Step 5 Summary
View the full Scenario Planning Guidelines (PDF).
In this step, alternatives go from a theoretical discussion of themes that address the needs and interests of the community to the actual testing of alternative policy options such as adjusting land use allocations and codes, different transportation investments, expanded bicycle and pedestrian programs, and other possible changes, to evaluate their effectiveness and feasibility based on issues most important to the community. The results of those evaluations are reported back to the public and stakeholders in Step 6 to inform the selection of a preferred scenario, which will include a concept map and a set of major programs, policies or general actions, and spatially distributed housing and employment forecasts.
The purpose of public engagement at this step is to collect ideas to refine the initial set of scenarios or develop new scenarios. At this point, a preliminary run of Metropolitan GreenSTEP is recommended to strategically assess a wide range of scenario theme options, which can inform the selection of alternative scenarios, before embarking on a more detailed and time consuming process. Below is information about public engagement options to develop alternative scenarios.
Develop Alternative Scenarios
The ideas and concepts that emerged from public review and evaluation of the Base Case and the Reference Scenario should now be compiled and summarized to identify themes for use in designing alternative scenarios. The number of alternatives to be developed depends on available time, resources and the complexity of the selected scenario themes.
The purpose of alternative scenarios is to illustrate differences between possible choices. Below are some scenario themes to use for guidance.
- Refine the Reference Case as a Scenario
- Recent Trends
- Land Use Changes
- Urban Design
- Specific Drivers and Specific Community Goals
Evaluate the Alternative Scenarios
- Evaluate the performance of alternative scenarios using the criteria from Step 2, sketch planning tools and Metropolitan GreenSTEP.
- Evaluate each alternative scenario against the same evaluation criteria used with the reference for easy comparison. Be sure to do a “reality check” against known local trends and projections.
- When preparing the evaluation of the scenarios to be shared with the public and policy makers in Step 6 use language and graphics that communicate the issues in a manner to which people can relate.
Public Involvement in Beaverton
In a series of public workshops in Beaverton, Oregon, community members were given a chance to envision the future of specific corridors and centers using a variety of building and development types. On large maps of Beaverton participants were asked to place specific building block chips to tell the city both the locations for new growth they would support, and what types of new buildings were desired. These workshops provided insight about the values and preferences of Beaverton residents and stakeholders, which were used in the City’s development of detailed scenarios for testing. In addition to workshops and open houses, public input was collected by distributing printed surveys at the library and on the Internet for those who couldn’t make it to the live events. www.beavertoncivicplan.com
Envision Tualatin Tomorrow
In early 2007, Tualatin completed a city-led, community-wide visioning process. The City used public workshops to explore key questions. Where are we now? Where are we going? Where do we want to be in the future? How do we get there? The community’s response to these questions ultimately shaped Tualatin’s Vision Statement and Strategic Action Plan. Workshops and open houses provided opportunities for public engagement. The community visioning process was designed to be iterative - to circle back regularly to confirm, correct, add-to or clarify the work done in the previous step of the process. The process featured ongoing communications with community members which helped build project momentum and increased the number of citizens participating. Checking in with the community at key points in the process ensured that community values and issues were well understood, refined and confirmed. The Tualatin Vision Corps was developed as a group of community members to act as the champions and build momentum on the ground with the larger public. www.tualatintomorrow.org