducing the consumption of water. the arts and support creative placemaking by facilitating the 24 Leverage integration of artwork in public and publicly accessible spaces. roadways to safely and efficiently accomodate multiple modes of 32 Design travel while creating attractive corridors. Click here to clear policies pop-up Chapter 2 •COMMUNITY 26 Goal: CM-3: Foster Vibrant Gathering Places Gilbert has many active and unique places that offer citizens and visitors the opportunity to gather and have memorable experiences. Establishing and maintaining vibrant gathering places like the Heritage District, Agritopia, and the Riparian Preserve at Water Ranch are cornerstones of Gilbert. As the Town moves forward, Gilbert will foster efforts to create great places that cater to a variety of preferences at the neighborhood and town-wide levels. Policies: Click on the Policy number for expanded Policy description. placement of compatible commercial uses and community 3 Support services that integrate access to daily needs into residential neighborhoods. mixed-use development within appropriate land use 4 Promote classifications. a greater diversity of housing types and densities, retail and 5 Guide commercial centers, and employment opportunities into identified growth areas where significant change is foreseeable. and maintain Gilbert’s attractive appearance and quality of 7 Preserve development that provide a sense of place. improve the public realm to support a pedestrian friendly, high8 Proactively quality and distinctive built environment. principles that ensure a safe and welcoming environment when 13 Apply designing individual structures or master planned developments. neighborhoods, retail and employment areas with a system of 14 Connect pedestrian and bicycle routes and trails. a variety of well-designed and maintained public and private 15 Promote parks and open spaces that will encourage and support community interaction and recreational activity for all ages. Click here to clear policies pop-up Where To Find More 27 Heritage District Redevelopment Plan Review plans, goals and policies that focus on establishing coordinated efforts between the public and private sectors for the continued redevelopment of the Heritage District. PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Character Guidance Chapter 6 Review specific goals, policies, and guidelines associated with unique character areas located throughout Gilbert. Heritage District As the Historic Downtown of Gilbert, the Heritage District has become a vibrant epicenter for activity within the town. The various restaurants, shops, and public spaces make the Heritage District an excellent gathering place for events such as the Gilbert Farmer’s Market and Art Walk. GOAL CM-4: Promote Our Neighborhoods Spotlight The residential development boom over the last thirty years laid the fabric for Gilbert’s neighborhoods today, including several of the best designed master planned communities in the East Valley. In the future, these neighborhoods will still maintain their prominence in the community and efforts must be made to promote and enhance them as they age. Policies: Click on the Policy number for expanded Policy description. the provision of appropriate transitions between sites having 6 Support distinct changes in type or intensity of land uses. sustain, and promote the quality and character of existing 16 Recognize, residential neighborhoods as they mature, and as new development occurs nearby. for the conservation and maintenance of existing housing and 17 Ensure encourage reinvestment. the activation, redevelopment, or revitalization of Gilbert’s aging 18 Facilitate or under-utilized commercial and industrial properties and structures. infill development that is designed to acknowledge the 19 Support surrounding context. Click here to clear policies pop-up Chapter 2 •COMMUNITY 28 GOAL CM-5: Provide Diverse, High Quality Housing The composition of Gilbert’s existing residents and desired future workforce have characteristics such as family size, income, age, and tastes that require diverse housing choices. To accommodate projected population and employment growth, Gilbert will guide new high quality housing options in strategic locations for households with different lifestyle preferences and needs. Policies: Click on the Policy number for expanded Policy description. the Town maintains a land use framework that supports a highly 1 Ensure livable community through the efficient use of land and resources. high quality housing in suitable areas that can accommodate a 2 Encourage variety of lifestyles, households, ages, market preferences, and incomes. mixed-use development within appropriate land use 4 Promote classifications. a greater diversity of housing types and densities, retail and 5 Guide commercial centers, and employment opportunities into identified growth areas where significant change is foreseeable. the conservation and maintenance of existing housing and 17 Ensure encourage reinvestment. infill development that is designed to acknowledge the 19 Support surrounding context, while supporting other plan policies. downtown livability through live/work, shopping, cultural and 22 Enhance recreational opportunities in the Heritage District. Click here to clear policies pop-up Where To Find More 29 Policy Summaries Chapter 5 Learn more about the policies you are most interested in and how they apply to other strategies in the 2020 General Plan PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Plan for Action Chapter 7 Gain more information about how each policy will be accomplished Heritage District South HD South now occupies what was originally Gilbert Elementary School in 1913. As the oldest standing building in the town and the only one on the National Historic Register, HD South houses the Gilbert Historical Museum and the Gilbert Historical Society. GOAL CM-6: Celebrate Our History and Culture Spotlight Past structures and development such as the Gilbert Water Tower, Gilbert Historical Museum, Morrison Ranch Silos, and Agritopia offer visual reminders of the eclectic and innovative nature of Gilbert’s past eras of growth. Through recognizing the significance of the Town’s local historical resources and community culture, Gilbert will continue to foster a sense of place and preserve the Town’s heritage. Policies: Click on the Policy number for expanded Policy description. the identification, stewardship and preservation of historic 20 Support resources, properties and districts. methods and techniques that acknowledge Gilbert’s tangible and 21 Promote intangible cultural heritage. the art community and creative economy by raising awareness of 23 Support and promoting the value of local arts and culture. the arts and support creative placemaking by facilitating the 24 Leverage integration of artwork in public and publicly accessible spaces. Click here to clear policies pop-up Chapter 2 •COMMUNITY 30 GOAL CM-7: Bring Us Together Gilbert has a long history of valuing and encouraging community and civic participation. The Town will continue to invest in this “community capital” — that is the collective knowledge, skills and talent that Gilbert residents can offer when given a platform to connect — and create a significant benefit for future generations. Policies: Click on the Policy number for expanded Policy description. a variety of well-designed and maintained public and private 15 Promote parks and open spaces that will encourage and support community interaction and recreational activity for all ages. and promote opportunities for all residents to connect socially 25 Expand 25 and participate fully in the vitality of Gilbert. open and equitable public and neighborhood engagement 26 Encourage when shaping community quality of life decisions. Click here to clear policies pop-up Spotlight Gilbert Days Festival and Parade Featuring a parade, rodeo and marathon, Gilbert Days is the premiere annual event celebrating the town’s heritage. 31 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Land Use Framework Gilbert is a growing Town with broad appeal, and the popularity of the Town should not be taken lightly. Gilbert is fortunate to be in a position where the future growth of the Town is positive. As Gilbert continues to prosper, it should promote strategies to ensure growth occurs responsibly in ways that contribute to furthering the Vision and Themes of this General Plan. Land Use Framework The Land Use Map describes the long-term, physical development pattern desired for Gilbert. The map organizes the Town’s land use structure and character using a number of land use classifications. These land use classifications describe the character intended for each area identified on the Land Use Map, and are further explained in the following pages. Each land use classification is color coded to correspond to the map. Densities for each land use classification are based on gross land area. Gross land area includes open space and recreation areas, street rightsof-way, and drainage areas and schools (if dedicated) within the boundaries of the development. Land Use Interpretations The land use classification boundaries shown on the Land Use Map follow property lines, drainage corridors, canals, streets and Town limits. Where development exists, these demarcation lines are precise and variations are not allowed unless the Land Use Map is amended. Where development is proposed on vacant land, the Planning Commission may approve a reconfiguration of the boundaries of the various land use classifications to form a viable neighborhood design, as long as there is no net change in the amount of land in each classification. For site development regulations and purpose, refer to the Land Development Code (LDC). The LDC also notes non-residential land uses permitted in residential zoning districts. A Planned Area Development (PAD) overlay zoning district may permit zoning districts other than noted above upon finding that the overall density is consistent with the General Plan land use classification, and per the provisions of a PAD established in the Land Development Code. Chapter 2 •COMMUNITY 32 Exhibit 2. Land Use Plan 33 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Residential Land Use Classifications Residential > 0 - 1 DU/ Acre (SF-43,SF-35) The Residential >0-1 DU/AC classification designates areas for very low-density single-family residential development of a semi-rural character. Non-commercial agricultural uses may be located in these areas. (Typical corresponding zoning districts with this land use classification: SF-43, SF- 35). Residential > 1 - 2 DU/ Acre (SF-35,SF-15) The Residential >1-2 DU/AC classification designates areas for low-density single-family residential neighborhood development. (Typical corresponding zoning districts with this land use classification: SF-35, SF-15). Residential > 2 - 3.5 DU/Acre (SF-15,SF10,SF-8,SF-7) The Residential >2-3.5 DU/AC classification designates areas for suburban single-family residential neighborhood development. (Typical corresponding zoning districts with this land use classification: SF-15, SF-10, SF-8, SF-7). Residential > 3.5 - 5 DU/Acre (SF-10,SF8,SF-7,SF-6) The Residential >3.5-5 DU/AC classification designates areas for urban density single-family neighborhood residential development. (Typical corresponding zoning districts with this land use classification: SF-10, SF-8, SF7, SF-6). uses. Residential > 5 - 8 DU/ Acre (SF-6,SF-D,SF-A) The Residential >5-8 DU/AC classification designates areas for higher density detached and attached residential uses. (Typical corresponding zoning districts with this land use classification: SF-6, SF-D, SF-A). Residential > 8 - 14 DU/Acre (SF-D, SF-A, MF/L) The Residential >8-14 DU/AC classification designates areas for higher density, often multifamily, residential uses. (Typical corresponding zoning districts with this land use classification: SF-D, SF-A, MF/L). Residential > 14 - 25 DU/Acre (MF/M) The Residential >14-25 DU/AC classification designates areas for higher density multifamily residential uses such as condominiums, multi-story apartments and specialty residential uses. (Typical corresponding zoning district with this land use classification: MF-M). Residential > 25 - 50 DU/Acre (HVC, GVC, MF/H) The Residential >25-50 DU/AC classification designates areas for very high density, multifamily residential uses including multi-story apartments, condominium, townhouse, loft apartment and congregate care/senior living product types. (This density may be permitted in the Heritage Village Center (HVC), the Gateway Village Center (GVC) and Multifamily High (MF/H) zoning districts. Chapter 2 •COMMUNITY 34 Commercial Land Use Classifications Neighborhood Commercial (NC) The Neighborhood Commercial classification designates areas for limited shopping and basic services for the immediate area and are generally no larger than five (5) acres in size. Neighborhood Commercial uses are typically, but not always, located along major collectors or arterials. Small scale retail and service uses under 25,000 square feet per user or standalone building are permitted. (Typical corresponding zoning districts with this land use classification: NC). General Commercial (GC) The General Commercial classification designates areas for the commercial and service needs of residents in the surrounding area. General Commercial areas are identified by freestanding retail, office and commercial uses that may be developed as individual projects, or projects may be developed under unified control with a common architectural theme and shared parking. Loft residential and mixed-used development are allowed within this land use classification. General Commercial parcels are typically located along arterial streets. (Typical corresponding zoning districts with this land use classification: CC, SC, GC). 35 Regional Commercial (RC) The Regional Commercial classification designates areas for a broad range of high intensity uses emphasizing retail commercial uses. There is no maximum size for any use. The designation includes uses permitted in all other commercial categories plus regional shopping centers, hospital/medical centers, hotels/motels and mixed-use developments. The Regional Commercial classification may also accommodate high density residential development where residential uses are located above the ground floor of a retail/ office building. Regional Commercial serves a broad market area larger than the Town. Regional Commercial designations are thirty or more acres and are located at freeway/arterial intersections or at intersections of arterials with Roads of Regional Significance. (Typical corresponding zoning districts with this land use classification: RC). PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Village Center (VC) The Village Center classification designates areas for classical mixed-use, pedestrian-oriented core activities which consist of retail shops, restaurants, offices, lodging, entertainment, public plazas and very high density residential units. Village Center offers the opportunity for diverse patronage served by all modes of transportation. The pedestrian oriented core will initially be served by shared parking lots and ultimately by shared parking structures. Residential uses within the Village Center area will range up to 50 du/acre, often with commercial or office uses on the ground floor. (Typical corresponding zoning districts with this land use classification: HVC, GVC). Employment Land Use Classifications Neighborhood Office (NO) The Neighborhood Office classification designates areas for small-scale, single story office uses and complexes adjacent to existing or planned neighborhoods. It is a transitional classification between residential and more intense commercial uses and can buffer residential uses from arterial streets. (Typical corresponding zoning districts with this land use classification: NO). Industrial (I) The Industrial classification designates areas for a variety of industrial activities, ranging from light industrial uses, such as assembly, light manufacturing, warehousing, offices, contractors’ yards, laboratories, and research and development firms to general industrial uses such as heavy utility, truck terminals and manufacturing facilities. Properly screened outdoor storage of materials, equipment and vehicles may occur. (Typical corresponding zoning districts with this land use classification: LI, GI). General Office (GO) The General Office classification designates areas for large scale, single or multi-story medical, professional, general or service-type office, and light industrial uses, including high technology and research and development firms. This classification encourages an attractive campusstyle environment. Developments within this classification may include employee-oriented onsite amenities, loft residential and accessory uses allowing for a mixed-use environment. (Typical corresponding zoning districts with this land use classification: BP, GO, GBC). Chapter 2 •COMMUNITY 36 Civic/Institutional Land Use Classifications Public Facility/ Institutional (PF/I) The Public Facility/Institutional classification designates areas for public and quasi-public ownership, including administrative offices, corporation yards, police and fire stations, public and private schools, colleges, hospitals, libraries, post office facilities, cultural centers and similar uses. This category also includes traditional utility service uses such as wastewater treatment plants, water treatment plants, storage reservoirs and tanks, well sites, telephone company sites, electric substation sites, electric generating/ receiving stations, etc. (Typical corresponding zoning districts with this land use classification: PF/I). 37 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Utility/ Transportation Corridor (U/TC) The Utility/Transportation Corridor classification designates areas for canals, railroads, rail, power lines, utility easements and the Loop 202 Santan Freeway corridor. These areas may include multi- modal trails systems, open spaces and green belts. (Typical corresponding zoning districts with this land use classification: PF/I). Parks/ Open Space (P/OS) The Parks/Open Space classification designates areas for parks, riparian areas, public and private golf courses, including ancillary functions such as maintenance facilities, clubhouses, driving ranges and proshops, drainage/ wash/retention areas that will remain in public or open space use whether publicly or privately owned. (Typical corresponding zoning districts with this land use classification: PF/I). Growth Areas Framework Growth Areas in Gilbert are specifically located in areas that already have adequate infrastructure constructed and multi-modal transportation options planned to support a variety of land use types. Gilbert’s Growth Areas are focused on economic sustainability and therefore concentrated in employment and commerce centers. The developments within the Growth Areas should integrate a variety of employment options supported by a mixture of land uses. Growth Areas Framework The Town of Gilbert strongly supports mixed-use developments. The mixed-use designation is defined as a coordinated Development Plan with a functional integration of residential and non-residential uses, where a variety of different living activities (live, work, shop, and play) are in close proximity (walking distance) to most residents, resulting in measurable reductions in traffic impacts. Designated mixeduse developments are encouraged within the Growth Areas, but may also be located in other areas that provide a multi-modal transportation network to support the intensity of development. The mixed-use environment can be developed horizontally, vertically or a combination of both. If designed horizontally, the Town expects that the project be constructed so that all land uses are represented. The Growth Areas within Gilbert each have their own economic focus, character and infrastructure. It is expected that mixed-use developments would be designed to utilize and amplify the Growth Area’s attributes. If appropriate, the high density residential component of a mixed-use project should be designed as an integral element of the development concept and produce a unique living environment distinctive to the project. To further mixed-use growth and density within the Growth Areas, the Town encourages energy efficient projects and projects that utilize the Vertical Development Overlay Zoning District. Gilbert’s eight defined growth areas are illustrated on the accompanying Growth Areas Map and are further described on the following pages. Chapter 2 •COMMUNITY 38 Exhibit 3. Growth Areas 39 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Heritage District The area is generally defined as one-third of a mile south of Guadalupe Road on the north, extends one-quarter mile to the east and west of Gilbert Road and one-eighth of a mile south of Elliot Road. The Heritage District Growth Area is the historic downtown center of Gilbert and is covered by a Redevelopment Plan. It is also designated as a Character Area within this General Plan. The adopted Redevelopment Plan covers land use, architectural character, streetscape and other issues specific to the downtown. It also sets forth a unique review process required for this area. The Heritage District is a prime location for infill development ranging from commercial to high density residential to tourism/hospitality uses. Baseline Medical Located between one-quarter mile west and one-quarter mile east of Higley Road and between US 60 and one-half mile south of Baseline Road, the Baseline Medical Growth Area is evolving around the existing hospital and cancer treatment and research center. Medical offices, hotels and support amenities are all critical to the success of the vibrant growth of this area. With little vacant land remaining within this area, it is imperative that quality mixed-use projects be well designed to maximize land potential. The Town highly encourages the use of the Vertical Development Overlay Zoning District as a vehicle to achieve maximum density. Central 202 Core The Central 202 Core Growth Area is generally bounded by the Loop 202 Santan Freeway to the south and east, Ray Road to the north and Val Vista Road to the west. The Central 202 Core Growth Area includes the Santan Village Regional Mall and several retail power centers. This area is capable of supporting concentrated development comprised of a variety of land uses including commercial, high rise office, tourism uses and business parks. The area may also accommodate high density residential development where residential uses are closely integrated with retail/office uses in a compact development containing urban amenities. The use of the Vertical Development Overlay Zoning District is highly encouraged within this centrally located business core. Gilbert and the 202 The Gilbert and the 202 Growth Area is located east of Gilbert Road extending onehalf mile past Lindsey Road between Pecos Road and one-quarter mile south of Germann Road. This Growth Area is on the western boundary of the Town of Gilbert, adjacent to the Chandler Airpark. The Growth Area includes the existing commercial centers located at the Gilbert Road and Loop 202 Santan Freeway interchange. The primary focus of economic growth within this area is general office, business park and light industrial land uses that have a need for quick freeway access or proximity to the airpark. Chapter 2 •COMMUNITY 40 Power Road The Power Road Growth Area is located one-half mile west of Power Road, onehalf mile north of Elliot and one-quarter mile north of William’s Field Road. The Phoenix-Mesa Gateway Airport, directly to the east, is the catalyst for development within this area. With quick transportation access to the Santan Freeway and the Power Road Corridor, the focus of this Growth Area is industrial and business park employment supported by commercial shopping centers. Gateway Village Center The Gateway Village Center is generally one-third of a mile to the north of and one-third of a mile south of Williams Field Road, from the railroad to the west and Power Road to the east. This area is planned with a wide variety of land uses in a “Village Core”, pedestrian-oriented design with close proximity to future multimodal transportation nodes. The area is the “Gateway” into Phoenix-Mesa Gateway Airport and the Arizona State University Polytechnic Campus. The village core focuses primarily on office and commercial employment opportunities supported by commercial and residential mixed-use projects. The Gateway Village Center, also known as Cooley Station, is part of the Gateway Character Area described in Chapter 10 of this General Plan. Val Vista Medical The Val Vista Medical Growth Area is located south of the Loop 202 Santan Freeway. It extends one-quarter mile west of Val Vista Road, east to Greenfield Road and Queen Creek Road to the south. The hospital is the economic catalyst within this growth area. The hospital, located southeast of the Val Vista Road and Loop 202 Santan Freeway interchange has spurred growth in the medical office, medical research and rehabilitation/care facilities. Support amenities to the above noted uses are quickly being developed. The Town anticipates that this area will continue to grow with medical office, general office and business park land uses supported by mixed-use, commercial and hospitality uses. Northwest The Northwest Growth Area is located south of the US 60 from Baseline Road to just south of Elliot Road, and extending from Arizona Avenue to Cooper Road. The Northwest Growth Area was Gilbert’s first major employment area and has the largest concentration of jobs of all the growth areas. This geographic area has attracted industry leading anchor institutions and companies primarily associated with science, technology, engineering, and occupations in aerospace, manufacturing, and professional services industries. This growth area is characterized by large industrial and office oriented developments and infill parcels that are transit-accessible and have attracted a portfolio of housing, office, industrial, and retail uses. A focus on a unified vision, infrastructure, investment, development and quality of life will ensure the area remains a vibrant hub for employment, redevelopment and innovation within the community. 41 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Character Areas Framework Character Areas are specific geographic areas that possess unique or special characteristics or have the potential to evolve into a unique area, unlike any other in the Town. The areas may also have certain development issues, within or outside the Town’s planning boundary, that makes the area unique, for example areas influenced by the development of Phoenix-Mesa-Gateway Airport and the original downtown area. Character Areas Framework The following Character Areas are intended to define unique places in the Gilbert Planning Area. Each of the following Character Areas contain different goals and policies. These do not replace the land use policies or map designations in other parts of the General Plan, but merely provide definition and detail. Specific goals, policies and guidelines associated with each Character Area can be found in Chapter 6. Chapter 2 •COMMUNITY 42 Exhibit 4. Character Areas 43 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Heritage District Heritage District The Gilbert Heritage District is the historic and symbolic center of the community. It offers opportunity for the adaptation of significant properties to uses that will have a positive impact on the adjacent residential and commercial sectors. By maintaining appropriate uses, design and architecture in the District, the area will remain the community’s link with the past and future. Guided by the Redevelopment Plan and the Heritage District Design Guidelines, development and reinvestment is highly encouraged in the Heritage District in order to maximize the economic potential of properties, rehabilitate substandard buildings, eliminate blighting influences, improve parking, beautify streetscapes and allow the assembly of land for new development. As new construction and rehabilitation activities occur, the Redevelopment Plan and Design Guidelines will serve as a catalyst for the improvement of other properties. Together, this will help to attract more businesses and customers, thereby increasing the economic vitality of the area. Both documents should be referenced for comprehensive information regarding the Heritage District Character Area. The Gilbert Redevelopment Plan was first adopted in 1991 and updated in 2001, 2008, and 2018. Chapter 2 •COMMUNITY 44 Gateway The Gateway Character Area is approximately 4,300 acres (seven (7) square miles) in size. The Gateway Character Area identifies desirable physical characteristics that will enhance Gilbert’s unique identity and encourage development of traditional neighborhoods. It provides traditional village/neighborhood design concepts which are reminiscent of the heritage of Gilbert. It promotes pedestrian, bicycle, transitoriented design and integrates residential, commercial, and employment land uses. It also affords an opportunity for small-scale urban agriculture. The Gateway Area will consist of a traditional, mixed-used pedestrian friendly village center, with commercial shops, offices and loft apartments at the core of the village center, surrounded by traditional residential neighborhoods, schools and parks, as well as nearby major commercial and employment areas including the Arizona State University (ASU) Polytechnic Campus, the Chandler-Gilbert Community College/ Williams Campus, the Phoenix-Mesa Gateway Airport and the Santan Freeway. Gateway Morrison Ranch The Morrison Ranch Character Area is a 1,527 acre (2.3 square miles) mixed-use master planned community that incorporates the functional, aesthetic, economic and social factors associated with livable communities. The development plan for Morrison Ranch was originally adopted in 1988 and has been amended over time as conditions warrant. Development of the area continues today. Morrison Ranch reflects the historic rural atmosphere associated with the Town of Gilbert. It utilizes reclaimed water to enable the landscaping to include turf, trees and wide setbacks to establish a rural agricultural community theme. Within Morrison Ranch, multiple rows of trees line the streets, sidewalks and parks, creating a shaded environment for pedestrians and vehicles. All landscape, recreation and open spaces within common areas are to be maintained by the Homeowners Association. A network of trails and sidewalks within the landscaped open spaces connect homes, schools, community facilities and workplaces. Elementary schools are located in central locations adjacent to greenbelts and recreational facilities. A variety of residential densities are provided throughout the community. Morrison Town Center features a multiuse combination of retail, commercial, office, restaurant and recreational services linked to the existing Morrison Ranch headquarters and grain silos that set the rural theme. The Power Technology Center offers a variety of multi-use commercial, business park and industrial sites along Power Road. Morrison Ranch 45 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Santan Santan In 2000, the Santan Character Area (SCA) was created to capture the unique qualities of this sixteen (16) square mile growing area. The character area serves as a tool to recognize the importance of the rural agricultural heritage of South Gilbert. Service oriented infill development is just beginning to respond to the SCA population growth. Schools, churches and residential rooftops are now dominant in the area. There is still significant interest from the development community to continue residential construction in the SCA. Containing the greatest concentration of undeveloped land, there is increased development pressure on this part of Gilbert. Multi-use trails, desert washes and proximity to the Santan Mountains make the area unique. The SCA continues to require special attention due to the land use issues related to residential and non-residential development. Residents have expressed concern about the lack of services and commercial amenities, yet desire a pattern of development consistent with the rural lifestyle and open spaces that characterize the Santan area. The people of the SCA envision the area as a combination of rural and suburban neighborhoods that enjoy the natural environment including wildlife and small scale agricultural activities. Emphasis is placed on outdoor living enjoyment and the ability to live and play in a secure and safe environment. Low and medium density residential development blends with farming, trails, open space, and commercial uses to makeup the character. Where To Find More Character Guidance Chapter 6 There are specific guidelines for each Character Area. These do not replace the land use policies or map designations in other parts of the General Plan, but merely provide definition and detail. For a more in depth look at Character Area Guidelines see Chapter 6. Chapter 2 •COMMUNITY 46 Chapter 3 Opportunity Opportunity is essential to every thriving community. Individuals and families prosper in safe communities that offer great schools, exceptional public services, diverse recreational amenities, high-quality healthcare options, a healthy natural environment and a strong business climate. As the Town continues to grow and mature, it’s this physical and philosophical foundation on which Gilbert was built that will continue to serve the community’s needs and maintain a high standard of living. The focus of this chapter is to create sustainable and positive outcomes that build upon the Town’s overall high quality of life through exploring and welcoming new OPPORTUNITY in Gilbert. This chapter is organized around five key goals: Encourage Job Growth; Promote Health and Wellness; Maintain Public Safety; Manage Our Infrastructure; and Protect Our Natural Environment. Trends & Influences Gilbert has exponentially grown into a renowned community with excellent schools, jobs and public amenities. While Gilbert is well positioned to leverage the Town’s strengths and current quality of life to continue to attract premier businesses, housing and entertainment options as well as provide valuable public services, it is also important to monitor the Town’s growth outcomes to ensure they align with the stated Vision and Values of this Plan. To this end, the following assessment is provided to understand specific trends and influences that are impacting Gilbert today in order to inform the development of this chapter’s goals and supporting policies in a way that will minimize missed opportunities and prevent the pursuit of short-term gains at the expense of long-term success. These assessment findings are discussed in more detail in Appendix A. 49 Economic Diversification Gilbert’s high median income level is a strong indicator of the community’s spending power and general economic health. As the Town looks to attract new business, especially retail, the strong economic standing and capacity of its residents plays an important role in the recruitment process. When asked what type of development Gilbert should encourage over the next twenty (20) years to accommodate projected population growth, 55% of survey respondents identified Job Creating Uses as most important. Gilbert has strong demographics for future employment growth. When compared to Maricopa County overall, residents in Gilbert are, on average, higher educated, better paid and include a larger segment of the population in its prime working years. Future forecasts of employment growth remain positive for Gilbert, particularly within the health, professional services, and technology sectors. From this perspective, the Town should be well positioned to capitalize on its past performance and existing assets to extend its economic growth. What type of development should Gilbert encourage over the next 20 years to accommodate projected population growth? 46% 49% 55% 32% 9% Compact Multi-Family Development Mixed-Use Development New & Redevelopment Commercial Use Dispersed Single-Family Housing Job Creating Uses 2020 Gilbert General Plan Update Community Survey Response In line with the growth of high-tech industries in Arizona, Gilbert has emerging employment clusters in Life Sciences, Aerospace and Aviation, Clean Technology and Renewable Energy and Advanced Business Services. In addition, Oncology, Stem Cell Therapy, Biofuel and Solar technology, as well as satellite communication and electro-mechanical manufacturing firms have chosen to locate in Gilbert for the growing strength of the community’s educated workforce and prime positioning within the Greater Phoenix Region. Companies such as GoDaddy, Banner Health and Dignity Health account for some of the top employers in the town with other notable firms being Deloitte, Silent-Aire, Morgan Stanley, Northrop Grumman, Merrill Lynch and Isagenix. With the exponential 58% growth in bioscience jobs in Arizona from 2002-2016 (The Flinn Foundation) and 15% projected job growth from 2017-2026 in Advanced Business Services (Emsi), these sectors are primed to be an even stronger backbone to Gilbert’s economy. PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Strong Talent Pipeline The Town of Gilbert is served by four public-school districts including the Gilbert Public School District and portions of the Higley Unified School District to the east, Mesa Public School District to the north, as well as the Chandler Unified School District to the south and west. The Gilbert Public School District was named #4 in the Top 500 School Districts in America in 2018 (only six Arizona school districts made it on the list) and all high schools located within Gilbert consistently maintain graduation rates above 90%. The Gilbert Public School District was named #4 in the Top 500 School Districts in America in 2018 There are forty-six (46) primary and secondary (elementary, middle and high school) public schools within the Town of Gilbert, and sixteen (16) magnet or charter schools. As of 2017, total enrollment for the Town of Gilbert K-12 was 55,106, with 3,918 enrolled in preschool. This reflects a 23% increase in K-12 enrollment since 2010. However, between 2010 and 2017 combined enrollment of preschool and kindergarten aged children has declined by 2,135 students. The total increase in K-12 student enrollment aligns with the Town’s overall population growth between 2010 and 2017. However, the decline of preschool and kindergarten enrollment within Gilbert is an indicator that fewer younger families are moving to Gilbert. According to the ACS approximately Educational Attainment Source: 2017 ACS 15,761 Gilbert residents were enrolled in some form of college as of 2017. Furthermore, nearly half (43%) of GILBERT MARICOPA COUNTY GILBERT MARICOPA COUNTY Gilbert’s residents have a bachelor or Bachelor’sBachelor’s Degree or Degree o Bachelor’sBachelor’s Degree orDegree or High School High School High School Post-Graduate Degree High School Post-Graduate Degree graduate/ professional degree, over Post-Graduate Degr Post-Graduate Degree a third (36%) of the population have some college education or an associate 36% 36% 43% 43% 32% 32%32% 32% 18% 18% 22% 22% degree, and only 3% of residents over Some College & College & Some College Some Some&College & the age of 25 have less than a high Associate Associate Degree Degree AssociateAssociate Degree Degree school diploma. In comparison, these education attainment levels outperform Maricopa County overall. This educational profile of Gilbert is also indicative of Median Household Income Source: 2017 ACS a highly skilled workforce, which is strongly associated with higher income GILBERT MARICOPA COUNTY levels and an increased ability to attract top employers. In turn, these indicators 2017 $84,699 2017 $62,223 place positive influence on the overall structure and performance of the K-12 2000 $68,032 2000 $45,358 education system within the Town. This self-supporting cycle of improvement justifies the importance of promoting economic and educational excellence within Gilbert. $$ Gilbert’s public education system continues to be well ranked within Arizona and nationally as delivering high quality education. Additionally, with large higher education opportunities located in or immediately adjacent to Gilbert including Park University, University of Arizona – Nursing Program, Northern Arizona University, Chandler-Gilbert Community College and Arizona State University Polytechnic Campus, the flow of educated young people into Gilbert’s workforce continues to grow strong. Chapter 3 •OPPORTUNITY 50 Park Classifications and Facilities District Parks Classified as 30 acres or more are designed to accommodate a wide variety of unique and standard recreation facilities and activities for individuals and groups. ● Crossroads District Park ● Discovery District Park ● Freestone District Park ● McQueen District Park ● Regional Park Community Parks Classified as 10 to 30 acres in size and typically include a unique facility or attraction. Developed for individual and medium sized group activities. ● Cosmo Dog Park ● Zanjero Park Neighborhood Parks Classified as 1 to 10 acres in size to accommodate individual and small group recreational facilities.1 ● Circle G Park ● John Allen Park ● Oak Tree Park ● Page Park ● Sunview Park ● Vaughn Avenue Basin ● Veterans Park ● Villa Madeira Park ● Village II Park ● Vista Allegre Park ● Water Tower Plaza Specialty Parks No specific size range and can have a singular or unique function. ● Riparian Preserve at Water Ranch ● Riparian Area at Neely Ranch ● Nichols Park ● Hetchler Park (Gilbert Soccer Complex) ● Cactus Yards ● Desert Sky Park 1 This list only reflects public Neighborhood Parks. Parkway Improvement District (PKIDs) and Private Neighborhood Parks are not included. 51 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Best in Class Recreation Facilities Parks, Open Space and Recreation Gilbert enjoys over 600 acres of dedicated parkland and preserves within the Town limits. The Town also maintains over thirty-two (32) miles of shared use, paved paths and seventeen (17) miles of unpaved trails. An additional 25.5 miles of trails are proposed and not yet improved. The Town also offers a wide variety of classes, programs and special events for people of all ages and abilities. The adjacent table lists parks, recreation and cultural facilities in Gilbert. All of these facilities are further detailed in the Town’s Parks, Recreation and Trails Master Plan (2014). Town parks are located based on the service standards outlined in the Parks, Recreation and Trails Master Plan and are focused on providing access to all members of the community. Expansion of parks into new areas of growth are programed in a manner that is complimentary to existing services and standards as well as the recommendations of the 2015 Sports Field Needs Assessment. A combination of community input and the Needs Assessment most recently resulted in the development of phase one of the Gilbert Regional Park and Desert Sky Park in September 2019. Complete buildout of each park is planned to occur over multiple phases and will collectively add over 270 acres of new recreation and open space to Gilbert’s dedicated parkland. Community Facilities The Town’s Community Centers serve as anchors to several parks and their surrounding neighborhoods within Gilbert. In addition to being locations for recreation and fitness, Gilbert’s Community Centers also provide social services, education opportunities, health initiatives and social gathering spaces. Current locations include: Gilbert Community Center/Senior Center, Freestone Recreation Center and McQueen Park & Activity Center. There are two public libraries located within Gilbert. Each facility is operated as a branch of the Maricopa County Library District. In addition to materials in multiple formats, these facilities provide internet accessible, word processing and activitybased computers for all ages. Current locations include: Southeast Regional Library and Perry Branch Library. Gilbert’s parks, open space, trails and recreation facilities are an important part of what makes the Town a desirable place to live. The Town is committed to the continued investment in and proactive stewardship of its public facilities. In the future, parks, trails, and recreation will continue to play an important role in meeting the needs of residents as well as contributing to the overall character of Gilbert. However, as the Town approaches buildout, the traditional focus on expansion of these critical community amenities will transition to a greater need for preservation, and in some area’s revitalization or replacement of facilities. Chapter 3 •OPPORTUNITY 52 Commitment to Health and Wellness Healthy Arizona Worksites awarded the Town of Gilbert the Gold Award for Healthy Arizona Work Places in 2018. Gilbert is no stranger to accolades relative to health both locally and nationally. Healthy Arizona Worksites awarded the Town of Gilbert the Gold Award for Healthy Arizona Work Places in 2018 due to strong worksite wellness initiatives. Gilbert was also noted by the Phoenix Business Journal as having nine of the healthiest employers in the Valley and was listed as the 17th best community in the country for people with disabilities by WalletHub. The Town is also well served by a full complement of medical facilities, including Banner Gateway Hospital and MD Anderson Cancer Center along with Mercy Gilbert Medical Center and Gilbert Dignity Health General Hospital. Health Measures This holds true to data from a 2019 Mercy Gilbert Medical Center (MGMC) Community Health Needs Assessment. Within this assessment a Community Needs Index (CNI), developed by Dignity Health and Truven Health Analytics, identified the severity of health disparity for each zip code in Gilbert based on a select group of barriers to healthcare access. These barriers include income, language, educational, insurance and housing barriers. According to the CNI results illustrated in the Community Index Map (below), all zip codes within Gilbert’s Planning Area display a moderate (mid) to low risk of barriers to healthcare access. In addition to healthcare access, Gilbert residents also tend to be more physically healthy. Data from the Center for Disease Control (CDC) Behavioral Risk Factor Surveillance System displays Gilbert with low rates of obesity and high rates of physical activity (see Figure 4 and 5). Conversely, a 2012 MGMC Community Needs Assessment reported that adult mental health conditions accounted for 75% of visits to MGMC and reported in 2014, emergency rooms recorded a 56% increase in youth coming to emergency rooms for substance or alcohol related issues over a one-year period. Community Needs Index Map Mercy Gilbert Community Health Needs Assessment (2018) 53 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Lifestyle and environment are prime contributors to an individual’s physical and mental health. Gilbert’s support for public health through environmental design is evident in the Town’s extensive parks and trails network. With ample access to recreational amenities, residents of Gilbert have greater opportunities for staying active and further contributing to higher positive health achievements. Town resources and social service organizations are also prevalent within Gilbert and provide residents with information, resource, referral, advocacy, and counseling assistance. One example of this collaboration includes the recently opened Heritage Center- Wellness, Education and Resource Center, which provides access to medical, dental, counseling and other social services through programs supported by AZCEND, Dignity Health, Mission of Mercy and Southwest Behavioral Health. Safety Overweight Analysis Policy Map The safety of a community is important to health and well-being. People exposed to violence and crime are subject to increased risk for long-term behavioral and mental health disorders (i.e. anxiety, depression and post-traumatic stress disorder); are more prone to carry out a crime once exposed to a crime; and are more likely to experience physical trauma (i.e. death, injury and disability). Gilbert is one of the safest communities in the State, exhibiting significantly lower instances of property and violent crimes than other comparable communities in the East Valley. Physical Activity Analysis Policy Map Poverty Overall, a substantial portion of the population in Gilbert enjoy relative prosperity. According to the 2017 ACS, only 6.2% of the population and 4.7% of families in Gilbert are living in poverty. This is considerably lower than the County rate of 16.5% of the population. Although, this does equate to over 14,000 Gilbert residents living below the federal poverty level. 30 25 20 15 10 5 0 Gilbert appeals to many as an active, happy, healthy place to live perhaps now more than ever. While Gilbert exhibits high accomplishments relative to health measures overall, consideration should still be given to the experiences of the smaller segment of Gilbert residents who may be experiencing challenges Crime Rate in Gilbert and Neighboring Cities Gilbert Benchmark Report (2018) that diminish their quality of life. There is emerging consensus that communities that are in good physical shape and Number ofNumber Violent of Crimes Violent Crimes Number ofNumber Property of Crimes Property Crimes have access to, and know where to (per 1,000 (per Residents) 1,000 Residents) (per 1,000(per Residents) 1,000 Residents) 5 5 30 obtain, critical health and emergency 25 services, are more resilient with shorter 4 4 4.23 4.23recovery times when challenges arise. 24.86 24.86 20 23.14 23.14 3 3 A healthier population is happier, more 15 productive and often reduces the cost of 2 2 14.20 14.20 2.25 2.25 10 various levels of government. 5 0 GILBERT GILBERT CHANDLER CHANDLER MESA MESA 1 1 0 0.84 0 0.84 CHANDLER CHANDLER MESA GILBERT GILBERT MESA Chapter 3 •OPPORTUNITY 54 Care for the Environment Population growth can strain Gilbert’s natural systems. Higher population results in increased energy consumption, increased solid waste, increased traffic, increased air pollution and increased impervious surfaces, which has a cumulative effect on the Town’s overall environment. The Town seeks to balance the effects of a growing population with efforts to manage, conserve, and innovate to improve environmental quality and environmental health. Water Conservation Gilbert is a recognized leader in water conservation. With significant programs for all water customer types, water efficiency is a key goal. This efficiency extends to the complete reuse of all reclaimed water through direct landscape use and groundwater recharge. By providing reclaimed water for landscape uses, demand on the potable water system is reduced. The recharge of the aquifer ensures that water that is unused today can be stored for the future. Additional best management practices the Town applies to promote water conservation include: offering water checkups (audits), educational landscape workshops and how to videos, ordinances for water efficient plumbing fixtures in new residential housing units and non-residential development, restrictions on the creation of CC&R’s that require the use of water intensive landscaping in new residential developments, encourage the limited use of turf and other water intensive landscaping in common areas of residential developments, promotion of the Water Wise Gilbert program and youth educational programming. 55 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Drainage/Flood Control Federal Emergency Management Agency (FEMA) Flood Insurance Rate Maps (FIRM) for Gilbert identify notable floodplain areas generally along the Union Pacific Railroad (UPRR) tracks and three main irrigation canals that traverse the Town. The East Maricopa County Floodway also bisects the southeastern part of Town. The Town has several regional flood control basins developed jointly with the Flood Control District of Maricopa County, which connect to storm sewers and outfalls. The Town continues to require private development to provide localized drainage and retention solutions that complement the regional flood control and drainage system(s). Storm Water Quality Within urban areas of Gilbert, a large percentage of land is covered with structures and pavement which prevents underlying soil from having the ability to filter or biodegrade contaminants the way natural soils and permeable surfaces do. As water flows into the storm drain system it is not treated in a wastewater treatment plant. Rather this water flows directly into local waterways, neighborhood lakes and retention basins, many of which are located in Town community parks. Pollution carried into public spaces can be harmful to children, pets and the environment. Gilbert intends to continue complying with the National Pollution Discharge Elimination System (NPDES) and the Arizona Department of Environmental Quality’s (ADEQ) Arizona Pollutant Discharge Elimination System (AZPDES) General Permit requirements through preparing and implementing a Storm Water Management Program that will apply to capital projects and private development alike. This Program includes six Minimum Control Measures with best management practices for each: Public Education and Outreach, Public Participation/ Involvement, Illicit Discharge Detection and Elimination, Construction Stormwater Runoff Controls, Post Construction Stormwater Management and Pollution Prevention. Pollution Prevention Pollution prevention, the reduction or elimination of waste at the source, not only reduces pollution, but it can save money as well. Pollution prevention measures can also lead to a higher degree of environmental protection by reducing subsequent costs for disposal or cleanup of hazardous wastes and materials. To support efforts to prevent pollution, Gilbert has an Environmental Compliance Program to respond to accidents and uncontained spills of hazardous materials and chemicals and to coordinate with Maricopa County Air Quality Department, Arizona Department of Environmental Quality and the Environmental Protection Agency with the purpose of safety, containment and clean-up. Chapter 3 •OPPORTUNITY 56 Hazardous Waste The Town of Gilbert operates a Household Hazardous Waste Collection Facility open to the residents of Gilbert. The facility provides residents with a way to properly dispose of household products such as bleach, pesticides, herbicides, motor oil, tires, electronic wastes and many other household products that may pose a threat to human health or the environment. The program reduces the amount of hazardous material entering the sanitary sewer, storm drains and landfill and reduces illegal dumping of hazardous waste. Town Staff has worked with hazardous waste disposal contractors to ensure wastes are recycled to the best extent practical. Over 90% of the material collected is reused or recycled through one of the Towns vendors or internal paint reuse program. With respect to large scale, commercial and industrial hazardous waste, Gilbert does not provide pick up or disposal service. Gilbert will, however, work with individuals, businesses and companies to identify private hazardous waste disposal sources. Gilbert has undertaken several environmental conservation efforts including the Town’s Riparian Preserve at Water Ranch, which is recognized as a premiere education and recreation resource. Town Staff participates in various town-sponsored outreach events and posts information on the Town website and cable channel to encourage effective disposal of hazardous waste. Air Quality Healthy, breathable air is a regional resource, thus maintaining air quality is a responsibility shared by each of the local jurisdictions within Maricopa County. The U.S. Environmental Protection Agency (EPA) has developed air quality standards for six criteria air pollutants. Two of the pollutants, particulate matter (PM) and ozone, are a concern for the region. Vehicles traveling on unpaved roads and residents burning wood in fireplaces and outdoor firepits create PM. Exhaust from cars is the most significant contributor to ozone. Meeting present and future air quality standards requires Gilbert to share in the responsibility of monitoring and participating in regional solutions. Such solutions include enhanced public transportation, improved and expanded opportunities for alternative transportation modes, infrastructure that supports telecommuting and green energy use. Ecology Promoting awareness and appreciation for Arizona’s ecology not only represents Gilbert’s commitment to protecting the natural environment, but is also essential to the Towns ability to meet the growing needs of its residents and businesses as growth occurs. Gilbert has undertaken several environmental conservation efforts including the Town’s Riparian Preserve at Water Ranch, which is recognized as a premiere education and recreation resource. This 110 acre preserve includes 7 water recharge basins that are organized into various zones ranging from marshlands to native riparian and upland vegetation areas. Approximately 298 species of birds have been identified on site along with many other kinds of fish, amphibians, reptiles and mammals. Gilbert is also a Tree City USA community. Tree City USA is a national program intended to promote urban forestry in cities and towns across the country. Gilbert has met or exceeded the Tree City USA criteria and has been added to the list of 30 Arizona communities that have collectively planted over 6,300 trees. The social and environmental benefits of being a Tree City include improved air quality, increased shade and improved microclimates, reduction of urban heat island impacts and various psychological benefits associated with connecting / re-connecting with nature. 57 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Cultural and Historical Resources Gilbert’s cultural and historic resources consist of historic structures and agricultural implements. Most historic structures are located within the Heritage District and are a part of the Redevelopment Plan for that area. As additional structures are identified, they may be eligible for the National Register of Historic Places and should be analyzed to weigh the benefit of restoration and re-use. Most archaeological remains that have been found, cataloged and analyzed to date have been determined to be insignificant by the State Historic Preservation Office. Since Gilbert has been a farming community, most of the land has been tilled on the surface layer. As land converts to other land uses greater care must be taken to address potential artifacts below this tilled surface layer. As artifacts are discovered, the State Historic Preservation Office must be notified and appropriate procedures followed. Incentives for redevelopment of areas to maintain historical or cultural significance may be considered. Specific cultural resource issues expected to be of concern over the next twenty years include: • Coordination with the State Historic Preservation Office on archaeological findings. • Preservation of historic structures and artifacts, possibly including locations such as the Heritage District, Gilbert Museum, Water Tower, Gilbert School District Headquarters and Morrison Farmstead. Energy A key sustainability issue is energy creation and conservation. Electricity is provided to the Gilbert Planning Area by Salt River Project (SRP), with the exception of a foursquare-mile area bounded by Guadalupe Road to the north, Warner Road to the south, Cooper Road to the west and Lindsay Road to the east which is served by Arizona Public Service (APS). As Arizona’s two largest and longest serving electric companies, SRP and APS have well established facilities to maintain a sufficient level of service for future electricity demand in the Planning Area and continue to expand their sustainable energy portfolio. To further the Town’s diversification of energy sources, Gilbert has been promoting alternative energy technologies like electric vehicles and solar power for homes and businesses. Fissures The Arizona Geological Survey has mapped known earth fissure locations within Gilbert’s planning area as part of the Chandler Heights Study Area. This area is located in the extreme southern limits of Gilbert’s Planning Area south of Riggs Road between Val Vista Drive and Recker Road. In Arizona, earth fissures are generally associated with land subsidence. Extended groundwater withdrawal in an area may result in subsidence and the formation of new fissures or the extension of existing fissures. Consequently, while predicting earth fissure locations is not possible, minimizing their prevalence through managing the Town’s water resources and promoting water conservation to minimize groundwater withdrawal is proactive. Chapter 3 •OPPORTUNITY 58 Noise Attenuation Like most communities in the Phoenix-Metropolitan area, Gilbert’s urban environment generates and is subjected to noise from traffic, trains, airports, and construction and yard maintenance among other sources. In certain noise sensitive areas (e.g. homes, schools, and medical clinics) of Town, the diversity and mix of land uses presents a challenge relative to maintaining compatibility with noise generating sources. Major noise generating sources that impact land use and development within Gilbert include Phoenix-Mesa Gateway Airport, the Loop 202 Santan Freeway and US 60 Superstition Freeway. The Town has identified these sources which are shown on the Noise Exposure Map. Gilbert also recognizes the impacts from arterial roads and railroad operations, particularly at railway crossings. Due to the potential harmful impacts on health and quality of life caused by noise generating uses, the application of mitigation measures such as avigation easements for airport sources, coordination with UPRR, and noise attenuation for construction near identified noise sources are critical. The Phoenix-Mesa Gateway Airport Overlay Zoning District establishes Overflight Areas 1-3, which limits the location of Noise Sensitive Uses and requires enhanced building insulation to mitigate noise to specified minimum levels. The Santan Freeway Corridor Overlay Zoning District provides that noise sensitive uses locating within 300 ft. from the edge of right-of-way complete a Neighborhood Environmental Design Analysis and construct an 8 foot tall noise barrier to achieve an exterior noise reduction. Building construction must also meet established, reduced interior noise levels. Hazard Mitigation Gilbert is generally vulnerable to a range of threats including both natural (e.g. flood, drought, extreme temperatures, public health outbreak) and human-made hazards (e.g. terrorism, cyber-attack, energy disruption) so planning for the future is critical. Gilbert currently participates in the Maricopa County Multi-Jurisdictional Hazard Mitigation Plan. This 5-year update was officially adopted by Town Council on October 15, 2015. The goal of this mitigation plan is to reduce or eliminate long-term risk to life and property from natural hazard events and provide protection from the risks of human-made hazards to establish a comprehensive sense of well-being for residents and attract visitors and businesses to Gilbert. 59 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Exhibit 5. Noise Exposure Map Chapter 3 •OPPORTUNITY 60 Aggregate Resources Arizona Revised Statute requires cities and towns to identify current aggregate operations within their planning area as well as develop measures to preserve currently identified aggregates for future development and define policies to avoid incompatible land uses. Following the review of available Arizona Geological Survey (AZGS) Mining Data, no existing aggregate sites were identified within the Town’s planning area. Based on review of the Geologic Map Database for Aggregate Resource Assessment in the Phoenix Metropolitan Area and Surrounding Regions (2016) and the Geologic Map Compilation for Aggregate Resource Assessment in the Phoenix Metropolitan Area (2015) published by AZGS, the large majority of the Town’s planning area is comprised of typical Basin-Floor Deposits (i.e. Old, fine-grained (Qif), Intermediate fine-grained (Qiyf) and Young fine-grained (Qyf) deposits). Historically, these deposits have not yielded important sources of aggregate within the Phoenix metropolitan area. Within the Phoenix metropolitan area, predominant sources of aggregate have traditionally been deposits of the major rivers, and to a lesser degree smaller rivers and creeks, that cross the valley. A small portion of the Town’s planning area is impacted by Queen Creek. While portions of this intermediate river system located east of the CAP Canal do support large aggregate operations, the extent of Queen Creek deposits downslope from the CAP Canal (and specifically within Gilbert’s Planning Area) are poorly defined as a result of substantial agricultural activity and urban development. Based on the very limited unaltered surface deposits in the area, AZGS findings infer that gravel deposits are likely uncommon. Additionally, the lack of aggregate operations in the area is another suggested indicator of the aggregate quality, and thus resource potential, of land within the Town’s planning area. Every reasonable effort has been made to assure the accuracy of the maps and related information contained herein. However, these maps and information reflect limited data available through the Arizona Geological Survey at the time of development of this General Plan. Further, any identification of potential aggregate resources on this map does not infer they may be developed as aggregate mining operations by right. All property must obtain the proper zoning, permits, and other required permissions necessary to operate such a facility. There is also no guarantee via this document that approval of aggregate mining facilities through the Town’s rezoning or development review process will be granted. Standard procedures for review of a change of zoning and/or any related development plans will be enforced, including consideration of compatibility of uses, impacts on neighboring properties, adequacy of infrastructure and other typical standards to support the intent of ensuring rational, orderly and coherent growth and development in the Town of Gilbert. 61 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Exhibit 6. Aggregates Resources Map Chapter 3 •OPPORTUNITY 62 Investment in Infrastructure The Town has been very proactive in planning for anticipated growth and redevelopment by ensuring that necessary infrastructure is in place. The Town’s water, wastewater and reclaimed water system expansions have been planned and designed with long-term sustainability in mind. As a result, much of the water supply, distribution, wastewater collection and reclaimed water systems that exist today are well suited to meet future demands or flows that may be imposed by infill and remaining system expansions as the Town approaches build-out. Water Resources As indicated in the Integrated Water Resources Master Plan Update prepared for the Town in 2018, Gilbert’s water portfolio is diverse with surface (Salt River Project, Roosevelt Water Conservation District, Colorado River Supplies), groundwater (initial groundwater allowance, annual incidental recharge volume), and reclaimed water (direct delivery for non-potable uses, underground storage and recovery) sources. Gilbert combines these varied water sources to strategically meet the needs of the Town’s unique service area. On September 29, 2010, the Arizona Department of Water Resources (ADWR) approved the most recent Modification of the Town of Gilbert’s Designation of Assured Water Supply. The resulting Decision and Order identified the portfolio of physically and legally available water supplies, including the future responsibilities of the Town to maintain its Designation of Assured Water Supply. With planned acquisitions of additional Colorado River sources and strategic initiatives with Native American Water Entitlements and Leases, the Town has worked hard to ensure a future water supply is not dependent on one single source and that there is a contingency in case of severe drought conditions. These additional supplies will reinforce the Town’s ability to manage growth needs, improve resiliency against supply variability from other sources, and support overall water supply sustainability. Water System The Town’s water system is currently operated as four separate pressure zones served by a robust distribution system, two surface water treatment plants (North Water Treatment Plant and San Tan Vista Water Treatment Plant) and several remote facilities that include groundwater wells, ground storage tanks, and booster 63 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan stations. The San Tan Vista Water Treatment Plant was built and is operating in partnership with the City of Chandler. Overall, the Town will have sufficient Water Treatment Plant (WTP) and groundwater production capacity to meet maximum day demands at build-out, but the Town must maintain a robust well maintenance and rehabilitation program to sustain this production capacity in the future. Further, the Town will need to complete several pipeline projects to serve defined growth areas, mitigate system deficiencies and improve system redundancy, which are described in specific detail within the Integrated Water Resources Master Plan Update 2018. Wastewater System As with the water system, the Town has implemented an aggressive capital improvement program in recent years with respect to the wastewater treatment and collection systems. The Town is well-positioned to support the anticipated wastewater system impacts associated with growth through build-out. The Town currently has over 900 miles of sanitary sewer that conveys wastewater to one of two wastewater reclamation plants (WRPs). Both plants are capable of producing Class A+ reclaimed water to supply the Town’s reclaimed water system. Reclaimed Water System Reclaimed water refers to wastewater that has been treated to meet standards deemed safe for uses such as irrigation, but has not been treated for consumption in order to reduce the demand for potable water. Gilbert’s reclaimed water system is operated as two separate zones – North Zone and South Zone – and is comprised of a series of storages tanks, pump stations, recharge facilities and recovery wells. The reclaimed water system is anticipated to have adequate supplies to meet demands at build-out. However, during peak summer months, the North Zone will need to be supplemented with reclaimed supplies from the South Zone or additional recovery wells will need to be installed to adequately balance demand with supply. While Gilbert has benefited from new development, such as residential subdivisions and retail shopping centers, which have typically covered the cost of the additional infrastructure needed to support their growth, the Town has also experienced rapid growth over the past 30-plus years. In fact, approximately 50% of the Town’s infrastructure was put in place over a 10-year period of time, so at some point in the near future Gilbert will need to reinvest in that infrastructure over a similar window of time if no preventive maintenance measures are applied. Further, within the next ten (10) years, the Town will begin to exhaust new greenfield development opportunities and further face a shift from an expansion mentality to a mentality of maintaining and replacing infrastructure. Long Range Infrastructure Planning Average Day Water Demand Projections with Build-Out Supplies Integrated Water Resources Master Plan (2018) To transition from a “high growth – Capital Improvement Plan (CIP) driven approach”, Gilbert has established a more balanced asset management effort based on Long Range Infrastructure Planning (LRIP). Gilbert’s LRIP involves an active assessment of assets to determine their useful life expectancy; planned maintenance consistent with industry standards over the useful life of an asset; a predictive approach to repair and enhancement efforts; the collaborative use of rehab options; and ultimately more balanced annual requests for necessary replacement activity to reduce budget spikes. Chapter 3 •OPPORTUNITY 64 Safe and Dependable Services Utilities and public services range from fire and police protection to electric, solid waste, natural gas and telecommunication services. Gilbert residents rely on these utilities and public services to help define their quality of life. Communities that provide these utilities and public services in an efficient, safe and equitable manner also create an environment where growing markets want to invest. To be a City of the Future, the Town seeks to coordinate, identify and provide these services in a manner that encourages a prosperous community, protects our built environment and creates a strong economy. Gilbert is one of the safest cities in the nation, ranking 6th among the 150 most populated U.S. cities. Police and Fire Gilbert is considered one of the safest cities in the nation according to WalletHub (2018), ranking sixth among the 150 most populated U.S. cities. During fiscal year 2017, the Police department was staffed with 241 sworn officers and 125 civilians, resulting in a ratio of 1.1 officers per thousand residents. At projected build-out population of approximately 330,000, the Department plans to employ 462 sworn officers (at 1.4 per 1,000) and 217 civilians. The Gilbert Fire Department maintains eleven (11) stations spread throughout the incorporated areas of Town. They are generally located within two (2) miles of their most distant response location. In November 2018, Gilbert voters approved a bond measure to construct a new Public Safety Training Facility near the northwest corner of Power Road and Pecos Road, planned to open in 2021. The proposed facility consists of multiple tactical, prop and classroom structures, shooting range and a driver training track that will provide bestin-class training of firefighters as well as police officers and other first responders. Additionally, the Town of Gilbert Fire Department provides efficient emergency response, fire code application and public fire education services. With the Town’s growth, it becomes increasingly important for public safety providers to analyze the distribution and concentration of staff and facilities to provide adequate service. Solid Waste Gilbert provides weekly collection of solid waste and recyclables for all residential units in the incorporated areas as an exclusive service provider. The Town provides residential customers with two separate containers for waste separation: one for trash and one for commingled recyclables. Bulk trash pick-up for items that are too large to fit in curbside containers is also provided to residential customers every five (5) weeks or approximately ten (10) times per calendar year. Commercial services are provided by the Town and private sector collection companies, as required by state law. County residents located within the Gilbert Planning Area utilize privately owned services for solid waste removal. The majority of the Town’s solid waste is sent to the Salt River Landfill, which is an enterprise of the Salt River Pima-Maricopa Indian Community. The Salt River Landfill is projected to have capacity until 2032. Residents also have the option to utilize two designated transfer stations to dispose of up to one ton loads once every thirty (30) days at no cost. To encourage long term sustainable practices, the Town also provides diversion services which includes youth education programs, appliance recycling, and composting bins in addition to curbside recycling. 65 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Electric Service As previously noted, electricity is provided to the Gilbert Planning Area by Salt River Project (SRP), with the exception of a four (4) square mile area bounded by Guadalupe Road to the north, Warner Road to the south, Cooper Road to the west, and Lindsay Road to the east which is served by Arizona Public Service (APS). As Arizona’s two largest and longest serving electric companies, SRP and APS have well established facilities to maintain a sufficient level of service for future electricity demand in the Planning Area. Most electrical service lines to individual users are located underground, with larger transmission lines located above ground. The SRP Santan Generating Station is a natural gas-fueled facility located at the southeast corner of Val Vista Road and Warner Road. Natural Gas Southwest Gas provides natural gas service to residents and businesses within the Gilbert Planning Area. Natural gas transmission pipelines are generally located along the Pecos Road alignment as well as portions of the UPRR, Warner Road, Cooper Road, and Western Canal. Telecommunications Within the Town all residents have access to wireline (cable, DSL, Fiber) or wireless (over air) providers. Nearly all have access to at least one of the two primary wireline providers; CenturyLink and Cox Communications. Of wireline options, cable and DSL services are widely available, although fiber availability is limited to only a small portion of the Town. There are several companies that provide wireless, internet, phone, and digital satellite services within the Town. Gilbert residents generally have better access to wireline and wireless technology when compared to the nation. The next-generation 5G network will be one hundred times faster than the current 4G mobile network that is available in Gilbert. This advancement is expected to bring a range of economic and social benefits that will enable a variety of smart city innovations, expansion of the Internet of Things network and autonomous vehicles advancements just to name a few. In March 2017, Governor Doug Ducey signed into law House Bill 2365, which in part will help advance the deployment of 5G connectivity by allowing wireless carriers to install, operate and maintain small cell equipment in city and town rights-of-way. In December 2017, Gilbert enhanced this action by becoming the first community in the state to fully implement a streamlined program for the permitting of these small wireless facilities in municipal rights-ofway, allowing wireless companies to install small cell infrastructure on street lights, traffic signals and other utility poles. As one of the first communities in America to streamline rules for small cell deployment, Gilbert is expected to benefit from increased economic investment and job growth. Chapter 3 •OPPORTUNITY 66 Opportunity Goals Goals are action-based statements of intended efforts that must be undertaken to support Opportunity in Gilbert. Goals present the highestlevel ideas about the future of the Town and provide overarching structure. Using information from the preceding trends and influences assessment as well as feedback from the public gained throughout the planning process, these Goals were developed to define a clear and succinct framework of where Gilbert will focus future actions. The supporting policies are the means to realize each goal and should be used by Town decision makers and staff, the business community and the public on a daily basis to guide the implementation of this Plan For Our Future. GOAL OP-1: Encourage Job Growth Employment opportunities within Gilbert are increasing due to recent economic development efforts. The Town recognizes that expanding opportunities for employment is important to enhance tax revenues generated in the Town as well as to reduce the need for residents to travel to neighboring communities to work. Further, people with stable jobs and reliable incomes have greater resources to meet their basic needs, which contributes to their physical and mental health and to the educational success of the Town’s youth. As the Town continues to work towards being a City of the Future, Gilbert will foster a diverse economy that motivates and assists entrepreneurs, supports existing businesses and attracts new business development. Policies: Click on the Policy number for expanded Policy description. high quality housing in suitable areas that can accommodate a 2 Encourage variety of lifestyles, households, ages, market preferences, and incomes. a greater diversity of housing types and densities, retail and 5 Guide commercial centers, and employment opportunities into identified growth areas where significant change is foreseeable. with agencies and land owners within the Gilbert municipal 28 Partner boundaries to implement a shared mobility vision that includes connected, multi-modal facilities. to support and plan for regional transit service into and around 31 Continue Gilbert. and support access to a comprehensive range of high- quality 39 Strengthen education and training opportunities. a skilled and diverse workforce that supports and attracts future 40 Develop economic growth. Click here to clear policies pop-up Where To Find More 67 Elements & Policies Chapter 5 Identify what policies apply to State required General Plan Elements as well as learn more about the policies you are most interested in and how they apply to other strategies in the 2020 General Plan PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Plan for Action Chapter 7 Gain more information about how each policy will be accomplished Community Assessment Review background information about the social, economic and physical landscape of Gilbert Rivulon Located within the Gilbert and the 202 Growth Area, Rivulon is a 250 acre mixed-use development that will offer approximately 3 million square feet of Class A Office Space and 100,000 square feet of retail and hotels. Click on the Policy number for expanded Policy description. Spotlight and support business creation, innovation, entrepreneurship, 41 Promote and expansion. 42 Retain and encourage the growth of existing core businesses. 43 Support the development, growth, and retention of small businesses. and provide sites for employment and economic development— 44 Reserve especially for major industries or employers. and maintain areas for manufacturing and distribution of 45 Expand products, services, and ideas. and broaden the mix of unique shopping, service, and hospitality 46 Maintain opportunities. 47 Participate in regional collaboration, coordination and communication. 48 Take advantage of tourism opportunities. public facilities and infrastructure for current and future 63 Provide generations that balance quality and affordability. provide water resources for a continuous, sustainable water 65 Strategically supply that can be delivered at a reasonable cost. safe, reliable water, wastewater and reclaimed systems that 67 Provide support future growth. 71 Grow the Town’s fiscal health. Click here to clear policies pop-up Chapter 3 •OPPORTUNITY 68 GOAL OP-2: Promote Health and Wellness Everyone benefits from living within a healthy community. Over the coming years, Gilbert will continue to be at the forefront of communities that promote healthy living including access to medical care, healthy food and recreational activities. Gilbert will continue to actively ensure the Town remains a familyfriendly community. The Town will take special care to ensure that the opportunity for healthy living is shared by all residents across all neighborhoods, using various tools to shape the general health and welfare of the community. Policies: Click on the Policy number for expanded Policy description. the Town maintains a land use framework that supports a highly 1 Ensure livable community through the efficient use of land and resources. high quality housing in suitable areas that can accommodate a 2 Encourage variety of lifestyles, households, ages, market preferences, and incomes. placement of compatible commercial uses and community 3 Support services that integrate access to daily needs into residential neighborhoods. a greater diversity of housing types and densities, retail and 5 Guide commercial centers, and employment opportunities into identified growth areas where significant change is foreseeable. improve the public realm to support a pedestrian friendly, high8 Proactively quality and distinctive built environment. principles that ensure a safe and welcoming environment when 13 Apply designing individual structures or master planned developments. a variety of well-designed and maintained public and private 15 Promote parks and open spaces that will encourage and support community interaction and recreational activity for all ages. and promote opportunities for all residents to connect socially 25 Expand and participate fully in the vitality of Gilbert. with agency land owners within the Gilbert municipal boundaries 28 Partner to implement a shared mobility vision that includes connected, multimodal facilities. roadways to safely accommodate multiple modes of travel while 32 Design creating attractive corridors. Click here to clear policies pop-up Where To Find More 69 Parks, Recreation, and Trails Master Plan Provides a detailed inventory and analysis of Town Parks, Open Space, Trails and Recreation Programs as well as a 10-year action plan that defines future facility, maintenance and operation needs. PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Heritage Center Established in 2018 as a partnership between the town and non-profit community health organizations, the Heritage Center provides medical, dental, counseling, and social services to families most in need. Click on the Policy number for expanded Policy description. the needs of all travelers, including those who have limited 33 Consider mobility options because of age, ability, or socio-economic position, in the Spotlight planning and operation of transportation facilities and services. strategically placed parks and recreation facilities to serve Gilbert 49 Provide residents and visitors. to support a highly functional, safe and well-maintained trail 50 Continue network. improve our recreation programing to meet the evolving needs 51 Constantly of residents. specialty parks and facilities in response to community needs 52 Manage and national trends. collaboration across jurisdictions and agencies to maximize 53 Coordinate the efficiency and effectiveness of available resources. 54 Ensure adequate maintenance of Town parks and facilities. people with disabilities are visible, active, and valued members of 55 Ensure the community. 56 Establish equitable access to healthy food sources. actions that improve access to medical, mental health and 57 Encourage social services. strategies that create a healthy community by improving air 58 Promote quality. 59 Identify and attenuate noise sources and protect noise sensitive uses. health and safety through provision of exemplary emergency 60 Manage services. a collaborative, community-inclusive approach to ensuring safety 61 Prioritize for all residents. Click here to clear policies pop-up Chapter 3 •OPPORTUNITY 70 Gilbert Fire & Rescue Station No. 7 Opened in July 2015, the Gilbert Fire and Rescue Station No. 7 features fire engine 257 and services the northwest area of the town. Spotlight GOAL OP-3: Maintain Public Safety Ensuring the safety of the Town’s residents is an obligation that transcends across all areas of Gilbert. While recognizing that all risk cannot be avoided, Gilbert will endeavor to identify and mitigate both man-made and natural hazards that may adversely affect property and threaten the lives and health of residents within the Town. Policies: Click on the Policy number for expanded Policy description. principles that ensure a safe and welcoming environment when 13 Apply designing individual structures or master planned developments. 29 Promote access management and safety in commercial areas. smart technology and systems on the transportation 30 Implement network to support travel safety, optimize travel efficiency, reduce traffic congestion. roadways to safely accommodate multiple modes of travel while 32 Design creating attractive corridors. health and safety through provision of exemplary emergency 60 Manage services. a collaborative, community-inclusive approach to ensuring safety 61 Prioritize for all residents. 62 Mitigate impacts of earth fissures. resiliency of all municipal services by identifying potential risks 70 Support and planning ahead for solutions. Click here to clear policies pop-up 71 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan GOAL OP-4: Manage our Infrastructure High quality basic services have been essential to Gilbert’s success. The Town’s infrastructure assets are valuable and represent generations of investment. They also require continuous maintenance, repair and attention. Today, Gilbert will continue to invest in the Town’s long-term infrastructure needs so that the Town can maintain the necessary services and quality of life that residents have come to expect in the future. Policies: Click on the Policy number for expanded Policy description. flexibility in design standards to be able to adjust for and 37 Promote accommodate changes from future technologies, such as automated vehicles. public facilities and infrastructure for current and future 63 Provide generations that balance quality and affordability. development pays its proportionate share towards the cost of 64 Ensure additional public infrastructure and service needs. provide water resources for a continuous, sustainable water 65 Strategically supply that can be delivered at a reasonable cost. 66 Support annexation and the efficient expansion of infrastructure. safe, reliable water, wastewater and reclaimed systems that 67 Provide support future growth. 68 Encourage environmentally responsible stormwater management. 69 Support environmentally-responsible waste management practices. resiliency of all municipal services by identifying potential risks 70 Support and planning ahead for solutions. 71 Maintain the Town’s fiscal health. 72 Increase efficiency of Town services. Click here to clear policies pop-up Where To Find More • Integrated Water Resources Master Plan Update 2018 • Stormwater Management Plan • Long Range Infrastructure Plan • Capital Improvement Plan Chapter 3 •OPPORTUNITY 72 GOAL OP-5: Protect our Natural Environment The Town has a responsibility to both current residents and future generations, to protect and enhance our natural resources and environment. The focus of such a responsibility is not growth versus no growth, but rather on the type of growth and development that occurs as well as where and how it occurs, so that Gilbert may successfully harmonize development and market demands with preservation of a healthy natural environment. As part of the Town’s ongoing efforts to promote sustainability and remain resilient environmentally and economically, Gilbert will strive to minimize negative impacts of land use and development, thereby conserving, protecting and enhancing our natural resources. Policies: Click on the Policy number for expanded Policy description. improve the public realm to support a pedestrian friendly, high8 Proactively quality and distinctive built environment. 11 Encourage the reduction of the Urban Heat Island Effect. substantial drought tolerant landscaping in public and private 12 Encourage projects to maintain a heavily landscaped feel to the community while reducing the consumption of water. with agencies and land owners within the Gilbert municipal 28 Partner boundaries to implement a shared mobility vision that includes connected, multi-modal facilities. strategies that create a healthy community by improving air 58 Promote quality 59 Identify and attenuate noise sources and protect noise sensitive uses provide water resources for a continuous, sustainable water 65 Strategically supply that can be delivered at a reasonable cost. 68 Encourage environmentally responsible stormwater management ensure environmentally-responsible waste management 69 Continually practices 71 Grow the Town’s fiscal health 72 Increase efficiency of Town services sustainable energy practices by promoting energy conservation 73 Support and alternative energy use and production. Click here to clear policies pop-up 73 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Riparian Preserve Committed to reusing 100% of the town’s effluent water, Gilbert developed the Riparian Preserve at Water Ranch in 1999. Comprised of 110 Acres, the Preserve functions as a community park, aquifer recharge station and wildlife refuge focused on educating the public on Arizona’s natural desert riparian ecosystems. Click on the Policy number for expanded Policy description. Spotlight 74 Conserve water and encourage its beneficial use. water quality meets all applicable federal and state water quality 75 Ensure standards. the use of green building techniques in public and private 76 Encourage development projects and establish Gilbert as a leader in green building. 77 Encourage the purchase of fuel-efficient and alternate fuel Town vehicles. Click here to clear policies pop-up Chapter 3 •OPPORTUNITY 74 Parks, Open Space, Trails and Recreation Framework The Town of Gilbert continues to thrive both fiscally and socially, in part due to the emphasis placed on parks and recreation programming seen throughout the community. Currently the Town hosts twenty-three (23) public parks ranging from small neighborhood parks to large district parks. Specialty sports facilities and riparian preserve parks are also provided to complete the spectrum of recreational facilities for the Town. Additionally, the Town has begun construction of two regionalscale parks located near the central- eastern and southern portions of the Town. Building upon the parks and recreation programming described above, the Town has developed a comprehensive trail network intended to address the needs of a variety of users and to provide active transportation connectivity throughout the community. While most of the trails are in proposed status, many do exist today. Once complete, the trail network will connect residents across the Town of Gilbert and beyond with various parks serving as key activity nodes. The following map illustrates the scale and locations of the twenty-five (25) existing and future parks and the miles of trails that complete the Town of Gilbert’s Parks, Open Space, Trails & Recreation program. Gilbert Parks Neighborhood Parks Specialty Parks District Parks 1. Sunview Park 13. Riparian Preserve at Neely Ranch 19. McQueen District Park 2. Oak Tree Park 14. Nichols Park 20. Freestone District Park 3. Vista Allegre Park 15. Gilbert Soccer Complex 21. Crossroads District Park 4. Circle G Park 16. Riparian Preserve at Water Ranch 22. Discovery District Park 5. Villa Madeira Park 25. Desert Sky Park 23. Elliot District Park 6. Vaughn Avenue Park 7. Village II Park 8. Veterans Park 9. John Allen Park 10. Page Park 11. Water Tower Park 12. Old West Basin 75 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan 24. Gilbert Regional Park Community Parks 17. Cosmo Park 18. Zanjero Park Exhibit 7. Parks, Open Space and Trails Plan Chapter 3 •OPPORTUNITY 76 Infrastructure and Public Services Framework Often overlooked as major contributors to the overall quality of life, infrastructure and public services are critical to the future health and prosperity of a community. The Town of Gilbert recognizes this and continues to place tremendous emphasis on the planning, provision and equitable distribution of infrastructure and public services throughout the community. The OPPORTUNITY chapter of the General Plan addresses a variety of infrastructure & public services, many of which are under the Town’s direct authority, while others represent partnerships with the Town or may be influenced by the Town, but are not the sole responsibility of the Town. For example, police and fire services are provided and regulated by the Town; however, ambulance services are currently provided through a contract with a private ambulance company. As with many communities in Arizona, there is a general cooperation among jurisdictions. Examples include shared water treatment plants, solid waste landfills, public and private water companies, and of course major utilities such as electricity, natural gas and telecommunications. Without high levels of coordination and cooperation with adjacent communities, service providers and state agencies, the scale and cost of infrastructure would be beyond grasp, which would compromise the quality of life for the residents of Gilbert. The following maps illustrate not only the infrastructure and public service facilities being provided, but also how these facilities are distributed, or planned for distribution, throughout the community. The Town continues to balance the community’s needs for services, the cost of these services and maximizing resident access to them. 77 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Exhibit 8. Public Services and Facilities Map Chapter 3 •OPPORTUNITY 78 Community Services Framework As identified throughout the General Plan, the Town of Gilbert has experienced what many consider explosive population growth over the past two decades. Managing the impacts of this growth and the demand for services is challenging, particularly when many of the solutions lie beyond the Town’s direct authority. For example, residential development generates demand for public schools; however, while the Town has land use authority to support development, the public school districts and charter schools are, by state charter, a separate division of the state. This means that while the school districts generally aim to align their growth strategies with those of the Town, they have the authority to act independently from the local jurisdiction. It is through effective communication and mindful planning practices, by all parties, that the 55,000+ K-12 students in Gilbert receive high-quality education from the 46 primary and secondary schools located within the community or the 16 ‘magnet’ or other specialized charter school options in Gilbert. While providing educational facilities is vital to the foundation of the community, the demand for adult, senior and cultural services must not be overlooked. The Town of Gilbert proudly boasts five community and senior centers that offer social services, health and educational opportunities and general social gathering spaces. Additionally, the Town is home to the HD South Gilbert Historical Museum, which is operated by a local not-for-profit agency and there are two public libraries in Gilbert, both of which are operated by the Maricopa County Library District. The following map illustrates the distribution of public elementary, junior high and high schools by district throughout the community as well as the existing and planned community centers and libraries. 79 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Exhibit 9. Education Facilities Map Chapter 3 •OPPORTUNITY 80 Chapter 4 Connectivity The foundation of a community like Gilbert is its ability to connect its residents, visitors and employees and move people and goods to where they want and need to go. Creating connections involves: Physically connecting people to neighborhoods, destinations and resources within the Town; Efficiently moving goods and services throughout the Town; and Creating a network that connects people to the wider region. This portion of Plan For Our Future defines a path that will continue to create CONNECTIVITY between people, places and innovation in Gilbert. This chapter is organized around four key goals: Effectively Manage Congestion; Improve Mobility Choices; Enhance Travel Safety; and Plan for New Technology. Trends & Influences The transportation and mobility system in Gilbert is a critical and highly visible infrastructure element that shapes and connects the Town. Understanding existing conditions and major influences on the current and future connectivity in Gilbert is paramount to defining Goals and Policies that will guide the Town in mobility investments and initiatives in the future. These assessment findings are discussed in more detail in Appendix A. A Balanced Roadway Network The key to maintaining a balanced transportation system exists in the ability to adequately plan for roadways that minimize through traffic in neighborhoods, while at the same time coordinating land use and transportation plans in order to capitalize on the efficient movement of people and goods. To accomplish this objective, a hierarchy of streets known as a Functional Classification of Streets has been established in Gilbert. ▸ Freeway Freeways are high-speed, limited access facilities that provide inter- and intraregional access with grade separated interchanges with arterial streets. The Town of Gilbert has direct access to two freeway systems that include: US 60 (Superstition Freeway) and Loop 202 (Santan Freeway). ▸ Arterial Streets Arterials are high capacity roadways that support multiple modes and carry large volumes of traffic between areas of high residential density, employment, retail and commercial land uses. Arterial streets provide limited direct access to abutting land uses. ▸ Collector Streets Collector streets provide connections between arterial roadways and local streets linking residential, employment and commercial areas. Collector streets strengthen the continuity of the street network and establish an interconnected street pattern between the mile arterial grid. An interconnected collector street grid provides multiple routes, diffuses automobile traffic and provides better accessibility for nonmotorized traffic. ▸ Local Streets Local streets are designed primarily to provide access to property and secondarily to move local neighborhood traffic. Local streets carry low volumes of traffic traveling at lower speeds. 83 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Building Capacity Gilbert currently has a well-developed grid network of roads which in turn helps distribute traffic and provide alternate routes in the event of a road closure or restriction. However, there are a few existing traffic bottlenecks, mostly near the Loop 202 and US 60 freeways or in the less-developed southern and eastern parts of Gilbert. As a result, with the guidance of the Transportation Master Plan (2014) and programming of the Capital Improvement Plan, the Town has plans to effectively build-out the road network in the next five years through new road segments, a new traffic interchange at Lindsay Road/Loop 202, adding more through lanes on existing road segments, and widening several arterial to arterial intersections. Managing Growth and Build-Out As the road network nears build-out and land uses intensify, traffic volumes will continue to increase with the anticipated population growth. During public engagement for the General Plan, the community noted that mitigation of traffic congestion is a priority. When building more roads or widening existing roads becomes more expensive or even not feasible in some locations due to existing constraints, a re-allocation of travel lanes, more separation of mobility types, and/or a more robust transit network will be needed to help reduce congestion and travel times. Which of the following is Gilbert’s most important transportation issue? 60% CONGESTION 28% PEDESTRIAN AMENITIES 27% PASS THRU 24% TRANSIT SERVICE 24% ROAD CONDITIONS 21% AVAILABLE PARKING 21% BIKE FACILITIES 5% ADA Source: 2020 Gilbert General Plan Update Community Survey Response Aging Infrastructure In the future, as the road network ages, operations and maintenance costs will increase. Transitioning from an “expansion” mentality to a “modernization and preservation mentality” requires reallocating funding, priorities, and resources. Continuing efforts like the development of the Long Range Infrastructure Plan (LRIP) and updates to the CIP, ensures the Town actively plans maintenance and improvements to Gilbert’s mobility network, creating a more balanced asset management approach. Chapter 4 •CONNECTIVITY 84 Demographic Changes Gilbert’s population is aging (the Town’s Median age has increased by 4.3 years since 2000) and the transportation, information, and connectivity needs of an aging population will need to be accommodated within the community services, amenities, and opportunities that are envisioned for the Town. Allowing residents to age in place will mean addressing mobility options, accessibility, and affordability in all parts of Town. 9% 6% 4% Current Census data shows an increasing number of individuals in Gilbert living at or below the poverty line (up from 3,529 in 2000 to 13,591 in 2017). While still only accounting for 5.6% of Gilbert’s total population, there will need to be long-term considerations for the connectivity needs of this population base to accommodate modes of travel other than personal vehicles. Trending Towards a Modal Shift DISTRIBUTION COMMUTING OF XX FIGURE MODES COMMUTING MODES 81% DROVE ALONE TELECOMMUTE CARPOOL OTHER Distribution of Commuting Modes Source: 2017 ACS Compared to most other similar-sized cities in the Phoenix metropolitan area and across the country, Gilbert’s transit network is not as robust – particularly in the southern and eastern parts of Gilbert. This is due to a combination of factors that include demographics, high vehicle ownership levels, low density land uses, the grid roadway network that distributes vehicular traffic well and lack of funding. On the other hand, Gilbert has one of the region’s largest bicycle lane networks, with almost all of the arterial road segments containing bicycle lanes. There are also several shared use paths or trails in Gilbert, primarily along canal, power line and freeway corridors. However, Gilbert’s off-street bicycle network is not as robust as many of the similar-sized cities in the region and does not have as many protected or gradeseparated bicycle crossings at major roads. The Town’s Bicycle Master Plan is an important tool to enhancing active transportation connectivity within the Town, as it provides an implementation roadmap for viable bicycling options for people of all ages and abilities. Overall, expanding transit, closing gaps in the bicycle network, improving the pedestrian realm and increasing the range of efficient, safe and easy options for getting around will enhance the quality of life for all residents of Gilbert. 85 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Technology & Innovation In recent years, the magnitude and speed of technology and innovation for transportation and mobility has altered both the methods and expectations of travel on public roadways. Travelers now expect on-demand transportation options that do not require them to own or use a vehicle for all trips. To be the City of the Future, Gilbert must prepare for an entirely new era in transportation by maintaining a level of flexibility in infrastructure, policies and funding to be nimble and adapt to the rapidly changing transportation landscape. Growth of Shared Mobility Shared mobility is a collection of transportation services that are shared among users, including ridesourcing companies like Uber and Lyft and micromobility solutions such as bike-sharing and scooter- sharing. These services provide flexible transportation options on demand. Recent advancements in electronic and wireless technologies have made mobility easier and more efficient. These new services could transform Gilbert’s transportation environment by providing new travel options, offering a broader array of mobility choices and providing better access to broader regional transportation options. Connected and Autonomous Vehicles Connected vehicles and self-driven, autonomous vehicles will greatly influence how people travel and how land is used in Gilbert. Research and innovation with respect to automated (driverless) vehicles is shedding light on a transportation future where changes will be needed to the traditional transportation uses and processes, including supporting infrastructure (such as changing parking needs and curbside management). Travel Demand Management With the advancement of technologies, strategies to increase capacity and reduce congestion are now using more comprehensive approaches, beyond merely encouraging single-occupancy vehicle commuters to use carpool, vanpool or public transit for their commute. The focus of present travel demand management (TDM) applications is to optimize the transportation system performance by providing realtime information on incidents, congestion and weather conditions to all travelers to help them make smart decisions about location, route, travel time and mode. Growth of E-commerce As more people shop online,e-commerce and its associated delivery services will have a growing impact on Gilbert’s transportation system and land usage. Increases in fulfillment center placement will result in more dispersed transport patterns as home delivery becomes more widespread, creating potential conflict between consumer pressure for fast home deliveries of goods bought online and problems associated with freight delivery vehicles and traffic. Chapter 4 •CONNECTIVITY 86 Connectivity Goals The connectivity theme works to address the previously identified trends and challenges experienced in Gilbert by outlining goals and supporting policies that aim to create a balanced and connected transportation network that decreases traffic congestion, provides travel options, supports economic vitality and allows the community to grow in a way that achieves long term sustainability. GOAL CN-1: Effectively Manage Congestion To effectively manage congestion requires both ‘traditional’ approaches as well as new and innovative approaches, including technologies, partnerships and investments that may be different from what Gilbert has considered in the past. As the Town continues to grow in population and geographical size, Gilbert will invest in infrastructure and technology to manage congestion across the transportation network. Policies: Click on the Policy number for expanded Policy description. a greater diversity of housing types and densities, retail and 5 Guide commercial centers, and employment opportunities into identified growth areas where significant change is foreseeable. neighborhoods, retail and employment areas with a system of 14 Connect pedestrian and bicycle routes and trails. partnership and support for planned transportation projects in the 27 Provide region that benefit Gilbert. with agencies and land owners within the Gilbert municipal 28 Partner boundaries to implement a shared mobility vision that includes connected, multi-modal facilities. 29 Promote access management and safety in commercial areas. smart technology and systems on the transportation network to 30 Implement support travel safety, optimize travel efficiency, reduce traffic congestion. roadways to safely and efficiently accommodate multiple modes of 32 Design travel while creating attractive corridors. Click here to clear policies pop-up Where To Find More 87 Connectivity Framework This section details the roadway, transit, bicycle and pedestrian networks within Gilbert. Bike Master Plan Adopted in 2019, this plan provides a detailed plan for bike facilities within Gilbert. Transportation Master Plan Adopted in 2014, this plan serves as the integrated, multimodal transportation plan for the Town. Capital Improvement Plan This plan programs the Towns capital improvements over a 5-year period. PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Eastern Canal Trail Gilbert has developed many miles of paved and unpaved trails along the canal right-of-way in the Town. These paths offer offstreet connectivity with special signalization at major roadway crossings, providing a safe link to many activity areas in the community. GOAL CN-2: Improve Mobility Choices Providing a range of mobility choices in characteristics such as modes and routes, in addition to providing travelers with data to enable informed decisions about their travel, is essential to addressing existing and future transportation and mobility needs in Gilbert. To meet this need, the Town will provide choices to help create the flexibility and adaptability that Gilbert desires as the mobility environment and traveler preferences continue to change. Policies: Click on the Policy number for expanded Policy description. mixed-use development within appropriate land use 4 Promote classifications. a greater diversity of housing types and densities, retail and 5 Guide commercial centers, and employment opportunities into identified growth areas where significant change is foreseeable. neighborhoods, retail and employment areas with a system of 14 Connect pedestrian and bicycle routes and trails. partnership and support for planned transportation projects in the 27 Provide region that benefit Gilbert. with agencies and land owners within the Gilbert municipal 28 Partner boundaries to implement a shared mobility vision that includes connected, multi-modal facilities. to support and plan for regional transit service into and around 31 Continue Gilbert. roadways to safely and efficiently accommodate multiple modes of 32 Design travel while creating attractive corridors. the needs of all travelers, including those who have limited 33 Consider mobility options because of age, ability, or socio-economic position, in the planning and operation of transportation facilities and services. flexibility in Town processes and policies to explore new and 34 Provide emerging modes of mobility, such as micromobility and other future modes. locations that provide centralized access and amenities for 35 Create multiple modes of travel, including local and regional transit, bicycle facilities, pedestrian facilities, and alternative options. Click here to clear policies pop-up Spotlight Chapter 4 •CONNECTIVITY 88 GOAL CN-3: Enhance Travel Safety Enhancing travel safety contributes to, or impacts, multiple aspects of a community from expanding connectivity to improving health. Consequently, applying safety improvements across all transportation modes requires a network-level view of the transportation system as well as effectively balancing trade-offs between competing community needs. Gilbert seeks to create a transportation network consisting of safe mobility options for all current and future users. Policies: Click on the Policy number for expanded Policy description. with agencies and land owners within the Gilbert municipal 28 Partner boundaries to implement a shared mobility vision that includes connected, multi-modal facilities. 29 Promote access management and safety in commercial areas. smart technology and systems on the transportation network to 30 Implement support travel safety, optimize travel efficiency, reduce traffic congestion. roadways to safely and efficiently accommodate multiple modes of 32 Design travel while creating attractive corridors. the needs of all travelers, including those who have limited 33 Consider mobility options because of age, ability, or socio-economic position, in the planning and operation of transportation facilities and services. locations that provide centralized access and amenities for 35 Create multiple modes of travel, including local and regional transit, bicycle facilities, pedestrian facilities, and alternative options. Click here to clear policies pop-up 89 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Gilbert Traffic Operation Center The Town of Gilbert manages the operation of over 200 traffic signals using a centralized computer system located at the Traffic Operation Center (TOC). By monitoring the roadway network and adapting signal timings, staff can respond to real-time to improve transportation efficiency and safety. GOAL CN-4: Plan for New Technology Spotlight The global transportation and mobility environment has been experiencing rapid change in recent years due to technological advancements and initiatives from both the private sector and the public sector. The changes that continue to occur have altered how people travel, how travelers engage with the transportation network, the role of different agencies and users and the demands and preferences of travelers. Understanding that the pace of change and transition is unlikely to slow down, Gilbert endeavors to explore, adapt to, invest in and partner for new technologies as well as emerging traveler and systems needs and amenities. Policies: Click on the Policy number for expanded Policy description. smart technology and systems on the transportation network to 30 Implement support travel safety, optimize travel efficiency, reduce traffic congestion. flexibility in Town processes and policies to explore new and 34 Provide emerging modes of mobility, such as micromobility and other future modes. locations that provide centralized access and amenities for 35 Create multiple modes of travel, including local and regional transit, bicycle facilities, pedestrian facilities, and alternative options. policies, processes, infrastructure, and systems that support 36 Implement collection and dissemination of data and information about the local and regional transportation system to the public. flexibility in design standards to be able to adjust for and 37 Promote accommodate changes from future technologies, such as automated vehicles. the implementation of technology and telecommunications solutions 38 Support in Town right-of-ways and create opportunities for public-private-partnerships. Click here to clear policies pop-up Chapter 4 •CONNECTIVITY 90 Connectivity Framework Gilbert’s transportation and mobility system made up of roadways, transit, and bicycle and pedestrian facilities is essential to the livability and success of the Town. As Gilbert continues to grow, the Town will need to shift the manner in which it plans and builds the mobility system. Transitioning from a car-centric culture and making it easier to choose walking, rolling, biking and transit will strengthen our economy, improve safety and efficiency, reduce automobile-related emissions and pollution, and improve community health and quality of life. Roadway Network Gilbert is connected to the East Valley and the greater region via two freeway corridors that provide access to residents and visitors. US 60 (Superstition Freeway) is generally a ½ mile north of and parallel to the north Town border. Loop 202 (Santan Freeway) passes through the central portion of the Town and has six interchanges that provide access to the northern and southern areas of Gilbert. The backbone of the Town’s transportation system is the arterial and collector street network and will continue to be in the future. The arterial network is generally consistent with the regional grid system and is largely built-out with the exception of a few gaps in the southern portion of Gilbert. The street network also provides the infrastructure for other modes including - transit, pedestrian, and bicycle. Complete streets are designed and operated to enable safe access for all users, including pedestrians, bicyclists, motorists and transit riders of all ages and abilities. The Town of Gilbert has been implementing complete streets for many years by including accommodations for cars, bicycles, pedestrians, and buses in their engineering standards. Complete streets make Gilbert more walkable and bikeable, support investments in transit, encourage social interaction and community pride, boost the local economy and property values, and improve the livability and long-term sustainability of the Town. Bike and Pedestrian Network The Town of Gilbert has a comprehensive bicycle network consisting of on-street bike lanes on arterial and collector streets and off-street shared use paths/trails. Gilbert’s bicycle network provides options for all types of bicyclists in the Town of Gilbert. It is the policy of the Town to require new development to include bike lanes on new collectors and arterials. Consequently, bike lanes are extensively found throughout the community on most collector and all arterial streets within the Town. Over the past decade, the number of miles of on-street bike lanes has expanded commensurate with new development. Most gaps in the bike lane network are located in the south and east parts of town where adjacent land is undeveloped. As the Town approaches build-out, the number and length of gaps in the bike lane network will be incrementally reduced in concert with development. In 2019, the Town of Gilbert completed the Bike Gilbert Plan furthering the Town’s efforts to enhance bicycle connectivity and safety. Sidewalks are present on most road segments, as are sidewalk ramps that accommodate those with disabilities at most intersections. Most sidewalks along major roads in Gilbert are at least five feet wide and many of them have a buffer or planter strip separating them from the road. Shade coverage is infrequent on most sidewalks, which discourages pedestrian travel during the warm summer months. 91 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Exhibit 10. Bicycle Facilities Map Chapter 4 •CONNECTIVITY 92 Transit Network Transit is a critical component of Gilbert’s transportation system because it reduces traffic congestion and air pollution, while also providing mobility for community members who do not own or choose to use cars. Transit service in Gilbert is provided by Valley Metro, the regional public transportation authority for Maricopa County. The transit network currently serving the Town of Gilbert includes seven local bus routes, one express route, LINK service, and paratransit. Transit service operates on the arterial streets within the Town limits. The transit routes serve a wide range of trip needs, including work, shopping, medical appointments and school trips. The service design emphasizes system efficiency and effectiveness, in order to provide a high level of transit service that is reliable and affordable for users and taxpayers. The planned Phoenix area commuter rail and Phoenix-Tucson passenger rail systems are expected to use the existing Union Pacific rail corridor that cuts diagonally through Gilbert, with rail stations proposed in the Heritage District and at Cooley Station. These high-capacity regional transit services are expected to attract commuters who currently have long vehicular commutes. 93 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Exhibit 11. Circulation & Transit System Map Chapter 4 •CONNECTIVITY 94 Chapter 5 Elements & Policies Everyone wants Gilbert to thrive. The Town is fortunate that present and past leaders have embraced proactive planning policy and have followed through on past planning initiatives. Plan For Our Future is a continuation of that legacy. This plan and this chapter also responds to state law which requires that a General Plan for a community the size of Gilbert address specific core “elements” or topics: Land Use; Circulation; Open Space; Growth Areas; Environmental Planning; Cost of Development; Water Resources; Conservation, Rehabilitation and Redevelopment; Recreation; Public Facilities and Services; Housing; Safety; Bicycling; Energy; Neighborhood Preservation and Revitalization. To recognize and emphasize their importance to the community, Plan For Our Future also addresses additional elective elements: Economic Development; Health and Wellness; Community Design; and Arts and Culture. In addition, this chapter comprehensively identifies the policy statements that will be used to guide the implementation of Plan For Our Future. General Plan Elements by Goal Goals are statements of the community’s aspirations and the recommended policies associated with them are the means to realize those goals. The following matrices outline how each Plan Four Our Future goal and policy apply to State required and Town elected elements. State required elements are denoted with an (*). Energy* Cost of Development*  Safety* & Resiliency Water Resources*  Arts & Culture Environmental Planning * & Conservation* Conservation,Rehabilitation* & Redevelopment  Housing *& Neighborhood Preservation/ Revitalization  Community Design Open Space*, Parks & Recreation*  Health & Wellness Economic Development  Public Buildings*, Facilities & Services* Circulation* & Bicycling* General Plan Goals Land Use* & Growth Areas* Elements    Community Encourage a Balanced Land Use CM-1 Framework CM-2 Focus on Quality Development CM-3 Foster Vibrant Gathering Places        CM-4 Promote Our Neighborhoods CM-5 Provide Diverse, High Quality Housing   CM-6 Celebrate Our History and Culture  CM-7 Bring Us Together                          Opportunity OP-1 Encourage Job Growth   OP-2 Promote Health and Wellness   OP-3 Maintain Public Safety    OP-4 Manage Our Infrastructure OP-5 Protect Our Natural Environment               CN-1 Effectively Manage Congestion    CN-2 Improve Mobility Choices                      Connectivity CN-3 Enhance Travel Safety  CN-4 Plan for New Technology  97 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan         General Plan Elements by Policy   3. Support placement of compatible commercial uses and community services that integrate access to daily needs into residential neighborhoods.   4. Promote mixed-use development within appropriate land use classifications.   5. Guide a greater diversity of housing types and densities, retail and commercial centers, and employment opportunities into identified growth areas where significant change is foreseeable.   6. Support the provision of appropriate transitions between sites having distinct changes in types or intensities of land uses.                            9. In areas of Town that have a consistent design character, encourage the design of new development to maintain and support the existing character.     10. Guide development, especially in lower density residential areas, to minimize outdoor light pollution.    11. Encourage the reduction of the Urban Heat Island effect.    12. Encourage substantial drought tolerant landscaping in public and private projects to maintain a heavily landscaped feel to the community while reducing the consumption of water. 13. Apply principles that ensure a safe and welcoming environment when designing individual structures or master planned developments. 14. Connect neighborhoods, retail and employment areas with a system of pedestrian and bicycle routes and trails.                                Cost of Development*  Energy*   Safety* & Resiliency   Arts & Culture  Water Resources*  Environmental Planning * & Conservation*  7. Preserve and maintain Gilbert’s attractive appearance and quality of development that provide a sense of place. 8. Proactively improve the public realm to support a pedestrian friendly, high-quality and distinctive built environment. Conservation,Rehabilitation* & Redevelopment  Housing *& Neighborhood Preservation/ Revitalization  Community Design  Health & Wellness Open Space*, Parks & Recreation*  Public Buildings*, Facilities & Services* Economic Development 1. Ensure the Town maintains a land use framework that supports a highly livable community through the efficient use of land and resources. 2. Encourage high quality housing in suitable areas that can accommodate a variety of lifestyles, households, ages, market preferences, and incomes. Circulation* & Bicycling* General Plan Policies Land Use* & Growth Areas* Elements       Chapter 5 • ELEMENTS & POLICIES 98 15. Promote a variety of well-designed and maintained public and private parks and open spaces that will encourage and support community interaction and recreational activity for all ages.  16. Recognize, sustain, and promote the quality and character of existing residential neighborhoods as they mature, and as new development occurs nearby.  17. Ensure for the conservation and maintenance of existing housing and encourage reinvestment.   18. Facilitate the activation, redevelopment, or revitalization of Gilbert’s aging or under-utilized commercial and industrial properties and structures.   19. Support infill development that is designed to acknowledge the surrounding context.  20. Support the identification, stewardship and preservation of historic resources, properties and districts.                22. Enhance downtown livability through live/work, shopping, cultural and recreational opportunities in the Heritage District.   23. Support the art community and creative economy by raising awareness of and promoting the value of local arts and culture.   24. Leverage the arts and support creative placemaking by facilitating the integration of artwork in public and publicly accessible spaces.     26. Encourage open and equitable public and neighborhood engagement when shaping community quality of life decisions.     28. Partner with agencies and land owners within the Gilbert municipal boundaries to implement a shared mobility vision that includes connected, multi-modal facilities.   29. Promote access management and safety in commercial areas.   30. Implement smart technology and systems on the transportation network to support travel safety, optimize travel efficiency, reduce traffic congestion.   PLAN FOR OUR FUTURE • 2020 Gilbert General Plan     27. Provide partnership and support for planned transportation projects in the region that benefit Gilbert. 99     Cost of Development* Energy*  21. Promote methods and techniques that acknowledge Gilbert’s tangible and intangible cultural heritage. 25. Expand and promote opportunities for all residents to connect socially and participate fully in the vitality of Gilbert. Safety* & Resiliency Arts & Culture Water Resources* Environmental Planning * & Conservation* Conservation,Rehabilitation* & Redevelopment Housing *& Neighborhood Preservation/ Revitalization Community Design Health & Wellness Public Buildings*, Facilities & Services* Open Space*, Parks & Recreation* Economic Development Circulation* & Bicycling* General Plan Policies Land Use* & Growth Areas* Elements 31. Continue to support and plan for regional transit service into and around Gilbert.   32. Design roadways to safely and efficiently accommodate multiple modes of travel while creating attractive corridors.   33. Consider the needs of all travelers, including those who have limited mobility options because of age, ability, or socio-economic position, in the planning and operation of transportation facilities and services.   34. Provide flexibility in Town processes and policies to explore new and emerging modes of mobility, such as micromobility and other future modes.   35. Create locations that provide centralized access and amenities for multiple modes of travel, including local and regional transit, bicycle facilities, pedestrian facilities, and alternative options.    36. Implement policies, processes, infrastructure, and systems that support collection and dissemination of data and information about the local and regional transportation system to the public.    37. Promote flexibility in design standards to be able to adjust for and accommodate changes from future technologies, such as automated vehicles.    38. Support the implementation of technology and telecommunications solutions in Town right-ofways and create opportunities for public-privatepartnerships.    39. Strengthen and support access to a comprehensive range of high-quality education and training opportunities.   40. Develop a skilled and diverse workforce that supports and attracts future economic growth.  41. Promote and support business creation, innovation, entrepreneurship, and expansion.  42. Retain and encourage the growth of existing core businesses.  43. Support the development, growth, and retention of small businesses.  44. Reserve and provide sites for employment and economic development—especially for major industries or employers.   45. Expand and maintain areas for manufacturing and distribution of products, services, and ideas.    Cost of Development* Energy* Safety* & Resiliency Arts & Culture Water Resources* Environmental Planning * & Conservation* Conservation,Rehabilitation* & Redevelopment Housing *& Neighborhood Preservation/ Revitalization Community Design Health & Wellness Public Buildings*, Facilities & Services* Open Space*, Parks & Recreation* Economic Development Circulation* & Bicycling* General Plan Policies Land Use* & Growth Areas* Elements        Chapter 5 • ELEMENTS & POLICIES 100  50. Continue to support a highly functional, safe and well-maintained trail network.        51. Constantly improve our recreation programming to meet the evolving needs of residents.           53. Coordinate collaboration across jurisdictions and agencies to maximize the efficiency and effectiveness of available resources.    54. Ensure adequate maintenance of Town parks and facilities.      55. Ensure people with disabilities are visible, active, and valued members of the community.   56. Establish equitable access to healthy food sources.   57. Encourage actions that improve access to medical, mental health and social services.     58. Promote strategies that create a healthy community by improving air quality.   59. Identify and attenuate noise sources and protect noise sensitive uses.   60. Manage health and safety through provision of exemplary emergency services.   61. Prioritize a collaborative, community-inclusive approach to ensuring safety for all residents.   62. Mitigate impacts of earth fissures.  63. Provide public facilities and infrastructure for current and future generations that balance quality and affordability. 101   Cost of Development*  52. Manage specialty parks and facilities in response to community needs and national trends. 64. Ensure development pays its proportionate share towards the cost of additional public infrastructure and service needs. Energy* Safety* & Resiliency Arts & Culture Water Resources* Environmental Planning * & Conservation* Conservation,Rehabilitation* & Redevelopment Housing *& Neighborhood Preservation/ Revitalization Community Design  48. Take advantage of tourism opportunities. 49. Provide strategically placed parks and recreation facilities to serve Gilbert residents and visitors. Health & Wellness  Public Buildings*, Facilities & Services* 47. Participate in regional collaboration, coordination and communication. Open Space*, Parks & Recreation*  Economic Development 46. Maintain and broaden the mix of unique shopping, service, and hospitality opportunities. Circulation* & Bicycling* General Plan Policies Land Use* & Growth Areas* Elements  PLAN FOR OUR FUTURE • 2020 Gilbert General Plan                67. Provide safe, reliable water, wastewater and reclaimed systems that support future growth.    68. Encourage environmentally responsible stormwater management.    69. Support environmentally-responsible waste management practices.     70. Support resiliency of all municipal services by identifying potential risks and planning ahead for solutions. Cost of Development*  Energy*  Safety* & Resiliency 66. Support annexation and the efficient expansion of infrastructure. Arts & Culture Water Resources*  Community Design  Health & Wellness  Open Space*, Parks & Recreation*  Economic Development 65. Strategically provide water resources for a continuous, sustainable water supply that can be delivered at a reasonable cost. General Plan Policies Circulation* & Bicycling* Environmental Planning * & Conservation* Conservation,Rehabilitation* & Redevelopment Housing *& Neighborhood Preservation/ Revitalization Public Buildings*, Facilities & Services* Land Use* & Growth Areas* Elements  71. Grow the Town’s fiscal health.   72. Increase efficiency of Town services.   73. Support sustainable energy practices by promoting energy conservation and alternative energy use and production.    74. Conserve water and encourage its beneficial use.    75. Ensure water quality meets all applicable federal and state water quality standards.    76. Encourage the use of green building techniques in public and private development projects and establish Gilbert as a leader in green building.   77. Encourage the purchase of fuel-efficient and alternate fuel Town vehicles.   Chapter 5 • ELEMENTS & POLICIES 102 Policy Summary The following Policy Summary reflects all of the policies that will be used to guide Town decision-making in a manner that promotes the overall General Plan Vision. Each policy is supported by accompanying narratives that explain why and how it should be applied. Because certain policies may support multiple goals across each General Plan theme of Community (CM), Opportunity (OP), and Connectivity (CN), cross-references are provided identifying the applicable theme goals (CM-goal #, OP-goal #, CN-goal #) that each policy supports. 1 Ensure the Town maintains a land use framework that supports a highly livable community through the efficient use of land and resources. CM-1 CM-5 OP-2 Gilbert is expected to add approximately 50,000 new residents by 2050. Balancing future growth with the need to protect the distinct character and quality of life of the community requires careful consideration about where and how future growth occurs. The Future Land Use Plan should be used as a tool to guide future development decisions, infrastructure improvements, open space placement, and public and private investment in the Town to achieve an efficient, orderly and sustainable community. In making decisions, consideration should be given to a range of factors including anticipated population trends, community input, transportation integration, economic development analysis, environmental constraints, native habitat and wildlife, and existing and proposed infrastructure. 2 Encourage high quality housing in suitable areas that can accommodate a variety of lifestyles, households, ages, market preferences, and incomes. CM-1 CM-5 OP-1 OP-2 The intent of this policy is to recognize and accommodate that Gilbert’s demographics are changing. Gilbert’s population is becoming more diverse in terms of household size, age composition, and income levels. Greater diversity in housing products is and will be needed to meet the needs of these residents. The provision of such lifecycle housing will not only help Gilbert’s growing senior population to age in place, it will also support the recruitment of young talent which helps to attract leading employers and improve Gilbert’s economic health. Promote dwellings for aging seniors and empty nester’s, multi-generational households, young professionals, young families, and members of the local workforce. This should include providing an adequate supply of land to accommodate the development of traditional single-family homes as well as large lot homes, single-family attached homes, multifamily housing or other housing options at various price points. 3 CM-1 CM-3 CM-5 OP-2 Support placement of compatible commercial uses and community services that integrate access to daily needs into residential neighborhoods. Improving non-automobile access as well as support more and better access to goods and services for existing and new residents. The intent of this policy is to encourage compatible commercial uses and community services, including sites for schools, public safety, utilities, parks, trails and open spaces within or immediately adjacent to established and new residential neighborhoods. This policy should be implemented in combination with other policies in this Plan (along with applicable regulatory guidelines) to limit the number of conflict points between modes and minimize adverse traffic, noise, and visual impacts on adjoining residential areas. Larger residential developments should be master planned with appropriately scaled commercial, community services, and employment centers to reduce automobile trips by encouraging walking, biking and other alternative means of transportation. 103 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan 4 CM-1 CM-3 CM-5 CN-2 Promote mixed-use development within appropriate land use classifications. Integrating compatible land uses in compact development patterns helps to more efficiently utilize land resources and promote the use of alternative modes of transportation, which can positively influence secondary outcomes such as physical activity and air quality measures in a community. Mixed-use developments that offer a coordinated plan of development with a functional integration of residential and non-residential uses, where a variety of different living activities (live, work, shop, and play) are in close proximity (walking distance) to each other, should be placed within appropriate land use classifications or along multi-modal transportation options, including transit or high capacity transportation routes. 5 Guide a greater diversity of housing types and densities, retail and commercial centers, and employment opportunities into identified growth areas where significant change is foreseeable. CM-1 CM-3 CM-5 OP-1 OP-2 CN-1 CN-2 Growth areas, where resources and infrastructure are in place or can reasonably be made available, are better suited to support a greater diversity of land use types. The intent of this policy is to promote a greater variety of land uses within these areas to maximize the function of the Town’s limited land resources and reduce automobile dependency by concentrating development within walkable, bicycle friendly and/or transit-accessible geographic areas. Development within growth areas should encourage complementary integration of horizontal or vertical mixed-use development to more efficiently accommodate projected future growth. 6 Support the provision of appropriate transitions between sites having distinct changes in types or intensities of land uses. CM-1 CM-4 This policy acknowledges and accommodates the fact that in the coming years, new development in Gilbert will increasingly occur on infill or redevelopment sites, as the amount of vacant developable land within Gilbert steadily diminishes. Development of sites located within or adjacent to existing development – particularly residential neighborhoods – should be “context-sensitive” and be compatible with or buffer neighboring properties to help mitigate any negative impacts that a proposed development might have on an adjacent site. This transition between developments can be achieved by a number of methods, applied either singularly or in combination, including: compatible lot sizes, larger setbacks, landscaped buffers, open space, height step downs, gradual density transitions, and other architectural and site planning measures such as screening and shielded light fixtures that avoid potential conflicts and protect privacy. 7 CM-2 CM-3 Preserve and maintain Gilbert’s attractive appearance and quality of development that provide a sense of place. Gilbert is known for it’s exceptional built-environment. The intent of this policy is to continue the quality design that is prevalent in Gilbert and ensure both new development and redevelopment opportunities within Town, create an identity and are implemented without adverse impacts on local character and appearance. While the Town does not dictate architectural styles, elements of quality design should include innovative architectural and site planning features that address appearance as well as form, for both residential and non-residential projects. This may include application of unique entry features, thoughtful building placement and massing, pedestrian scale and usage, vertical and horizontal articulation; varying roof-lines; and durable materials. Gilbert has guidelines for designing both public and private development. These documents should be used to inform and coordinate the work of public and private entities who shape the Town. Chapter 5 • ELEMENTS & POLICIES 104 8 CM-2 CM-3 OP-2 OP-5 9 CM-2 Proactively improve the public realm to support a pedestrian friendly, high-quality and distinctive built environment. The intent of this policy is to recognize that the quality of the public realm – streets, sidewalks, pathways, plazas, parks, and other publicly-accessible spaces – influences our Town’s livability, walkability, safety and health. A vibrant and high-performing public realm also contributes to the overall image of the Town, because this is where residents and visitors most often experience Gilbert. Within the public realm, a people first perspective should be applied that focuses on design of healthier spaces, areas with a strong identity, areas that serve people of all ages and all abilities, and places designed for good business. Care should also be given to the placement and selection of enhancement elements within the public realm based on the development context. For example, the context of land use development within the Heritage District may call for more design and programming for social spaces, where the context of a transit stop located in a residential neighborhood may call for facilitating connectivity between transportation options. In areas of Town that have a consistent design character, encourage the design of new development to maintain and support the existing character. The intent of this policy recognizes that the look and feel of Gilbert is shaped by urban design, which encompasses a wide variety of features that together form the visual character of the Town. While development in Gilbert is largely single-family detached residential development, the urban design strategies for various areas of Town differ depending on the desired form of development, varying types of development pressures, and specific physical characteristics. New development should strive to complement areas with established neighborhood character through consideration of elements such as scale, style and color. 10 Guide development, especially in lower density residential areas, to minimize outdoor light pollution. CM-2 CM-4 OP-3 OP-5 The impacts of light pollution on the night sky is an important part of Gilbert’s natural environment and contributes to the overall character of existing neighborhoods, particularly within more rural large-lot residential areas. The application of proper design and site planning techniques to minimize the impacts of future growth on the night sky should be considered, while promoting sustainable (energy efficient) principles and safe levels of illumination. 11 Encourage the reduction of the Urban Heat Island effect. CM-2 OP-5 Within our hot, desert environment, urban building materials, such as concrete and asphalt, can absorb heat during the day and radiate it back at night, this leads to the formation of urban heat islands (UHI), where urban regions experience warmer temperatures than their adjacent rural surroundings. UHI’s have a critical factor on energy consumption and air quality, resulting in higher peak electricity demand in summer month’s because of air conditioning and increased emissions of primary pollutants associated with power production. UHI’s also increase health impacts, studies in the last decade have shown that heat especially impacts older and younger populations. As Gilbert continues to develop and redevelop, steps to mitigate the urban heat island effect, such as siting of increased landscaped areas, use of urban forestry with low volatile organic compound (VOC) emitting trees including providing street shade trees, shade structures or application of “cool” surface building materials, will help to reduce temperatures in urban areas, reduce energy consumption, promote energy efficient practices, and improve health outcomes. 105 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan substantial drought tolerant landscaping in public and private projects to maintain a heavily 12 Encourage landscaped feel to the community while reducing the consumption of water. CM-2 OP-5 Gilbert recognizes that natural resource conservation and quality of life are linked. Trees and landscaping provide valuable ecological benefits to the Town, including energy conservation by minimizing solar heat gain, improving air quality and enhancing community health. Additionally, Gilbert acknowledges that water resources are finite and using native, drought tolerant plants and trees wherever possible will minimize potential impacts from long-term water shortages while also supporting habitat for wildlife and a high quality environment for people. New development or redevelopment should apply integrated architectural and landscape design themes that apply xeriscape principles, promote the use of reclaimed water to irrigate and avoid large expanses of turf. principles that ensure a safe and welcoming environment when designing individual structures or 13 Apply master planned developments. CM-3 OP-2 OP-3 The intent of this policy is to encourage and support the use of Crime Prevention Through Environmental Design (CPTED) principles when designing projects and neighborhoods to ensure a safe and welcoming built environment. Development should provide for the four elements of CPTED: natural surveillance and visibility; lighting; territorial reinforcement and space delineation, and natural access control. neighborhoods, retail and employment areas with a system of pedestrian and bicycle routes and 14 Connect trails. CM-1 CM-3 CM-4 CN-1 CN-2 The Town must accommodate private cars to meet the diverse needs of residents and businesses in Gilbert. However, private automobile transportation and the space that cars require works against alternative modes of transportation. To be a City of the future, the Town must provide better alternatives for people moving between destinations within the community. The Town will continue to promote a sidewalk, bicycle, and trail system based on designing routes that assemble on-street and off-street segments into an entire network that connects multiple destinations (e.g. neighborhoods, retail centers, employment areas). This includes identifying major obstacles to completion of important system connections and implementing projects that mitigate these barriers. The Town will also work as a community to create a supportive environment for alternative transportation modes that includes engineering, education, enforcement, encouragement, and evaluation methods. a variety of well-designed and maintained public and private parks and open spaces that will 15 Promote encourage and support community interaction and recreational activity for all ages. CM-3 CM-7 OP-2 Parks are hubs that bring people together—not only by attracting residents, but also by drawing visitors to Gilbert. The design and quality of parks and open space also has an enormous impact on how people experience the outdoors and use Gilbert’s recreational resources. Public and private park design should provide a beautiful, green, safe, clean amenity that will exert a strong positive influence on the Town. The design of parks and open spaces should be accessible and appealing for users with a wide range of ages, backgrounds, interests, and abilities. Parks and open spaces should encourage the integration of recreation and wildlife habitat. Parks should also be well maintained and as Gilbert approaches buildout, park “creation” should transition to “reinvestment” to ensure changing recreational needs are continuously met. Chapter 5 • ELEMENTS & POLICIES 106 sustain, and promote the quality and character of existing residential neighborhoods as they 16 Recognize, mature, and as new development occurs nearby. CM-4 The intent of this policy recognizes that Gilbert’s great neighborhoods are a primary reason for the Town’s desirability, rapid population growth and recent wave of positive national accolades. Many neighborhoods have strong urban form, architectural character, and rich amenities. However, one challenge Gilbert faces is how to respond to future growth, without losing what makes these exceptional neighborhoods special. Consistent quality design and site planning is required so that new development opportunities within Gilbert are implemented without adverse impacts on the established character and appearance of existing neighborhoods. Careful management of the development of vacant land and the alteration of existing structures in and adjacent to single family neighborhoods should be conducted in order to protect low density character and maintain neighborhood scale. Physical and functional characteristics, including but not limited to: street and block patterns, setbacks and building placement, architectural diversity, distribution and intensity of land uses, diversity and accessibility of mobility options, and types and scales of public spaces are central building blocks of maintaining strong and authentic neighborhoods. 17 Ensure for the conservation and maintenance of existing housing and encourage reinvestment. CM-4 CM-5 Several neighborhoods in Gilbert are approaching or are well over 40 years old. Like any asset, Gilbert’s aging housing stock needs to be managed and maintained to ensure its longevity and to allow for its ability to evolve so it can be a home to future generations. The Town should encourage reinvestment in aging housing stock by continuing to maintain and program improvements to public facilities (paved surfaces, sidewalks, pedestrian paths, infrastructure, landscaping) in older neighborhoods as well as continue to promote code enforcement of the LDC and property upkeep through tools such as a property maintenance code. the activation, redevelopment, or revitalization of Gilbert’s aging or under-utilized commercial and 18 Facilitate industrial properties and structures. CM-4 Underutilized commercial and industrial properties and structures can have blighting influences on their neighborhoods, decreasing surrounding property values and negatively impacting the Towns ability to maximize economic development goals. Through reuse, revitalization or redevelopment, these properties should be returned to productive use to create jobs, boost tax revenues, offer alternative housing options and produce numerous social, environmental, and aesthetic benefits. Where multiple properties are underutilized or blighted, seek land assemblage to promote greater impact to and compatibility with the surrounding area. At the same time, commercial and industrial properties should be protected from transforming to uses that would eliminate future opportunities for service and employment generating uses where needed. 19 Support infill development that is designed to acknowledge the surrounding context. CM-4 CM-5 107 The intent of this policy is to encourage infill development on vacant land within the Town, particularly in areas where there are vacant lots that create “gaps” in the urban fabric and detract from the character of a commercial district or residential neighborhood. Such development should complement the established character of the area and should not create sharp changes in the physical development pattern. Development of new housing infill should also include neighborhood amenities such as parks and paths. PLAN FOR OUR FUTURE • 2020 Gilbert General Plan 20 Support the identification, stewardship and preservation of historic resources, properties and districts. CM-6 Among other considerations, one of the criteria for a building, site, structure, or district to qualify as a “historic” designation is that it is at least 50 years old. With Gilbert celebrating its centennial in 2020, the inventory of potentially historic buildings or districts is becoming more distinctive within the Town. Stewardship of these town wide assets is encouraged for generations to come. Effectively helping to carry on these properties requires expanding the publics understanding and appreciation of the significance of the properties, including the importance of materials, details and designs that convey a property’s identity. It also means allowing historic properties to adapt while protecting them from identity-changing alterations. In order to share professional knowledge and responsibilities for the identification of archaeological, historic and cultural resources, relationships between the Town and regional jurisdictions should be promoted. 21 Promote methods and techniques that acknowledge Gilbert’s tangible and intangible cultural heritage. CM-6 The cultural heritage of Gilbert doesn’t end at its historic buildings or agricultural past. The Town’s cultural heritage is also encompassed in more intangible or subtle traditions and expressions of culture such as simple social observations like its emphasis on family, unique events, and food focused establishments. To maintain the Town’s cultural heritage and encourage a common bond among residents, care should be given to celebrate and safeguard the key elements that make Gilbert unique, like it’s agricultural origins, exceptional amenities and historically significant sites and structures. downtown livability through live/work, shopping, cultural and recreational opportunities in the 22 Enhance Heritage District. CM-1 CM-3 CM-5 CM-6 CM-7 OP-1 CN-1 CN-2 Downtowns are most successful when they become places to live and work as well as visit. The Heritage District has experienced phenomenal change during the last twenty years, advanced by the Redevelopment Plan and the private investment response to the Town’s ongoing focus on the cultural center of the community. To endure and thrive, the Heritage District must continue to introduce new land uses and activities downtown, including housing, entertainment, recreation, hospitality, and retailing, as well as office and service sectors. Gilbert will continue to encourage a mixed-used, human-scaled and experience-rich downtown. To progress this transformation, attention will be given to implementing the Redevelopment Plan, attracting people-generating uses, promoting redevelopment and infill projects, offering unique housing options, creating unique public amenities and spaces, enhancing the circulation network and establishing public/private partnerships. the art community and creative economy by raising awareness of and promoting the value of local 23 Support arts and culture. CM-6 The intent of this policy is to value public art and the way it enriches people’s lives. Art offers educational experiences, enlivens public spaces, and fosters creativity. This can help build a sense of community and unique identity for Gilbert. Although community actions may support art and cultural activities, the success of a vibrant creative economy cannot be fully realized without advocating for artists to help them develop their craft within a supportive and knowledgeable community. The Town should provide opportunities for residents to learn about how art influences the quality of life in Gilbert. Support should also be given to encouraging a wide variety of established and emerging art forms and artists that include varied ethnic, age, gender, and economic populations among users and providers. Chapter 5 • ELEMENTS & POLICIES 108 the arts and support creative placemaking by facilitating the integration of artwork in public and 24 Leverage publicly accessible spaces. CM-6 The intent of this policy is to promote the application of creative placemaking strategies that celebrate Gilbert’s past and forge a vibrant vision for its future. Using art to change public spaces into memorable places does more than express local culture or make the town more fun; creative placemaking through art can also build community character and sense of place, enhancing community engagement and participation, and building economic vitality. This effort should be applied through a people-focused approach. In addition to placement in parks and key gateways, new technologies, changing tastes, and a growing desire to actively participate in the creation of art has expanded how, when, and where consumers can experience art, culture, and creativity. and promote opportunities for all residents to connect socially and participate fully in the vitality of 25 Expand Gilbert. CM-7 OP-2 When people feel like they are truly a part of their town, they are more likely to feel optimistic and actively participate in improving their community. Studies have also shown that communities with high levels of community interaction are likely to be happier, healthier, and have a longer life expectancy. Gilbert is home to a range of events and activities that embrace “community connectedness”. This is critical to providing opportunities to foster social interaction amongst residents. Continuing annual, weekly and monthly reoccurring events brings community members together in a way that fosters Gilbert’s “small-town” appeal. As Gilbert continues to grow and Maricopa County overall continues to become more diverse, specific efforts to welcome diverse cultures and ethnicities should also be encouraged. open and equitable public and neighborhood engagement when shaping community quality of life 26 Encourage decisions. CM-7 The intent of this policy is to recognize that Gilbert benefits when community members are meaningfully involved in planning and Town investment decisions. By building and maintaining partnerships with individuals and a wide range of formal and informal organizations that represent a variety of interests, the Town will have a better understanding of the communities’ diverse needs and concerns. Continue to provide residents with participation opportunities within the public process and recognize Environmental Justice, by applying fairness and equal opportunity in the land use decision making process. 27 Provide partnership and support for planned transportation projects in the region that benefit Gilbert. CM-7 OP-1 CN-1 CN-2 109 Regional transportations systems are a critical component to making the transportation network in Gilbert more efficient and travel more economical. They also have an impact on the quality of life of residents as well as affect investment and development decisions in the Town. The Gilbert transportation network should continue to integrate and connect to adjacent municipal and regional facilities, such as freeways, active transportation facilities, transit investments, airports and rail corridors. This includes coordinating with adjacent municipalities, such as Queen Creek, Mesa, and Chandler, to make sure that the Gilbert network of multi-use trails or bike lanes will have clear and logical interconnections with facilities in these municipalities. This interconnection is also true for regional services such as transit, where routes within Gilbert should be coordinated with those in adjacent municipalities to maximize efficiency and connectivity. It is also important for the Town to coordinate with ADOT and provide input and support into the planning and development of the freeway and proposed passenger rail network. PLAN FOR OUR FUTURE • 2020 Gilbert General Plan with agencies and land owners within the Gilbert municipal boundaries to implement a shared 28 Partner mobility vision that includes connected, multi-modal facilities. OP-1 OP-2 OP-5 CN-1 CN-2 CN-3 Within the Town land ownership, the roadway network and several facilities, such as canals, powerline corridors and flood control facilities that are owned and operated by public and quasi-public agencies impact land use patterns. The intent of this policy is to encourage development of a Town transportation network that is comprehensive and interconnected at the municipal-level to get residents out of their cars, reduce emissions and promote active lifestyles. Within the Gilbert boundaries, the network should support multi-modal travel through dedicated and integrated facilities for vehicles, bicycles, pedestrians, and transit that provide access to destinations, services, and amenities in the Town. To achieve this, the Town will need to work with local partners who own these facilities within Gilbert, such as the Roosevelt Water Conservation District (RWCD), Maricopa County, and Salt River Project (SRP), to coordinate, implement, and maintain connected facilities for all modes. 29 Promote access management and safety in commercial areas. OP-3 CN-1 CN-3 Good access management promotes safe and efficient use of the transportation network. The intent of this policy is for the Town to continue to implement access management strategies during development and redevelopment to improve safety and congestion management. Access management is often done through controlling turning movements and driveway curb cuts, where prudent, so that the number of conflicting vehicle-vehicle and vehiclepedestrian movements can be limited. smart technology and systems on the transportation network to support travel safety, optimize 30 Implement travel efficiency, reduce traffic congestion. OP-3 CN-1 CN-3 CN-4 It is becoming increasingly important for the Town to continue to stay appraised of technology innovations and have processes in place to explore, consider, vet, and implement as deemed appropriate. Gilbert already has a history of investing in transportation technologies that improve the safety and efficiency of the Town’s transportation network, including traffic signals, closed-circuit television (CCTV) cameras to monitor real-time roadway conditions, and collection of real-time data that enables the calculation of travel times so that staff can make adjustments to the transportation network. The Town should continue to invest in these known solutions as growth and development occurs and conditions warrant to support travel safety, optimize travel efficiency, reasonable levels of service, reduce traffic congestion, and support the generation, collection, and dissemination of transportation data and information. Additionally, there remains a large suite of other technology infrastructure and systems, known as intelligent transportation systems (ITS), that exist and have been proven to support effective transportation operations that the Town should explore and implement, where deemed appropriate. ITS strategies may include solutions that improve multi-modal coordination, ways to provide traveler information to support traveler decision making, or ways to collect better data to support emerging technologies such as connected vehicles. 31 Continue to support and plan for regional transit service into and around Gilbert. OP-1 CN-2 As growth and development occurs in Gilbert, the Town should continue to consider transit service needs. These services may include expanding the frequency of existing services, updating or expanding transit routes, exploration of additional types of transit (Bus Rapid Transit, passenger rail), and construction of new transit amenities (park-andrides, transit pullouts at intersections, transit stops, new amenities at existing transit stops). To effectively support transit, an approach for identifying barriers and planning and implementing improvements for the first/last mile of an individuals journey should also be addressed. Chapter 5 • ELEMENTS & POLICIES 110 roadways to safely and efficiently accommodate multiple modes of travel while creating attractive 32 Design corridors. CM-2 OP-2 OP-3 CN-2 CN-3 The intent of this policy is identifying, designing, and constructing transportation facilities that are safe for all modes of travel. One component of this is approaching all roadway construction or re-construction with a complete streets approach to provide safe facilities for all modes of travel. Other policy intents include a focus on providing safe roadway crossing locations for non-motorized modes and encouraging roadway speeds or traffic calming techniques that are most appropriate for each specific roadway given its location, surrounding uses, and desired operations. Additionally, development should extend or establish an interconnected street system that minimizes cut through traffic where appropriate. Gated communities should not interrupt the natural flow of traffic from collector and above roadways and remain accessible to pedestrian and bicycle traffic. Street trees should be provided to create a shaded environment for pedestrians and to enhance the visual quality of each corridor. the needs of all travelers, including those who have limited mobility options because of age, ability, 33 Consider or socio-economic position, in the planning and operation of transportation facilities and services. OP-2 CN-2 CN-3 This policy focuses on growing, expanding, and advancing an accessible transportation system for all types of Gilbert residents and visitors. Accessibility is a combination of physical infrastructure, types of modal options, and the service planning that is put into place. Maintaining compliance with standards from the American with Disabilities Act (ADA) is a major component of accessibility, but it also includes consideration for concepts such as ‘aging in place’ and providing comprehensive mobility options for disadvantaged populations. flexibility in Town processes and policies to explore new and emerging modes of mobility, such as 34 Provide micromobility and other future modes. CN-4 The transportation industry has seen rapid change and innovation over the past several years (docked bike share, dockless bicycles, dockless motorized scooters, automated vehicles), with the timeline often driven by the private sector. This change has created challenges for public agencies whose current processes for developing policies or making investments/procurement are not well suited to adapt to rapid change. There is a need for flexibility and adaptability in policies to allow the Town to quickly react to changing technologies that emerge on the public transportation network and allow for adaptability in all facets of Town planning. locations that provide centralized access and amenities for multiple modes of travel, including local 35 Create and regional transit, bicycle facilities, pedestrian facilities, and alternative options. CN-2 CN-3 CN-4 A successful transportation system in Gilbert connects people to places. Modal investments are made to accommodate specific types of trips – regional trips, commuting trips, recreational trips, local trips – but it is challenging for one mode to accommodate all trip types efficiently. Instead, the Town should focus on creating locations where transportation services, amenities, and supporting technologies can work together to make it easier for travelers to access destinations and that offers shared mobility choices. Ensure these locations are safe, well-lit, aesthetically pleasing, and provide convenient access to and from adjacent commercial and residential developments. This approach has been coined ‘mobility hubs’ in some areas, where each hub is designed specifically for the surrounding land uses. For example, transportation investments in a high-density, high-traffic location such as a downtown may be more focused on pedestrian accessibility and wayfinding whereas transportation investments at a neighborhood community center may have a greater focus on providing connectivity between the neighborhood and key destinations. 111 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan policies, processes, infrastructure, and systems that support collection and dissemination of data 36 Implement and information about the local and regional transportation system to the public. CN-4 The advancement in mobile technology coupled with the emerging world of ‘big data’ has elevated the importance and expectation of providing travelers with frequent, accurate, and real-time information about travel conditions. Mobile applications such as Google and Waze or agency websites such as ADOT’s AZ511.com provide travelers with interactive information that allows them to make real-time decisions about their travel. Valley Metro is currently working on developing a mobile application that will act as a ‘one-stop-shop’ for multi-modal trip planning, fare payment, and inter-modal connections. Future connected and automated vehicle technology will provide tremendous amounts of real-time data on transportation network and travel conditions but will also be another way to disseminate information. The Town has already made investments in critical infrastructure and systems to support generation, collection, analysis, storage, and dissemination of data. All of these processes should remain and continue to get support for deployment and maintenance. Additionally, the Town should stay apprised of new technologies, systems, or partnerships that can improve data collection and dissemination, and should support policies and processes that support it. flexibility in design standards to be able to adjust for and accommodate changes from future 37 Promote technologies, such as automated vehicles. OP-4 CN-4 The intent of this policy is to encourage development and updating of standards that meet the current transportation and development needs within Gilbert, but also create flexibility for these uses to adapt in the future. Because there remains uncertainty in the direction of technology innovations and in the impacts that these technologies will have on existing and future transportation infrastructure and land uses, it will be important to avoid land uses, developments, infrastructure, and associated polices that are ‘locked in’ and prevent adaptability. A prominent example is the need for flexibility in parking policies, which may need to adapt with the introduction of driverless vehicles. Another concept includes ‘curbside management’ in response to the rise of the rideshare culture and potential future curb uses for automated vehicles. the implementation of technology and telecommunications solutions in Town right-of-ways and 38 Support create opportunities for public-private-partnerships. CN-4 Right-of-way’s within Gilbert serve many functions, they manage circulation, support telecommunication and utility providers and generally establish the first impression of the Town to visitors. For these reasons, it is important to ensure that telecommunication and utility providers efficiently use right-of-way’s and locate, install and maintain their facilities in a manner that minimizes traffic disruption and visual impact. Use of the right-of-way should also be balanced with the public interest. Telecommunications and utility infrastructure services, such as 5G networks, that are being implemented to support technologies and services, including high-bandwidth cellular services, connected vehicles, and high-speed internet services that will benefit Gilbert residents should be promoted. and support access to a comprehensive range of high-quality education and training 39 Strengthen opportunities. OP-1 The intent of this policy is to recognize the impact that access to high quality education and technical training has on community prosperity, resident health and wellbeing, business recruitment and workforce attraction. This policy encourages efforts to grow and strengthen the quality, capacity, and accessibility of all types and levels of educational offerings such as: public and private, charter, early childhood, K-12, college, graduate education, and specialized professional/technical education and training. This includes coordinating with local school districts, charter schools, and institutions of higher learning in support of program development, especially in the disciplines of Science, Technology, Engineering, and Mathematics (STEM); guiding facility siting, construction and expansion efforts; and ensuring there are proper land uses and safe transportation networks adjacent to these facilities. This policy is further predicated on the importance of coordinating communication between the Town, developers and educational institutions as well as maintain partnerships with businesses, non-profits, regional governments and agencies, and the state in support of educational excellence. Chapter 5 • ELEMENTS & POLICIES 112 40 Develop a skilled and diverse workforce that supports and attracts future economic growth. OP-1 The intent of this policy is to bolster the Towns regional economic competitiveness by ensuring that employers can find the skilled and diverse workforce they need to thrive and grow. To achieve this, the Town must create a sustainable workforce that includes a variety of skill sets, ages, and career stages. There are already several existing initiatives aimed at enhancing and developing the area’s workforce. Growing a more diverse workforce will require supporting these existing initiatives with other policies relative to promoting housing diversity, increasing transportation efficiencies and options, offering expanded social and recreational options and marketing the overall quality of life in Gilbert locally, nationally and internationally to attract and meet the needs of the 21st century workforce. The Town should also encourage local hiring efforts, including youth employment and paid internships, to increase community ownership and resident retention, help achieve a more positive jobs-housing balance, and reduce regional commuting, gas consumption, and greenhouse gas emission. 41. Promote and support business creation, innovation, entrepreneurship, and expansion. OP-1 The intent of this policy is to increase the diversity of Gilbert’s economic base, in order to make the community more economically resilient to unforeseen downturns in different market sectors. Efforts should focus on attracting targeted or select under-represented businesses that pay higher than average wages relative to the business’s industry nationwide. To attract these industries Gilbert should use various methods such as national and international marketing that promotes the Town’s assets as well as continue to identify ways to reduce barriers to entry of new businesses (streamline permitting processes, promote the availability of commercial/office space, enhance telecommunication networks). 42 Retain and encourage the growth of existing core businesses. OP-1 A growth-from-within approach is being embraced across the country as a highly effective economic development strategy. Gilbert recognizes that the presence of existing businesses is of vital importance and desires to retain businesses that are already located within the Town. The Town’s role should be based on building partnerships with local businesses and prioritize improvements and programs to help foster a dynamic business climate and entrepreneurial ecosystem. 43 Support the development, growth, and retention of small businesses. OP-1 113 Small businesses have played an essential part in growing Gilbert’s’ economy. These, often long-tenured, businesses are also assets that contribute to the identity of Gilbert, this is especially true in the Heritage District. Therefore, Gilbert endeavors to create a local regulatory, programmatic, and business environment that is supportive of growth and development of small businesses. This should include coordinating with organizations that provide free or affordable training, services and resources to small businesses, especially woman and minority owned businesses. The Town should also coordinate with financing institutions that provide microloans, small business loans or other financial resources. Offering shared workspaces, business incubators, or promoting home-based businesses that are compatible with the surrounding neighborhood can assist small businesses minimize start-up costs. PLAN FOR OUR FUTURE • 2020 Gilbert General Plan and provide sites for employment and economic development—especially for major industries or 44 Reserve employers. OP-1 The intent of this policy is to recognize the limited supply of undeveloped land available for office and industrial uses within Gilbert and ensure that a sufficient number of prime sites are reserved for such industries, rather than being converted to other uses. This policy supports decisions that address the evolving locational needs of different business sectors and supports the creation, development and redevelopment of employment hubs that encourage increased interaction, collaboration and collocation amongst compatible industries. This policy also encourages collaboration with economic development organizations and stakeholders to ensure that the Town’s infrastructure, real estate, and development-ready sites are positioned to attract and/or retain major employers. 45 Expand and maintain areas for manufacturing and distribution of products, services, and ideas. OP-1 A healthy economy requires space for manufacturing and processing businesses. Examples of these types of businesses include, but are not limited to, medical device and electronic instrument manufacturing, metal fabrication, and distribution and fulfillment centers. The Town should continue to set aside space for manufacturing and processing businesses, as well as protect these lands from the encroachment of other land uses, particularly housing, which are often developed in advance of job producing uses. 46 Maintain and broaden the mix of unique shopping, service, and hospitality opportunities. OP-1 Although e-commerce continues to grow, brick and mortar stores still have a prominent place in the vitality of a community. Gilbert understands the importance of these uses to offer residents a reason to gather, make social connections and meet their daily needs. The Town desires to utilize its prominent brand and varied population to retain, target and recruit unique retail and entertainment opportunities. This policy encourages flexibility, when compatible with surrounding uses, to create new development opportunities or allow existing retail developments to be current, competitive, and offer distinctive experiences that meet community need. 47 Participate in regional collaboration, coordination and communication. OP-1 Many of Gilbert’s needs and challenges are regional in nature and thus require integrated solutions between multiple levels of government, including city, state, county and public agencies. This policy supports the continued collaboration, coordination, communication and shared decision making with regional organizations and surrounding communities to ensure a prosperous future for all. This includes managing regional concerns revolving around transportation networks, employment growth, education and community character. In many instances, key issues are already being addressed, but as the region grows it is imperative that Gilbert work closely with partners such as The East Valley Partnership, Greater Phoenix Economic Council (GPEC), Phoenix-Mesa Gateway Airport, ADOT, ADEQ, ASU Polytechnic, UofA, Chandler-Gilbert Community College, Park University and neighboring communities: Chandler, the Gila River Indian Community, Queen Creek, Maricopa County, Mesa, and Pinal County. 48 Take advantage of tourism opportunities. OP-1 Gilbert recognizes the need to grow within its constrained boundaries and explore strategies that take advantage of tourism opportunities. With the growth of the Heritage District and Riparian Preserve, Gilbert has emerged as a visitor destination in the east valley. Gilbert must build on this momentum by identifying and attracting unique tourism demand generators that will bring added visitors and new revenues into Gilbert. At the same time, the Town must support and attract hospitality (hotel/motel/etc.) opportunities that can accommodate the needs and demands of these uses. Chapter 5 • ELEMENTS & POLICIES 114 49 Provide strategically placed parks and recreation facilities to serve Gilbert residents and visitors. CM-1 OP-2 Parks are a key factor in contributing to the quality of life Gilbert residents enjoy. Parks provide undeniable benefits such as opportunities for recreation, enjoyment of nature, and social gathering. As outlined in the Gilbert Parks, Recreation, and Trails Master Plan, the Town’s park system will ensure that Gilbert’s parks and recreation facilities provide an adequate range of active and passive recreational opportunities to meet the needs of a wide array of citizens. Increasing opportunities for residents to engage in physical activity also promotes healthier living and recognizes the connection between community development and public health. To maximize this relationship, healthy choices need to be easy ones. Special emphasis should be placed on ensuring that residents have access to parks and recreational facilities that are safe, accessible to everyone and located within walking distance of their home. This should be accomplished through partnering with a range of public and private entities, developers, and service providers. 50 Continue to support a highly functional, safe and well-maintained trail network. OP-2 The intent of this policy is to promote the role of on and off-street trails as an integral facet of the Towns multimodal transportation network. The Town seeks to continue to develop a community-wide trail system that connects major destinations and provides opportunities for trail loops with areas of interest along the route where feasible. From multi-use paths to sidewalks and bike lanes, these routes should be comfortable, safe, and well-maintained, integrating signage, lighting, and safe road crossings. This policy also requires partnering with all agencies with paved and dirt paths along canal alignments. 51 Constantly improve our recreation programing to meet the evolving needs of residents. OP-2 The intent of this policy is to make sure all of Gilbert’s citizens have access to high quality, affordable programs and services which reflect the diverse mix of ages, social economics, needs and abilities of residents. This includes designing, constructing and developing recreational facilities and services to have flexible functionality to ensure adaptability to the growing and changing needs of Town residents in the future. 52 Manage specialty parks and facilities in response to community needs and national trends. OP-2 The intent of this policy is to support Gilbert as a recreation and amateur sports destination. This includes leveraging the Town’s specialty parks and competitive sports venues, so they are financially sustainable, continue to attract regional and national visitors and events, and are considered an asset by all residents. This may also include, supporting private sector development of commercial recreational facilities to serve community needs. As appropriate, the Town will continue to partner, invest in and make on-going improvements to these venues. collaboration across jurisdictions and agencies to maximize the efficiency and effectiveness of 53 Coordinate available resources. OP-2 Continue to coordinate with school districts, service providers, regional and state entities that operate facilities in the Town. Memorialize cooperation efforts between the Town and partner jurisdictions and agencies for the joint development, maintenance, and use of facilities for educational programs, park development, and recreational use. 54 Ensure adequate maintenance of Town parks and facilities. OP-2 115 High costs related to maintenance and obsolete facilities or materials do not benefit users of Town parks and facilities. Through the development and implementation of the Long Range Infrastructure Plan, the Town supports comprehensive asset management and maintenance systems to ensure funds are used in the most efficient way possible. PLAN FOR OUR FUTURE • 2020 Gilbert General Plan 55 Ensure people with disabilities are visible, active, and valued members of the community. OP-2 People with disabilities are a diverse community whose members contribute to the success and vitality of the Town. Gilbert must ensure that people with disabilities have choices and opportunity for full inclusion within our community. This requires removing barriers and increasing accessibility to health care, employment, mobility, civic engagement, and housing options. 56 Establish equitable access to healthy food sources. OP-2 According to the U.S. Department of Agriculture, a census tract is considered to have low access to healthy food if a significant number or share of individuals in the tract are more than 1 mile from a supermarket. Residents who experience low access to healthy food are more likely to experience chronic health conditions, like obesity and dietrelated diseases. Support for fresh-food retailers and community participation in community gardens and farmers markets can increase availability to healthy food options, connect citizens with Gilbert’s agricultural heritage, while also contributing to our economy by promoting local entrepreneurial activity. 57 Encourage actions that improve access to medical, mental health and social services. OP-2 Access to comprehensive, quality health care and services is critical to achieving greater health equity for the entire community. Gilbert should work with regional and local providers as well as faith-based organizations to promote access and build capacity to community centered resources of high-quality primary care, behavioral health care and coordinated services. Promoting efforts that help achieve higher levels of patient engagement and appropriate self-management through coordinated care are paramount to ensuring that residents experience maximum medical, social and emotional well-being. 58 Promote strategies that create a healthy community by improving air quality. OP-2 OP-5 The intent of this policy is to improve the health of Town residents and decrease air pollutants by managing the built environment, transportation systems, business practices, and household habits. This policy encourages initiatives that compliment regional and state policies that improve air quality and reduce emissions such as the use of new construction methods, enhanced public education, alternatively fueled vehicles or application of infrastructure and urban development that makes walking, biking, and public transit viable modes of transportation. 59 Identify and attenuate noise sources and protect noise sensitive uses. OP-2 OP-5 Gilbert’s urban environment receives noise from traffic, trains, planes, construction and yard maintenance, among other sources. The Town will continue to take actions that prevent adverse levels of noise from being generated by new development. Noise producing, and noise-sensitive land uses should be either sufficiently separated or sufficiently buffered through noise attenuation and/or control measures from one another to ensure that sensitive uses are not exposed to unacceptable noise levels. This includes continuing to encourage avigation easements for residential development in areas affected by over flights from Phoenix-Mesa Gateway Airport within high noise contour areas. Encourage noise-attenuation for all new construction adjacent to noise sources. Chapter 5 • ELEMENTS & POLICIES 116 60 Manage health and safety through provision of exemplary emergency services. OP-2 OP-3 The intent of this policy is to support emergency services such as police and fire that are provided by the Town, while ensuring that these services are provided efficiently, sustainably and in a timely manner. The Town will continue to keep up with the pace and type of growth, and with the varying needs of our changing population, by maintaining response standards given available resources. This policy will be strengthened by fostering relationships with citizens and neighborhood groups as well as actively engaging the community through public outreach and education efforts. 61. Prioritize a collaborative, community-inclusive approach to ensuring safety for all residents. OP-2 OP-3 Police enforcement is essential to public safety, but it’s only one of other equally essential components that together comprise a holistic approach for reducing crime and violence. A public health approach to public safety must promote strategies and partnerships to reduce factors that put people at risk for experiencing violence and increase factors that protect or buffer them from risk. As such, the Town seeks a collaborative, “prevention over criminalization” approach to public safety that addresses influential societal factors, like neighborhood blight, education, mental illness and substance use, to ultimately lead to a Town that is safer, stronger, and more resilient. 62 Mitigate impacts of earth fissures. OP-3 Encourage new projects located in areas recognized to contain fissures to conduct soil testing and analysis to identify potential geologic hazards and provide public notice of the proposed developments. To reduce the societal risk of earth fissures in Gilbert, encourage the use of the Arizona Geological Survey earth fissure mapping data as an educational reference tool for owners, contractors and developers. Further, in accordance with State regulations, continue to require the disclosure of the presence of known earth fissures and promote construction standards that address fissure related impacts during the approval and construction phases of development. public facilities and infrastructure for current and future generations that balance quality and 63 Provide affordability. OP-1 OP-4 The intent of this policy is to provide a balance of cost-effective and efficient provision of public facilities and infrastructure to Gilbert residents today that also keeps the Town competitive and prevents the growth of deferred maintenance costs into the future. Within this context, the Town should continue to establish a sustainable path to a balanced budget by implementing and updating the LRIP to continuously assess how facilities and infrastructure can be implemented incrementally in ways that are consistent with sound fiscal policies and community need. development pays its proportionate share towards the cost of additional public infrastructure and 64 Ensure service needs. OP-4 117 The Town seeks to find the best cost recovery approach to ensure that new development pays its proportionate share, and does not burden existing businesses and residents with increased costs, for services and infrastructure needs. New development shall offset the costs of development of new or expanded facilities through measures that may include impact fees, land dedication, in lieu fees, and other measures as allowed by law and in a manner that results in beneficial use to the development as well as bears a reasonable relationship to the impacts imposed on the Town by the development. Alternatively, where the public interest is being served, the Town may consider additional funding options such as pay as you go, grants and low interest loan programs, municipal taxes, general obligation bonds, revenue bonds, municipal property corporations, user fees, or improvement districts to balance and respond to infrastructure and service needs as growth occurs. PLAN FOR OUR FUTURE • 2020 Gilbert General Plan provide water resources for a continuous, sustainable water supply that can be delivered at a 65 Strategically reasonable cost. OP-1 OP-4 OP-5 The intent of this policy is to proactively address the issue of water provision, which is affected by Gilbert’s growing population and economic needs, geopolitical and regulatory decisions, as well as weather and regional drought patterns. Water is a regional issue and continued inter-jurisdictional coordination is necessary to maintain adequate supplies. In order to protect water sources, the Town will continue to embrace a diverse water portfolio that increases use of renewable supplies rather than mining the use of local groundwater to meet build-out service area needs. 66 Support annexation and the efficient expansion of infrastructure. OP-4 Support annexation actions that improve Town service efficiency and improve fiscal sustainability. Further, the Town should only extend new water or reclaimed water to developments outside of Gilbert’s municipal boundaries pursuant to a pre-annexation agreement with the Town. Further, Gilbert’s should encourage residential areas using individual on-lot septic waste systems to connect to municipal sanitary waste systems where available and where economically feasible for appropriate disposal and increased opportunity for reclaimed water use purposes. 67 Provide safe, reliable water, wastewater and reclaimed systems that support future growth. OP-4 The Town is well positioned to support the anticipated water, wastewater and reclaimed system needs associated with growth through projected buildout. The long-term, specific design and facilitation of collection, distribution and treatment systems should be managed and guided by more detailed master plans that are updated on a regular basis. However, the development and update of these plans should align with the policies and actions outlined within this General Plan. 68. Encourage environmentally responsible stormwater management. OP-4 OP-5 The intent of this policy is to address storm events using educational and regulatory initiatives as well as private and public infrastructure, that enhance the community. The Town will continue to minimize flooding risk through development regulations and stormwater management initiatives that develop innovative, consistent, and sustainable practices. 69 Support environmentally-responsible waste management practices. OP-4 OP-5 The intent of this policy is to continue to provide convenient waste and recycling services for residents and businesses. Measures that motivate residents, businesses, and institutions to reduce and recycle waste, including construction and demolition debris, through appropriate incentives and disincentives are also encouraged. To enhance the success of these efforts, public education efforts that promote consumption and disposal practices that result in less waste generation as well as more efficient, environmentally sound use and disposal of resources should be undertaken and continued. Chapter 5 • ELEMENTS & POLICIES 118 70 Support resiliency of all municipal services by identifying potential risks and planning ahead for solutions. OP-3 OP-4 With regard to the Town’s municipal operations and provision of public services, resiliency refers to the ability to provide and maintain acceptable levels of service in the face of exceptional circumstances that could otherwise impede those operations and services. Adaptation refers to making changes or adjustments in the methods, manner, or type of services provided, in order to respond to changing conditions over time. The intent of this policy is to proactively plan for resiliency and adaptability when developing facility and operational plans for town services, in order to maximize the Town’s ability to respond to predictable and unpredictable change. For example, planning for and adapting to predictable change might include planning Town services for an aging population, climate change, or planning for replacement of aging water and sewer lines. Examples of planning for resiliency in the event of unpredictable change might include planning for service delivery in the event of loss of a major town employer, major swings in fuel or energy prices, or even a market crash or recession. 71 Grow the Town’s fiscal health. OP-1 OP-4 OP-5 Gilbert should pursue creative strategies to ensure the Town has the financial resources in place to effectively deliver services to the community. The future of Gilbert is very much dependent on the Town’s ability to make strategic investments in people and places, while ensuring that short-term and long-term revenue streams can be sustained, expanded, and/or diversified. Gilbert should explore and pursue alternative funding streams, while not burdening local residents to cover the increasing costs of public services that help the Town thrive. 72 Increase efficiency of Town services. OP-4 OP-5 Prioritize and concentrate development where facilities, infrastructure, and services have capacity. Further, guide the location and timing of development through the proactive and strategic installation of infrastructure. Increasing efficiency in Town services also means establishing and maintaining appropriate staff levels and ensuring that staff is fully utilized; introducing technology and other innovations; avoiding duplications through information sharing and consolidation of functions where possible; and increasing cost recovery where possible by establishing fees and charges that reflect the actual cost of services. sustainable energy practices by promoting energy conservation and alternative energy use and 73 Support production. OP-5 Reducing greenhouse gas emissions, sustaining healthy ecological systems and adapting to climate disruption are fundamental challenges facing communities today. Consequently, Gilbert recognizes that addressing these impacts demand a progressive attitude toward energy conservation and alternative energy use and production in the future. The intent of this policy is to decrease reliance on traditional energy sources, increase resiliency through energy efficiency and the local production of energy, and decrease emissions. This policy specifically supports the generation, transmission and use of a range of renewable energy sources such as solar and wind power; encourages new development and redevelopment projects to generate a portion of their energy needs through renewable sources; and promotes the efficient use of energy and conservation of available resources in the design, construction, maintenance and operation of public and private facilities, infrastructure and equipment. A renewed focus on education and local and regional partnerships is also encouraged to further support sustainable energy practices. 119 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan 74 Conserve water and encourage its beneficial use. OP-5 Water is one of Gilbert’s most important and limited natural resources. Consequently, the Town must continue to promote responsible and effective water stewardship to all sectors of the community, even during periods of adequate supply, and not just during drought. Practices that optimize the use of reclaimed water for non-potable uses are supported. The Town should also continue to educate customers on efficient water use (both indoor and outdoor) as well as promote the use of drought tolerant plant materials. 75 Ensure water quality meets all applicable federal and state water quality standards. OP-5 Maintaining and improving water quality is essential to protect public health, wildlife, and water resources, and to ensure opportunities for public recreation and economic development in Gilbert. Water pollution can be dramatically curbed through proactive efforts of the Town and residents. To provide clean water, the Town seeks to stay engaged with all appropriate federal, state and county agencies to keep up to date with changes, amendments and with new and upcoming water quality regulations. This includes performing timely and accurate sampling, analyses and reporting of all required water quality samples, to assure full compliance with regulatory requirements. Implementation and education strategies should also be applied to meet and follow all applicable rules and regulations. Additionally, use of low-impact development and decentralized green infrastructure strategies as part of streets and other public infrastructure should also be explored and implemented where effective. the use of green building techniques in public and private development projects and establish 76 Encourage Gilbert as a leader in green building. OP-5 Green building techniques are an effective way of reducing the environmental impacts created by development, and green buildings have been shown to use significantly less energy than traditional buildings. To this end, Gilbert is committed to encouraging the principles, guidelines, and requirements of green building. 77 Encourage the purchase of fuel-efficient and alternate fuel Town vehicles. OP-5 Emissions from gas-powered vehicles contribute to greenhouse gases and increase fine particulate matter into the air. The Town seeks to mitigate the effects of vehicular pollution by supporting efforts that promote more environmentally friendly forms of transport. This can be achieved by encouraging the installation of alternative fueling stations and sites that are available for use by public and private vehicles, continue to expand the use and availability of alternative and low carbon fuels for Town vehicles and equipment as well as promote businesses, institutions and the public to buy and use clean and fuel-efficient vehicles. Chapter 5 • ELEMENTS & POLICIES 120 Chapter 6 Character Guidance Character Areas are unique areas of the Town which contain characteristics that separate them from surrounding areas or have an established vision to establish a special character unlike any other in Town. The following Character Areas correspond to the Character Area Map listed on page 122. Each Character Area exhibits distinctive development patterns, urban design, special architectural elements, history, and a variety of other factors that assist in defining their overall image and boundaries. Consequently, to guide development and redevelopment in these areas, the following Character Areas include an explanation of desired development patterns, a brief description of the area, and additional varied levels of guidance to influence the future physical form of the prescribed area. The specific Character Area guidance provided in this chapter serves as a supplement to the broader goals and policies expressed in this General Plan, not as a replacement. They will be used as a reference to staff and decision makers for analyzing and guiding new land use and development requests to ensure the desired long-term character is upheld. Exhibit 12. Character Areas 123 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Heritage District The Gilbert Heritage District is the historic and symbolic center of the community. It offers opportunity for the adaptation of significant properties to uses that will have a positive impact on the adjacent residential and commercial sectors. By maintaining appropriate uses, design and architecture in the District, the area will remain the community’s link between the past and future. There are two documents that should be referenced for comprehensive information regarding the Heritage District Character Area: The Heritage District Redevelopment Plan and The Heritage Design Guidelines. The Gilbert Redevelopment Plan was adopted in 1991 and updated in 2001, 2008 and most recently in 2018. This plan’s Vision and Goals identified below establish the foundation for the District. As new construction and rehabilitation activities occur, The Heritage Design Guidelines and The Heritage District Redevelopment Plan will collectively serve as a catalyst for the improvement of other properties. Together, this will help to attract more businesses and customers, thereby increasing the economic vitality of the area. Heritage District Vision Imagining a vibrant and prosperous future for the Heritage District that: ● Is the heart of the community. ● Is family-friendly, pedestrian and bicycle oriented, and provides a convenient and safe experience throughout the District for all. ● Is a desirable place to work, gather, dine, relax, shop and live during all seasons and times of day. ● Provides a variety of unique, attractive, vibrant, yet peaceful public gathering places, plazas, parks and paseos. ● Reflects the Town’s railroad and agricultural heritage and maintains a small-town feeling in an urban setting. ● Recognizes and embraces of the importance of its diverse population. ● Attracts a distinct mix of retail, restaurant, office, hospitality and entertainment businesses that are a regional draw. ● Promotes the development or redevelopment of underutilized space, while ensuring that no single use dominates the overall character and vision of the Heritage District. ● Is clean, safe and well maintained. ● Creates a place where the residents feel a sense of community, a Heritage connection, and a harmonious connection with the urban environment ● Accomplishes all of the above in an economically sustainable way. Chapter 6 •CHARACTER GUIDANCE 124 Heritage District Goals 1. Promote consistency with the master plan vision and quality urban design with an emphasis on the human scale and preservation of historic character. 2. Improve the economic viability of downtown. 3. Promote reinvestment and attract new development. 4. Provide a district circulation network for pedestrians, bicycles, transit, and vehicles consisting of safe, direct and convenient routes for all modes. 5. Promote downtown as the symbolic and cultural center of the Community. Heritage District Boundaries No adjustments to the Heritage District boundary have been made since it was adopted by the Gilbert Council as the redevelopment area boundary in September 1990. The District covers approximately 0.3 square miles and includes the original town site, the commercial areas on both sides of Gilbert Road, and the residential neighborhoods east and west of Gilbert Road between the Western Canal and Elliot Road. Northern boundary: Juniper Avenue, extending approximately 1,000 feet east and west of Gilbert Road. Southern boundary: 600 feet south of Elliot Road, including the Gilbert Historical Museum. Eastern boundary: Follows a north-south alignment approximately 250 feet east of Palm Street, shifts west along Cullumber Avenue and then south along the east side of Palm Street. The remainder of the east boundary lies along the Union Pacific Railroad (UPRR) tracks to Elliot Road, then shifts 700 feet to the west. Finally, it turns south to meet the southern boundary. Western boundary: Aligns with Catalina Street from Elliot Road north to the UPRR tracks, west 1,400 feet to the Western Canal and then north to Juniper Avenue. The 2018 master planning process identified an area outside the current District boundary with potential for long-term redevelopment. This Long Range Planning Area abuts the western boundary of the Heritage District and is bound by the Western Canal to the north and Neely Street to the west. Should this area be considered for expansion of the Heritage District Redevelopment Area, it must be identified as a target for redevelopment activities by the Redevelopment Commission and the Town of Gilbert pursuant to Title 36, Chapter 12, Article 3, Arizona Revised Statutes. 6. Maintain partnership and collaboration between residents, property and business owners, Town officials, policy-makers and developers to ensure collective vision is carried out. 125 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Gateway The Gateway Character Area identifies desirable physical characteristics within this seven (7) square mile area that will enhance Gilbert’s unique identity and encourage development of traditional neighborhoods. It provides traditional village/neighborhood design concepts, which are reminiscent of the heritage of Gilbert. It promotes pedestrian, bicycle, transit-oriented design and integrates residential, commercial and employment land uses. It also affords an opportunity for small-scale urban agriculture. The Gateway Area will consist of a traditional, mixed- used pedestrian friendly village center, with commercial shops, offices and loft apartments at the core of the village center, surrounded by traditional residential neighborhoods, schools and parks, as well as nearby major commercial and employment areas including the Arizona State University (ASU) Polytechnic Campus, the Chandler-Gilbert Community College/Williams Campus, the PhoenixMesa Gateway Airport and the Santan Freeway. Gateway Purpose The Gateway Character Area identifies desirable physical characteristics that will enhance Gilbert’s unique identity and encourage development of traditional neighborhoods. It provides traditional village/neighborhood design concepts, which are reminiscent of the heritage of Gilbert. It promotes pedestrian, bicycle, transit-oriented design and integrates residential, commercial, employment land uses. It also affords an opportunity for small-scale urban agriculture. Gateway Boundaries The Gateway Character Area extends from the Warner Road alignment to the north, to the Pecos Road alignment to the south, and from the Power Road alignment to the east, to the UPRR and Loop 202 alignments to the west. Chapter 6 •CHARACTER GUIDANCE 126 Gateway Design Policies A majority of the Gateway Character Area is undeveloped; however, capital projects are currently underway in the anticipation of development. Several master plans have been approved in the area. The Gateway Character Area is approximately 4,300 acres (7 square miles) in size. Village Center 1. Provide for a classic mixed-use, pedestrian-oriented village center configuration surrounded by traditional residential neighborhoods. 2. Design varied and interesting building facades, with ground floor retail and entertainment uses and upper floor office and residential units. 3. Discourage auto-oriented uses and other uses with drive-up, drive-through, or drive–in facilities. 4. Design a pedestrian/transit-oriented “Main Street” along Williams Field Road. Minimal setbacks will bring buildings close to the street and promote pedestrian activity, window-shopping and street-side dining. 5. Design the Village Center to allow for standard and shared parking and access. Parking garages should contain retail at the street level with plaza exposure. Rear surface parking and under building or structure parking is encouraged. 6. Allow for limited on-street parking separated by landscape islands at intervals. 7. Provide for shuttle bus street-side pullouts. 8. Provide for pedestrian-oriented plazas fronting and opening onto Williams Field Road, with secondary openings to Recker Road and adjacent residential neighborhoods. 9. Design sidewalks and plazas on Williams Field Road with pedestrian oriented amenities, including shade structures and covered walkways, benches, bicycle parking, seat walls, decorative surface treatments, artistic features, outdoor cafes, water features, pedestrian scale lighting, canopy trees and landscape planters separating pedestrians from automobiles. 10. Provide for attractive and urban-oriented signage that may include projecting, neon and brightly colored components. Village Center Residential 1. Develop a high quality residential environment within the Village Center to include lofts, townhouses, condominiums and apartments. 2. Provide on-site amenities for residents, including swimming pools, recreational facilities, clubhouses and other services. Provide covered, private outdoor space for all units, where applicable. 3. Encourage patios and balconies as part of the design of the residential units. 4. Promote varied and interesting architectural design for building facades and rooflines. 5. Encourage a minimum of ten (10%) percent of the residential sites for on-site open space and landscaping. 6. Encourage service areas and secured-shared parking, in the form of surface, under building and/or structure parking. 7. Create a safe and attractive open space and pedestrian/bicycle system to connect the mixed uses in the Village Center to parks, schools, commercial and employment services and neighborhoods. 8. Provide densities ranging from twenty-two (22) to fifty (50) dwelling units per acre within the Village Center. 127 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Neighborhood Residential 1. Design high quality residential neighborhoods that utilize the neo-traditional (contemporary architecture and design that borrows from the past and includes compact development aimed at pedestrian movements) concept and principles. Provide for safe and convenient circulation, open space and recreational opportunities and a pedestrian network in the residential neighborhoods. Include adequate open space that will be linked to schools, commercial and employment services, parks and neighborhoods by safe and attractive pedestrian ways, bicycle paths, trail systems and residential scale streets. Provide a residential lot layout and home architecture that provides street character and various housing styles consistent with the neo-traditional concept. 2. Encourage and design neighborhood parks adjacent to high-density residential developments. 3. Design varied and human-scale house facades to make neighborhoods pedestrian-friendly. 4. Enhance visual interest and provide a sense of security along the streets. Incorporate visual relief, detail and interest along all sides of structures. 5. Design developments with small front yard setbacks and provide all elevations of homes with a high level of visual interest, including porches or patios, courtyards, bay windows, or porte-cocheres. Vary architecture from one home to the next. Discourage staggered front yard setbacks. 6. Provide narrow streets with separated sidewalks and landscape planters. 7. Provide recessed, side entry, or rear garages accessed by side driveways or alleys. 8. Minimize the amount of fencing to create a more open feel in the neighborhoods. Encourage low profile, attractive, open fencing adjacent to local and collector streets. A combination of solid view walls and landscaping is encouraged along arterials. Open Space and Parks 1. Design a variety of facilities in the open space and park areas to meet the required recreation and cultural needs of the entire Gateway Area. 2. Plan and design public and private parks to be a focal point of community and neighborhood activity. 3. Link open spaces to schools, commercial and employment services and neighborhoods by safe and attractive pedestrian ways, bicycle paths, trail systems, narrow residential streets and short blocks. Neighborhood Parks 1. Design neighborhood parks to provide a suitable number of recreation facilities to accommodate each neighborhood. 2. Design neighborhood parks to be the focal point of neighborhood activity. Design for views into parks from public streets. 3. Design neighborhood parks with grassy play fields and play equipment, where appropriate. Provide shade structures, trees and plants that make a comfortable and safe environment. Chapter 6 •CHARACTER GUIDANCE 128 Transit 1. Provide transit-oriented design for the Village Center to fully integrate transit with all land uses and open spaces. 2. Provide transit-oriented design of the Village Center, including a bus system, bus pullouts, shelters and seating. 3. Design transit-oriented residential neighborhoods, including pedestrian, bicycle and bus systems, with shelters and seating. 4. Promote and plan for a commuter-rail, a bus transit station with a park-and-ride lot along the side of the Union Pacific railroad tracks, near the Village Center within Gilbert. Power, Higley, Warner, Ray and Pecos Road 1. Design for ultimate roadway pavement widths of six (6) travel lanes to adequately and safely carry traffic demand. 2. Provide planted medians down the middle of each roadway. 3. Through plan review, enforce the Gateway Area Right-of-Way Improvement Standards and Streetscape Design Guidelines for these major arterial roads to provide an agricultural vernacular. Canopy trees and other plants and elements should be installed in the medians and along both sides of each roadway between back of curb and sidewalks creating landscape planters. Coordinate a consistent theme for Power Road with the City of Mesa and Maricopa County Department of Transportation to ensure roadways are consistent through each jurisdiction. 4. Provide street lighting along both sides of each roadway (refer to the Gateway Area Right of Way Improvement Standards). 5. Provide traffic signals, signage and special pavement crosswalks at each key roadway intersection. 129 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Williams Field (within the Village Center) and Recker Roads 1. Design for roadway pavement widths of four (4) travel lanes to adequately and safely meet traffic demand. 2. Provide planted medians within the middle of each roadway. 3. Provide painted bike lanes on each side of the roadway. 4. Provide for a minimum of fifteen (15) feet wide sidewalks on both sides of each roadway inside the Village Center. 5. Provide for minimum six (6) feet wide sidewalks on both sides of each roadway outside the Village Center, separated from the curb by landscape planting areas. 6. Through plan review, enforce the Gateway Area Right of Way Improvement Standards and Streetscape Design Guidelines on Williams Field and Recker Roads to provide an agricultural vernacular. Canopy trees and other plants and elements should be installed in the medians and along both sides of each roadway between back of curb and sidewalks creating landscape planters. 7. Promote undergrounding of all existing and future overhead utility lines within rights-of-way. 8. Provide street and sidewalk lighting along both sides of each roadway between curbs and sidewalks. Neighborhood Streets/Alleys 1. Design for minimum roadway pavement widths and travel lanes required to adequately and safely carry traffic demand. 2. Design alleys for rear garages and trash pickup. 3. Design a grid or modified grid street network, with maximum street connections. Minimize curvilinear streets and cul-desacs, when possible. Minimize block length to encourage pedestrian activity and to reduce excessive vehicular trips. Multi-Use Trails 1. Provide for a multi-use trail system for convenient and safe access along the Railroad right-of-way, on the south side of the Santan Freeway, the East Maricopa Floodway and the Roosevelt Water Conservation District Canal, with connections to schools, parks, commercial and employment centers and recreational facilities. Landscaping, shelters, benches and other amenities should be provided. 4. Provide painted bike lanes on each side of collector and arterial roadways, unless other alternative bikeways are available. 5. Provide sidewalks on both sides of the street, separated from the curb by landscape strips. 6. Provide agricultural vernacular and, canopy trees along both sides of each street. The trees should be planted between the back of the curb and the sidewalk creating landscape strips. 7. Provide low scale, street lighting along both sides of each roadway, located in the landscape strips between curbs and walkways. 8. Provide stop signs and special pavement crosswalks at each street intersection, as appropriate. 9. Provide traffic signals, signage and special pavement crosswalks at each key roadway intersection. Chapter 6 •CHARACTER GUIDANCE 130 Gateway Land Use Policies The Gateway Area will consist of a traditional, mixed-used pedestrian friendly village center, with commercial shops, offices and loft apartments at the core of the village center, surrounded by traditional residential neighborhoods, schools and parks, as well as nearby major commercial and employment areas including the Arizona State University (ASU) Polytechnic Campus, the Chandler-Gilbert Community College/Williams Campus, the Phoenix-Mesa Gateway Airport and the Santan Freeway. Land use classifications in the Gateway Character Area are the same as those used elsewhere in the Town. In the Gateway area, mixed land uses are encouraged since they contribute to the desired traditional neighborhood character. Village Center (Core) 1. Develop a Village Center at Williams Field Road and Recker Road to include a mix of retail shops, restaurants, offices, hotels, entertainment and residential units, all fostering pedestrian interaction. 2. Develop retail uses at the ground level and mixed uses above the first floor. 3. Prohibit auto-oriented uses and other uses with drive-up, drive-through, or drive–in facilities in the village core. 4. Maintain a minimum floor area ratio (FAR) of 0.10 in the early phases of the Village Center while demonstrating at build-out, that a minimum of 0.75 FAR will be reached. 5. Promote the development of mid-rise buildings to accommodate mixed-use development in accordance with the standards of the Vertical Development Overlay Area 3 and limit the height of single story buildings with arterial frontage to 25% of the block’s streetscape. 6. Provide for pedestrian-oriented plazas and courtyards fronting and opening onto Williams Field Road, with secondary openings to Recker Road and pedestrian connections to adjacent residential uses. 7. Encourage art in public places. Promote cultural development, special events and activities for all ages. 8. Limited or no off-street surface parking should be provided along the arterial streets in the Village Center. 9. Develop shared parking and service areas to serve core uses. Limit on-site surface parking. Veneer the first floor of parking structures with retail space to enliven the street level. 10. Allow for limited on-street parking separated by landscape islands at intervals along Williams Field Road. 11. Make the Village Center fully accessible by bus along Williams Field Road and Recker Road. Village Center Residential 1. Develop very high density residential uses within the Village Center, to include townhouses, lofts, condominiums and apartments. 2. Provide densities ranging from twenty-two (22) dwelling units per acre to fifty (50) dwelling units per acre. 3. Provide on-site amenities for residents and occupants, including swimming pools, recreational facilities, clubhouses and other services. 4. Provide private outdoor spaces for more than fifty percent (50%) of the units. 5. Provide service areas and secure under-building or structure parking. Allow temporary surface parking until sufficient development occurs to require structured parking. 6. Create a safe and attractive open space and pedestrian linkage to connect the residential areas to parks, schools, commercial and employment services and other neighborhoods. 131 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Railroad Areas Employment and Commercial 1. Promote uses in the SC (Shopping Center), CC (Community Commercial) and NC (Neighborhood Commercial) areas that will provide for the commercial needs of the surrounding area. 2. Provide for a future commuter-rail transit station and park and ride lot that will be fully accessible along Williams Field Road. Santan Freeway/Power Road Interchange Area 1. Develop regional commercial uses and power centers, including major stores, offices, hotel and motel uses and major entertainment centers in the RC (Regional Commercial) areas. 2. Provide for a future express bus transit station and park and ride lot at the Santan Freeway/Power Road interchange. Santan Freeway/Higley Road Interchange Area 1. Allow integrated campus-style office, office and light industrial uses. 2. Develop uses in the SC (Shopping Center) areas that will serve commercial needs of the surrounding neighborhoods and communities. 3. Provide for a future express bus transit station and park and ride lot at the Santan Freeway/Higley Road intersection. Power Road/Williams Field Road Intersection 1. Promote retail commercial uses, including offices in SC (Shopping Center) areas. 2. Provide for fully accessible bus shelters along Williams Field Road, where appropriate. 3. Coordinate entry features with the City of Mesa, ASU Polytechnic, ChandlerGilbert Community College/Williams Campus and Phoenix-Mesa Gateway Airport. Higley Road/Williams Field Road Intersection 1. Encourage commercial development to transition within the architectural context of the Village Center. 2. Provide for fully accessible bus service along Williams Field Road, where appropriate. Chapter 6 •CHARACTER GUIDANCE 132 Neighborhood Residential 1. Create high quality traditional residential neighborhoods throughout Gateway area, with safe and convenient circulation, open space and recreational opportunities and a pedestrian network. Link open spaces to schools, commercial and employment services and neighborhoods by safe and attractive pedestrian ways, bicycle paths, trail systems and small-scale, narrow residential streets. 2. Encourage development of a range of housing types and densities with orderly development patterns. 3. In residential areas that allow 14-25 du/acre, develop apartments, condominiums and townhouse areas in the manner of mid-rise buildings. Design and provide usable outdoor spaces to serve the multi-story developments. 4. Allow single-family attached and detached homes in Residential densities 5-8 du/ acre neighborhoods. Ancillary units may be allowed for guest housing or extended family. 5. Allow single-family detached homes in Residential densities 3.5-5 du/acre neighborhoods. Ancillary units may be allowed for guest housing or extended family. 6. Provide for on-site amenities for residents in Residential densities 3.5-5 du/acre neighborhoods, including swimming pools, recreational facilities, clubhouses and other services. Provide covered private outdoor space for all units. 7. Design neighborhood streets with canopy trees, separated sidewalks and landscape planters or planting strips. 8. Design a grid or modified grid street network with no or few cul-de-sacs. 9. Provide recessed, side entry, or back side garages accessed by side driveways or rear alleys. 10. Design developments with small front yard setbacks and provide all elevations of homes with a high level of visual interest, including porches or patios, courtyards, bay windows, or porte cocheres. 11. Minimize the amount of fencing to create a more open feel in the neighborhoods. Encourage the installation of low profile, attractive, open fencing adjacent to local and collector streets. 12. Encourage the design of homes to include design principles and materials appropriate for the desert environment. Neighborhood Parks 1. Design private neighborhood parks to provide for a suitable number of recreation facilities for each neighborhood. 2. Encourage location of neighborhood parks adjacent to schools, accessible from the neighborhood by safe and attractive walking and bicycle trails. 3. Link public open spaces along the Roosevelt Canal via trails in the Gateway Area. Open Space and Parks 1. Provide for a variety of facilities for the required recreation and cultural needs of the entire Gateway Area within open space and park areas. 2. Provide a safe and attractive walking and bicycle trail network connecting the public parks and open spaces to various locations in the Gateway Area. 133 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Gateway Circulation/ Transportation Policies The Gateway Area will include a network of multi-modal circulation/transportation systems, providing access to, and interconnection with; the Village Center, schools, parks, commercial and employment areas, as well as the adjacent ASU Polytechnic Campus, Chandler-Gilbert Community College/Williams Campus, Phoenix-Mesa Gateway Airport, SanTan regional mall and the Loop 202 Santan freeway. Railroad 1. Plan for future commuter-rail transit use of the Railroad line for the Gateway Area, including a rail transit station and a park and ride lot near the Village Center. 2. Promote rail-oriented development around the future rail transit station so that commuter-rail transit will be feasible and implemented for the East Valley and the Gateway Area. 3. Provide safe rail crossings for pedestrians, bicycles and vehicles at locations indicated on the land use plan. Bus 1. Provide for bus transit service along Williams Field Road, from the Santan regional mall to the ASU Polytechnic Campus, with stops at the Gateway Village Center and the rail transit station/park and ride lot. 2. Provide convenient bus transit service along Recker Road, from Morrison Ranch to Power Ranch, with stops at the Gateway Village Center, the Higley High School and other key public places. 3. Provide for future express-bus service on the Santan Freeway and Power Road, including park and ride lots. 4. Provide for fixed-route bus service on major arterial roadways within Gateway Area. Campus/Airport Entries 1. At the time of development of these entrances, recognize the main visitor entrance for ASU Polytechnic Campus and the gateway entrance designation for the Town. Major Arterial Streets 1. Design Power, Higley, Warner, Ray and Pecos Roads as major arterial roadways of six (6) travel lanes. 2. Provide a safe pedestrian/bicycle crossing of Power Road at Williams Field Road and the ASU Polytechnic Campus Entry. 3. Provide improved rail crossings over the Railroad tracks. 4. Plan to convert the Rittenhouse Road right-of-way, from Williams Field Road to Power Road, to a multi-use trail. Chapter 6 •CHARACTER GUIDANCE 134 Williams Field and Recker Roads 1. Design Williams Field Road, 1/8th mile west and ½ mile east of Recker Road as a minor arterial roadways of four travel lanes and with a bus transit line and bicycle lanes. 2. Along Williams Field Road, allow for limited on-street parking stalls and bus pullouts, separated by landscape islands within the Village Center. 3. Where possible provide for street shade trees, lighting and sidewalks on both sides of the entire length of each roadway per the Gateway Area Right-of-Way Improvement Standards and Streetscape Design Guidelines. Neighborhood Streets/Trails 1. Develop neighborhood streets with minimal curvilinear layout and minimal pavement width. 2. Provide frequent intersection of neighborhood streets and fewer cul-de-sacs. 3. Include street shade trees, pedestrian lighting and walkways and bicycle lanes on both sides of each neighborhood street. 4. Provide each neighborhood with attractive, convenient and safe bicycle/ pedestrian access ways to its neighborhood park and school, other neighborhoods, employment and commercial facilities and the Village Center. Rittenhouse Road, Railroad and RWCD Canal Multi-Use Trails 1. Establish an equestrian/bicycle/pedestrian multi-use trail system along the Rittenhouse Road right-of-way and the Railroad right-of-way, connecting to the East Maricopa Floodway. 135 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Morrison Ranch The Morrison Ranch Character Area is a 1,527 acre (2.3 square miles) mixed-use master planned community. The development plan for Morrison Ranch was originally adopted in 1988 and has been amended over time as conditions warrant. Development of the area continues today. A variety of residential densities are provided throughout the community. It utilizes reclaimed water to enable the landscaping to include turf, trees and wide setbacks to establish a rural agricultural community theme. Within Morrison Ranch, multiple rows of trees line the streets, sidewalks and parks, creating a shaded environment for pedestrians and vehicles. All landscape, recreation and open spaces within common areas are to be maintained by the Homeowners Association. Elementary schools are located in central locations adjacent to greenbelts and recreational facilities. Morrison Town Center features a multi-use combination of retail, commercial, office, restaurant and recreational services linked to the existing Morrison Ranch headquarters and grain storage tanks, which set the rural theme. The Power Technology Center offers a variety of multi-use commercial, business park and industrial sites along Power Road. Automobile speeds are intentionally reduced to encourage safe pedestrian and bicycle movement. The Eastern and Roosevelt Canals are significant multi-use trails that intersect Morrison Ranch. There are several municipal parks planned near Morrison Ranch but not located within the boundaries of the Ranch. Morrison Ranch has a full range of private internal parks, open spaces, trails and recreation facilities for its residents. Morrison Ranch is influenced by airport operations envisioned in the Airport Master Plan and Part 150 Noise Compatibility Study. Noise, land use compatibility, economic and educational impacts are significant factors. Proposed development will comply with the Town’s policy for the over flight areas. Purpose The Morrison Ranch Character Area was established to reflect the historic rural atmosphere associated with the Town of Gilbert. It encourages the development of a mixed-use master planned community that incorporates the functional, aesthetic, economic and social factors associated with livable communities. This includes a network of tree lined streets, sidewalks and trails that connect homes to schools, shopping and employment opportunities. Chapter 6 •CHARACTER GUIDANCE 136 Morrison Ranch Goals ● Cultural Heritage Cultural Heritage Policies 1. Include historic and cultural elements from the Morrison Family heritage such as farm machinery. ● Community Environment 2. Include historic and cultural elements from the Town of Gilbert such as items from the Gilbert Historical Society. ● Open Space and Recreation 3. Create a physical character that recalls the rural farming heritage. ● Education 4. Create landscape elements that recall the valley’s agricultural environment. ● Conservation of Resources ● Technology Community Environment Policies ● Circulation 1. Create a total community plan, which integrates and connects all uses. ● Land Use 2. Create a community character that integrates rural farming elements and agrarian characteristics, a livable residential lifestyle, a varied Town Center and an attractive employment center. ● Infrastructure ● Community Services ● Economic Feasibility 3. Create a landscape environment reminiscent of early Gilbert rural residential landscapes. 4. Provide a rural character which accommodates functions such as open space preservation, recreation, drainage and flood control. 5. Provide programs emphasizing conservation of resources and urban sustainability. Open Space and Recreation Policies 1. Create a balance of active and passive recreational amenities throughout the community. 2. Provide an open space and recreation system throughout the community that connects all areas via pedestrian ways, bicycle paths and trails. 3. Connect the open space and trail system to all educational facilities, places of employment and commercial establishments in an inviting fashion. Education Policies 1. Locate an elementary school(s) adjacent to greenbelts and recreation facilities so that students can walk or bicycle safely from the community. 2. Connect the community trail systems to the existing elementary schools and high school. Conservation of Resources Policies 1. Design the physical form of Morrison Ranch to optimize north/south lot orientation for energy conservation. 2. Provide shade throughout the development, including along streets, within open spaces and recreation areas and along the east and west sides of individual homes. 3. Use reclaimed water to irrigate all public and Association owned landscaped areas, including turf, trees and recreation areas. 137 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Technology Policies 1. Plan to accommodate current and future state of the art technology services. Circulation Policies 1. Create pedestrian and bicycle trails linking all land uses throughout the community and region. 2. Encourage small vehicle (i.e. golf carts and service vehicles) access throughout the community. Create a network of small rural residential roads throughout the community. Accent these roads with traffic calming devices that enable pedestrian priority on streets. 3. Cooperate with the Town’s effort to link neighborhoods. 4. Distribute traffic from neighborhoods to arterials so that neighborhood streets remain small and more rural in character. 5. Arterial road landscapes should establish a strong rural community character. Land Use Policies 1. Create a series of neighborhoods, with a variety of different land uses and densities, which blend together with the overall community rural ranch character. 2. Provide a variety of housing products. 3. Provide a mixture of jobs and services for the community. 4. Create a Town Center that becomes the focus for Morrison Ranch and the surrounding communities. Economic Feasibility Policies 1. Create an atmosphere and physical presence that is conducive to commercial and employment activities. 2. Locate commercial and employment activities in areas that optimize access from existing roads and the freeway system. 3. Optimize commercial and employment development that contributes tax revenues to the Town of Gilbert. Infrastructure Policies 1. Provide the community with all required public improvements. 2. Provide homes with all required and desirable services. Community Services Policies 1. Provide a full range of community services. Chapter 6 •CHARACTER GUIDANCE 138 Santan In 2000, the Santan Character Area (SCA) was created to capture the unique qualities of this growing area because it had recently been added into Gilbert’s planning area. The SCA encompasses 10,309 (TOG GIS) acres. This 16 square mile area is part of the Town’s 72 square mile planning area. The character area serves as a tool to recognize the importance of the rural agricultural heritage of South Gilbert. In 2000, there were 6,400 acres of agricultural land in the SCA -- today there is less than 2000 acres. Service oriented infill development is just beginning to respond to the SCA population growth. Schools, churches and residential rooftops are now dominant in the area. There is still significant interest from the development community to continue residential construction in the SCA. Multi-use trails, desert washes and proximity to the Santan Mountains make the area unique. The SCA continues to require special attention due to the land use issues related to residential and non-residential development. Residents have expressed concern about the lack of services and commercial amenities, yet desire a pattern of development consistent with the rural lifestyle and open spaces that characterize the Santan area. The General Plan land use map shows approximately 45% of the SCA designated for residential development between 2–3.5 DU/Acre. About 35% is designated for densities between 0–2 DU/Acre and the remaining 20% is for commercial, public and open space uses. If all residential lands were developed at these densities, there would be between 9,278 and up to 23,452 homes in the SCA. The Santan Character Area Plan contains goals and policies to guide future development and decision making. Vision The people of the Santan Character Area envision the area as a combination of rural and suburban neighborhoods that enjoy the natural environment including wildlife and small-scale agricultural activities. Emphasis is placed on outdoor living enjoyment and the ability to live and play in a secure and safe environment. Low and Medium Density Residential Development blend with farming, trails, open space and commercial uses to make-up the character of the Santan Area. Characteristics ● Celebrate Heritage: We value our Sonoran and rural agricultural roots. Using the community’s feedback from open house meetings and researching the historical context, five (5) characteristics for the Santan area were created as a framework for the SCA’s goals and policies. ● Connect People and Places: We value our ability to connect to each other and the surrounding community with community facilities, roads, trails, bike lanes, and pedestrian paths in a safe and efficient manner. ● Open for Business: We value our strong entrepreneurial spirit of small business and farming supported by nodes of commercial services. ● Sense of Place: We value our Santan Character Area as a great place to growup, raise a family and comfortably retire in a safe and attractive environment. ● Leisure and Culture: We value our healthy lifestyle with a wide variety of leisure and cultural opportunities that enhance daily life. 139 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Existing Conditions SCA Yesterday and Today Community History The history of the Santan Character Area is strongly rooted in farming and the dairy industry. At one time there were over eight dairies in the SCA area. Today there are three dairies. Many residents in the SCA area remember the open irrigation canals, huge fields, wildlife and crop dusters fondly. Though neighbors were often spread apart, they all knew each other and came to each other’s aid in times of crisis. The SCA was a place where children walked on farm roads to visit friends, residents rode horses along canals and the opening day of dove season was an event. With the population growing from 2,200 to over 27,000 in 14 years, residents supported roads, public services, schools, churches and commercial services. Large master planned communities were developed with trails, open spaces and a transition of lot sizes along the edges to buffer adjacent large lot development. Sense of Place Urban Design In 1998, the architecture and urban form within the SCA was predominantly mid-20th century ranch houses on large plots of land. The dirt farm roads served as fields and homestead access. As time progressed, lot splits, minor land divisions and rural subdivision of one, two and five acre farm lots into small neighborhoods occurred. Most of the lots still embraced farm animals and pastures even as the homes grew larger and more elaborate. Some of these neighborhoods grew larger such as the rural residential area between Val Vista Drive and Greenfield Road, from Queen Creek Road to Chandler Heights Road. The average density of the neighborhoods in the SCA is approximately 1.8 DU/Acre (TOG GIS). The area is almost completely built-out barring except for lot splits, development of approximately 2,710 acres of vacant residential lands and the completion of commercial corners at the major intersections. Rural residential lands >0-2 DU/acre equal approximately 12.86% (TOG GIS) of the vacant land use within the SCA. Medium Density of >2-3.5 DU/ acre equate to approximately 16.8% of the vacant Land Use within the SCA. Rural residential lands > 0–2 dwelling units per acre equal approximately 12.86% (TOG GIS) of vacant land use (up to 2,651 additional homes) In the late 1990s, custom homes constructed on the farm lots became larger and more elaborate with improved roads and utilities. As the construction boom continued, larger master planned subdivisions began developing within the SCA. The master planned communities tended to have smaller lots in the 6,000 sf to 10,000 sf range with an average density of > 2-3.5 DU/Acre. The new homes displayed contemporary design with touches of architectural styles reminiscent of Italian, Spanish, Mission, Craftsman and Prairie. The major master planned communities and subdivisions (Layton Lakes, Freeman Farms, Shamrock Estates, Adora Trails, Seville) equal approximately 2,437 acres within the SCA. The SCA is now an area with urban amenities that embrace the past. Chapter 6 •CHARACTER GUIDANCE 140 Jobs and Services The SCA is predominantly residential with commercial growth planned for designated areas to serve existing and future populations. Commercial land uses are primarily constructed adjacent to large mature master planned communities. The vernacular of the non-residential development is consistent with the style of the adjacent master planned community or the SCA’s agricultural heritage. Vacant land designated for commercial land uses is available at: ● Higley/ Riggs Roads, ● Val Vista Drive/ Riggs Road, ● Greenfield/ Ocotillo Roads, ● Greenfield/ Queen Creek Roads, ● Val Vista Drive/ Chandler Heights Road, ● Val Vista Drive/ Queen Creek Road, and ● Lindsay/ Queen Creek Roads. Some of these areas are adjacent to master planned developments that are still under construction or have lower population density. Other lands are adjacent to large lot development or vacant lands yet to be annexed or developed. At the projected 2030 build-out, the commercial land use amount in Gilbert, excluding the SCA, is calculated as approximately 0.024 acres per person. In comparison, the commercial lands in the SCA are only projected to supply about 0.006 acres per person or 4 times less than what a resident of north Gilbert would have as commercial service options. These figures do not include County lands, adjacent municipality’s commercial services or peripheral population within the commercial trade areas. This basic analysis shows that the commercial, office and any potential future employment land use in the SCA should be preserved and fostered over the long term. Connectivity Access is a key determinant of growth because it facilitates the flow of goods and people. The SCA is well connected with close proximity to the Santan Freeway, railroad, airports, bike paths and trail systems. Adjacent municipalities are connected with arterials that make it easier for residents and visitors to share regional attractions. Roads The mile grid system exists throughout the character area and over time County farm roads have been annexed and improved to meet Town standards. However, new subdivision development has not always been contiguous, causing scalloped streets, unimproved intersections and points of congestion. Traffic volumes and safety concerns have required that some of the Capital Improvement Projects in the SCA be moved forward more quickly than originally planned, to alleviate congestion. Pass-through traffic continues to be a concern in the South 141 Gilbert area. Adjacent municipalities that do not have freeway access pass through South Gilbert to access the 202 Freeway with northbound arterials. Other traffic travels through the SCA to the Santan Mall, parks and other larger power centers in central Gilbert. Bike Paths and Trails As the roads develop in the SCA, bike lanes on arterial and collector streets have been constructed. These bike lanes connect into the Town’s road networks and open space systems. The Town continually works to require, construct and/or retrofit roads to accommodate new bike lanes. The bike lanes connect to bike paths along canals, utility corridors and washes. The recent Queen Creek Wash improvements include a multi-use trail that connects into the Queen Creek trail system. The upcoming Sonoqui Wash project will also include multi-use trails and paths that will link into the Queen Creek Wash. Both of these improvements currently terminate at the East Maricopa Floodway PLAN FOR OUR FUTURE • 2020 Gilbert General Plan just inside of the SCA eastern boundary. Chapter 4 of the General Plan and the corresponding Parks, Open Space, Trails and Recreation Plan Map, show that it is intended for these paths and trails to continue along the wash and connect trails in neighborhoods such as Seville to existing trails alongside roads including Brooks Farm Road, Hunt Highway, Queen Creek Road (along the power lines), and Greenfield Road (from Queen Creek Road) to connect up to the Hetchler Soccer Complex. Railroad Many residents reminisce about the sound of the train. The Union Pacific Railroad runs southeast to northwest through the Town just north of the SCA. The railroad noise and vibration have little to no impact on the South Gilbert community. The rail service does provide future opportunity for employment and transit connections within a 10-15 minute drive north from the SCA. Airports There are two airports within 10-20 minutes of the SCA. The Chandler Municipal airport is located to the northwest. It is owned by the City of Chandler and is considered a business oriented airport surrounded by charter, excursion and training institutions. The airport chartered 200,000 operations in 2014. A larger airport northeast of the SCA is the Phoenix-Mesa Gateway Airport. Gateway is owned and operated by the Phoenix-Mesa Airport Authority and is a reliever airport of Phoenix Sky Harbor International Airport. The authority is governed by the Town of Gilbert, City of Mesa, Town of Queen Creek, Gila River Indian Community, City of Phoenix and City of Apache Junction. Phoenix-Mesa Gateway airport had over 700,000 enplanements in 2014 and is expected to reach 850,000 by 2017. Infrastructure and Amenities Water and Sewer Infrastructure improvements within the SCA have primarily occurred with new master planned development. Due to the location of the South Area Waste Water Treatment Facility, reclaimed water lines are available on most of the major arterial roads within the SCA. Water lines are generally available with private wells being incorporated into the Town system as development occurs. Water service continues to be improved as new development adds loops into the system that help to maintain pressure. Some large lots retain their private wells and water rights. In addition, a majority of the large lots have flood irrigation provided by private companies. Sewer extends through most of the major public roads in the SCA with gaps occurring adjacent to large areas of vacant land or mature large lot areas. Septic systems exist on many mature large lots. Other utility infrastructure is provided by private or quasi private service providers through franchise agreements with the Town of Gilbert. Examples of these providers include Cox Communications, Arizona Public Service (APS), Salt River Project (SRP), Roosevelt Water Conservation District (RWCD) and Southwest Gas. Recreation and Leisure Public parks and open spaces in the SCA have primarily been developed as part of large master planned communities or through public-private partnerships such as the Hetchler Soccer Complex located at the far north boundary of the SCA. There are no other existing public parks within the SCA. The South Recharge Facility is not considered a park facility though residents may walk around it and it is often used for bird watching. The East Maricopa Floodway and the surrounding Roosevelt Water Conservation District canal access roads are not open to the public as a trail system at this time. The Town is currently working toward the acquisition of land for a regional park in the SCA. Community Facilities The SCA is supported by the South Area Service Center located at Greenfield and Queen Creek Roads. Currently, the service center houses a police substation, solid waste transfer facility, hazardous material drop-off and a few other small services. Per the Parks and Recreation 2014 Master Plan, the Service Center is envisioned to be the future home of a Recreation Center. A public library is located at Perry High School on Queen Creek Road and Val Vista. Another library is located at Basha High School, which is at Val Vista Drive and Riggs Road just outside of the Town of Gilbert and SCA planning boundary. Chapter 6 •CHARACTER GUIDANCE 142 Environment Canals, Flood Channels and Washes The SCA has several floodplains, canals, washes and flood control structures within its boundaries. The Santan Mountain has significant sheet flow runoff that inundates the neighborhoods and properties at the foot of the mountain. A large drainage channel adjacent to Riggs Road was recently constructed to help with the floods that gather on the streets. The channel’s outfall is to the east Maricopa Floodway under the jurisdiction of the Flood Control District of Maricopa County. The floodway transects the eastern half of Gilbert from south to north draining toward the Salt River Basin. The East Maricopa Floodway is approximately 250 feet wide and requires major bridge crossings. At some locations there are overflow and catch basins constructed that extend the floodway to over 2,500 feet wide. Adjacent to the floodway is the Roosevelt Water Conservation District canal. The canal is 25 feet wide with service roads on either side for a total width of 100 feet. Neither the floodway nor the Roosevelt Canal property is open to the public. The Town has been in contact with both entities to discuss recreation and trail options for the future. Ground Water and Fissures The sediment filled underground aquifers hold large quantities of groundwater in storage over bedrock. When large amounts of water are withdrawn, the surface subsides and cracks. The cracks are known as fissures. In Arizona, fissures were first noted in the agricultural area south of Phoenix in 143 the 1920s. The physical appearance of fissures vary greatly from almost undetectable hairline cracks to large, deep earth openings more than a mile in length, up to 15 feet wide, and 100’s of feet deep. During torrential rains, fissures erode rapidly presenting a substantial hazard to people and infrastructure. Moreover, fissures provide a ready conduit to deliver runoff and contaminated waters to basin aquifers. In August 2005, the Arizona Legislature drafted legislation that addressed earth fissures in Arizona. Effective September 21, 2006, Ariz. Rev. Stat 27-152.01(3) charges the Arizona Geological Survey (AZGS) with 10 comprehensive mapping of earth fissures throughout Arizona, and 2) delivering earth fissure map data to the State Land Department to be posted online with other GIS map layers for public use. The damaging effect of subsidence can include gradient changes in transportation, utility, and flood control facilities. Settlement is the gradual downward movement of an engineered structure due to the compaction of the unconsolidated material below the foundation. Because of the gradual, long term nature of subsidence and settlement, these phenomena do not pose a life safety hazard, but do result in property losses. The effects of subsidence can create decreased groundwater storage capacity, change slope patterns (affecting irrigation, flood control, and drainage patterns), and cause damage to both surface and underground structures. PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Vistas and Landmarks Two of the three most predominant landmarks in South Gilbert are not located within the SCA: Santan Mountain south of Hunt Highway and the LDS Temple at Pecos and Greenfield Road. The third landmark is the East Maricopa Floodway. The East Maricopa Floodway is a greenbelt running north to south within East Gilbert. The engineered channel has been landscaped with natural grasses, but not trees, shrubs or trails. The Maricopa Floodway connects into the Queen Creek and Sonoqui Wash drainage and trail systems. Local wildlife uses these channels as corridors and can be spotted on a regular basis. Santan Mountain also has animal wildlife corridors that connect into South Gilbert and the East Maricopa Floodway. Various types of wildlife may be observed, including reptiles, birds, and mammals. The scenic Santan Mountain Park Regional Park, about one mile south of the SCA, consists of over 10,000 acres. The park ranges in elevation from about 1,400 feet to over 2,500 feet. The vegetation changes from creosote flats to dense saguaro forest. The other predominant feature in South Gilbert, located just north of the SCA boundary, is the LDS temple. The Temple is 198 feet to the tip of the spire and may be seen from as far as Sacton I-10 Freeway heading north. The temple is a regional destination and is a landmark for the East Valley. Future Needs SCA Tomorrow Housing Stock The residential housing market remains strong within the Town of Gilbert. The building community actively seeks vacant land for new subdivisions. Existing residents encourage new communities to buffer future residents that are not accustomed to the agriculture dust, aroma and hours of operation as they consider it a part of the SCA lifestyle. The community further embraces the rural heritage and character through the design of fencing, architecture, landscape, trails and open space and expects that new development will also. As builders continue to seek land for new development, the General Plan goals are to be reviewed carefully with each request to ensure the SCA lifestyle continues to develop as envisioned. Jobs and Services Within the SCA, most of the employment opportunities relate to schools, churches, retail, food service or home occupations. Significant employment opportunities are occurring a few miles to the north along the 202 Santan Freeway at Mercy Gilbert Hospital, the Santan Motorplex, Val Vista Square, SanTan Mall, the Chandler Airpark, ASU Polytechnic and the Phoenix-Mesa Gateway Airport. The commute to these locations is less than 20 minutes. Based on resident input, there remains a significant need for neighborhood services such as restaurants, salons, automotive repair, day care, medical offices, grocery stores, dry cleaners, fast food, and other uses that support daily life. Staff has reviewed retail trade area maps for a range of commercial development types. These conceptual maps showed that while a larger retail “power center” may not be competitive in South Gilbert, gaps exist in smaller retail trade centers that are needed to serve existing and future neighborhoods. Additionally, other non-residential land uses are vital to serve the diverse Santan area such as health care facilities, colleges, congregate living facilities, eating and drinking establishments, and cultural institutions. Connectivity Roadway projects within the SCA have continued to move forward on the Capital Improvement Project (CIP) schedule as development and population increase. The main focus is improving the major arterials, eliminating scalloped street sections, and completing critical connections. Along with the arterial improvements come the traffic signals and left turn lanes, which often help ease traffic congestion. A well-developed collector road system will provide relief to the arterial streets. Community Facilities As noted during the data collection phase and public process, South Gilbert lacks community facilities such as parks, recreation centers, trails and other gathering places. Implementation of the recent Parks and Recreation Master Plan is underway with a field needs study and review of shared facilities/land with other governmental agencies. Once these studies are completed, the CIP will be updated with new projects. Environment It is the Town’s goal to preserve scenic vistas and to limit negative impacts on the environment. Fissure mitigation measures continue as new fissures are found that impact infrastructure and safety. Home owners are encouraged to familiarize themselves with the USGS maps and to contact either the USGS or the Town of Gilbert if they believe a new fissure has been located. Never allow children or animals near an identified or possible fissure. Fissures are not arroyos and should not be treated as such. Chapter 6 •CHARACTER GUIDANCE 144 Santan Goals and Policies The following goals and policies reflect the desired character for this area and will guide decisions about how the SCA grows and changes in the future. Goals provide the long term vision, and policies bridge the goals to the implementation strategies. GOAL 1.0 Value our Sonoran and rural agricultural roots. SCA.1.1 Preserve existing desert landscape as appropriate and re-vegetate areas that have been disturbed. SCA.1.2 Use large-lot residential areas that integrate with the rural character as relief from more intense suburban development. SCA.1.3 Encourage the development of unique, low-density projects mixed with open space. SCA.1.4 Promote the use of rural design themes within the buffer area for residential and commercial development. SCA.1.5 Design aesthetically pleasing, rural-themed streetscapes. SCA.1.6 Encourage a variety of walls including view walls, landscaping and agricultural themed fencing, where appropriate. SCA.1.7 Consider the unique aspects of this Character Area when selecting sites for commercial development. SCA.1.8 Encourage development of agribusiness and support existing agricultural uses. SCA.1.9 Support residential development that allows agricultural activities. SCA.1.10 Promote new development that is compatible with noncommercial or small scale agriculture. Connect to each other and the surrounding community GOAL 2.0 with roads, trails, bike lanes and pedestrian paths in a safe and efficient manner. SCA.2.1 Connect developments with a greenbelt buffer that includes multiuse trails. SCA.2.2 Utilize canals, desert washes and roadway buffer areas as part of the trail system. SCA.2.3 Promote a multi-use trail connection from the Santan Area to the Santan Regional Park. SCA.2.4 Promote collector street system. SCA.2.5 Provide alternative modes of transportation (pedestrian, equestrian, and non-motorized vehicles) along the trail system throughout the Santan area. SCA.2.6 Encourage subdivision design to optimize open space areas for community gatherings. small business, farming and nodes of GOAL 3.0 Encourage commercial services. 145 SCA.3.1 Encourage development of commercial centers adjacent to open space, trails and parks. SCA.3.2 Encourage master planned communities to create village centers. PLAN FOR OUR FUTURE • 2020 Gilbert General Plan SCA.3.3 Promote the inclusion of neighborhood commercial to provide convenient services to residents. SCA.3.4 Encourage commercial and entertainment uses in appropriate locations. SCA.3.5 Buffer adjacent land uses with local streets, landscaping and higher density developments. SCA.3.6 Provide buffering between different land uses and densities. the Santan Character Area as a great place GOAL 4.0 Recognize to grow-up, raise a family and comfortably retire. SCA.4.1 Preserve and enhance the scenic beauty and natural desert in open space and public areas. SCA.4.2 Use building and landscape materials that blend with the natural environment. SCA.4.3 Protect views along major streets, gateways, and pedestrian paths to provide a sense of place and orientation. SCA.4.4 Promote infill development that reflects sensitivity to site, context, climate, and surrounding neighborhoods. SCA.4.5 Encourage the preservation of the view corridors to the Santan Mountains in all areas of the SCA by promoting development patterns that protect the scenic qualities. SCA.4.6 Ensure new development protects wildlife ecosystems and sensitive habitat areas. SCA.4.7 Encourage minimal nighttime lighting to maintain dark skies. SCA.4.8 Maintain and preserve existing low density and rural residential neighborhoods. SCA.4.9 Encourage new development to buffer non-residential uses with open space areas or other appropriate transitional uses. leisure and cultural opportunities that enhance GOAL 5.0 Provide a healthy lifestyle. SCA.5.1 Continue development of the adopted trail system as illustrated on the Parks, Open Space, Trails and Recreation Plan map. SCA.5.2 Adapt canals, irrigation laterals, washes and floodways for parks, recreation areas and trail uses. SCA.5.3 Coordinate Intergovernmental Agreements with other entities to encourage regional parks and trail systems. SCA.5.4 Connect development to trails that link to equestrian and hiking areas. SCA.5.5 Design private parks and open spaces with access to trails and canals. SCA.5.6 Blend uses that facilitate water recharge and natural systems with recreational trails and passive activities. Chapter 6 •CHARACTER GUIDANCE 146 Development Criteria In concert with the adopted goals and policies, criteria assist with the evaluation of development applications by staff, the Design Review Board, the Planning Commission and Town Council and offer a means to mitigate possible negative impacts and to maintain consistency with community character. Applicants for rezoning are expected to meet with area residents, particularly those within one-eighth mile (660’) of the subject property, for the purposes of informing the public and integrating concerns prior to public hearings. Density The land use map designates the majority of the Santan Character Area as Residential >0-1 DU/Acre and Residential >2-3.5 DU/Acre. Densities for other land use categories shall comply with the land use map. All proposed development shall demonstrate a response to: ● Subdivision design that provides ample open space as a community focal point and buffers existing adjacent large lots with similar lot sizes. ● Provide a minimum ten percent (10%) open space or acceptable alternatives, which meet the spirit and goals of the Santan Character Area. ● Peripheral lots adjacent to existing development 1 acre or greater should buffer those existing large lots with subdivision design including: open space areas, separation between the existing and new development with a local street and lot size similar to existing adjacent lot size. New lot sizes are not required to be 1 acre or larger. ● Rural design themes, such as open fencing, country entry treatments; and response to Santan Character Area objectives, including retention of farm irrigation, incorporating mature citrus into new development, enhancing native landscape and utilizing existing natural washes in the trails system. ● Lots less than 15,000 square feet in area should be screened from arterial roadway view. ● Trail systems throughout the project, totaling twenty-five (25) lineal feet for each acre in the development, with connection points to community wide trails should be incorporated. Non-Residential Retail and service establishments are to be located on appropriately sized parcels at major roadway intersections. Neighborhood retail/service centers may be appropriate at the intersection of two major arterials in addition to shopping facilities master planned in a core. Circulation Neighborhoods should be designed so as to disperse peak hour traffic, with a minimum of one point of ingress/egress to an arterial road for each forty (40) acres of development. 147 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Environmental Issues Lands should be assessed for sensitive physical or cultural sites prior to application for rezoning or preliminary subdivision map approval. Requests for development entitlements must be accompanied by a list of mitigation measures for any sensitive condition found. Mitigation measures must be translated into conditions of development approval. Areas of investigation include, but are not limited to, the following: ● Wildlife habitat or travel corridors, riparian and other distinctive vegetation; ● Potentially hazardous geologic or soil conditions, such as fissuring as a result of land subsidence; and ● Sites of archaeological, cultural or historic significance. Chapter 6 •CHARACTER GUIDANCE 148 Chapter 7 Plan For Action Gilbert’s General Plan will be implemented both through the day-to-day decisions that rely on its vision, goals and policies, as well as the implementation actions identified in this chapter. All substantive decisions about development projects, capital improvements, zoning changes and other plans and policies affecting land use, transportation and the physical environment will be reviewed for conformance with this General Plan, thus advancing the Plan’s overall vision. However, to complement the implementation of this plan through individual decisions, the Town has identified a “Plan for Action” intended to provide an overall sense of the priorities for future efforts in support of accomplishing the goals of the General Plan. The relationship between the following Actions and Goals are not necessarily one-to-one; while each Action is shown to support a single primary Goal, some Actions may infact provide ancillary support for other Goals as well. Implementation Actions Goals Actions Responsibility Short-Term (0-5 years) Medium-Term (5-10 years) Long Term (10 or more years Timeline Community CM-1 Encourage a Balanced Land Use Framework CM-1A: Maintain the currency of the Land Use Map through periodic reevaluation Development Services and revision of the map and/or associated land use classifications based on analysis of growth, development needs and trends and specific area studies. Continuous CM-1.B: As necessary, undertake detailed plans or plan updates for specific growth and character areas to address their unique and evolving needs. Development Services Continuous CM-1.C: Work with property owners and developers within identified Growth and Character Areas to implement infill projects that meet the vision and goals of this plan. Development Services Short-term Economic Development CM-1.D: Update the Land Development Code (LDC) to include mixed-use guidelines consistent with this General Plan. Development Services Short-term CM-1.E: Continue to evaluate commercial uses throughout the Town to determine Development Services Continuous how much commercial property the Town can support and where it should be Economic Development located. CM-2 151 CM-1.F: Work with property owners to develop site-specific strategies for attracting and retaining businesses that will provide synergistic opportunities and improve the availability of goods and services adjacent to residential areas. Specific strategies might be offered to assist entrepreneurs in acquiring temporary “pop up” space for a period, or access to a smaller space to build their business before expanding to a larger, long-term space. Development Services Continuous Economic Development CM-1.G: Review requests for land use changes for internal consistency and state law conformance, and protect land designated for employment. Development Services Continuous Economic Development Focus on Quality Development CM-2.A: Continue to implement and update as needed the LDC Design Standards and Guidelines to promote excellence in the design of new buildings and public spaces. Specific consideration should be given to single family attached and multi-family design guidelines. Development Services Continuous CM-2.B: Amend Chapter II of the Land Development Code to promote building and street designs that respect the existing natural, historic, and cultural characteristics of Gilbert’s activity centers, corridors, and residential pattern areas and avoids discordant, clashing visual themes. Development Services Continuous CM-2.C: During the site plan and design review process, continue to encourage the development of aesthetically sensitive and character enhancing design features that are responsive to each subject place and the environmentally conscious culture in Gilbert. Development Services Continuous CM-2.D: Promote honor programs and other forms of public recognition for projects of architectural merit that contribute positively to the community. Development Services Short-term Economic Development Digital Government CM-2.E: Identify and secure grants and other funding to create and sustain community character identifiers including gateways, street trees, signage, lighting, markers and enhanced streetscape amenities. Development Services PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Continuous Goals Actions CM-3 Foster Vibrant Gathering Places Responsibility Timeline CM-3.A: Continue to innovate the LDC to support public spaces that are designed for people. This should include public space activation guidance that focuses on reduced onsite parking, limited parking lot areas between the public right-of-way and buildings, design elements that enhance visual impressions from the street, multimodal access, placemaking elements and the safety and enjoyment of the onsite pedestrian experience. Development Services CM-3.B: Design and build public investment projects associated with the catalyst and key projects outlined within the Heritage District Redevelopment Plan. Economic Development Short-term Development Services Public Works CM-3.C: Encourage mixed-use development along proposed or existing high capacity transportation or transit corridors. Development Services Short-term Economic Development CM-3.D: Identify under-utilized and underperforming retail/commercial areas and develop tools to help revitalize or repurpose them. Development Services Short-term Economic Development CM-3.E: Within development or redevelopment projects, ensure year-round activation through a mixture of sun and shade and indoor and outdoor spaces. Development Services Continuous CM-3.F: Within development or redevelopment projects, promote a wide variety of passive and active activities within public spaces. Development Services Continuous CM-3.G: Collaborate with property owners and merchants to be proactive in the maintenance, repair and enhancement of private gathering spaces. Development Services Continuous CM-3.H: Identify priority street improvements that could make a substantial contribution to the vibrancy of defined growth and character areas, such as widening sidewalks, narrowing travel lanes, creating medians and planting trees. Development Services Public Works Continuous CM-3.I: Encourage and promote redevelopment activities in the Heritage District. All Departments CM-3.J: Increase the number of events at public spaces outside of the Heritage District. Continuous Short-term Parks and Recreation Short-term Economic Development CM-3.K: Actively support the facilitation of the Marketing and Land Use Strategic All Departments steps outlined in the Heritage Redevelopment Plan. CM-4 Short-Term (0-5 years) Medium-Term (5-10 years) Long Term (10 or more years Continuous Promote Our Neighborhoods CM-4.A: Create a baseline housing inventory and/or neighborhood assessment to develop a neighborhoods health report as an administrative tool to guide redevelopment and revitalization efforts. Development Services Community Resources Mid-term CM-4.B: Develop and implement targeted redevelopment and revitalization plans. Development Services Mid-term Economic Development CM-4.C: Support redevelopment proposals. Involve neighborhood groups early in the process and promote effective communication with adjacent property owners and neighborhood groups during the development process. Development Services Continuous CM-4.D: Target available federal, state and other funds to maintain and expand programs that help to assist qualifying property owners with property repairs, preservation and renovations efforts like the Emergency and Minor Home Repair Program (EMHR). Community Resources Continuous Chapter 7 •PLAN FOR ACTION 152 Goals CM-5 153 Actions Responsibility Short-Term (0-5 years) Medium-Term (5-10 years) Long Term (10 or more years Timeline CM-4.E: Through the annual Community Development Block Grant Action Plan Development Services process, identify and prioritize funding for a key project or projects that will have a Community Resources positive impact in target areas. Continuous CM-4.F: Continue proactive enforcement of the Town Municipal Code and LDC as well as evaluate the development of new code policies that promote property maintenance. Development Services Continuous CM-4.G: Regularly coordinate with Homeowner Associations to provide educational and training programs that focus on protecting and enhancing neighborhoods. Development Services Digital Government Police Department Continuous CM-4.H: Leverage school district investment by focused redevelopment and revitalization of properties and facilities around schools. Development Services Continuous CM-4.I: Research the feasibility of developing a program to support neighborhood-based events to celebrate their identity and foster neighborhood pride. Parks and Recreation Short-term CM-4.J: Through the site plan review process, ensure that new multiDevelopment Services family, mixed-use, and commercial developments adjacent to single-family neighborhoods are compatible by incorporating appropriate design, scale, height transition, and connectivity to seamlessly integrate with the neighborhood. Continuous CM-4.K: Develop protocols for infill construction projects that outline “good Development Services neighbor best practices” and provide construction companies and neighbors with expectations for construction site and logistical issues such as; street or sidewalk closures, hours of construction activity and contact information for Town Departments involved in the construction process, etc. Short-term Provide Diverse, High Quality Housing CM-5.A: Conduct a Town-wide housing study to analyze housing trends and identify gaps in types of housing, workforce housing and housing for target demographic groups (i.e. seniors, disabled, students), and encourage programs as needed to address gaps. Development Services Community Resources Short-term CM-5.B: Focus the supply of single-family attached and multi-family living options in growth areas, around centers of activity, near existing infrastructure and services, and along transit corridors. Development Services Continuous CM-5.C: Assist seniors in stabilizing and upgrading existing housing to facilitate aging in place. Community Resources Continuous CM-5.D: Encourage more mixed-income developments that include modern amenities within defined growth areas to create more economically stable and diverse neighborhoods. Development Services Continuous CM-5.E: Facilitate the construction of housing for families, elderly and special needs populations. Development Services Community Resources Continuous CM-5.F: Explore opportunities to provide technical assistance and other support to housing service providers for special needs populations. Community Resources Continuous CM-5.G: Locate senior and special needs housing near the services needed by this population. Development Services Continuous CM-5.H: Partner with developers, nonprofit agencies and organizations to meet housing and revitalization goals. Community Resources Continuous PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Goals CM-6 Short-Term (0-5 years) Medium-Term (5-10 years) Long Term (10 or more years Actions Responsibility Timeline CM-5.I: Support expansion of the Maricopa County Housing Voucher Program and similar rental home programs. Community Resources Short-term CM-5.J: Participate in regional agencies and groups that develop and implement innovative programs and policies to end homelessness. Community Resources Continuous CM-5.K: Develop a community educational campaign to address the need to maintain housing affordability as a part of Gilbert’s quality of life. Development Services Digital Government Medium-Term CM-6.A: Develop and maintain a Historic Resource Inventory of buildings, structures or districts that are eligible (or nearing eligibility) for local, State or Federal listing to ensure they are incorporated into community planning, economic development and retention efforts. Development Services Community Resources Medium-Term CM-6.B: Provide information to and work with property owners of potentially significant buildings or structures to encourage designation of local landmarks to ensure the continued protection of Gilbert’s historic resources. Development Services Community Resources Medium-Term CM-6.C: Develop appropriate tools, such as a historic preservation ordinance or design guidelines, for the retention of buildings, structures and districts with historic merit. Development Services Community Resources Medium-Term Celebrate Our History and Culture CM-6.D: Develop parameters for the adaptive reuse of older buildings and create Development Services Medium-Term a formal program that can be marketed to the development community. Parks and Recreation Economic Development CM-6.E: Develop a public art master plan to determine future directions for art in public places, including an assessment of the existing public art collection and efforts. Parks and Recreation Medium-Term Economic Development CM-6.F: Target downtown locations for major public investments in culture, arts, and entertainment venues and facilities that are consistent with the Heritage District. Redevelopment Plan. Continuous Parks and Recreation Economic Development Town Manager’s Office CM-6.G: Build on and promote concentrations of art facilities, creative businesses, activities and events in defined Character Areas that align with the establish character of these areas. Parks and Recreation Continuous Economic Development Development Services CM-6.H: Allow artists to activate public spaces through temporary and interactive art installations creating an engaging and vibrant experience for residents and visitors of Gilbert. Parks and Recreation Short-term Economic Development Development Services CM-6.H: Involve public art artists at the planning stages of publicly-funded projects and projects on Town-owned land. All Departments Continuous CM-6.I: Consider implementing a “Percent for Art” program where a determined percentage of a capital improvement project budget is set aside for public art. Town Manager’s Office Medium-Term CM-6.J: Commission one or more bold, iconic works in Gilbert. Town Manager’s Office Medium-Term CM-6.K: Partner with area agencies, groups and institutions to broaden art and cultural facilities and programs available to the public. Parks and Recreation Short-term CM-6.L: Identify sources of funding to facilitate installation and program development of art and cultural opportunities for the Town. Parks and Recreation Continuous Chapter 7 •PLAN FOR ACTION 154 Goals Actions CM-7 Bring Us Together CM-7.A: Continue to conduct the Gilbert Citizen Survey and Town Benchmark Report to determine satisfaction with Gilbert processes and services and use results to drive improvements as needed. Responsibility Town Manager’s Office Short-Term (0-5 years) Medium-Term (5-10 years) Long Term (10 or more years Timeline Continuous CM-7.B: Review and expand the schedule of community events. Particular Parks and Recreation Short-term attention should be given to identifying a signature or destination event as well as Economic Development smaller alternative half or single day events outside of the Heritage District. 155 CM-7.C: Continue to rely on neighborhood organizations, the Town website, social Digital Government media, local media, online resources and other communication platforms to keep residents informed of current issues and to encourage citizen engagement. Continuous CM-7.D: Continue to utilize Gilbert 311 app to allow residents the opportunity to report on quality-of-life problems that need to be addressed or issues that need to be fixed within the community. All Departments Continuous CM-7.E: Periodically review the suite of engagement options used by Digital Government to solicit citizen input and expertise on policy issues. Digital Government Continuous CM-7.F: Continue to offer the use of Town facilities to non-profit civic, environmental, cultural, neighborhood and social service organizations for meetings and events at discounted or complimentary rates and via sponsorship programs. Parks and Recreation Continuous CM-7.G: Continue and expand volunteer opportunities and the community’s awareness of public and nonprofit organizations serving the Town. Community Resources Parks and Recreation Digital Government Continuous CM-7.H: Publicly recognize the efforts of individuals, groups, and businesses that Community Resources provide volunteer services within the Town. Parks and Recreation Digital Government Short-term CM-7.I: Coordinate with the real estate community to develop a welcome package for new residents, containing Town resources, information and ways to engage. Digital Government Short-term Economic Development CM-7.J: Continue to work with local and national media to encourage more coverage about the positive things happening in Gilbert. Digital Government Continuous CM-7.K: Market events and activities in unique ways, using methods to reach all ages and backgrounds so that everyone has information and feels welcome. Digital Government Parks and Recreation Economic Development Continuous CM-7.L: Encourage partnerships between neighborhoods and other stakeholders Community Resources such as religious institutions, schools, libraries, nonprofits and local businesses. Continuous CM-7.M: Expand the availability and promotion of Town data and information on the Town’s open data portal “Alex”. All Departments Continuous CM-7.N: Continue and expand customer oriented process improvement efforts. All Departments Continuous PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Goals Actions Responsibility Short-Term (0-5 years) Medium-Term (5-10 years) Long Term (10 or more years Timeline Opportunity OP-1 Encourage Job Growth OP-1.A: In cooperation with local and regional economic development organizations, institutions and other stakeholders, develop an economic development strategic plan detailing specific activity that Gilbert will do to achieve the goals set forth in the economic development element of this General Plan. Economic Development Short-term OP-1.B: Work to create a development strategy for identified key employment centers to determine individual development assets, needs, opportunities, and challenges. Economic Development Short-term OP-1.C: Continue the targeted use of economic reserve funds for projects that significantly enhance employment opportunities in Gilbert, particularly in identified Growth Areas and employment centers or associated with key industries. Economic Development Continuous OP-1.D: Review and develop economic development policies and tools as they relate to targeted industries, redevelopment efforts, small business creation, business retention and the preservation of existing retail centers. Economic Development Short-term OP-1.E: Evaluate and revise, as appropriate, the Town’s fee and tax structure and Economic Development Continuous public/ private partnership opportunities based on the economic climate, market Management and conditions and project opportunities. Budget OP-1.F: Identify the infrastructure investments required to make sites in underperforming areas more competitive for economic development. Development Services Short-term Public Works Economic Development OP-1.G: Work with ASU, UofA, and Park University to provide job training and education for those who need to re-train for new industry jobs. Economic Development Short-term OP-1.H: Explore opportunities to offer job training and education for young people entering the workforce, older adults and/ or persons with disabilities through existing community organizations or other local higher education institutions in and near Gilbert. Economic Development Short-term OP-1.I: Explore opportunities to attract additional higher education programs and classes within Gilbert through partnership with Arizona colleges and universities. Economic Development Short-term OP-1.J: Support the work of the East Valley Partnership in maintaining continued regional competitiveness. Economic Development Short-term OP-1.K: Collaborate with school districts and target industry employers to host STEM related programs, events and activities. Economic Development Short-term OP-1.L: Identify ways to attract business incubator, coworking and other similar facilities to the Town to foster and increase entrepreneurial activity within Gilbert. Economic Development Short-term OP-1.M: Monitor issues regarding homebased businesses to ensure Town regulations evolve with updated business services and technologies. Development Services OP-1.N: Continue to report and publish economic development statistics and demographics on a regular basis and maintain up-to-date marketing material. Economic Development Continuous Continuous Chapter 7 •PLAN FOR ACTION 156 Goals OP-2 157 Short-Term (0-5 years) Medium-Term (5-10 years) Long Term (10 or more years Actions Responsibility Timeline OP-1.O: Continue to evaluate the Town’s development review and approval process and identify opportunities to assist small business and streamline minor improvements to commercial sites. Development Services Public Works Short-term OP-1.P: Continue to nurture a culture of customer service to represent Gilbert as one of the best cities in which to conduct business. All Departments Continuous OP-1.Q: Identify ways to encourage the development of new lodging and entertainment venues in Gilbert to capture an increasing portion of the visitor economy. Economic Development Medium-Term Promote Health and Wellness OP-2.A: Update the Town’s Parks, Recreation and Trails Master Plan and Sports Parks and Recreation Fields Needs Assessment as necessary to provide the Town with the most current and detailed information available to respond to evolving community needs. Continuous OP-2.B: Seek opportunities to partner with the School Districts and others to leverage the usage of existing recreational facilities and to construct shared facilities to meet the community’s needs. Parks and Recreation Continuous OP-2.C: Identify and respond to new trends and desires to address fitness and wellness opportunities of the community. Parks and Recreation Short-term OP-2.D: Maintain and budget for high-quality recreational facilities that meet the growing needs of all age groups and provide venues to encourage family and community gatherings and group needs. Parks and Recreation Continuous OP-2.E: Continue to seek partnerships with public and private entities and organizations to make most efficient use of existing parks and recreational facilities. Parks and Recreation Continuous OP-2.F: Prioritize and implement the construction of missing trail links and crossings, particularly along canal corridors per the Parks, Recreation and Trails Master Plan. Parks and Recreation Medium-term OP-2.G: Use nationally accepted sustainable design principles and best management practices in park, recreation and trail design and maintenance. Parks and Recreation Continuous OP-2.H: Continue and support The Gilbert Parks and Recreation Foundation to Parks and Recreation help supplement funding and encourage stewardship of public parks. Consider alternative innovative methods and initiatives such as Adopt-A-Park and AdoptA-Trail programs to encourage individual citizens, neighborhoods, organized groups, partner agencies, and non-profits to participate in the establishment and maintenance of facilities and delivery of programs. Continuous OP-2.I: Provide facilities and activities that meet the evolving interests and needs Parks and Recreation of all ages by offering quality recreational opportunities for adults and seniors, enriching preschool experiences, and active and affordable school-age programs based on community demand. Continuous OP-2.J: Explore opportunities for MAG funding to facilitate Safe Routes to School studies. Development Services Short-term OP-2.K: Actively collaborate with local and regional providers to evaluate health Community Resources and human services needs and resources specific to Gilbert to determine the most efficient and effective methods for delivering and improving access to these services. Short-term PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Goals OP-3 Short-Term (0-5 years) Medium-Term (5-10 years) Long Term (10 or more years Actions Responsibility Timeline OP-2.L: With health needs assessment data, apply for available grants that support improved health outcomes. Community Resources Medium-term OP-2.M: Adopt an urban agricultural policy that supports the use of vacant or underutilized property suitable for community gardens and urban farming, with special focus in the Santan Character Area. Development Services Short-term OP-2.N: Promote efforts and activities such as farmers markets that increase the distribution of affordable, fresh foods in Gilbert, focusing in neighborhoods designated as food deserts by the United States Department of Agriculture Economic Research Center definition and mapped by the Arizona Department of Health Services. Parks and Recreation Continuous OP-2.O: Partner with schools to promote the benefits of a healthy and active lifestyle to Gilbert’s youth. Parks and Recreation Continuous OP-2.P: Enhance programs that educate all residents on the benefits of an active Parks and Recreation and healthy lifestyle. Continuous Maintain Public Safety OP-3.A: Regularly monitor and review the level of public safety staffing required for efficient local police and fire service delivery. Police, Fire and Rescue Continuous OP-3.B: Implement a data-driven approach to address crime and quality of life patterns and trends as they are identified. Police, Fire and Rescue Continuous OP-3.C: Make data available on “Alex” to maintain an accurate, up to date, and complete local crime mapping function to promote neighborhood safety. Police, Fire and Rescue Continuous OP-3.D: Continue to monitor and invest in technology that enhances prevention of criminal activity and enforcement of law violations. Police OP-3.E: Continue to participate in the Maricopa County Multi-Jurisdictional Hazard Mitigation Planning process to mitigate, prepare for, respond to and recover from emergencies. All Departments Continuous OP-3.F: Conduct emergency hazard drills with Town Departments and key stakeholder organizations across the community to improve preparedness for known threats and hazards. All Departments Continuous OP-3.G: Encourage local businesses and other organizations to have disaster preparedness, communication, mitigation and recovery plans in place. Emergency Management Continuous OP-3.H: Maintain the establishment of mutually-beneficial cooperative agreements between Gilbert’s police and fire departments and those of neighboring cities. Police, Fire and Rescue Continuous OP-3.I: Pursue grants and partnerships with local, state and national organizations to leverage public safety staff time and available resources. Police, Fire and Rescue Continuous OP-3.J: Incorporate Crime Prevention Through Environmental Design (CPTED) guidelines into the LDC and incorporate as part of the development review process. Development Services Short-term OP-3.K: Regularly attend community and business association meetings to develop partnerships and interactions with community members that promote a problem-solving approach to crime identification and response. Police, Fire and Rescue Continuous Chapter 7 •PLAN FOR ACTION 158 Goals OP-4 159 Short-Term (0-5 years) Medium-Term (5-10 years) Long Term (10 or more years Actions Responsibility Timeline OP-3.L: Participate in crime prevention and public safety community activities including National Night Out, Shred Days, and Prescription Drug Take-Back events. Police, Fire and Rescue Continuous OP-4.A: Routinely update public infrastructure and facility plans based on the latest data and population projections to keep plans for capital projects up-todate and maintain proper level of service. All Departments Continuous OP-4.B: Continue to maintain a five (5) year Capital Improvement Plan (CIP) to assure that Town facilities and infrastructure support existing and projected development activity and can be accommodated by the Town’s financial resources. All Departments Continuous OP-4.C: In accordance with state statute, review the fee structure to ensure that system development fees remain current and will provide the funds necessary to construct new public infrastructure and facilities attributed to growth. Development Services Public Works Management and Budget Continuous OP-4.D: Continue to assess development policies and engineering design Development Services standards to ensure that existing and future infrastructure improvements are built Public Works to required standards and can be affordably maintained. Continuous OP-4.E: Assess infrastructure needs in older parts of the Town where infill or potential redevelopment properties exist. Create programs to improve infrastructure capacity and function to facilitate new development or reinvestment in those older neighborhoods. Development Services Public Works Medium-term OP-4.F: Implement the recommendations of the most recent Integrated Water Resources Master Plan Update as appropriate to ensure compliance with stated policy, goals, regulations and laws. Public Works Continuous OP-4.G: Continue to aggressively seek additional renewable water supplies that meet Assured Water Supply requirements. Water Resources Continuous OP-4.H: Maintain and strengthen partnerships with water suppliers. Public Works Water Resources Continuous OP-4.I: Continue to develop programs to reduce overall demand of water resources. This includes educating customers on efficient indoor and outdoor water use. Town Manager’s Office Continuous OP-4.J: Develop policies to continue the efforts of water demand management in order to maintain a water supply surplus at build-out. Town Manager’s Office Continuous OP-4.K: Pursue advances in water monitoring technologies and make system upgrades as needed. Public Works Continuous OP-4.L: Convene regular meetings with utility companies to compare growth projections and to discuss other long-range planning and service issues. Public Works Continuous OP-4.M: Continue to evaluate solid waste disposal and recycling alternatives that Public Works arise in the future, including opportunities for regional cooperation. Continuous OP-4.N: Continue to assess and implement policies that support development of the next generation 5G wireless network. Continuous Manage Our Infrastructure PLAN FOR OUR FUTURE • 2020 Gilbert General Plan All Departments Goals OP-5 Short-Term (0-5 years) Medium-Term (5-10 years) Long Term (10 or more years Actions Responsibility Timeline OP-4.O: Continue to convert to a primarily paperless permitting process to decrease review time and lessen environmental impact. Development Services Continuous OP-4.P: Utilize levels of service indicators that measure the quality and delivery of Town services. Public Works Continuous OP-5.A: Manage and update the Environmental Compliance Program as needed Public Works to protect stormwater and air quality within the Town. This includes evaluating and developing standards as well as expanding education and enforcement efforts. Continuous OP-5.B: Manage and update the Green Gilbert Program as needed to reduce pollution in our environment, use water wisely and promote recycling and reduce landfill waste. Public Works Continuous OP-5.C: Continue to support and utilize the Alternative Stormwater Guidance Handbook to further the development and application of Low Impact Development (LID) and Green Infrastructure (GI) strategies. Examples include state-of-the-art best management practices (BMPs), land use planning approaches, and construction of modern stormwater management facilities. Public Works Development Services Continuous OP-5.D: Establish guidelines regarding an Integrated Energy Approach to promote energy efficiency and reduce energy demand as well as promote the use of alternative and renewable energy sources. This includes promoting technology advancements and expanding education efforts. Development Services Short-term OP-5.E: Continuously evaluate and update design, engineering and building standards to encourage the use of sustainable and energy efficient development and construction practices in new development and redevelopment. Development Services Continuous OP-5.F: Continue to evaluate opportunities to increase the amount of solar energy generated on Town buildings and property. Public Works Continuous OP-5.G: Install renewable energy sources in Town facilities where appropriate, such as charging stations in public parking areas and garages. Public Works Parks and Recreation Short-term; Medium-term OP-5.H: Promote the adoption of cost effective, renewable energy technologies from diverse renewable fuel sources by all customers. Public Works Continuous OP-5.I: Develop a program to encourage and recognize waste reduction practices by commercial enterprises. Public Works Medium-term OP-5.J: Continue to promote voluntary residential composting efforts. Public Works Continuous OP-5.K: Educate residents on the associated costs and benefits of responsible energy use. Public Works Continuous Protect Our Natural Environment OP-5.L: Protect wildlife in public open space and riparian areas by providing Parks and Recreation information about responsible behavior in environmentally-sensitive areas through signage, pamphlets, enforcement and documents on the Town’s website. Continuous OP-5.M: Consider regulations in the LDC and engineering design standards that would reduce or incentivize the reduction of impervious surfaces. Development Services Public Works Short-term OP-5.N: Continue to provide Town input on proposals for air quality legislation and state implementation plans. Public Works Continuous Chapter 7 •PLAN FOR ACTION 160 Goals Actions Responsibility OP-5.O: Consider developing comprehensive strategies the Town will undertake (e.g. Climate Action Plan) to promote and realize cuts in carbon emissions and improvement to air quality. Development Services Short-Term (0-5 years) Medium-Term (5-10 years) Long Term (10 or more years Timeline Short-term; Medium-term OP-5.P: Participate in appropriate public forums and engage with other Development Services governmental agencies and representatives to ensure that activities at airports in the region do not negatively affect noise levels in Gilbert. Continuous OP-5.Q: Explore opportunities for partnerships with ASU and health organizations Development Services that are researching and monitoring issues associated with UHI effects to determine where possible interventions would have the greatest impact. Short-term; Medium-term Connectivity CN-1 CN-2 161 Effectively Manage Congestion CN-1.A: Actively engage Gilbert citizens and businesses to explore and implement technology solutions and initiatives in support of transportation demand management. Development Services Public Works Continuous CN-1.B: Identify sustainable funding sources to support operations (including signal timing) and maintenance of existing transportation investments, such as the Town CIP or exploration of regional funding opportunities through MAG. Town Management Short-term CN-1.C: Implement the Town’s Transportation Master Plan recommendations. Revisit and update the document every five years. Development Services Short-term CN-1.D: Work with Maricopa County to implement and maintain the envisioned mobility network along the unincorporated arterial street segments within the Town. Development Services Medium-term CN-1.E: Work with ADOT and other partner agencies to support the planning and construction of the Lindsay Road/Loop 202 traffic interchange, the Lindsay Road/US 60 traffic interchange, and the widening of Loop 202. Public Works Short-term CN-1.F: Perform Intersection Control Evaluation (ICE) studies when intersection traffic volumes or safety warrants changes in traffic control. Public Works Continuous CN-2.A: Work with developers to encourage new developments adjacent to planned public trails or paths to construct the corresponding segment of the trail or provide public access easements through their development. Development Services Continuous CN-2.B: Implement recommendations in the Town’s ADA Transition Plan to support creation of an accessible transportation system. All Departments Short-term; Medium-term CN-2.C: When intersections are improved and/or widened, build transit pullouts for both existing and future transit routes, as appropriate. Development Services Public Works Continuous CN-2.D: Actively identify and pursue alternative funding mechanisms to support enhanced transit options, including commuter rail. Development Services Public Works Medium-term; Longterm CN-2.E: Conduct first/last mile active transportation planning for key transit stops along existing Express Routes and future BRT and Commuter rail stations. Development Services Public Works Short-term; Medium-term Improve Mobility Choices PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Goals CN-3 CN-4 Short-Term (0-5 years) Medium-Term (5-10 years) Long Term (10 or more years Actions Responsibility Timeline CN-2.F: Implement improvements identified in the Heritage District Redevelopment Plan that relate to multi-modal travel. Development Services Short-term Economic Development Public Works CN-2.G: Coordinate with public partners, such as Roosevelt Water Conservation District, Salt River Project, and Maricopa County Flood Control District to secure easements and rights-of-way for trails and paths where appropriate. Development Services Public Works Medium-term CN-2.H: Prioritize and implement the construction of missing links to connect bicycle and pedestrian facilities town-wide. Development Services Public Works Continuous CN-2.I: Finalize and implement the Town’s Micromobility Master Plan. Revisit and update the document as the technology and business operations evolve. Town Management Development Services Public Works Short-term CN-2.J: Actively support the facilitation of the Transportation Strategic Steps outlined within the Heritage District Redevelopment Plan All Departments Continuous CN-2.K: Develop curbside management policies that are flexible to accommodate the evolving nature of ride-sharing programs and future reliance on autonomous vehicles, particularly in the Heritage District. Development Services Public Works Short-term CN-2.L: Coordinate with the City of Chandler, City of Mesa, Town of Queen Creek, Maricopa County and ADOT to provide an interconnected system of pedestrian ways, equestrian trails, bikeways, multi-use trails, and transit routes across jurisdictional lines. Development Services Public Works Continuous CN-3.A: Utilize roadway right-of-way design and streetscape standards to guide design for complete streets throughout the Town. Development Services Public Works Short-term CN-3.B: Utilize traffic calming devices and techniques where necessary to support roadway speeds that are appropriate for the character of the area. Development Services Public Works Continuous CN-3.C: Provide enhanced/protected crossings for non-vehicular modes of transportation at locations where modes intersect. Development Services Public Works Short-term CN-3.D: Continue to evaluate the cost and funding opportunities of railroad quiet zones and other methods to moderate train noise at railroad crossings. Development Services Public Works Medium-term CN-3.E: Promote access management by controlling turning movements and driveway curb cuts, where appropriate. Development Services Public Works Continuous CN-3.F: Continue to design and improve Town streetscapes to create safer places Development Services by maximizing visibility through installation and maintenance of appropriate lighting and landscaping. Public Works Enhance Travel Safety Plan for New Technology CN-4.A: Participate in the MAG ITS Committee and AZTech partnership meetings Development Services to stay appraised of regional ITS and operations initiatives, funding opportunities, Public Works and lessons learned that can support the Gilbert transportation network. CN-4.B: Finalize and implement the Town’s Fiber Optic Master Plan. Short-term Public Works Short-term Information Technology CN-4.C: Work with telecommunications and utility providers to efficiently use Town Management rights-of-way when locating, installing and maintaining facilities, while minimizing Development Services traffic disruption and visual impacts. Public Works Short-term Chapter 7 •PLAN FOR ACTION 162 General Plan Amendments The General Plan, including the maps, constitutes a comprehensive policy statement that is used to guide the growth and development of the Community. Over time, factors that affect the General Plan, as well as the policy direction from elected officials, will undoubtedly change. Consequently, the General Plan must be reviewed and amended to remain current and effective. The Plan will be reviewed each year and amended if necessary. State law also requires ratification of the General Plan by the voters every ten years. State law requires that major amendments to the General Plan be presented and considered by the Town Council at a single public hearing during the calendar year in which the proposed amendment is requested. Minor General Plan amendments may be considered by the Town Council at any time during the year. Major amendments are defined as follows: Residential Amendments ● Any Land Use Map residential density classification increase of 160 acres or more. ● Any change from a residential Land Use Map classification to a nonresidential classification of 40 acres or more. Non-Residential Amendments ● Any change of non-residential Land Use Map classification of 40 acres or more. Minor amendments are all changes not defined as major amendments above, and include: Mandated Changes ● Any change mandated by initiatives or state law. Parks/ Open Space, Public Facility/Institutional Land Use Classifications ● Any change to or from Parks/Open Space and Public Facility/Institutional Land Use Map classifications. Amendments to the General Plan shall only occur after careful staff review of the request and public hearing(s) by the Planning Commission and Town Council. The public is provided ample opportunity to review and comment on proposed amendments. The term “amendment” includes both text and map revisions. Amendments to the General Plan may be initiated by the Town or by formal application by the owner(s) or their agents, of real property within the Town planning area boundaries. General Plan amendments must result in the General Plan being internally consistent and conforming to State law. Applicants requesting an amendment to the General Plan must demonstrate that the proposed change is an improvement to or consistent with the General Plan. 163 PLAN FOR OUR FUTURE • 2020 Gilbert General Plan Chapter 7 •PLAN FOR ACTION 164