Cristina Binkley

This document details a special study session for the City of Prescuit's strategic plan update, aiming for a revised timeframe of 2026-2031. The plan focuses on refining organizational values, improving public safety and disaster response, and stimulating economic growth through attracting new commercial development and jobs in key sectors like aviation, aerospace, manufacturing, technology, and healthcare. It further prioritizes enhancing infrastructure, including safe traffic flow, pedestrian and bicycle access, and utility capacity, while also preserving the natural environment, developing parks and open spaces, and expanding library services. Good governance is emphasized through financial transparency, robust public engagement, and strengthened regional cooperation and advocacy.

The meeting commenced with a roll call and the approval of the previous meeting minutes from January 7th (as a consent agenda item). Key discussion centered on the council study session review and implementation plan for workforce housing. Topics covered included the housing needs assessment, expected housing unit needs between 2024 and 2040, and affordability snapshots. The discussion addressed the market pipeline, which suggests meeting unit needs through 2030 if all projects materialize. Council observations emphasized a balanced approach beyond new construction, focusing on rehabilitation, home ownership, land trust models, and employer partnerships. Public input highlighted concerns for low-income seniors. Council discussion themes focused on ensuring financial incentives demonstrate clear public benefit, preserving neighborhood character, and utilizing future land development code amendments. The consultant requested input on the strategy, initial ideas for code amendments regarding incentives and density, and input on the financial analysis, particularly regarding density bonuses (suggested range of 15% to 20%) and the feasibility for developers without market-rate units subsidizing workforce units. Further discussions involved the potential use of waiving permit and engineering fees (estimated at $130,000 for a 96-unit complex) and the large impact fees ($1.6 million for a 96-unit complex). There was also discussion on the immediate possibility of setting up down payment assistance programs for city employees. Concerns were raised regarding preventing market-rate earners from competing for affordable units, which necessitates monitoring and income restriction enforcement for the 30-year term of affordability.

The session focused on water resource management for the city of Prescuit. Key discussion points included the regulatory framework governing the water resources department, which encompasses active management areas, annual reporting, irrigation grandfathered rights, and adherence to the fifth management plan emphasizing conservation. The presentation covered adjudications, the assured and adequate water supply program (noting one current designation modification), and community water systems reporting. Dam safety oversight for four jurisdictional dams was mentioned. A significant portion of the discussion addressed the Prescuit Active Management Area (AMA), including its two subbasins, its history as a critical groundwater basin since the 1970s, and how the current fifth management plan operates. The legal framework, including Arizona Revised Statutes and Administrative Code, was reviewed, alongside considerations for surface water and groundwater well permitting (the city possessing over 110 wells). The complexities of the water portfolio, particularly regarding the Big Chino Long-Term Water Management Plan and its inclusion as alternative water in the 2009 Decision and Order, were debated by the council members. An update was provided on the ongoing modification application for the 2009 Decision Order, which has involved multiple deficiency letters related to the groundwater model submission, with assurance given that the base model completion was anticipated by mid-year.

The meeting commenced with roll call, confirming full attendance. Key discussion items focused on the process for the 2026 program year, including the application period timeline, which runs until January 30th. The committee discussed potential improvements to the application process, such as requiring completeness for applications to be considered responsive and standardizing presentation length, potentially limiting it to 10 minutes for specificity. Feedback on the November 2025 Community Needs Workshop was solicited, covering topics like providing a presenter list beforehand. Further discussions involved the administration of funds, including criteria for considering for-profit entities and ensuring proper financial disclosure through submitted organization budgets or annual audits. A specific concern was raised regarding a previously committed park bathroom distribution whose cost had accelerated threefold, prompting a discussion on whether to hold distribution funds or reconsider commitments when actual bids significantly exceed initial reports.

The meeting initiated with the appointment of the subcommittee Chair and Vice Chair. The Chair was nominated based on mayoral status and long history with the general plan, and the Vice Chair was nominated separately, with both actions passing. The primary discussion revolved around the process for reviewing and updating the General Plan, specifically determining the starting document—options included the 2015 plan, the March 2025 plan, or the June 2024 plan. The committee decided to engage a consultant, potentially through direct negotiation rather than an RFP process to expedite the timeline. A major focus of the discussion was which prior plan version provided the best foundation, considering factors like public input, land use maps (specifically the Williamson Valley corridor area), and statutory compliance.