CPPC 04-12-93 Meeting AgendaFILE CU,A-
COUNTY of FREDERICK
Department of Planning and Development
703 / 665-5651
Fax 703/678-0682
MEMORANDUM
TO: Comprehensive Plans and Programs Committee
FROM: Kris C. Tierney, Deputy Planning Director
RE: Meeting Date and Agenda
DATE: April 6, 1993
There will be a meeting of the Comprehensive Plans and Programs Committee on April 12,
1993, at 7:30 pm in the Conference Room of the Old County Court House.
Please let me know if you are unable to attend.
a
AGENDA
1. Continued discussion of rail corridors.
2. Discussion of draft outline for approach to corridor studies.
3. Discussion regarding a letter from Wendy Jones, Sanitation Authority, dated April
2, 1993, to John Riley concerning potential of federal funding of local infrastructure -
projects.
4. Other.
9 North Loudoun Street P.O. Box 601
Winchcstcr, VA 22601 Winchcstcr, VA 22604
CPP. Committee 4/12/93 Agenda page 2
1. Staff has refined the information discussed at our March meeting concerning zoning
and land use along rail corridors within the county. This information is included in
your package.
2. Staff has prepared a draft outline for an approach to developing corridor plans for
major routes around Winchester. Staff feels that public involvement will be an
important element in the development of successful plans for these areas. A
substantial effort should be put into planning the format(s) in which public
participation will be solicited.
b. Information on conducting and preparing for public meetings is also enclosed as
information along with this item.
3. Enclosed is a letter from Wendy Jones to John Riley which lists projects that should
be considered for federal funding if money becomes available. The Committee may
wish to act on this information in some way.
4. Other.
1) RAIL CORRIDOR INFORMATION
COUNTY of FREDERICK
Department of Planning and Development
703 / 665-5651
Fax 703/678-0682
To: Comprehensive Plans and Programs Committee Members
From: Lanny Bise, Planner I L c- 4
Dafe: April 2, 1993
Re: Revised Rail Corridor Information
Attached you will rind revised rail corridor information. These revisions are a result of comments
and suggestions made during our March meeting. To recap our March meeting, the staff
presented information on total acreage by zoning within our study areas and highlighted vacant,
non -industrial parcels that were over 15 acres in size. We also discussed several of these
parcels which have rail frontage and are located near key interchanges and identified business
corridors, such as Routel1N/1-81, Route 11S/Route 37, Route 11 South business corridor, and
Route IIS/Route 277.
For the purpose of our study, the definition of a vacant parcel will include parcels 15 acres in
size and greater, which are zoned RA, RP, MH -1, EM, and B-2, in which the majority (75% or
more) of the acreage that fronts rail is not in any use other than agriculture. A vacant industrial
parcel is any size B-3, M-1, or M-2 parcel not in use.
REVISED TOTALS FOR EXISTING ZONING
There are approximately 4,593 acres with rail frontage in the study areas. These areas contain a
total of 980 acres of industrial (B--3, M-1, and 1'd-21 zoning. Of this amount, 24 acres are zoned
B-3, 606 acres are zoned M-1 and 350 acres are zoned M-2. There are approximately 424 acres
of industrial property currently vacant.
1) North Loudoun Strcet P.O. Box 601
Winchcstcr, VA 22601 Winchcstcr, VA 2260
RAIL CORRIDOR ZONING
Total Acreage and Amount Vacant by Zoning
3,000
2,500
2,000
1,500
1,000
500
ME
April 1993
Legend
Acres
Vacant
RAIL CORRIDOR ZONING
5
�4
3
Cn
o 2
~ 1
0
Industrial Zoning vs. Total Acreage
April 1993
J�o
Acres
-Page- 4
TOTAL ACREAGE WITH RAIL FRONTAGE AND ROAD ACCESS BY AREA
In the Clearbrook area, near the intersection of Route 11 North/Route 669/1-81 (area #1 on the
map), there are approximately 206 acres with access to either Route 11, Route 669, or Route
671.
At the intersection of Route 11 North/Route 672/1-81 (area #2) there are approximately 54
acres with access to either Route 672 or Route 11.
Near the Route 11 North/Route 37/1-81 (area#3) interchange there are approximately 753 acres
with access along either Route 11, Route 661, or Route 838. The majority of this land is
located on the eastern side of Route 11 North in the vicinity of the Stephenson's Depot Battle
site and for the most part is undeveloped.
At the intersection of Route 37 and Route 11 South (area # 41 there are 29.63 acres of key
interchange property along Route 11.
And along the Route 11 South business corridor (area#5) from the intersection of Route 649 and
Route 11 South to the northern boundary of Stephens City there are approximately 180 acres
with access to Route 11.
Near the Route 11 South/Route 277 interchange (area #6) in Stephens City there are
approximately 213 acres with direct access to either of the state routes.
hope you will find this information helpful. 1 look forward to seeing you at our next meeting.
EY INTERCHANGE AREAS WITHIN RAIL CORRIDORS
1. KUU"1'E 11 N/669/1-81
2. ROUTE 11 N/672/I-81
3. ROUTE 11 N/37/I-81
4. ROUTE 37/11 SOUTH
5. ROUTE 11 S BUS. CORR.
6. ROUTE 11 S/277
VACANT INDUSTRIAL PARCELS WITH RAIL FRONTAGE
By Tax Map
April 1, 1993
Parcel ID Owner
Lx Map 33
33 -A -105B BS Partners
33-A-105 Osausmani, Inc.
33-A-107 Manuel Dehaven
Total
ax Ma 34
34 -A -6A
Total
ax Ma 43
43-19-36
43-A-36
43 -A -38A
Total
Tax Map 63
63 -A -59A
63-A-61
63-A-80
63-A-86
63 -A-60A
63-A-60
Total
Butler Manufacturing
Century Graphics
Russell & Ilean Miller
Amoco Foam
Bruce Dawson
General Electric Co.
Potomac Edison Co.
Mervel W. Adams
Winchester -Frederick County IDA
Kitty B. Hockman
1
Acrea_e
25.18
10.40
8.00
43.8
33.69
33.69
11.02
43.00
10.25
64.27
26.45
48.30
10.52
85.18
66.00
46.50
282.95
Zoning
M-1
M-1
M-1
M-1
M-1
M-1
M-1
M-1
M-1
M-2
M-2
M-1
M-1
VACANT NON -INDUSTRIAL PARCELS WITH RAIL FRONTAGE
By Tax Map
April 1, 1993
PARCEL ID OWNER
ACREAGE ZONING
ax Ma 3'
33 -A -164D Jack Wampler 20.00 RA
33 -A -114A Robert Brown 34.08 RA
Total 54.08
ax Ma 34
34 -A -5C
George Semples
23.50
RA
34-A-2
Wilma V. Schlack
25.00
RA
34 -A -8A
Mary Jane Light
7732
RA
34 -A -6B
John Hyutt Light
83.29
RA
34-A-513
Colleen Lumpson
34.91
RA
34-A-4
George Sempeles
25.78
RA
Total
Michael Weber
269.80
RA
ax Ma 43
43-A-99
Emma S. Duncan
115.30
RA
43-A-111
Emma S. Duncan
23.00
RA
43-A-154
Fred Stine
42.00
RA
43-A-158
Harry McCann
50.33
RA
43-A-152
North Stephenson, Inc.
37.92
RA
43-A-151
North Stephenson, Inc.
28.07
RA
43-A-140
Michael Weber
34.50
RA
Total
331.12
2
Parcel YD Owner Acreal4e Zonin
ax Ma 44
44-A-26
Harry McCann
170.00
RA
44-A-25
Harry McCann
111.68
RA
44-A-40
H.K. Benham III
141.17
RA
44 -A -94A
Robert & Alcesta Dyke
25.00
RA
44-A-95
Larry Brumback
73.56
RA
44-A-96
William S. Frey
121.00
RA
44-A-75
Brown Lovett
39.89
RA
44-A-77
Charles OrndofF
40.42
RA
Total
Henry & Nora Carbaugh
722.72
RA
kax Map 74
74-A-20
Frances Staples
162.00
RA
74-A-51
Long Creek Farm
31.86
RA
74-A-77
Mary Ann Chadwell
102.74
RA
74A1 -1-A
Town of Stephens City
167.58
EM
74 -A -75A
Long Creek Farms
20.50
RA
74-A-75
Rodney Long
77.50
RA
74-A-69
Henry & Nora Carbaugh
17.50
RA
74-A-71
Louise Brim
27.00
RA
74-A-68
Henry & Nora Carbaugh
90.00
RA
Total
696.68
Tax Map 75
75-A-1
Maurice & Garland Perry
60.00
RA
75-A-21)
RT&t Partnership
29.63
B-2
Total
89.63
kax Map 85
85-A-6
Bettye R. Chumley
175.28
RA
85-A-3
Margaret Pfahl
175.00
RA
85-A-43
William & John Lemley
36.61
EM
85-A-46
Shen -Valley Lime Corp.
51.90
EM
85-A-47
Shen -Valley Lime Corp,
62.50
EM
Total
501.29
STUDY AREA TOTALS
Total Acres in Study Area: 4,693.99
Total Acres Zoned M-1:
606.90
Total Acres Zoned M-2:
350.40
Total Acres Zoned B-3:
24.36
Total Acres Zoned B-2:
77.86
Total Acres Zoned EM:
431.12
Total Acres Zoned RA
3098.98
Total Acres Zoned RP
10.70
Total Acres Zoned MH -1:
93.67
Total Parcels Over 15 Acres: 70
VACANT ACREAGE TOTALS
Total Vacant Acres: 3,089.81
Vacant M-2 Acres:
95.70
Vacant M-1 Acres:
328.77
Vacant B-3 Acres:
0
Vacant B-2 Acres:
29.63
Vacant EM Acres:
318.59
Vacant RA Acres:
2,317.10
Vacant RP Acres:
0
Vacant MH -1 Acres:
0
Total Parcels Over 15 Acres: 46
11
2) OUTLINE FOR CORRIDOR STUDIES
DRAFT
I) z l 1t A cOftRIDO .R STt1WARS
Route number and location, (from where to where)
Routes 7, 50 and 11, any others?
Length in miles
Width, how far back from right-of-way do we want to examine?
�I, �REP"AR1� BASI{1`.IYIAPS
Use AUTOCAD to develop base maps
Existing zoning and use along corridors by acreage and percent of total
area.
Sensitive areas
Steep Slopes
Flood Plain
Historic Sites
Others?
Availability/location of Sewer and Water.
Current traffic counts and future projections.
Slides/photos of corridor uses and existing conditions.
Others?
CORRIDOR STUDIES OUTLINE
......... .......... ..... ..
...... . ...... INTS
Develop list from committee and staff discussions.
Hold public meeting(s) to get input.
Need to determine format, location, number etc.
Utilize alternate design scenarios similar to those currently being
prepared for Route 50 corridor.
EW.L..'.0
WGQ LS
Based on staff/committee discussions and public input.
Hold additional public meetings once list is formatted?
V.
�MMDOR:TIAN L --p
.............. ..
.......... ..
Goals for each corridor.
Include diagrams or general design sketches.
Strategies aimed at achieving established goals.
Land Use Plan.
Specific implementation methods.
2b) TIPS FOR BETTER
PIJBLIC MEETINGS
I COUNTY of FREDERICK
Department of Planning and Development
703 / 665-5651
Fax 703/678-0682
TO: Comprehensive Plans and Programs Committee
FROM: Kris C. Tierney, Deputy Planning Directors ` J
RE: Tips for Better Public Meetings
DATE: April 6, 1993
The planning staff gets together once a month for roughly an hour to discuss some aspect
of planning felt to be a timely subject. The staff takes turns coming up with a subject for
these monthly discussions and developing an "agenda".
I recently finished reading "Successful Public Meetings; A Practical Guide to Managers in
Government" by Elaine Cogan. The book contains helpful information on planning for and
conducting meetings, the use of different meeting formats for different purposes, dealing
with the public, tips on the use of various types of visual aids and dealing with the media.
This seemed like a worthwhile subject, especially in light of the Board of Supervisors'
recently increased effort to keep the public informed and to allow input and participation
in various decision making processes.
I put together a package for the discussion which contained an outline of what I found to
be the most useful information from "Successful Public Meetings." The package also
contained two lists of meeting tips from the book and an article from "Urban Land" which
offers ten tips to applicants on preparing for an approval hearing.
O North Loudoun Street P.O. Box 601
«'imhester. VA 22601 Winchester, VA 22664
AN OUTLINE OF HELPFUL INFORMATION
DERIVED FROM
"SUCCESSFUL PUBLIC MEETINGS"
by ELAINE COGAN
PREPARED FOR MARCH 23, 1993 PLANNING SEMINAR
PREMEETING PLANNING
• • • • • • • • • • • • • • • •
Determine purpose of meeting: Form/structure of meeting should flow from intended
purpose.
Informational
Problem Solving
Decision Making
Audience Input
If decision has already been made, better off not having meeting at all.
Audiovisuals: Fit visuals to discussion not visa -versa.
Don't use full sentences, abbreviate
Don't cram in too much information or too close together
Not too technical
Use bold colors
Self explanatory (North arrow, title, agency name, date etc.)
Neatness counts
With state of the art copiers etc. no excuse for sloppy presentation, print
legibly or get someone who can.
Organize: Who will do what.
Chair meeting (introductions, never assume anyone knows you)
Facilitator (coordinator, runs meeting directs discussion - might be same as
chair)
Location/setup
4
Rehearse: Check out meeting place well in advance. (Do you need extension cords,
tape, tacks pens, scissors, spare bulb etc.)
Room Layout (can people see, hear etc.)
Slides/overheads (visible, right side up)
Not more than IS minutes
Dim lights only as much as necessary
Displays (visible, self explanatory)
Handouts (clear understandable)
Better to have too many than run out, offer to mail copies if run out.
Don't distribute prior to referring to them.
Entrance: (well marked, sign -in)
The most effective way to disarm "opposition" is to stand at the door and
greet them.
CONDUCTING THE MEETING
• • • • • • • • • • • • • • • •
Introduction: Know where people are, don't want to have to search out to introduce.
(Give info on restrooms, phone, drinking fountain)
Review agenda
Break(s)
State duration of meeting (and then end on time)
Lay out ground rules
Public participation
How will results/input be used.
What will outcome of meeting be.
2
yI rr^{i
Discussion /Presentation: Don't argue, maintain poise, kill with kindness.
Begin by summarizing what everyone needs to know.
Stick to planned format. (Don't let an informational meeting turn into an open
discussion)
Don't read word for word, use notes.
Be direct - honest.
Use terms like we and us rather than you and your.
Don't "run away " from difficult questions.
Ok to say don't know, but will find out.
Summarize at end, hit main points.
Follow un: Hold postmeeting discussion with those involved in meeting.
What can be done differently/better
3
A CHECKLIST
for MEETING PLANNERS
TAKEN FROM
"SUCCESSFUL PUBLIC MEETING" by ELAINE COAGAN
Perhaps the most basic lesson to keep in mind is, don't leave anything to
chance or the last minute.
PREMEETING
• • • • • • • • • • • • • • • •
Set aside sufficient time and resources for planning the meeting. Two months or
six weeks ahead is not too soon, especially if the appropriate space is popular and
should be reserved well in advance or if there are several presenters and
audiovisuals that need to be coordinated.
Indicate the importance that top management assigns to the event by attending
key planning meetings: one or more at the beginning, when the goals and
objectives, format, and presenters are chosen, and the final rehearsals.
Appoint a staff committee with a chair or manager responsible for overseeing the
entire event. Include on that committee all presenters except experts or
consultants brought in from the outside, graphics or audiovisual preparers, at least
one secretary or clerical assistant to take minutes and keep lists of tasks and
responsibilities, and anyone else --perhaps a friendly citizen or political ally --who
may have special knowledge of the subject, of the audience, or of controversial
issues that should be covered. The core group should work together throughout the
entire planning and execution phases.
At your first get-together, agree on the purpose of the meeting --informational,
advisory, or problem solving --and design the format to accommodate your goals.
Never promise more to the public than you are willing or able to deliver. For
example, do not set up a problem -solving meeting when you have no intention of
changing your plan or project in response to suggestions that citizens might have.
It is more credible and acceptable to tell the audience that the meeting is purely
informational.
In your planning, always keep in mind the likely expectations of the audience, even
in deciding how long the meeting should be. Except for half- or full-day workshops,
most public meetings become unproductive after two or two and one-half hours.
It is better to end on a high note, or even agree to have another meeting, than to
wear out evervone.
Decide early in the planning where you will hold the meeting and make the
appropriate arrangements. Assign someone to visit the site to make certain that it
meets your requirements.
List everything that needs to get done and agree on responsibilities and deadlines.
Distribute the schedule to everyone involved.
Make a floor plan of the meeting room and decide where each graphic will go.
This eases the necessity of having to make major decisions at the last minute,
though a certain flexibility is necessary to meet unexpected situations.
Meet regularly --at least once a week --to review roles and responsibilities, report on
progress, and make adjustments to the schedule when necessary. The agency
executive does not need to attend all these meetings but should be apprised of any
major problems that arise.
Begin to develop concepts for graphics as soon as the subject of the various
presentations is decided. Write and review an outline of any slide show or video;
then write and review the script. Finally, prepare a "story board" or photo/script
outline. If several levels of content review are required, build them into your
schedule.
Review drafts of all oral presentations, maps, and charts to make sure that they are
consistent, clear, and concise. Hold this review sufficiently ahead of time that
appropriate changes can be made.
Develop or refine your mailing list. Who must be notified legally? Who should be
notified to show your agency's goodwill and openness? If you have no legal
requirements for timing, mailing ten days or two weeks ahead is adequate. Do not
notify people too much in advance or they will forget. If you can afford two
mailings, send the first three weeks ahead and send the follow-up a week ahead.
Make a list of those who should receive special notes or reminder calls and assign
someone to take care of that. VIPs may require a personal telephone call or a
letter from the agency director or high -prestige political officeholder. Your VIP list
may include leaders of key organizations, political influentials, and important
personnel within your or other agencies.
Assign someone to be in charge of media relations for this event. Even if your
agency has a public information person, the meeting may be important enough to
have an individual specially assigned to the task. It is to your advantage to begin
early to develop ideas for special coverage and to cultivate those media
representatives who may be particularly receptive.
Order the refreshments, taking into account your budget and the expectations and
preferences of your audience.
Make logistical assignments --drivers and vans to transport bulky equipment, site
manager and troubleshooter, registrars, someone to post signs, and general gofer.
Prepare a complete inventory of all materials and equipment and test to make sure
that everything is in working order.
Stock a meeting kit that contains at least the following: paper, pens, pencils,
marking pens, chalk, name tags, extra projector bulbs, extension cords, tape, and
aspirin.
About a week before the meeting, hold a dry run in your office conference room
to review everything that will be said and done. Include the people who
participated in your early planning sessions but who have not been involved in
subsequent day-to-day activities. Make notes of any changes that you agree upon
and make sure that they are made.
To assure uniformity and quality control, write a guide for discussion leaders that
includes the issues that they should cover. Hold a training session to review what
is expected.
A day ahead (or a few hours, if you cannot use the room much beforehand), hold
a dress rehearsal on the site. This will do much to allay your fears and stage fright
and will reveal the inevitable problems --charts that need bigger titles in order to be
read, awkward positioning for the projector and screen, electrical outlets that do not
work --enough in advance that you can do something about them.
Arrive early to set up everything according to plan.
DURING THE MEETING
••••••••••••••••
Start at the appointed time. If all your planning has been sufficient and you have
taken care of everything noted in this book, you should be on your way to a
successful session that satisfies you and your audience. The site manager should be
poised to take care of the inevitable last-minute problems.
End on time. Honor the pact that you made with all the participants but offer to
stay later to accommodate anyone who has additional questions.
POSTMEETING
• • • • • • • •• • • • • • • •
At the beginning of the planning, when you make up your meeting schedule, include
a time for recap and evaluation not more than a day or two afterward. Invite
everyone who participated in the planning and execution. You may also want to
include interested outsiders, for more dispassionate opinions.
The meeting should be chaired by the agency executive and include a candid
discussion of everything that occurred. The original outline of purpose and goals
should provide the bench mark. Did the meeting reach or exceed your
expectations? What did you learn that will help you carry out the project or
program? What was the reaction of the public? Are other meetings necessary?
Should you schedule additional follow-up, such as letters or telephone calls, to
specific groups or individuals? Was the media coverage adequate or what you
expected? If there were any problems with the media, how should they be
handled? What worked particularly well? What should be improved upon next
time?
Choose individuals to carry out postmeeting activities.
Assign someone to write a summary evaluation of the meeting as a guide for the
future.
Give praise where warranted. There should be enough to go around.
PRINCIPLES OF AUDIOVISUAL USE
TAKEN FROM
"SUCCESSFUL PUBLIC MEETING" by ELAINE COGAN
RPM,
Use audiovisuals to enhance, not replace, your oral presentation.
Choose the medium that will make your message more clear or
meaningful to each audience.
Make them simple and unambiguous. If you have a considerable
amount of information to convey, use several charts or slides rather
than cram too much into one.
In all lists, use phrases rather than complete sentences.
Utilize a size and scale that can be seen easily by everyone in the
room.
Choose strong colors --black or dark blue on white for charts, blues
and greens for maps, with red or orange highlights on either.
For projected media, paraphrase and augment written information;
never duplicate pages from a text.
Before turning on the slide projector, check and double-check to
make sure that the slides are in the right order, the right way up,
locked in place. Always test them out in the actual room as close to
performance time as possible.
Bring your own equipment, including spare light bulbs, extension
cords, marking pens, masking tape, and other necessities.
Keep the room as light as possible --dim but not dark --giving your
audience no opportunity to doze off without being noticed.
Distribute handouts only when you need to refer to them, or give
them to the audience as they leave.
1
Face the audience, not the chart or chalkboard. Practice until you
can write sideways with ease.
On charts, use a wood pencil, your finger, or an outspread hand as a
pointer. Except on an overhead of slide, where a flashlight is more
useful, a human appendage is more friendly and less pedantic than
a mechanical instrument.
Show only those visuals that you need at the moment. If necessary,
have a helper remove your charts or graphs as you finish with them.
If you have any doubt about whether you can be heard, use a
microphone.
If anything goes wrong, do not apologize or fiddle unduly with the
machinery. You should know your subject well enough to
extemporize when necessary.
Remember that one picture is indeed worth a thousand words, but
only if it is the right picture?
2
PREPARING FOR THE HEARING:
TEN TIPS
by Dwight H. Merriman of the Hartford law firm of Robinson and Cole
REPRINTED FROM URBAN LAND OCTOBER, 1992
Much has been written about the long process of getting a land use application approved.
However, writers and developers alike have not paid enough attention to the final
preparations for the approval hearing. Land use professionals have been known to fall on
their swords at public hearings when one of their expert witnesses "gave away the farm"
because he or she wasn't prepared to testify. And befuddled commissioners have denied
good proposals simply because the developers didn't provide them with enough clear
information.
So what should you do in the last few days before a hearing? Consider these tips:
1) Make a list of your speakers. Commissioners can lose track of who is speaking and
with whom the speaker is affiliated. Provide commissioners/council members and
staff with a list of names of speakers and other people who are available to answer
questions, along with their affiliations, addresses, and telephone and fax numbers.
2) Outline your presentation. It is much easier for decision makers to follow what you
are doing if you give them an outline that includes the points to be covered, who is
going to cover them, and --if you are really well disciplined --how much time each
speaker will take.
3) Conduct a dress rehearsal. The best way to whip expert witnesses into shape is to
make them perform for you. A dress rehearsal will tell you who is prepared and who
isn't, and what each person plans to say. If you put your witnesses on a short leash
and give them only five or ten minutes to speak, you'll find out if they are able to
convey the necessary information understandably within that time constraint. Ask
someone unfamiliar with the project to listen to the presentations and critique them
to make sure they are understandable.
1
4) Discipline witnesses to "speak to the record." Too often, when you are preparing for
litigation and look through hearing transcripts, you find that your star witness has
said, "And over hear, yessir, that's the really difficult area. But here, and I mean
right here, is exactly the right place for it." When you conduct a dress rehearsal,
prompt witnesses to note which maps and plans they are pointing to. If you really
work at it, you may be able to keep them from using the grandiose "for the record,"
which is the engineer's most overused phrase.
5) Reduce large exhibits to manageable size. Developers who have invested hundreds
and even thousands of dollars in large-scale illustrations and plans don't want to
leave them behind. The best approach is to photograph them before the hearing and
leave the photographs --rather than larger original exhibits --for the record.
6) Prepare a booklet. Public decision makers can't absorb all that you give them in oral
testimony, and they will forget a good deal of what you tell them before they begin
their discussions and vote. Put all your reports together in a binder. Include color
photocopies of photographs, maps, plans, and other illustrations. Make sure the
booklet's pages are numbered and tabbed, with an easily accessed index, so officials
can find the relevant exhibits when you refer to them. This arrangement will also
allow you to keep your presentation time down to an hour or less. (Even for a large
project, an uninterrupted presentation of more than an hour is usually excessive.)
You'll also find it useful to provide a separate fact sheet summarizing critical
information on the project --acreage, number of units, area of wetlands, linear feet of
road, and so on.
7) Check out the hearing room. Disasters can occur when presenters show up without
easels, without a slide projector, or without a plan for where to stand and how to
address decision makers and the audience simultaneously. The layout of the hearing
room should influence your strategy for presenting illustrations: No single technique
works well in all settings.
8) Make one last trip through the neighborhood. Few things can strengthen your
credibility more than being able to say to a project's neighbor, "Mrs. Jones, your
house is the brown colonial with the gold eagle over the door, isn't it?" In
controversial cases, you and your speakers should try to take notes on the
architectural style and characteristics of all houses so you can demonstrate your
familiarity with the neighborhood when responding to a speaker.
When views of the project are at issue, have a landscape architect prepare profiles
from the windows of houses into the project area so you can say, "Here, Mrs. Jones,
is a cross section of the view from your kitchen window to the project area."
2
9) Prepare draft findings. It can often be helpful (both for you and for decision makers)
to draft findings of fact and of law for your particular application. You can
summarize the ways in which your proposal meets all of the requirements of the
ordinance. Sometimes, this is done in long narrative fashion in a booklet, but a short
(perhaps two -or three-page) narrative of findings is also useful.
10) Bring enough copies. Remember that there will be alternate members of the
commission/council and that staff members, clerks, and stenographers will also need
copies of whatever materials you present. Extend courtesy to your opponents --and
send them a positive message --by providing them with copies at the same time you
hand them to the decision makers.
Dwight H. Merriam heads the land use group for the Hartford -based law firm of Robinson
& Cole.
N
3) LETTER FROM
SANITATION AUTHORITY
FREDERICK COUNTY SANITATION AUTHORITY
POST OFFICE BOX 619
1ES H. DIEHL. CHAIRMAN WINCHESTER, VIRGINIA 22604 WELLINGTON H. JONES. P.E.
MOLDEN, VICE CHAIRMAN ENGINEER - DIRECTOR
WILLIAM F. EDMONSON, SECRETARY -TREASURER
E.O. RUDOLPH, III PHONE 703 • 665-5690
NED M. CLELAND. PH.D., P.E.
CHARLES W. "CHUCK" PHARES
April 2, 1993
ji �. i fi=t' - i j �`�•%1 ; -= �. \
Mr. John R. Riley, Jr.
Frederick County Administrator
P. O. Box 601 _
Winchester, VA 22604 J
SUBJECT: Federal Jobs Program
Water and Sewer Projects
Dear John:
President Clinton has proposed federal funding of local infrastructure projects such as water and
sewer lines to promote jobs. Attached is a list of projects currently considered by the Sanitation
Authority. These projects provide service to existing County residences, or serve existing
industrial and commercial land. The projects are not listed in order of priority. If funds become
available, building one or more of these projects should be considered based on the amount of
funds and desires of the Board of Supervisors.
If you have any questions, please call me.
Sincerely yours,
W. H. Jones, P. E.
Engineer -Director
attachment
cf: J. H. Diehl
M. H. Copenhaver
R. M. Sager
W. H. Smith
R. W. Watkins
Frederick County Sanitation Authority Projects
Project Description
Westview Distribution Line Estimated Construction Cost: $33,000
Description: Install 1,100 linear feet of eight -inch water line to serve thirteen existing connections
in the Westview Subdivision along Route 522.
Status: Preliminary Engineering Complete - Ready for final design.
Bufflick Heights Distribution Line Estimated Construction Cost: $60,000
Description: Install 2,000 linear feet of eight -inch water line to serve thirty-three existing homes in
the Bufflick Heights Subdivision along Route 522.
Status: Preliminary Engineering Complete - Ready for final design.
Miller Heights Distribution Line Estimated Construction Cost: $72,000
Description: Install 3,800 linear feet of eight -inch water line to serve fifteen existing connections in
the Miller Heights Subdivision along Route 50.
Status: Preliminary Engineering Complete - Ready for final design.
Boundary Lane Water and Sewer Lines Estimated Construction Cost: $92,250
Description: Install 1,400 linear feet of water line and 1,100 feet of sewer line to serve existing
residences.
Status: Final Plans - Ready to bid.
Rossum Lane Sewer Line Estimated Construction Cost: $24,250
Description: Install 700 linear feet of sewer line to serve existing residences.
Status: Final Plans - Ready to bid.
Frederick County Sanitation Authority Projects
April 2, 1993
Page 2
Lenoir Drive Water Line Estimated Construction Cost: $60,000
Description: Install 2,400 linear feet of twelve -inch water line along Lenoir Drive in the Stonewall
Industrial Park.
Status: Preliminary Engineering Complete - Ready for final design.
Fort Collier/Lee Avenue Water Line Estimated Construction Cost: $253,000
Description: Install 5,500 linear feet of twelve -inch water main between existing water facilities in
the Fort Collier and Stonewall Industrial Parks.
Status: Preliminary Engineering Complete - Ready for final design.
Route 642 - Elevated Storage Tank Estimated Construction Cost: $580,000
Description: Construct 0.5 million gallon elevated water storage tank on property currently owned
by the Authority along Secondary Route 642 to provide for peak demands and maintain system
pressures.
Status: Final Plans - Ready to bid.
Route 522 South Sewer Line Estimated Construction Cost: $1,270,500
Description: Installation of approximately 14,300 linear feet of eight -inch pipe; 11,200 linear feet
of twelve inch pipe; 1,200 linear feet of six-inch force main; and 59 manholes. This project will
provide a sewer line from Bufflick Road to Route 644 to serve Southview, Westview, Bufflick
Heights subdivisions, and Shenandoah Mobile Court.
Status: Preliminary Engineering Complete - Ready for final design.