HomeMy Public PortalAboutResolution 18-03 McCall Area Comprehensive Plan UpdateCity of McCall
RESOLUTION 18-03
A RESOLUTION OF THE CITY OF MCCALL, IDAHO, ADOPTING THE 2018 MCCALL AREA
COMPREHENSIVE PLAN UPDATE, PROVIDING FOR RELATED MATTERS, AND
PROVIDING AN EFFECTIVE DATE.
WHEREAS, the McCall Area Comprehensive Plan was prepared in accordance with the Idaho Local
Planning Act, Section 67-6508 and 67-6509, and was adopted by the McCall City Council on
December 2007; and
WHEREAS, the City of McCall conducted an extensive planning process involving members of the
McCall community which examined the vision, goals and objectives, the text of the chapters, and
future land use plan map; and
WHEREAS, the results of the planning process suggested revisions to the Plan; and
WHEREAS, such suggestions are appropriate as a 2018 McCall Area Comprehensive Plan Update;
and
WHEREAS, a duly noticed public hearing regarding adoption of the McCall Area Comprehensive
Plan Update was held by the McCall Planning and Zoning Commission on November 7, 2017; and
WHEREAS, the McCall Planning and Zoning Commission unanimously recommended approval of
the proposed McCall Area Comprehensive Plan Update; and
WHEREAS, a duly noticed public hearing regarding adopting the McCall Area Comprehensive Plan
to incorporate the recommendation from the McCall Planning and Zoning Commission was held by
the McCall City Council November 30 and December 28, 2017.
NOW, THEREFORE, BE IT RESOLVED, by the Mayor and City Council of the City of McCall,
Valley County, Idaho that:
The McCall Area Comprehensive Plan Update is adopted and a copy of the Plan is attached hereto as
Exhibit 1, and by this reference incorporated herein.
This resolution shall be in full force and effect upon its passage and approval.
Adopted this l lth day of January, 2018.
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McCall
I n M ot I on
2018 Mccall a rea coM prehensI ve plan
REFLECTING THE FUTURE
McCall
The purpose of the Comprehensive Plan is to provide a coordinated
set of guidelines for decision-making to guide the future growth
and development of the McCall Area. Because the contents of the
Comprehensive Plan are guidelines only, implementation of specific
projects, policies, and initiatives shall require approval by the City Council
and County Commissioners as the governing bodies for their respective
jurisdictions. The Plan will be reviewed annually and updated periodically
to continue to reflect the vision and priorities of the community.
MCCALL CITY COUNCIL
Jackie Aymon, Mayor
Nic Swanson, President
Marcia Witte, Council Member
Laura Scott, Council Member
Bob Giles, Council Member
Colby Nielsen, Council Member
Melanie Holmes, Council Member
Thomas Sowers, Council Member
VALLEY COUNT Y COMMISSION
Elting Hasbrouck, District 1
Gordan Cruickshank, Chair, District 2
Bill Willey, District 3
MCCALL AREA PLANNING AND ZONING COMMISSION
Scott Tunnell, Impact Area Representative
Amanda Thompson, City Representative
Fallon Fereday, City Representative
R. Derek Williamson, Impact Area Representative
Steve Callan, City Representative
Nancy Farnsworth, City Representative
Steve Clements, Impact Area Representative
MCCALL HISTORIC PRESERVATION COMMISSION
Brian Corcoran, Chairperson
Marlene Bailey
Sandi Hammond
Gary Thompson, Jr.
Jennifer Theise
CITY STAFF
Michelle Groenevelt, Community and Economic
Development Director
Nathan Stewart, Public Works Director
Delta James, City Planner
John Powell, Building Official
Morgan Bessaw, Permit Technician
Erin Greaves, Communications Manager
Garrett Mapp, GIS Analyst
John Driessen, GIS Technician
Carol Coyle, Grant Writer
CONSULTANTS
Bruce Meighen, Logan Simpson
Megan Moore, Logan Simpson
Krissy Gilmore, Logan Simpson
Miriam McGilvray, Logan Simpson
Jim Carter, Logan Simpson
Nick Foster, Kittelson & Associates, Inc.
Ellen Campfield Nelson, Agnew::Beck
Aaron Mondada, Agnew::Beck
Susan Becker, Zions Bank Public Finance
Jennifer Zung, Harmony Design and Engineering
McCallIn M ot I on
acknowledgMents
Thank you to everyone who participated in McCall In Motion by attending a meeting, taking
a survey, spreading the word, or in any other way to make McCall’s future brighter.
Volume 1: LAUNCH
(executive summary)............1
Volume 2: JUMP IN....................11
PLAN FRAMEWORK .......................................................14
Legal Authority.................................................................14
Planning Area................................................................... 14
PLAN STRUCTURE.......................................................... 16
Plan Themes and Organization....................................... 17
A COORDINATED VISION.............................................. 18
Relationship to Other Plans............................................ 18
Functional Plans........................................................................ 18
Specific Area Plans ...................................................................19
Private Property Rights .................................................. 21
History .............................................................................22
Volume 3: VISION In
Motion ..........................................27
INTRODUCTION ...........................................................28
Our Community Vision.................................................... 32
Our Character Vision ......................................................34
Our Economy Vision ........................................................36
Our Connections Vision ..................................................38
OUR PROCESS ...............................................................40
Outreach ..........................................................................42
BUILDING OUR VISION................................................. 47
Our Places .......................................................................49
Our Values ......................................................................50
Opportunities .................................................................52
Volume 4: EXISTING
CONDITIONS................................53
OUR CHARACTER ..........................................................57
Land Use and Development Overview ...........................57
Downtown McCall .......................................................... 62
OUR ECONOMY ...........................................................66
Housing Overview ...........................................................66
Economy Overview ..........................................................72
OUR CONNECTIONS ....................................................78
Transportation Overview ..............................................78
Recreation Overview .......................................................86
contents
Volume 5: DIVE DEEP..........91
INTRODUCTION .......................................................92
OUR CHARACTER GOALS AND POLICIES ................94
Community Character & Design ...............................94
Land Use (Future Land Use Plan)................................ 98
Land Use (Goals and Policies) .......................................104
Environment & Natural Resources .........................112
OUR ECONOMY GOALS AND POLICIES.................116
Population ...............................................................116
Housing .................................................................. 118
Economic Development ......................................... 121
Public Facilities, Utilities, Services ..........................124
Schools ....................................................................126
OUR CONNECTIONS GOALS AND POLICIES......128
Transportation ........................................................128
Trails/Pathways......................................................132
Parks and Recreation ..............................................136
Public Airport Facilities ...........................................138
Volume 6: REFLECT............141
INTRODUCTION .....................................................142
IMPLEMENTATION FRAMEWORK........................ 144
Work Plan and Strategic Plan................................ 144
Development Code ..................................................144
Partnerships............................................................ 144
ACTION MATRIX .....................................................146
Prioritization Criteria .............................................146
Matrix.......................................................................147
Our Character................................................................... 147
Our Economy ....................................................................159
Our Connections ............................................................. 168
contents
Maps/Figures
Map 2.1. Project Area.......................................................................................................................11
Figure 4.1. Population Projections .................................................................................................57
Figure 4.2. Current Zoning in Area of Impact ..............................................................................58
Map 4.2. McCall Area Zoning ..........................................................................................................59
Table 4.1. Residential Development Build-out Analysis ..............................................................60
Map 4.2. Likelihood of Change .......................................................................................................61
Table 4.2. Annual Municipal Cost per Household for Different Densities .................................65
Figure 4.3. Population and Housing Growth Trends ....................................................................67
Figure 4.4. Housing Types ...............................................................................................................68
Table 4.3. Percent of Homes Affordable by AMI ...........................................................................69
Table 4.4. Percent of Homes Affordable by Primary Industries .................................................70
Figure 4.5. Workforce Trends.........................................................................................................73
Figure 4.6. Seasonality Reflected in the Local Option Tax ..........................................................74
Figure 4.7. Top 10 Jobs by Industry and Annual Earnings ...........................................................75
Figure 4.8. Traded-Sector and Local-Sector US Average Wages ................................................76
Figure 4.9. 2015 Traffic Volumes on SH 55...................................................................................80
Map 4.3. Current Road Classifications ..........................................................................................81
Map 4.4. Bus Routes ........................................................................................................................83
Table 4.5. City Parks and Recreation Facilities .............................................................................86
Map 4.5. Park Level of Service ........................................................................................................87
Table 4.6. Parks and Recreation Programs ...................................................................................88
Map 5.1. Future Land Use Map ....................................................................................................103
Map 5.2. Overlays ..........................................................................................................................105
Map 5.3. Annexation Plan .............................................................................................................108
Map 5.4. Urban Renewal District .................................................................................................109
Map 5.5. Potential Local Housing Locations...............................................................................120
Map 5.6. Likelihood of Change .....................................................................................................125
Map 5.7. Planned Walkway and Bikeway Network ....................................................................137
McCall
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McCall Area Comprehensive PlanLaunch
VOLUME 1
2 | MCCALL IN MOTION
Launch
A comprehensive plan is the primary planning policy
document for a community. It is a long-term,
strategic plan with a guiding vision and strategies
for implementing the vision. The McCall Area
Comprehensive Plan will shape future decisions related to new
development, redevelopment, City programs, projects, budgets,
and services. Perhaps most importantly, the comprehensive plan
is the community’s voice. It provides the goals and prioritized
actions that ensure critical decisions will be aligned with what’s
important to the community. Because the contents of the
Comprehensive Plan are guidelines only, implementation of
specific projects, policies, and initiatives shall require approval
by the City Council and County Commissioners as the governing
bodies for their respective jurisdictions. The Plan will be reviewed
annually and updated periodically to continue to reflect the
vision and priorities of the community.
This Executive Summary serves as a map to the
contents of the entire Plan and summarizes the
planning process, big ideas, key opportunities, and
the high-priority implementation strategies.
Louie Lake Reflections
Image Credit: Lambrousse,
McCall Recreation
3McCall Area Comprehensive Plan |
4 | MCCALL IN MOTION
Launch
MCCALL IN MOTION
AT A GLANCE
Plan Organization
The Comprehensive Plan is organized into six volumes: that can either be read together as
one plan or as standalone magazines.
Volume 1: Launch - This Executive Summary summarizes the contents of the entire
Plan and summarizes the planning process, big ideas, key opportunities and objectives,
and the high-priority implementation strategies.
Volume 2: Jump In - Presents the role and powers of the Plan, relationships to other
plans, and the McCall Area development history.
Volume 3: Vision In Motion - Presents outreach and engagement of the McCall In
Motion process and the community vision. The vision presents a long-term view for what
residents want for the future of their community.
Volume 4: Existing Conditions - Presents a series of existing conditions that describe
key trends.
Volume 5: Dive Deep - Presents 12 plan elements organized by Plan Theme, their key
trends and issues, and goals and policies for each.
Goals set broad direction for the Plan by applying the community vision to the 12 plan
elements. They identify, for each element, what the Comprehensive Plan is trying to achieve.
Policies extend goals by providing more detail. They give more direct guidance on community
decision making, without specifying which tools to use. The Policies are implemented by
strategies (Volume 6).
Volume 6: Reflect - Outlines specific projects and strategies for City departments and
partners to undertake with recommended time-frames.
5McCall Area Comprehensive Plan |
Plan Themes
The Comprehensive Plan is organized
around three main themes:
Our Character centers on the
patterns of present and future land uses
and community design.
Our Economy covers primary assets
of a livable community, housing, and
economic sustainability.
Our Connections focuses on travel
connections in and around McCall
through formal means, such as by vehicle
and bicycle, but also connections to
nature and play through McCall’s parks
and recreation system.
These three themes are repeated through
each volume and serve as the foundation
of the Comprehensive Plan.
Although this Plan is written for
McCall Area locals, it is also written in
the spirit to include anyone who loves
McCall, anyone who lives and works
here, anyone who visited and fell in
love, anyone who shaped McCall’s
past and might shape its future.
Kids Biking at JMR
Image Credit: http://www.
jugmountainranch.com/about-
the-ranch/photo-gallery/
6 | MCCALL IN MOTION
The Planning Process
VISION IN MOTION
McCall In Motion began with Vision In Motion, the
community vision for the McCall Area (the City Limits and
Area of Impact), which focuses on the identification and
preservation of the area’s character, economy, connections,
streets, and pathways. McCall offers world-class recreation,
an unmatched quality of life, and small town mountain
character and charm. The Vision Statement and Themes
describe these unique qualities, and reaffirm the desire to
preserve McCall’s character with the onset of inevitable
changes and future growth. The visioning process began
with community input sessions.
Vision In Motion answered the following questions:
What do you love about McCall?
What would you change?
What are your big ideas for the future?
OUR VALUES
The passion of local residents was evident in the responses
received during the community vision process. Based on
the input from over 3,000 plan participants, a set of values
shared by both residents and visitors was identified:
McCall’s Mountain Character
and Small Town Feel
Access to Natural Resources
and Abundance of Recreation Amenities
A Family-Friendly Place
Healthy Living
An Intellectual Community
?
7McCall Area Comprehensive Plan |
OUR VISION
Plan participants articulated the overall community vision and objectives to accomplish the vision.
Our Vision
McCall is a diverse, small town united to maintain a safe, clean,
healthy, and attractive environment. It is a friendly, progressive
community that is affordable and sustainable.
Our Character
Encourage the mountain character that is unique to McCall,
representing a small town feel, while highlighting the natural setting
and a quality built environment.
Our Economy
Support public agencies, local businesses, entrepreneurship, and
recreational tourism, while providing a variety of housing types to
meet varied income levels and stages of life.
Our Connections
Foster a sense of exploration and seek to enhance the recreational
experience and mobility within the City for visitors and residents
through safe walkable places, diverse transportation modes, and
efficient transit choices.
8 | MCCALL IN MOTION
OUR BIG IDEAS
As part of the community outreach process for McCall In
Motion, a series of two community workshops were held
to give interested members of the public an opportunity
to review the fifteen big ideas that were generated by plan
participants during the visioning phase. The big ideas that
received the most support at the workshops include:
Housing Our Local
Community
Achieve a sustainable, year-round
community.
Moving Around McCall Improve mobility, a combination
of Moving in Comfort, Green
Connections, and Rethinking Our
Streets.
Grow Existing
Businesses and Our
Local Talent Pool
The importance of improved fiber-
optics and cell service is vital to
the success of existing businesses
and attracting new business to
McCall.
Our Relationship with
Water
Highlighting the lake and river as
assets to McCall and providing
additional public access.
Downtown Campus Participants were excited about
the idea of an expanded library and
central location for City services.
Improve on What We
Have
Fixing existing road surfaces
should be a priority before building
anything new.
Wooley Ave
2-WAY
BIKE PATH
BOARDWALK W/
SEATING & INTERPRETIVE
SIGNS
WOOLEY AVE.
Wooley Bike Path
Transit Hub/City Campus
9McCall Area Comprehensive Plan |
Wooley Ave
2-WAY
BIKE PATH
BOARDWALK W/
SEATING & INTERPRETIVE
SIGNS
WOOLEY AVE.
IMPROVED FACADES, ROOF LINES, CORNER ARCHITECTURE
EXTEND CURB
W/ PLANTING,SEATWALLS,
PAVING
BOULDER BARRIERS
RAISED (6") CROSSING PLAZA
PUBLIC PARK
FIRST STREET PARKING GARAGE
3-STORY GREENHOUSE
ROOF TOP
RESTAURANT
PARKEnhanced Lakefront Access
1st Street Parking Garage
Roadway Improvements
10 | MCCALL IN MOTION
DIVING DEEP
Creating a complete community requires more than a vision statement. The vision themes and big ideas
describe the type of place McCall should become. The way to realize the vision is contained in the plan
elements and corresponding goals, policies, and projects, as well as the Future Land Use Map.
The Comprehensive Plan identifies a number of individual projects to move the community vision forward.
Many of these can be accomplished under the umbrellas of multi-faceted major initiatives. The major
initiatives identified as having the highest priorities for implementation include:
1. Update McCall’s Development Codes.
• Managing Payette Lake lakefront residential
development
• Protections for sensitive lands and resources
• Codification of Design Guidelines
• Protection of view corridors
2. Plan and develop the Central Business District in
McCall as the heart of the community. Implement
the Downtown Master Plan.
• Develop a form-based approach to
development design in the Downtown
• Enhance and expand public and open spaces
• Create one new Urban Renewl Area
3. Maintain and expand McCall’s urban forest.
• Create development standards to protect
heritage trees and native vegetation
4. Build a stable year-round residential population
in McCall.
• Support stable employment opportunities
• Promote a variety of housing types and
options
4. Balance and diversify the local economy while
maintaining environmental compatibility. Promote
quality of life ‘place-making’ as the overarching
economic development strategy for McCall.
• Promote public art, pathways, parks, events,
and festivals
• Use environmental sustainability as an
economic development strategy
• Stabilize the economy with year-round
employment and high paying jobs
5. Increase transportation mode and route choices
to increase travel options and reduce reliance on
automobile travel.
• Plan, design, and develop a pedestrian system
that includes pedestrian trails and pathways
interconnected throughout McCall and
surrounding areas.
McCall
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McCall Area Comprehensive Plan
Jump InVOLUME 2
Summit Lake
Image Credit: Taylor, McCall Recreation
12 | MCCALL IN MOTION
13McCall Area Comprehensive Plan |
Jump In
McCall In Motion is an initiative founded on the
idea that land use and transportation are closely
linked. A combined process for the future of the
McCall area (the City Limits and Area of Impact)
will lead to a healthier, more economically competitive, and
socially equitable future. McCall In Motion updates both the
Comprehensive Plan and Transportation Master Plan, focusing
on the creation and preservation of the area’s character,
economy, connections, streets, and pathways. This integrated
approach maximizes efficiency and effectiveness of McCall’s
plans, continuing the efforts to create a more fun, efficient,
sustainable, and vibrant community. Collectively, the process to
develop these plans is called “McCall In Motion.”
McCall’s success today isn’t a fluke. It stems
from decades of community work, foresight, and
planning. This Plan seeks to continue to enhance
those qualities that make McCall a special place.
14 | MCCALL IN MOTION
Jump in
T he McCall Area Comprehensive Plan
is the City’s primary planning policy
document. It is a coordinated plan that
guides future development across the
City and Area of Impact. The City administers the
Area of Impact in partnership with Valley County.
The Comprehensive Plan’s policies guide decisions
related to new development, redevelopment,
programs, projects, budgets, and services. The
Comprehensive Plan is the community’s vision.
It integrates the concerns and expressions of
the community into goals and prioritized actions
to ensure critical decisions will be aligned with
what’s important to the community. Cities and
communities make decisions about the future
every day in response to new opportunities or
unexpected problems. A Comprehensive Plan is
one tool for helping to make these decisions, with
four distinctive features:
• It is long-range, looking ahead 10 – 20 years.
• It is comprehensive, looking at many different
aspects of the community.
• It is broad, looking throughout the City and
Area of Impact.
• It is purposeful, looking to address the needs
and desires of the community.
LEGAL AUTHORITY
In Idaho, the state law enables municipalities
to create a comprehensive plan to guide the
development of plans and programs.
Section 67-6508 of the Idaho Code (the Local
Planning Act) provides for a plan that includes
sections on private property rights; population;
economic development; school facilities; land use;
natural resources; hazardous areas; public services,
facilities, and utilities; transportation; recreation;
housing; community design; special areas or
sites; implementation; and any other component
that may be necessary. The comprehensive
plan provides direction for land use regulations,
including zoning, as well as other implementation
actions.
The McCall Area Comprehensive Plan is
recommended by the McCall Area Planning
& Zoning Commission, a joint commission of
City and Area of Impact residents, and adopted
by the McCall City Council and Valley County
Board of Commissioners. The Commission and
the governing boards were engaged routinely
throughout McCall In Motion.
PLANNING AREA
The planning area encompasses the City of McCall
limits and the Area of Impact. Idaho State Statute
requires that cities and counties establish areas of
city impact to provide a way for cities to grow in
a manner that is cost-effective for its residents,
to anticipate future infrastructure needs, and to
encourage urban development within cities. The
McCall Area of Impact extends around Payette
Lake, west to Club Hill Boulevard, and south
of Elo Road. The same City and County zoning
requirements apply to properties within the
McCall Area of Impact and are subject to land use
and development approval by the McCall Area
Planning and Zoning Commission (and respective
governing boards).
Plan Framework
15McCall Area Comprehensive Plan |
Payette
Lake
Little Payette
Lake
WForestSt
1st StN Mission StStibnite St
C
hadDr
Floyde S t
Rio Vista
BlvdMill RdKrahn Ln
S Samson TrlEastsi
deDr
M ather R
d
Morgan
D rWooley Ave
SpringM ountain B lv d
L i ck Cree k Rd
EDeinhard Ln
Elo Rd
WestMountainRdWDeinh a r d Ln Davis AveSMissionStBoydstunStWarrenWagonRdW
L
a
k
e
S
t
St
ateHwy55E L ak e S t
S 3r
d StN3rdStMAP 2.1: PROJECT AREA
0 1 20.5Miles
Legend
McCall Municipal Boundary
McCall Impact Area Boundary
Valley County Boundary
Legend
Lakes Payette River VVaall
ll
e
e
y
y
CCoouunnttyyAAdd
aa
mms
s
CCoouunnttyyMAP 2.1: PLANNING AREA
16 | MCCALL IN MOTION
Jump in
Plan Structure
The Comprehensive Plan is set up to
start at a broad and visionary level and
eventually narrow to be specific and
detailed. This section helps users of the
Plan understand how the parts fit together and
support one another. These sections were written
and sequenced to tell a story, and although no
part of the Plan is intended to stand alone, the
document can also be read like separate magazine
volumes, enabling readers to jump in and out of
the text as they wish. Individual volumes can be
downloaded and read separately.
17McCall Area Comprehensive Plan |
PLAN THEMES
During the visioning process, three major themes
emerged around McCall’s values. As a result, the
vision and corresponding goals and policies are
organized by the plan themes below:
Our Character centers on the patterns of present
and future land uses and community design.
Our Economy covers housing, economic suitability,
and the features that make McCall a livable
community.
Our Connections focuses on travel connections in
and around McCall through formal means, such
as by vehicle and bicycle, but also connections
to nature and play through McCall’s parks and
recreation system.
PLAN ORGANIZATION
Volume 1: Launch contains the Executive Summary,
which serves as an overview to the contents of the
entire Plan.
Volume 2: Jump In presents the role and powers
of the Plan, relationships to other plans, and the
McCall Area development history.
Volume 3: Vision In Motion presents a long-term
vision of what residents want for their future. It
also highlights outreach and engagement of the
McCall In Motion process.
Volume 4: Existing Conditions presents a series
of existing conditions and key trends on each
Comprehensive Plan theme.
Volume 5: Dive Deep presents 12 plan elements
separated by planning theme, their key trends and
issues, and goals and policies.
Goals set broad direction for the Plan by
applying the community vision to the 12 plan
elements.
Policies give more direct guidance on
community decision making, without
specifying which tools to use. The Policies are
implemented by specific strategies (Volume 6).
Volume 6: Reflect outlines specific projects or
strategies for City departments and partners to
undertake within a recommended timeframe.
Downtown at night
Image Credit: Hotel McCall
18 | MCCALL IN MOTION
Jump in
A COORDINATED VISION
RELATIONSHIP TO OTHER PLANS
The McCall Area Comprehensive Plan compiles previous goals and ideas from other plans. These
documents provide guidance on transportation planning, economic development, parks and recreation
planning, and are integrated to support land use policies as established by this plan. Each supporting
element is described in further detail below.
PLANS
McCall Area Transportation Master Plan (2017)
The McCall Area Transportation Master Plan
includes transportation planning elements for the
McCall area and contains relevant planning efforts
for future roadway networks for the City. Primary
elements include travel demand forecasts based
on socioeconomic projections; a multimodal
transit element supportive of bus and circulator
technologies; and a functional hierarchy of
roadways to enhance travel efficiency and safety.
West Central Mountains Economic Development
Strategy (2014)
The West Central Mountains Economic
Development Strategy represents a regional
vision for social and economic prosperity for the
cities of McCall, Donnelly, Cascade, and Meadows
Valley, as well as unincorporated areas of Valley
County. It identifies the strengths and economic
trends of the region’s economy, and develops long-
term strategies for leveraging these strengths.
It outlines short-term projects or programs that
harness local resources to achieve the vision.
McCall Area Pathways Master Plan (2012)
The McCall Area Pathways Master Plan evaluates
existing conditions, recommends improvements,
and outlines implementation strategies to create
a safe, efficient, and comprehensive pedestrian
and bicycle system and to guide the development
of related infrastructure and facilities.
City of McCall Historic Preservation Plan (2011)
The City of McCall Historic Preservation Plan
is intended to guide the Planning Commission
and the City in protecting McCall’s historic and
architectural character. The plan presents a vision
and mission, a list and mapping of the City’s
historic buildings, potential property nominations
to the National Register of Historic Places, and
preservation strategies and recommendations.
McCall Municipal Airport Master Plan (2007)
The McCall Municipal Airport Master Plan
provides a set of guidelines that will allow the
City of McCall to continue to improve the Airport
to meet safety, regulatory, and user needs. The
improvement plan includes projects necessary for
the Airport to meet existing FAA safety standards
for its current tenants and users, as well as
expansion projects throughout the next 20 years
to meet the needs of, and provide a high level of
service to, the existing and projected users.
McCall Parks and Recreation Master Plan (2006)
The Parks and Recreation Master Plan provides an
inventory of existing parks and recreation facilities
in McCall, assesses existing and future needs for
parks based on projected growth scenarios, and
makes recommendations for park improvement
projects, along with funding strategies to acquire
park lands and implement the improvement
projects. The plan also includes recommended
parks and recreation standards and guidelines.
This plan focuses on defining facility needs, not
recreational program development.
19McCall Area Comprehensive Plan |
SPECIFIC AREA PLANS
Downtown Master Plan (2013)
The Downtown Master Plan builds on previous City planning
efforts and creates a roadmap for future development and
redevelopment in Downtown McCall. The Downtown Master
Plan includes components of traditional downtown master
plans and also provides recommendations through the lenses
of economics and the arts. It provides a framework that
balances McCall’s unique character and lifestyle community
charm with economic growth in order to create a vibrant
Downtown McCall. This plan includes a build-out analysis that
measures the potential for future commercial development as
well as recommendations for physical improvements.
Business Park Planning and Design Charrette: Conclusions,
Recommendations and Framework Plan (2010)
The 2020 Business Park Framework Plan includes a conceptual
plan for a potential Business Park development located in
commercially zoned area within the McCall Area of Impact,
located north of Krahn Lane and west of Sampson Trail.
Downtown Parking Needs and Assessment (2009)
The Downtown Parking Needs Assessment of McCall’s
Central Business District and the immediate surrounding
areas presents existing conditions, future build out and
estimated parking demand, and recommended downtown
parking options. Parking data has been updated in the 2017
Transportation Master Plan.
McCall Lakefront Improvements: An Urban Renewal Project (2006)
This plan developed concepts for the redevelopment of the
Payette Lake waterfront in McCall’s existing urban renewal
district to strengthen pedestrian connectivity and enhance
the general character of the district with a unique waterfront
district.
Connecting McCall: Concept Plans for Lardo and West Valley
(2005)
Connecting McCall includes concept plans for the Lardo and
West Valley areas, as well as an analysis of the economic and
environmental characteristics of the areas. It was completed
with a technical assistance grant from the Environmental
Protection Agency (EPA).
Flying a paramotor
Image Credit: Kimble, G, McCall Recreation
20 | MCCALL IN MOTION
Jump in
New Sun Rising
Image Credit: Jones, C, McCall Recreation
21McCall Area Comprehensive Plan |
Private property rights encompass
not only the right to develop a
property, but the right to hold
and enjoy property as well. As
population increases and a greater number
of people live closer to each other, the
opportunities for land use conflicts also
increase. The City and County must balance
each individual’s rights with the property
rights of neighboring owners.
The Fifth Amendment of the United States
Constitution, as well as Article 1§14 of the
Idaho Constitution, ensure that private
property, whether it be land or intangible
property rights, not be taken by the
government absent of just compensation.
In addition, the Idaho State Legislature has,
in Chapter 80, Title 67, Idaho Code, enacted
statutory provisions requiring state and
local governments to ensure land use
policies do not result in a taking of private
property without just compensation by
utilizing, among other things, a takings
checklist generated and occasionally
amended by the Idaho Attorney General
in reviewing the potential impact of
regulatory or administrative actions on
private property.
Land use policies, restrictions, conditions,
and fees of the City of McCall and Area of
Impact should not violate private property
rights or create unnecessary technical
limitations on the use of property as
prescribed under the declarations of the
purpose in Chapter 80, Title 67, Idaho
Code and its subsequent amendments.
Accordingly, the following goals and policies
are adopted regarding property rights:
GOAL AND POLICIES
Goal: Protect fundamental private property
rights through all land use decisions made
in the McCall area pursuant to this Plan.
Policies:
1. Protect private property from being
taken for public use without just
compensation.
2. Design land use regulations to protect
the health, safety, and welfare of the
community, avoiding any unnecessary
conditions, delays, and costs.
3. Protect property rights of landowners
from arbitrary and discriminatory
actions.
4. Consider the protection and
preservation of private property rights
in the development of land use policies
and implementation standards and
regulations and as required by law.
5. Protect all persons from being deprived
of private property without due process
of law.
6. Strive for stable and consistent policies
regarding development densities
and requirements in the Plan and
implementing ordinances.
Private Property Rights
22 | MCCALL IN MOTION
Jump in
History of McCall
Early Village of McCall
The history of McCall is entwined in the ebb and
flow of four overlapping elements: recreation,
mining, forestry, and commerce. Mining had an
early and direct influence on the development of
the area for settlement. With the discovery of gold
in the Salmon River mountains, miners hurried
along the hazardous Packer John and Warren
trails that followed the west side of Payette Lake
two miles north of the river outlet. At that time
there was no permanent settlement on the south
shore of the lake, however the area near the outlet
of the river had long been a communal fishing
and hunting ground for Native American tribes
in the summer months. The lake was a sacred
and spiritual place where they could peacefully
rendezvous with others.
In 1878, the only cabin was at the north end of the
lake where the mail carrier could stop overnight
on his travels from Meadows to Warren. However,
the Chinook red and white fish were so abundant
that several commercial fisheries operated above
the lake at the time, sending fresh, salted, and
dried fish to the mining camps and south to the
Boise-Weiser areas.
The Meadows-to-Warren trail connection to
the promising mining areas prompted the
construction of the Warren Wagon Road. At the
time, officials were anticipating a future highway
linking southern and northern Idaho, and in 1891
the road was completed to Warren. Providing a
southwest approach from Meadows to Payette
Lake and the Salmon River mining communities
set the stage for the southern lakeshore to
become a vital commercial, recreational, forestry
and agricultural center for central Idaho. These
four elements became the basis for the creation
and continued development and expansion of the
unique community that is McCall.
Following in the tradition of the tribal rendezvous,
the lake has been a recreational destination from
the beginning. Several families, the first tourist
23McCall Area Comprehensive Plan |
campers on record, came to the southwest
shore in 1883 from Emmett and the nearby
Marsh-Ireton Ranch. Fourteen people in all, they
came in several covered wagons with four horse
teams and saddle horses. Camp was made on
the west side of the lake. They had no boats,
but built a raft from which to fish.
In the following two decades, several commercial
camps, hotels, private clubs, and church camps
provided recreational opportunities for visitors,
enhanced by scenic tours of the lake on “Jews
Harp,” Jack Wyatt’s 30-foot steamboat. The
Club Division (500 building sites), Ontario
Club, Sylvan Beach, Pilgrim Cove, Shady
Beach, Lakeview and Newcomb’s beaches
all had their beginnings then, along with the
construction of individual cabins along the
lakeshore. The recreational aspect of McCall
has since expanded into the four-season resort
community of today.
The catalyst for creating the town of McCall
was an emigrant family from Ohio and Missouri.
Tom and Louisa McCall were nearing their 50s
when they decided to strike out West for a new
life. They knew farm life in all its hardships and
harvests, and were looking forward to beginning
again. Tom, Louisa, and their three sons, Ben,
Dawson, and Ted, set off in the spring of 1889
for Long Valley with two wagons and teams
plus 25 head of cattle, numerous chickens, and
household supplies for their new home. Pulling
in at the south end of Payette Lake in June
they discovered a single resident, Sam Devers,
“History is who we are and why
we are the way we are.”
- David C. McCullough, Author and Historian
24 | MCCALL IN MOTION
who had squatter’s rights to 160 acres of prime
shoreline property. He was eager to move on and
agreed to trade his rights and cabin to Tom for a
wagon, team, and harness. Other settlers soon
proved up their land hugging the south shore and
Tom plotted a town site of four blocks out of his
original homestead.
In the early days, Tom McCall appropriated the
abandoned Lardo U.S. Post Office, originally
located ten miles south of the lake, and the area
was briefly known as “Lardo.” W.B. Boydstun
acquired the Lardo Post Office in 1903, and moved
it and the name to his homestead west of the river.
Honoring Tom as the father of the town, citizens
changed the name to “McCall.” The Village of
McCall was officially incorporated on July 19, 1911
by the Boise County Commissioners.
The 40 years following 1890 were a time of rapid
growth, and the McCall family and their colleagues
established a firm foundation for the town’s
character. Tom bought the Warren Gold Dredging
Company sawmill and established his lumber
business a block west of his home on the lakeshore.
This and subsequent mills supplied lumber for the
burgeoning homes, hotels, and business buildings.
With the arrival of the railroad in 1914 McCall
was established as a commercial center for the
surrounding area.
Forestry became an important influence in McCall
when Tom recognized the value of the new Payette
Forest Reserve created in 1905 by President
Theodore Roosevelt. At the time, the headquarters
were at Meadows, but Tom managed to have it
moved to McCall in 1908 by providing office space
in his new building and paying the $80 moving
expenses for the supervisor and his family.
The Forest Service and its Smokejumper Base has
maintained a prominent place throughout the
history of McCall and continues to be a major
contributor to daily life. The addition of an airport
in 1926 not only served the smokejumper program
but also provided easier access to backcountry
landing strips.
Tom and Louisa also laid the foundation for the
next generation of leadership. Carl and Ida Brown
and their family managed to build the sawmill
industry into a major contributor to the economy
of the town and central Idaho. Originally from New
England where his family owned an important
sawmill and lumber business, and armed with a
degree in business, Carl extended his reach beyond
Early Village of McCall Looking Eastward
25McCall Area Comprehensive Plan |
Special thank you to the McCall Historic Preservation
Commission for providing section text and the Central
Idaho Historical Museum for images.
the community to serve as state senator, representing
Valley County in the Idaho Legislature and later as an
Idaho Democratic National Committeeman.
The Boise-Cascade Company acquired the mill in
1964 and closed operations in 1977, removing
the “backbone” of McCall’s economy. The lumber
business ceased to exist in McCall and the sawmill
burned to the ground in 1984.
In 1905, several private lumber companies started a
cooperative venture to protect the forests from fire
and disease. Over the next ten years this developed
into a formal organization: The Southern Idaho Timber
Protective Association (SITPA). Members included
private timber companies, the State of Idaho, the
U.S. Forest Service, and the U.S. Department of
Agriculture. In the 1930s, SITPA managed some of
the Civilian Conservation Corps (CCC) camps in the
McCall area. Among many building projects by the
CCC was the headquarters compound for SITPA on
State Street in McCall. Finn craftsmen from the valley
supervised the construction of these log buildings
following the Finnish techniques for construction.
These buildings are on the National Historic Register
and currently house the Central Idaho Historical
Museum.
The ebb and flow of events in McCall have all been
leveling influences on the growth and development
of the area. It has maintained its village charm
through the good times of progress, the excitement
of MGM filming “Northwest Passage,” the addition
of the Shore Lodge and the Yacht Club, to an already
interesting town center, the discovery of a deep
water creature in the lake named “Sharlie,” and a
magic that touches all who come to its forests and
shores. The increasing growth rate of Boise’s Treasure
Valley has also resulted in more attention to McCall
for resort and vacation home development in recent
years. McCall has experienced many challenges
related to cyclical growth; increasing housing costs,
a need for workforce housing, continually improving
infrastructure, and supporting the changing
demographics of its residents.
The McCall Sawmill
Smokejumper Preparations
Horselogging on Payette Lake
McCallIn M ot I on
McCall Area Comprehensive Plan
Vision
In MotionVOLUME 3
Image Credit: Whipple, C
McCall Recreation
28 | MCCALL IN MOTION
Vision
V ision In Motion, the community vision for the
McCall Area (the City Limits and Impact Area)
focuses on the creation and preservation of the
area’s character, economy, and connections.
McCall’s community is remarkably passionate and desires to be
involved in many aspects of creating a great place to work, live,
and play. McCall offers world-class recreation, an unmatched
quality of life, and small town mountain character and charm.
The Vision Statement and Themes found within this document
demonstrate these unique qualities, and reaffirm a desire to
preserve McCall’s character with the onset of inevitable changes
and future growth. It will be a valuable tool to maintain and
update over the 20-year planning horizon.
McCall is a diverse, small town united to maintain
a safe, clean, healthy, and attractive environment.
It is a friendly, progressive community that is
affordable and sustainable.
In Motion
29McCall Area Comprehensive Plan |
Fun on the River
Image Credit: Isacson, McCall Recreation
30 | MCCALL IN MOTION
Vision
in motion
O ver the past decade, the City of
McCall has successfully planned and
implemented community visioning.
This is a process of developing
consensus on the type of future the community
seeks, and then deciding what is necessary to
achieve the vision. A vision statement captures
community members’ values and provides a
shared image of what they want their community
to become. These vision statements inspire
community members to work together to achieve
the overall vision and common goals. Moreover,
McCall can define the future course of development
through a community supported vision.
When asked, “What do you love about McCall?” the
overarching community responses included a sense
of pride, heritage, and place. People acknowledged
that this has resulted from being intentional and
thoughtful about growth and development.
OUR COMMUNITY VISION
The process to develop a revised vision for McCall
engaged thousands of residents over a year and a
half, beginning with a kickoff event in January 2016.
Through community forums, social media, surveys,
small meetings, and special events, residents
described their ideas for the area’s future. Based
on public input, the vision statement of the 2007
Comprehensive Plan was re-confirmed and will
continue as the vision for the McCall area.
The vision includes three vision themes: Our
Character, Our Economy, and Our Connections. Our
Character and Our Economy are themes specific
to the Comprehensive Plan, and Our Connections
overlaps and connects the Comprehensive Plan to
the Transportation Master Plan.
The vision statement embodies our commitment to
preserving the best of McCall and changing those
things that need to be changed. The vision answers
the question, “What sort of city do we want McCall
to be?” with a series of principles under each vision
theme that address the overall well-being of the
community.
Sunset
Image Credit: Farnsworth, McCall Recreation
31McCall Area Comprehensive Plan |
HOW TO READ THIS VOLUME
A Vision In Motion is a written
representation of the community’s
shared values and ideas for McCall’s
future. The following sections describe:
Our Vision - The community vision for
McCall In Motion, including an overarching
vision statement with three vision
themes.
Our Process - Explains the overall public
involvement process.
Building Our Vision - Aspects of McCall
that influence the community vision
largely agreed upon by the public. These
include McCall’s places and values.
Image Credit: Melissa Shelby Photography
32 | MCCALL IN MOTION
Vision
in motion
Our Vision
McCall is a diverse, small town united to maintain a safe,
clean, healthy, and attractive environment. It is a friendly,
progressive community that is affordable and sustainable.
Image Credit: Schon, McCall Recreation
33McCall Area Comprehensive Plan |
No thing was ever achieved
without enthusiasm.
Ralph Waldo Emerson
“”
Image Credit: Schon, McCall Recreation
34 | MCCALL IN MOTION
Vision
in motion
Our Character
Encourage the mountain character that is unique to
McCall, representing a small town feel, while highlighting
the natural setting and a quality built environment.
Image Credit August Wheeler Photography
35McCall Area Comprehensive Plan |
Protect and preserve McCall’s crown jewel, Payette Lake, water and air resources,
natural areas, and the scenic beauty of the region.
Utilize unique development tools to create a transition from commercial development
to residential development and provide open space.
Enhance and protect public access to nature, including Payette Lake and River, the
downtown waterfront, parks, and green space.
Preserve the character of McCall, placing emphasis on the scale, layout, uses, design of
buildings and public spaces, and provide unique restaurants and retail experiences.
Create a logical growth boundary that represents McCall’s direct area of influence.
Celebrate the culture of McCall and creativity of residents through public art.
Honor the strong sense of pride in the City’s history and heritage throughout McCall.
Emphasize residents’ quality of life through a strategy that considers the needs of the
various constituencies (full-time residents, visitors, and second homeowners).
36 | MCCALL IN MOTION
Vision
in motion
Our Economy
Support public agencies, local businesses, entrepreneurship,
and recreational tourism, while providing a variety of housing
types to meet varied income levels and stages of life.
Car Show
Image Credit: http://mccallchamber.org/press-room/photo-gallery/
37McCall Area Comprehensive Plan |
Ensure a strong and sustainable year-round economy of local businesses.
Strengthen the year-round economy with the addition of conference facilities and boutique
hotel venues. Anchor the economy with a healthy, vibrant downtown that supports the
diverse economic and employment needs of local residents.
Create a cultural, civic, and transportation focal point at downtown’s center to stimulate
community pride, efficient community services, and economic vibrancy.
Develop a flourishing community of arts and culture through institutions, public
installations, fairs/festivals, and an amphitheater.
Foster small businesses and emerging industries by developing incubator spaces.
Increase broadband capacity to support existing businesses and to encourage new small
business and telecommuting industries.
Support a variety of housing opportunities to allow people to live and work in McCall,
and to provide affordable opportunities for low- to middle-income employees, seniors, and
persons with special needs.
Advocate for the health and wellness of residents through continued, enhanced, and
expanded access to healthcare, nutritious food, and active living.
Expand educational enrichment programs for youth, and continuing education for adults
and seniors, through partnerships with the library and educational institutions.
38 | MCCALL IN MOTION
Vision
in motion
Our Connections
Foster a sense of exploration and seek to enhance the
recreational experience and mobility within the City for
visitors and residents through safe walkable places, diverse
transportation modes, and efficient transit choices.
39McCall Area Comprehensive Plan |
Image Credit: Tyler Schnur, https://visitidaho.org/trip-guides/
single-track-nirvana-4-must-ride-mountain-bike-trails/
Enhance recreational activities through a connected and integrated network of open
space.
Expand parks and recreation facilities to accommodate existing and future growth.
Maintain a broad range of recreation programs and services to meet the needs of a
diverse population.
Encourage walking, biking, and recreational activities through an easily accessible and
cohesive transportation system and pathway network.
Support and utilize public transportation, both within McCall and to the surrounding
cities in the West Central Mountain region.
Support, utilize, and recognize the airport as a contributor to McCall’s economy,
tourism, transportation system, and as a unique asset connecting McCall to Idaho
cities, backcountry, and beyond.
Commit to walking, biking, transit, and new types of streets to improve resident and
visitor mobility.
Create unique branded way-finding system(s) along trails, pathways, and throughout
the City.
Recognize the benefit of functional and high quality streets for improved regional
connectivity, economic development, and health.
40 | MCCALL IN MOTION
Vision
in motion
The McCall In Motion process began with
community input sessions. The following
questions were asked:
• What do you love about McCall?
• What would you change?
• What are your big ideas for the
future?
The responses were compiled to create a
community-supported vision. A diverse variety
of residents, businesses owners, public agencies,
non-profits, second homeowners, community
groups, and visitors engaged in the process.
While many of the values identified in the 2007
Comprehensive Plan were reaffirmed, some new
ideas emerged. The result of this phase included
identification of key values. In tandem with each
event or workshop there were supporting online
surveys and questionnaires, which contributed to
a response rate of over 3,000 participants.
The process provided an opportunity for
the community and visitors to voice their
values, describe pressing needs, and prioritize
opportunities. Representation from different
groups was balanced due to the number of
outreach tools used. Key highlights of the outreach
are described on the following pages.
Activities included attendance at numerous
community events, presentations to schools,
community groups, and committees, and personal
interviews. The purpose of the McCall In Motion
engagement was to be fun so participants were
encouraged to be playful and open-minded.
Giveaways such as frisbees, drink cozies,
temporary tattoos, and brochures, all featuring
the project logo and/or website, were distributed
at community events. This inspired optimism and
a freedom to unveil new and innovative ideas that
may not have otherwise been suggested. The result
was a series of statements that, when combined
with McCall’s values, helped create the foundation
for the Comprehensive Plan Vision.
A COMMUNITY DRIVEN VISION
The process for McCall In Motion not only engaged
the entire community, but embraced McCall’s
history, culture, and environment. The process
strengthened the McCall community and built
consensus among different groups.
OUR PROCESS
41McCall Area Comprehensive Plan |
McCall City Council presents their one-word vision for McCall
42 | MCCALL IN MOTION
Celebratory Kickoff Event
Both of the McCall Area Comprehensive
Plan Update and Transportation Master
Plan processes were launched at the
Winter Carnival parade with the main
purpose of raising awareness and
excitement of the planning effort.
Location: Citywide
Intended audience: General Public,
Visitors
Community Listening Sessions
Over three days, the community had the
opportunity to sign up for a one-on-one
30 minutes interview with the planning
team. The intent was for the project
team to get to know the community and
identify common themes and preliminary
values.
Location: The HUB, Public Library,
Bistro 45
Intended Audience: Community Groups,
Public Agencies, Decision Makers,
Business Owners, Realtors, General Public
Chalk It Up, McCall – What Moves
you About McCall?
Chalkboards were placed throughout
McCall. The Chalkboards asked
residents, “What moves you?” about
McCall. The Chalk It Up outreach was
intended to be fun and to reach people
who may not otherwise participate.
Location: Citywide
Intended Audience: General Public
McCall In Motion Outreach
Rise and Share Committee
Appreciation Breakfast
Members of City Committee and
Governing Boards attended an
appreciation breakfast focused
on visioning and opportunities for
McCall. Participants shared what
they love about McCall and what they
value for the future.
Location: City Hall
Intended Audience: City advisory
groups, McCall Area Planning and
Zoning, McCall Redevelopment
Agency, City Council, and the County
Commission
Tagline Youth Contest
High School students participated
in a contest to brand the Plan and
develop a tagline.
Location: McCall-Donnelly HS
Intended Audience: High School
Students
43McCall Area Comprehensive Plan |
4th of July, Chalk It Up
The McCall In Motion Chalk It Up
event, held in conjunction with the
4th of July McCall Lakeside Liberty
Fest, provided attendees the
opportunity to get creative with
chalk art and related activities and
continue to engage residents and
visitors in the visioning process.
Location: Lakeside Liberty Festival
Intended Audience: General Public,
Visitors
Creating a Vision Open House
Community members visited with the
project team at the McCall Public Library
at two public open house events to
refine the vision for McCall. Participants
were asked what they love about McCall,
reviewed draft vision statements, and
shared their thoughts on preliminary big
ideas and opportunities.
Location: Public Library
Intended Audience: General Public
Roseberry Music Festival
The project team set up a tent at
Roseberry Music Festival to present
the Draft Vision and to confirm that
each vision theme encompassed
the community’s values.
Location: Roseberry
Intended Audience: General Public,
locals
Community Resource Fair
The project team set up at the
Community Resource Fair to present
preliminary vision themes and to confirm
that each vision theme encompassed the
community’s values.
Location: Alpine Village
Intended Audience: Kids and Families
Targeted Outreach
Second-home owners were interviewed
and invited to provide feedback
throughout the process.
Location:
Intended Audience: Second-home
owners
44 | MCCALL IN MOTION
Key Initiatives Workshop
A Key Initiatives meeting was held for
organizations and community groups to
share information on anticipated projects
or initiatives in the McCall area. Although
every initiative is important and generally
supported by the community, it is crucial
to prioritize and strategically coordinate
initiatives rather than diluting resources
to accomplish all projects at once.
Location: Forest Service Building
Intended Audience: Community
organizations
Big Ideas Workshops
Two workshops, as well as a
corresponding online survey, were
held to give interested members of the
public an opportunity to review publicly
generated big ideas for the McCall area,
prioritize those big ideas, and answer key
questions about each idea.
Location: Forest Service Building, High
School
Intended Audience: Everyone
Big Ideas Boise Outreach
As part of the Big Ideas outreach, the
project team set up a booth at the Boise
Farmers’ Market to gather input on the
big ideas and to hand out postcards
directing participants to an online survey.
A selection of interested second-home
owners were also interviewed at this
stage.
Location: Boise Farmers Market
Intended Audience: Visitors
Selfie Spots
Selfie Spots were placed in six
locations around town. Participant
were encouraged to find all six and tag
themselves using the #McCallinMotion.
Location: Throughout the City
Intended Audience: Everyone
Deep Dive Open House
An open house was held for the
public to review preliminary goals
and policies, as well as provide input
on where the project team should
provide more detail, revise, or drop a
goal or policy. Results from the focus
groups outreach were displayed.
Location: McCall Golf Club
Intended Audience: General Public
Deep Dive Focus Groups
A series of focus groups were set
up to review preliminary goals and
policies based on each plan subject.
Interested participants were asked
to review the goals and policies and
provide input on where the project
team should provide more detail,
revise, or drop a goal or policy.
Location: McCall Golf Club
Intended Audience: Elected
Officials, agency representatives,
community group representatives,
design communities, City of McCall
employees, and the general public
45McCall Area Comprehensive Plan |
Informational Presentations
As a way to engage specific stakeholder
groups, the project team gave
presentations explaining the McCall
In Motion process at key outreach
milestones.
Location: City Hall
Intended Audience: Boards and
Commissions, Stormwater Training
attendees, Rotary Club, Payette Forest
Coalition, McCall Area Chamber of
Commerce ‘Business After Hours’,
Airport Advisory Committee, and McCall
Redevelopment Agency
The “Wine” Down
A plan hub was set up at Bistro 45 for a
full day in order to give a range of times
for participants to stop by. Participants
were asked to prioritize projects that
they felt were most important to the
Comprehensive Plan and Transportation
Master Plan.
Location: Bistro 45
Intended Audience: General Public
Projects Mobile Outreach
The project team set up materials on
Comprehensive Plan and Transportation
Master Plan projects at three mobile
stations throughout the City.
Participants were encouraged to
participate in the activity at that time,
by jumping online, or by attending the
Plan Hub.
Location: The Library, Ridley’s Market,
and the Barbara Morgan Elementary
School
Intended Audience: General Public
Draft Plan Review Outreach
TBD
Location: TBD
Intended Audience: General Public,
Planning & Zoning Commission, City
Council, County Commissioners,
business community
Other Outreach
Project updates and online outreach
was facilitate through the City’s
website, Facebook page, online surveys,
emails, and City Source.
Location: Online
Intended Audience: Everyone
Community Group Outreach
Locally active community groups were
engaged, including the Rotary Club,
the Chamber of Commerce, Arts and
Humanities Council, and others.
Location: Varied
Intended Audience: Community Groups
46 | MCCALL IN MOTION
Vision
in motion
Image Credit: JP, McCall RecreationImage Credit: Jewell, J, McCall Recreation
47McCall Area Comprehensive Plan |
BUILDING OUR
VISION
T he Community Vision was inspired by McCall’s
places and values and refined by the community.
Protecting the intangible qualities that collectively
encompass McCall and celebrating the City’s
historic significance was essential to the visioning effort. The
goal was to create a vision of how McCall should look in future
years, how the community moves and connects with the
environment, how development will be managed to achieve
that outlook, and how the City will evolve to meet future
needs.
48 | MCCALL IN MOTION
Image Credit: Top: Otak Planning and Design, Bottom: Accessed from: http://mccallchamber.org/wp-content/gallery/scenic/Mountain-Stream.JPG
49McCall Area Comprehensive Plan |
Set between forested mountains and the shores of
Payette Lake, McCall buzzes with activity as residents
enjoy water sports, hiking, dining, skiing, and sunshine.
McCall is part of a magnificent
landscape that is the backbone of
the community. The combination
of Payette Lake, the mountain
and ridgeline horizons, forested hillsides, glacial
moraines, Payette River, and other landscape
features provide both a beautiful setting and strong
identity to the area. McCall’s natural places are a
key component of what makes McCall great, and
play a foundational role for the community vision.
Key places of significance highlighted by the public
during McCall In Motion include:
Payette Lake and Shoreline - Commonly referred to
as the “Crown Jewel” of McCall, Payette Lake is the
centerpiece of activity. The first glimpse of Payette
Lake when entering downtown McCall leaves a
lasting impression on anyone who has visited. It has
limitless recreation opportunities and memorable
beauty. Numerous City waterfront parks like Davis
Beach, Brown Park, Legacy Park, Art Roberts Park,
Rotary Park, as well as Ponderosa State Park and
regional trail systems are highlighted as areas of
community importance.
Downtown - Known as “the heart” of the City,
McCall’s downtown is an essential component,
providing a gathering place for the community and
a sense of arrival for visitors. Downtown hosts a
mix of activities including commercial, institutional,
civic, and residential. McCall’s unique downtown is
bustling but quaint and still retains a small-town
atmosphere. Many residents reported the desire to
update downtown’s buildings and services, while
keeping the historic mountain town character.
Surrounding Wilderness - Beyond the McCall
Area is a significant resource of forests, pristine
river canyons, and rugged mountains. McCall is a
gateway to the Frank Church River of No Return
Wilderness–the second largest designated federal
wilderness area in the Lower 48.
Payette River National Scenic Byway - The most
renowned asset within the transportation system
is the Payette River National Scenic Byway (SH55),
a north/south trending highway running through
the region that connects the Boise area to the
West Central Mountains. The route, along with
US Highway 95 in Meadows Valley, are critical not
only to the regional transportation network, but for
tourism.
Our Places
50 | MCCALL IN MOTION
The enthusiasm towards community
engagement and passion of local
residents was evident in the responses
received during the community vision
process. The following is a summary of residents
and visitors shared values. It does not include every
value mentioned, but attempts to summarize
shared values that were mentioned most frequently.
MOUNTAIN CHARACTER AND SMALL TOWN FEEL
In the Community Choices survey, the number one
value for residents and visitors is the mountain
character and small town feel of McCall. The
character is defined by the natural setting, open
space, agricultural lands, good air and water
quality, community events, a unique local business
mix, and character of the built environment.
These aspects are a priority for McCall residents
to preserve and feature. Buildings, streets, and
public places should exhibit creative, high quality
design that exceeds code minimum standards and
is appropriately scaled to McCall’s small, mountain
town setting.
ACCESS TO NATURAL RESOURCES AND
ABUNDANCE OF RECREATION AMENITIES
Access to natural-based amenities and an abundance
of recreational opportunities were ranked second
and third in the top reported values for McCall.
These features are part of what make McCall a
thriving destination for visitors and place to live for
residents. Although recreation activities and access
to Payette Lake and River should be maintained,
residents also value environmental protection. The
community embraces environmental sustainability
by managing its impact on the environment,
including water and air quality, wildlife, soundscape,
the natural landscape, and trees. The saying used
by one resident to illustrate this point was, “Don’t
kill the goose that laid the golden egg.”
A FAMILY-FRIENDLY PLACE
Residents and visitors think of McCall as a place
for families, and value that quality for the future.
Participants want to see family-friendly businesses,
as well as additional recreational programing that
accommodates families at local parks.
Our Values
Image Credit: Brundage Mountain, http://brundage.com/41342/winter-carnival-101/
51McCall Area Comprehensive Plan |
HEALTHY LIVING
McCall residents value a safe, clean, and
healthy community. They support expanding
health infrastructure, education, and wellbeing
initiatives. According to a press release from
the State of Idaho Central District Health
Department, the population is active and
healthy, ranking 6th in the nation in health
outcomes. McCall residents are proud of the
local healthcare system, noting that for such a
small city, they have the healthcare services of
a large metropolitan area.
AN INTELLECTUAL COMMUNITY
Participants value opportunities for
personal fulfillment and programs for arts,
entertainment, and skill development.
Intellectual activities are important to the
community moving forward. McCall has a
renowned K-12 education system and it is
important to residents that the education
system is supported. The community desires
to leverage partnerships with the University
of Idaho McCall Outdoor Science School and
state universities for continuing education.
The desire to expand the public library was
frequently mentioned, as well as the need for
a performaning arts venue to house music and
cultural events. Public art should be supported,
and programs should continue to reach all ages
and ability levels.
“The children who are here now are the
future of McCall, and we would do well
to make this town a place to stay, live,
and raise their own families.”
- Vision Survey Participant
Image Credit: Top: https://visitidaho.org/trip-guides/cele-
brate-4th-july-idaho/ Bottom: http://mccallchamber.org/press-room/
photo-gallery/
52 | MCCALL IN MOTION
Vision
in motion
Opportunities
PEDESTRIAN AMENITIES AND PATHWAYS
There is an overwhelmingly strong desire by
the public to invest in pathway and sidewalk
connections. Specific locations were mentioned
and recorded, but the desire seems to encompass
the entire McCall area.
ECONOMIC DIVERSIFICATION AND JOB GROWTH
Residents are concerned with the seasonality
of the economy. Participants advocated for
professional employment opportunities and year-
round employment opportunities to stabilize
the economy. Participants were keenly aware
of the need to address increasing housing costs
and community livability as part of a long term
economic diversification strategy. It is important
to residents that entrepreneurship is encouraged,
and a strong local business presence is maintained
and encouraged.
INFRASTRUCTURE AND TRANSPORTATION
Deficient infrastructure was a top concern reported
by the public. Residents placed importance on
having a streets, sidewalk, and municipal services
network that will sustain the growing population.
Solutions to traffic congestion, improving current
roads, and ensuring safe driving conditions in
all seasons were of particular importance to the
community. Concerns ranged from the need to
improve winter driving conditions to diverting
truck traffic around downtown. Although many
participants mentioned the need for traffic signals,
the desire to keep transportation decisions in-line
with community character was strong.
HOUSING
To support the sense of community in McCall,
residents want those who work in the City to be able
to afford to live in the City. The lack of diversified
housing, in both type and price, was noted as a
great concern for the McCall community. Currently,
there is little affordable housing to support the
local and seasonal workforce. Diversified housing
options should support this demand.
McCall
I n M ot I on
McCall Area Comprehensive Plan
Existing
conditions VOLUME 4
Image Credit: Baxter, McCall Recreation
54 | MCCALL IN MOTION
55McCall Area Comprehensive Plan | 55 McCall Area Comprehensive Plan |
Existing
conditions
This segment presents a series of existing
conditions or “snapshots” that provide
an overview of baseline conditions and
define how these conditions influence
the policies, actions, and focus areas for the McCall-
Area Comprehensive Plan and Transportation
Master Plan Updates, known as McCall In Motion.
The snapshots are not an exhaustive inventory,
but focus on data to inform the Plans. Each
section tells the story of McCall – now and the
future trends.
our character
our economy
our connections
Image Credit: Beltran, L, McCall Recreation
56 | MCCALL IN MOTION
Existing
conditions
56 | MCCALL IN MOTION
Our Character
centers on the patterns of present and future land
uses and community design.
Our Economy
covers primary assets of a livable community, housing,
and economic sustainability.
Our Connections
focuses on travel connections in and around McCall
through formal means, such as by vehicle and bicycle,
but also connections to nature and play through
McCall’s parks and recreation system.
Volume Organization
U sing the best available data from the City of
McCall, Valley County, the State of Idaho, the
U.S. Census Bureau, and other sources, data
and trends were researched and synthesized
into the three planning themes:
57McCall Area Comprehensive Plan |
Community character is what draws people to McCall. The natural
and physical features and historical development patterns have
created a unique character that residents would like to preserve.
Land use, today and in the future, is at the heart of community
planning. Future land use decisions will affect all aspects of life in McCall,
including traffic, noise and air quality, opportunities for jobs, housing and
business development, community character and design, and the need for
public facilities and services. As the City continues to grow, the community
must decide how to capitalize on change while recognizing that its well-
being is affected by the policies and decisions made today.
POPULATION GROWTH
According to the most recent census estimate available (2015), McCall’s
population is approximately 3,106. The population is projected to slowly
increase to 6,503 by 2040, as shown on Figure 4.1. These projections do
not show anticipated increases in the visitor and second-home populations,
which are growing at a much faster rate than the permanent residential
population. From 2000 to 2014, the number of second-home housing units
increased 128% while the number of permanent housing units decreased
6%.
OUR CHARACTER
Figure 4.1: Population Projections
Actual Projected Growth Rate: 3%Source: American Community Survey
Image Credit: Carr, McCall Recreation
58 | MCCALL IN MOTION
Existing
conditions
58 | MCCALL IN MOTION
McCall is a mountain town community, offering
primarily low-density residential development.
Today, half of the City’s developable land is
occupied by, or is zoned for, single-family
residential uses. The remaining land is divided
among higher-density residential uses, the Central
Business District, commercial and industrial uses,
and public lands. In recent years, more mixed-use
and multifamily residential projects have been
built in the City, specifically downtown and along
the Third Street Corridor. Outside City limits, land
uses in the Area of Impact are primarily large-
lot rural and estate residences, master-planned
communities, agriculture, and public lands.
Land in McCall’s planning area, the City and
surrounding Area of Impact, is broken down
into the categories shown in Figures 4.2 below
and Map 4.1 on page 61. Zoning designations
specifically define what use is currently allowed
on a specific parcel, llowed on a specific parcel,
and outline design and development guidelines for
those intended uses such as setbacks, minimum
lot sizes, buffering and landscaping requirements.
Land Use and Development Overview
1%
0%2%1%1%
7%0%
14%
3%
15%
56%
Zoning Airport (177 Acres)
Central Business District (43
Acres)
Community Commercial (328
Acres)
Civic (175 Acres)
Industrial (177 Acres)
Residential (1 Acres lots 1111
Acres)
High Density Residential (10
Acres)
Low Density Residential (2468
Acres)
Medium Density Residential
(473 Acres)
Rural Residential Estate (5
Acre lots 2522 Acres)
Rural Residential (10 Acres
lots 9556 Acres)
1%
0%2%1%1%
7%0%
14%
3%
15%
56%
Zoning Airport (177 Acres)
Central Business District (43
Acres)
Community Commercial (328
Acres)
Civic (175 Acres)
Industrial (177 Acres)
Residential (1 Acres lots 1111
Acres)
High Density Residential (10
Acres)
Low Density Residential (2468
Acres)
Medium Density Residential
(473 Acres)
Rural Residential Estate (5
Acre lots 2522 Acres)
Rural Residential (10 Acres
lots 9556 Acres)
Figure 4.2: Current Zoning in Area of Impact
1%
0%2%1%1%
7%0%
14%
3%
15%
56%
Zoning Airport (177 Acres)
Central Business District (43
Acres)
Community Commercial (328
Acres)
Civic (175 Acres)
Industrial (177 Acres)
Residential (1 Acres lots 1111
Acres)
High Density Residential (10
Acres)
Low Density Residential (2468
Acres)
Medium Density Residential
(473 Acres)
Rural Residential Estate (5
Acre lots 2522 Acres)
Rural Residential (10 Acres
lots 9556 Acres)
1%
0%2%1%1%
7%0%
14%
3%
15%
56%
Zoning Airport (177 Acres)
Central Business District (43
Acres)
Community Commercial (328
Acres)
Civic (175 Acres)
Industrial (177 Acres)
Residential (1 Acres lots 1111
Acres)
High Density Residential (10
Acres)
Low Density Residential (2468
Acres)
Medium Density Residential
(473 Acres)
Rural Residential Estate (5
Acre lots 2522 Acres)
Rural Residential (10 Acres
lots 9556 Acres)
1%
0%2%1%1%
7%0%
14%
3%
15%
56%
Zoning Airport (177 Acres)
Central Business District (43
Acres)
Community Commercial (328
Acres)
Civic (175 Acres)
Industrial (177 Acres)
Residential (1 Acres lots 1111
Acres)
High Density Residential (10
Acres)
Low Density Residential (2468
Acres)
Medium Density Residential
(473 Acres)
Rural Residential Estate (5
Acre lots 2522 Acres)
Rural Residential (10 Acres
lots 9556 Acres)
1%
0%2%1%1%
7%0%
14%
3%
15%
56%
Zoning Airport (177 Acres)
Central Business District (43
Acres)
Community Commercial (328
Acres)
Civic (175 Acres)
Industrial (177 Acres)
Residential (1 Acres lots 1111
Acres)
High Density Residential (10
Acres)
Low Density Residential (2468
Acres)
Medium Density Residential
(473 Acres)
Rural Residential Estate (5
Acre lots 2522 Acres)
Rural Residential (10 Acres
lots 9556 Acres)
1%
0%2%1%1%
7%0%
14%
3%
15%
56%
Zoning Airport (177 Acres)
Central Business District (43
Acres)
Community Commercial (328
Acres)
Civic (175 Acres)
Industrial (177 Acres)
Residential (1 Acres lots 1111
Acres)
High Density Residential (10
Acres)
Low Density Residential (2468
Acres)
Medium Density Residential
(473 Acres)
Rural Residential Estate (5
Acre lots 2522 Acres)
Rural Residential (10 Acres
lots 9556 Acres)
1%
0%2%1%1%
7%0%
14%
3%
15%
56%
Zoning Airport (177 Acres)
Central Business District (43
Acres)
Community Commercial (328
Acres)
Civic (175 Acres)
Industrial (177 Acres)
Residential (1 Acres lots 1111
Acres)
High Density Residential (10
Acres)
Low Density Residential (2468
Acres)
Medium Density Residential
(473 Acres)
Rural Residential Estate (5
Acre lots 2522 Acres)
Rural Residential (10 Acres
lots 9556 Acres)
Acres)
1%
0%2%1%1%
7%0%
14%
3%
15%
56%
Zoning Airport (177 Acres)
Central Business District (43
Acres)
Community Commercial (328
Acres)
Civic (175 Acres)
Industrial (177 Acres)
Residential (1 Acres lots 1111
Acres)
High Density Residential (10
Acres)
Low Density Residential (2468
Acres)
Medium Density Residential
(473 Acres)
Rural Residential Estate (5
Acre lots 2522 Acres)
Rural Residential (10 Acres
lots 9556 Acres)
1%
0%2%1%1%
7%0%
14%
3%
15%
56%
Zoning Airport (177 Acres)
Central Business District (43
Acres)
Community Commercial (328
Acres)
Civic (175 Acres)
Industrial (177 Acres)
Residential (1 Acres lots 1111
Acres)
High Density Residential (10
Acres)
Low Density Residential (2468
Acres)
Medium Density Residential
(473 Acres)
Rural Residential Estate (5
Acre lots 2522 Acres)
Rural Residential (10 Acres
lots 9556 Acres)
1%
0%2%1%1%
7%0%
14%
3%
15%
56%
Zoning Airport (177 Acres)
Central Business District (43
Acres)
Community Commercial (328
Acres)
Civic (175 Acres)
Industrial (177 Acres)
Residential (1 Acres lots 1111
Acres)
High Density Residential (10
Acres)
Low Density Residential (2468
Acres)
Medium Density Residential
(473 Acres)
Rural Residential Estate (5
Acre lots 2522 Acres)
Rural Residential (10 Acres
lots 9556 Acres)
1%
0%2%1%1%
7%0%
14%
3%
15%
56%
Zoning Airport (177 Acres)
Central Business District (43
Acres)
Community Commercial (328
Acres)
Civic (175 Acres)
Industrial (177 Acres)
Residential (1 Acres lots 1111
Acres)
High Density Residential (10
Acres)
Low Density Residential (2468
Acres)
Medium Density Residential
(473 Acres)
Rural Residential Estate (5
Acre lots 2522 Acres)
Rural Residential (10 Acres
lots 9556 Acres)
By the Numbers 3,106
full time population
(2015 U.S. Census
Bureau)
3,481
total housing units
10 square miles in
the City of McCall
35square miles in
the City and Area of
Impact
Airport (177 Acres)
Central Business District (43 Acres)
Community Commercial (328 Acres)
Civic (175 Acres)
Industrial (177 Acres)
High Density Residential - 16 units/acre (10 Acres)
Residential - 8 units/acre 1 Acre lots (1111 Acres)
Medium Density Residential - 4 units/acre (473 Acres)
Low Density Residential (2468 Acres)
Rural Residential Estate - 5 Acre lots (2522 Acres)
Rural Residential - 10 Acre lots (9556 Acres)
Payette
Lake
Little Payette
Lake
WWoooolleeyy AAvvee
SSpprriinnggMM oouunnttaaiinnBB llvvdd
LL ii cckk CCrreeeekk RRdd
E Deinhard LnE Deinhard Ln
Elo RdElo Rd
West Mountain RdWest Mountain RdWWDDeeiinnhhaarrdd LLnn N Mission StN Mission StDavis AveDavis AveSSMMiissssiioonnSSttBoydstun StBoydstun StWWaarrrreennWWaaggoonnRRddW
L
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t
SStt
aatteeHHwwyy5555S 3rd StS 3rd StNN33rrddSSttMAP 4.2: MCCALL AREA ZONING
0 1 20.5Miles
Land Use Layers
Zones
Civic CV
Airport AP
Industrial I
Central Business District CB
Community Commercial CC
High Density Residential R16
Medium Density Residential R8
Low Density Residential R4
Residential (1 Acre)R1
Rural Residential Estates (5 Acres)RE
Rural Residential (10 Acres)RR
Base Layers
Municipal Boundary Existing River Lakes Roads Parcels STATE USFS
MAP 4.1: MCCALL AREA ZONING
60 | MCCALL IN MOTION
Existing
conditions
60 | MCCALL IN MOTION
ZONING DISTRICT Units per Acre Acres of
Developable Land
Additional Units at
Maximum Build-out
R1 - Residential (1 Acre)1 Units/Acre 1,277 Acres 1,277
R16 - High Density Residential 16 Units/Acre 0.75 Acres 12
R4 - Low Density Residential 4 Units/Acre 1,838 Acres 7,352
R8 - Medium Density Residential 8 Units/Acre 524 Acres 4,192
RE - Rural Residential Estates .2 Units/Acre 1,509 Acres 301.8
RR - Rural Residential .1 Units/Acre 2,656 Acres 265.6
TOTAL 13,400.4
Table 4.1: Residential Development Build-out Analysis based on Current Zoning
DEVELOPMENT POTENTIAL
The McCall Area has substantial land available for
additional growth1. Developable lands are located
within the City limits and in the Area of Impact2,
and development is also possible on adjacent
Idaho state lands. These areas include vacant,
undeveloped, or redevelopable residential lands.
One measure used to understand the potential for
development in the future is a build-out analysis.
While it is unlikely that every parcel within the
planning area will be developed to its maximum
potential, analyzing and understanding the extent
of development potential is useful. Based on the
current undeveloped land within each zoning
district, the McCall Area (City limits and Impact Area)
has capacity for an estimated additional 13,400
residential dwelling units (Table 4.1) that, based on
the 2015 American Community Survey average
household size of 2.91, could accommodate
approximately 38,000 additional people.
This is a scenario for planning purposes and is not an
adopted policy. Even if these estimates are reduced,
the analysis points to an obvious conclusion—
there is available land for significant additional
residential development within the McCall Area.
This development potential affords the City an
opportunity to create and maintain efficient land
use patterns that reduce the need for inefficient
roads and utility infrastructure. Strategically
placed local services, retail, and recreation areas
could also reduce the lengths of trips for residents
and facilitate walking and bicycling as alternatives
to auto use.
1 The vacant/developable land use designations discussed in this section are based on available information as of fall
2016 and were derived through an analysis of current parcel data (classified by Valley County property records) and zoning
data.
2 Idaho State Statute requires that cities and counties establish areas of city impact to provide a way for cities to
grow in a manner that is cost effective for its residence, to anticipate future infrastructure needs, and to encourage urban
development within cities. The McCall Impact Area extends around Payette Lake, west to Club Hill Boulevard, and south of Elo
Road. The City of McCall zoning requirements apply to properties within the McCall Impact Area and are subject to land use
and development approval by the McCall Area Planning and Zoning Commission.
Source: City of McCall
Payette
Lake
Payette
Lake
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Krahn LnKrahn Ln
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N Mission StN Mission StSSttaatteePPaarrkkRRddNNiissuullaaRRddLLiicchheennLLnnSvc RdSvc RdLLuuppiinneeLLnnMMiiggrraattoorryyRRiiddggeeWWaayyMMoorrggaann DDrr
SSuu nn dd aa nncceeDDrrRRaa ww hhiiddeeLLooooppRRiivveerrRRaanncchhRRdd HHuucckklleebbeerrrryyLLoooopp
WW DDeeiinn hh aa rr dd LLnn
FFaawwnn lliillllyy DD rr S Samson TrlS Samson TrlMoonridge DrMoonridge Dr
WW eesstt MMoouunnttaaiinn RRdd
MAP 4.3: LIKELIHOOD OF CHANGE
0 1 20.5
Miles
Score
Least Likely to Change
Most Likely to Change
Base Legend
Roads Municipal Boundary Lakes Payette River -- FOR PLANNING PURPOSES ONLY--
MAP 4.2: LIKELIHOOD OF CHANGE
An analysis identified the likelihood of change to determine which areas in McCall may develop or redevelop sooner than others. The methodology defined
conditions that would spur redevelopment or development and if the condition occurs on a parcel. Criteria included whether the parcel is vacant, located in
the floodplain, year built, condition of buildings, if the current land use is non-compliant with Future Land Use, large lots of 100 acres or more, etc. The more
criteria a given parcel met, the more likely it is anticipated to change. This map intends to provide a visual guide to where change might reasonably occur but
is not predicting or advocating for change of any parcels.
62 | MCCALL IN MOTION
Existing
conditions
62 | MCCALL IN MOTION
Downtown McCall
According to the Downtown Master Plan (2013),
there is currently 300,000 square feet of developed
floor area in downtown McCall. The downtown’s
rather low density is a result of the relatively
dispersed development pattern and numerous
surface parking lots and other undeveloped areas
present on some property. If all of the properties
that are not built out today were to be developed
to the current potential, this would provide an
additional 384,000 square feet of developed floor
area downtown, for a total of 684,000 square feet.
There are not many vacant lots in the downtown.
Only 127,000 square feet of the additional
development possible would occur on vacant lots;
the remainder would come from redevelopment of
properties that have buildings 20 or more years old
(approximately 80% of commercial buildings).
With mostly single-story buildings, McCall’s
existing downtown is less densely developed than
typical highway commercial corridors, and much
less densely developed than other mountain towns
such as Jackson, Wyoming; Bozeman, Montana; or
Durango, Colorado. According to the Downtown
Master Plan, there is plenty of opportunity for
additional development to accommodate future
economic growth, providing great opportunities
for placemaking efforts that will ultimately
contribute to the success of McCall’s economy.
Parcels along the shoreline of Payette Lake may be
good locations for the development of recreation
and lake-based businesses, and could further
link downtown with Payette Lake and the area’s
natural amenities. The original downtown or “grid”
area of downtown, 1st through 3rd Streets and
Lake through Park Street, would be the most ideal
location for further mixed use developmebnt with
retail, restaurants, and housing. The downtown
grid pattern lends itself to denser development
and defines downtown as the social and commerce
center of McCall.
INCREASING OPPORTUNITIES FOR INFILL
DEVELOPMENT OR REDEVELOPMENT
As greenfield development slows, infill development
and redevelopment will likely increase especially as
buildings age and reach the end of their useful life-
cycle. Typical timelines for redevelopment, renewal,
and enhancements of different types of real estate
are shown in Figure 4.3.
Today, McCall has approximately 1,111 (32%)
housing units that are more than 40 years old, which
may be candidates for reinvestment or renewal.
These trends indicate that the community’s
structures are aging and that reinvestment, as well
as historic preservation where necessary, become
increasingly important to maintain the structures’
quality.
Approximately 80% of
Downtown commercial buildings
are 20 years old or older.
63McCall Area Comprehensive Plan |
• Class A offices are high quality
attractive buildings with a
desirable location
• Class B buildings are well
maintained buildings with
a slightly less attractive
location than class A with the
possibility of restoration back
to Class A quality
• Class C buildings are the
lowest classification, with least
desirable locations and often
in need of extensive renovation
Retail Structures Class A Offices Class B or C Offices Multifamily Single Family
Rebuild, renwal. or
enhancement every
20-30 Years
Rebuild, renwal. or
enhancement every
20-40 Years
Rebuild, renwal. or
enhancement
Rebuild, renwal. or
enhancement every
20-40 Years
Rebuild, renwal. or
enhancement every
25-50 Years
Figure 4.3: Typical Timelines for Redevelopment
Image Credit: http://www.gonorthwest.com/Idaho/southwest/McCall/visitorinformation.htm
64 | MCCALL IN MOTION
Existing
conditions
64 | MCCALL IN MOTION
A NEW APPROACH TO FUTURE GROWTH
Though McCall has adequate land to satisfy
the high demand for growth, the need
to protect neighborhoods, green space,
and natural assets constrains the City’s
growth potential and requires careful
thought about how the community wants
to take advantage of each opportunity for
change. Protecting McCall’s assets requires
using land more efficiently, considerately,
and strategically by emphasizing a more
compact form and a greater mix of land
uses. In addition, new housing options
must be offered to meet the needs of
growing demographic populations such
as millennials, empty-nesters, and seniors,
many of whom prefer to live in smaller,
lower-maintenance houses in more compact
and walkable environments. The needs of
McCall’s workforce and future residents
who may not currently be able to afford
housing in the City can also be met with
smaller-lot, single-family housing options
and mulitfamily units. Although the City’s
population surges during the workday,
the City lacks the mix of uses—specifically
housing and amenities to support a live-
work environment that provides employees
with the opportunity to live closer to where
they work.
A significant portion of the municipal
budget is affected by the pattern of
development. McCall has over 40 miles
of streets in the City and cannot support
this network on property taxes alone. A
large body of literature has examined the
difference in costs associated with compact
development versus dispersed development
(often referred to as sprawl). The literature
states that compact development is
associated with lower public costs to
provide public services. Table 4.2 shows
that a low residential density of one house
per one acre costs approximately 40% more
to provide services and infrastructure than
a higher residential density of 4.5 units per
acre. This is primarily due to higher costs of
building infrastructure when development
is spread out (e.g., more miles of roadway,
longer pipes for sewer and water service.)
Operations and maintenance costs are also
higher for dispersed development. In nearly
every case, the analysis suggests that more
compact development scenarios would
have a significant positive net fiscal impact.
65McCall Area Comprehensive Plan |
Table 4.2: Annualized Municipal Cost per Household for Different Densities
Source: Smythe, R. Density-related Public Costs, American Farmland Trust, 1986, Per-household annual municipal costs increase with
sprawl, based on a community of 1,000 housing units, 3,260 people, 1,200 students.
Costs Higher Density Medium Density Rural Cluster Rural Sprawl
Units/Acre 4.5 2.67 1 0.2
Schools $3,204 $3,252 $4,478 $4,526
Roads $36 $53 $77 $154
Utilities $336 $364 $497 $992
Totals $3,576 $3,669 $5,052 $4,672
% Cost
Increase As
Density is
Reduced
Baseline 0%3%41%58%
66 | MCCALL IN MOTION
Existing
conditions
66 | MCCALL IN MOTION
McCall is a major recreation hub,
drawing visitors from all over Idaho
and the world. As a recreation
destination, the City must consider
housing availability and economic development
trends. The public involvement process revealed
the top priorities are to provide more affordable
and diverse housing options and support job
growth for residents and workers.
Housing diversity and affordability help to build
stable and resilient communities. Providing
suitable housing options requires understanding
both of the varied needs of the City’s population
and the changing trends, including an aging
population, demographic shifts, and changing
housing preferences. The Comprehensive Plan can
encourage economic growth with land use policies
designed to retain and expand existing businesses
in locations that provide optimal benefits to the
community and also to those visiting the area.
HOUSING CHARACTERISTICS
The rate of homeownership is an important
characteristic of a community that can reveal
demographic and resident characteristics such as
life stage, income level, and duration of residence.
Mountain town communities such as McCall tend
to have relatively high vacancy rates due to a high
proportion of recreational housing units. The
vacancy rate is 73%, due to part-time occupancy
of seasonal or recreational units and second
homes (73%). Of the 978 housing units occupied
by permanent residents, 55% are owner occupied
while the other 45% are renter occupied.
Of McCall’s 3,619 housing units, 2,641 are
considered second homes. As shown in Figure
4.4, from 2000 to 2014, the number of second-
home housing units increased 128% while the
number of permanent housing units decreased
6%. The total number of housing units increased
OUR ECONOMY
2.91
Average Household Size
22%
Population over 55 years
of age
15%
Housing units that are
owner-occupied by a full
time resident.
$206K
Median Housing Value
By the Numbers
Housing Overview
67McCall Area Comprehensive Plan |
40%, which shows that
although many new
units were built, many
previously permanently
occupied residential
units were converted to
second homes during
this period. The limited
amount of new housing
construction during this
period means that these
increasing “unoccupied”
housing units have been
drawn from housing
supply that is otherwise
available to McCall’s
working households.
HOUSING SUPPLY
McCall’s housing supply
consists mostly of
single-family residences,
as shown in Figure
4.5, though apartment
and condominium
development has
moderately increased in
recent years. McCall’s
mix of residential housing
types will continue to be
primarily single-family
residential, though
the community clearly
desires an increase in
all available types of
housing.
The McCall area residents
and stakeholders have
reported a shortage
in housing. The lack
of available housing in
Figure 4.4: Population and Housing Growth Trends in the City of McCall
Source: American Community Survey, 2015
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Existing
conditions
68 | MCCALL IN MOTION
How are second homes calculated?
According to the Census, second residences are dwellings
in permanent buildings which were known to be
residences of people who had a more permanent address
elsewhere and which were unoccupied on Census night.
McCall means that many who work here cannot
afford to live here. The split community profile of
permanent residents and second-home owners
is both a cause and effect of the current housing
supply, which tends toward either expensive
large-lot single-family homes or aging cabins.
Additionally, many of McCall’s housing units are
used as short-term rentals, contributing to the low
stock of housing available to permanent residents.
As a result, McCall’s current housing options are
characterized by a “missing middle” – little of the
housing stock is affordable, desirable, or available
to middle-class earners who might wish to live in
McCall, but find it unattainable due to the high
cost or low desirability of the very limited available
housing stock.
AGE
In the future, the population of
McCall can expect an increase
in the 65 years and older
population as well as younger
residents seeking seasonal
employment. The proportion
of Idaho’s population that is
over 60 is growing more rapidly
than other age groups. The U.S.
Census Bureau estimates that
about 33% of Idaho’s population
will be over the age of 60 by
the year 2030, an increase of 23% from 2012.1
This trend will impact housing demand as baby
boomers look to downsize from their large homes
to age in place, and as millennials seek to live in
walkable environments. McCall will need to expand
its housing options to accommodate the variation
of housing preferences of residents at all stages
of life. These trends mean a growing demand for
smaller housing units in more compact forms, such
as small-lot rental and homeownership of single-
family and multifamily units.
1 http://www.aoa.gov/AoA_Programs/HPW/
Behavioral/docs2/Idaho.pdf
13%6%71%
Mobile
Home
Single
Family
Townhome/
Duplex
3-9
Units
10-20
Units
Source: American Community Survey, 2015
9%
Figure 4.5: Housing Type in McCall
1%
69McCall Area Comprehensive Plan |
HOUSING AFFORDABILITY AND ATTAINABILITY
The “affordability” or “attainability” of housing is
based on the household income compared to the
Area Median Income (AMI) as determined by the US
Department of Housing and Urban Development
(HUD). A barrier to affordable housing is high
vacancy rates. The lack of housing availability puts
continued pressure on already-high prices to own or
rent in McCall.
While the perception that McCall is a fairly affluent
community, only about 3% of McCall households
earn more than 100% of AMI.
Table 4.3 depicts the distribution of McCall
households by household income level. The ability
for low- and moderate-income households to find
affordable housing for sale is quite difficult. At
present, McCall is not adequately accommodating
opportunity for moderate- and low-income
households to live in the City. Independent
reports estimate that McCall needs over 200 low-
income units today. With new developments, a
proper balance of housing affordability should be
encouraged.
<30% AMI 30-50% AMI 50-80% AMI 80-100%
AMI
> 100% AMI
Annual Income $16,988 $28,300 $45,300 $56,625 >$56,625
Max Home Price $17,093 $72,205 $155,024 $210,197 >$210,197
Total No. McCall Homes 32 127 576 540 1,925
Percent of McCall Homes 1%4%18%17%60%
Percent of McCall
Households
12%16%18%10%44%
Difference -11%-12%0%7%16%
Total No. Impact Area
Homes
2 40 222 206 1,315
Percent of Impact Area
Homes
0%2%12%12%74%
Total Homes 34 167 798 746 3,240
Percent of Total Homes 1%3%16%15%65%
Table 4.3: Percent of Homes Affordable by AMI
McCall Median Household Income$49,141
Source: Zions Public Financing, Inc.
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Existing
conditions
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WORKFORCE HOUSING CONCERNS
While the tourism sector has rebounded from
the Great Recession of 2008, overall economic
indicators in McCall, including increases in new
employment, have been less strong. While
employment increased by about 2% between
2011 and 20161, many new and existing jobs were
created in the lower wage categories of the service
sector in which average earnings per employee
in 2016 were less than $30,000. There was a
17% increase during that time in the education
sector employment, which is notable. Adding to
the existing housing supply challenges, the new
service-sector workers affiliated with expanding
visitor-related businesses (lodging, food service,
recreational services, etc.) will need housing.
These housing-demand trends, along with supply
constraints including development-cost-related
constraints, have resulted in a weak rebound of
the real estate sector in McCall. McCall needs more
rental and ownership housing units to keep up with
workforce needs. These housing-supply trends
highlight the need to preserve the existing housing
stock available to McCall’s working families.
1 Idaho Department of Labor, Quarterly Report of
Employment & Wages, May 26, 2017
WHAT DO SECOND HOMES MEAN FOR MCCALL?
Although there are many opinions about the
impacts of second homes on a community,
second-home owners are an integral part of the
community and socioeconomic fabric of McCall.
Seasonal, occasional, and recreational residents
have traditionally provided a strong customer
base for local businesses and organizations, and
these part-time residents may become increasingly
important to McCall as they retire or otherwise
transition to become permanent residents.2
Despite some challenges posed by large numbers of
second homes in a community, these homeowners
can support local communities through their
spending and increasing involvement in the life of
the community.
2 According to a University of Minnesota study
of second-home owners, nearly 60% plan to transition
permanently to their second home either in retirement or if
telecommunication infrastructure improves to allow them
to relocate their business (http://www.extension.umn.edu/
community/research/reports/docs/2014-2nd-Homeowners.
pdf). Additionally, according to Forbes Magazine, the trend
of buying a second home before you retire to eventually live
in when you retire is a certifiable trend (http://www.forbes.
com/sites/nextavenue/2014/08/04/buying-a-secondhome-
youll-live-in-at-retirement/#135cd25131c8).
Accommodation
and Food Service
Arts,
Entertainment,
and Rec
Education All Industries
Annual Income $22,139.15 $18,952.25 $37,904.78 $35,773.07
Max Home Price $42,190.75 $26,664.99 $118,996.85 $108,611.73
Total McCall Homes 58 49 366 300
Percent of McCall Homes 2%2%11%9%
Total Impact Area Homes 12 3 151 129
Percent of Impact Area Homes 1%0%8%7%
Total Homes 70 52 517 429
Percent of Total Homes 1%1%10%9%
Percent of Individuals in Category 23%6%6%
Table 4.4: Percent of Homes Affordable by Primary Industries
Source: Zions Public Financing, Inc.
71McCall Area Comprehensive Plan |
The social and economic impacts of second-homes
on the communities are significant. The most
recognizable effect of second-home development
in resort communities is associated with housing
and cost-of-living issues. Second homes tend
to drive up real estate prices, which can lead
to displacement of permanent residents and
affordability challenges for resort workers.3 The
replacement of permanent homes with second
homes can lead to “cold bed” situations in which
some houses in neighborhoods are uninhabited
for portions of the year, adversely affecting local
businesses and neighborhood appeal.
SHORT-TERM RENTALS
While vacation rentals have historically been part
of the lodging supply in the McCall Area, their
numbers have increased rapidly in recent years,
mirroring national and international trends. With
the new web-based platforms, homeowners can
now make a spare room, an entire apartment,
or a house available to potential visitors through
websites such as Airbnb, Homeaway, Flipkey, and
other vacation rental sites. Unlike a hotel, bed-and-
breakfast inn, or traditional vacation rental unit,
making residential space available for short-term
rentals is a low-cost and flexible undertaking for a
homeowner. As of February 2017, there were 328
short-term rentals within the City.
Numerous studies have been prepared in recent
years to analyze the benefits and costs of the
short-term rental market.4 As a benefit, the short-
term rental market can (1) increase tourism and its
related economic and fiscal benefits; (2) provide
3 Glorioso and Moss. 2007. Amenity Migration
to Mountain Regions: Current knowledge and strategic
construct for sustainable management. Social Change 37(1):
137-161.
4 Duffany, Brian, Economic & Planning Systems;
Jessica Garrow, AICP, City of Aspen; and Phillip Supino, City of
Durango, Housing, Lodging, and the Sharing Economy. April
2015
Jackson Teton County Town & County Planning, Joint
Information Meeting Agenda Documentation, prepared July
30, 2014, presented August 4, 2014.
additional income for hosts, particularly those who
could not otherwise rent their home or rooms;
and (3) extend the economic benefits of tourism
(increased sales, etc.).
As a cost, the short-term rental market can (1) shift
existing scarce local resident housing to the lodging
sector; (2) encourage tenant evictions if a landlord
concludes that they can earn more money from
short-term rentals than from long-term tenants;
(3) violate local zoning and other ordinances; (4)
negatively affect the quality of life in residential
areas due to nuisances caused by visitors; and (5)
cause loss of household population. In McCall, the
first two of these cost impacts are exacerbating
the housing shortage because they are more
lucrative alternatives to offering units in the long-
term rental market.
McCall currently requires short-term rentals to
pay a Local Option Tax (LOT), and to obtain a
Conditional Use Permit for large vacation rentals of
20 or more people. The shift of workforce housing
to vacation rentals that has already occurred, along
with the expectation for the continued growth of
the vacation rental industry in McCall, suggests
that additional mitigation measures are needed to
protect McCall’s housing supply for local working
families. McCall should consider establishing
mitigation efforts to offset the existing and future
impacts of vacation rentals on housing supply.
Providing City funding to programs that stimulate
the production of local housing can offset housing
losses that have occurred and that will occur in
the future. Dedicating a portion of existing (or an
additional increment of) transient occupancy taxes
levied on vacation rentals in the City could provide
such a funding source. For example, such a program
could be created to prepay certain development
costs (i.e., permit and development impact fees)
and invest in measures that increase development
readiness of designated housing sites.
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Existing
conditions
72 | MCCALL IN MOTION
Economy Overview
Economically, McCall is part of the larger West
Central Mountain region and has a strong economic
link to the Boise metro area market. The City is a
gateway to many year-round visitor activities and
attractions in the surrounding mountain region.
Although McCall’s visitor population peaks in the
summer, winter visitation has increased in recent
years. A 2012/2013 recreation survey completed by
Guest Research showed that people do not come
to McCall for a single activity but plan to take part
in many activities while they visit.
The region’s natural and human-made assets are
attracting new businesses. Unemployment has
reached pre-recession numbers, while an educated
workforce provides the foundation for a sustainable
and growing economy. There is now an opportunity
to build on the region’s assets, increase economic
diversity, and sustain the historical industries and
character that helped the McCall Area become one
of the most desirable places to live, work, and play.
73McCall Area Comprehensive Plan |
EDUCATION
McCall has a very educated population and thriving
education system. Of the population over the
age of 25, 41% have a bachelor’s degree and 10%
have received graduate or professional degrees.
This is compared to the state of Idaho with only
17% receiving a bachelor’s degree and 8% with a
graduate degree or higher. With a total of 44% of
McCall residents holding a bachelor’s degree or
higher, the McCall community has a more highly
educated population than Boise, Valley County, or
Idaho in general.
The McCall-Donnelly Joint School District serves
approximately 989 students in two elementary
schools, one middle school, one high school, and
an alternative high school. In 2014, the McCall-
Donnelly High School received a 5 star rating (the
highest possible) from the Idaho Department of
Education and was named as one of “Newsweek”
Magazine’s Best High Schools in America. McCall
also has the McCall Outdoor Science School of the
University of Idaho’s College of Natural Resources.
McCall’s educated population and top rated
education system is an asset to the economy and
should continue to be fostered and enhanced.
INCOME
The 2015 median household income in McCall
was $49,141, higher than both Boise ($44,238)
and Idaho as a whole ($47,583). However, 20% of
McCall families had incomes below the poverty
level in 2015, compared with 10.9% in Idaho and
10.6% in Boise. The most significant difference
between McCall and the State of Idaho is female-
head-of-households with no husband present. In
McCall, 48.4% of that demographic group lives
below the poverty line (compared with 33.5%
in Idaho and 39.3% in Boise), which emphasizes
the challenge of addressing diverse demographic
needs.
JOBS-HOUSING BALANCE
Generally, comparing employment numbers with
household data can be a good indicator of whether
a community is a net importer or exporter of
employment. A ratio of 1.0 suggests that there
is one job per every household; therefore, ratios
above 1.0 suggest that residents tend to work
within the community, while ratios below 1.0
suggest that residents tend to work outside the
community. According to 2014 U.S. census data
for employment and households, McCall’s jobs-
to-housing ratio was 2.4, making it a regional
employment center for Valley County, while also
highlighting the lack of available housing within
City limits to accommodate employment.
According to 2014 city data from the U.S. Census
Bureau’s Center for Economic Studies, 1,924 people
commute into McCall for work and 562 people
leave McCall for work. Only a small remainder–367
people–both live and work in McCall, as shown in
Figure 4.6.
Figure 4.6: Workforce Trends, City of McCall, 2014
Source: McCall Commuter Data, OnTheMap.com
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Existing
conditions
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Figure 4.7: Seasonality Reflected in the Local Option Tax Revenues
MCCALL’S SEASONAL WORKFORCE
Over time, the economy of the McCall Area has
transitioned from a resource base to a visitor base
economy. Business owners and residents of McCall
are increasingly aware that economic conditions
in the region are changing. Resource-based
manufacturing and goods-production industries
that historically supported the economy are giving
way to other industries. The recreation and tourism
sectors are flourishing and depend on a seasonal
workforce. The seasonal variation in visitors and
workforce creates a substantial “peak and valley”
pattern in economic activity. The seasonality of
demand for goods and services in McCall is an
important component of the economic context
and is the biggest challenge for many businesses.
Figure 4.7 shows annual visitor-generated tax
revenue for McCall. This revenue is a direct
indicator of overnight visitation and stays in
hotels, motels, and short-term rentals. It is a
good indicator of the seasonality associated with
tourism and visitation. Lodging tax revenues
show that the peak summer season is in July
and, to a lesser extent, August and that the peak
winter climbing season consists of a smaller peak
through the holidays and a larger peak during the
best winter recreation times and Winter Carnival
in February. This indicator also shows that the
distinct shoulder seasons are in the spring and fall.
On average, 57% of LOT collections occur in June
through September; December through February
accounts for 23% of total collections; and the
remaining 5 months account for 21% of total
collections.
TOURISM-BASED ECONOMY CONSIDERATIONS
McCall gradually lost the traditional economic base
(logging, milling, and crop-based agriculture) that
drove local wealth in the 20th century. The region
now imports most of its goods and services from
the Boise metro area. It is paying for these imports
with money brought in primarily by visitors,
retirees, and the Forest Service. The current strong
dependence on seasonal jobs translates into low
average wages (ranked 27 out of 44 counties in
75McCall Area Comprehensive Plan |
Figure 4.8: Top 10 Jobs by Industry in the City of McCall and their Average Yearly Earnings in the State of Idaho
Idaho) and poverty rates for families with young
children that are among the highest in Idaho.
According to the State of Idaho Department of
Labor, in 2010, the average earnings for tourism-
related employment was $18,291.
Figure 4.8 shows average earnings per year
by industry. Entertainment, Retail Sales, and
Accommodation were the lowest three industries
for average earnings. This figure also shows
that 42% of McCall’s jobs are within these three
industries. As a result, 27% of McCall’s jobs offer
earnings less than $1,250 per month.
TRADED-SECTOR VS. LOCAL-SECTOR JOBS
Distinguishing between traded and local job sectors
is important because they have very different
needs in terms of workforce and business location.
They also require different types of City support
and investments. These sectors are distinguished
for clarification of future recommendations.
Traded-sector businesses include industries and
employers that produce goods and services which
are consumed outside the region where they are
made and therefore bring in new income to the
area (e.g., medical equipment, sporting goods,
food).
As the traded sector increases employment and
wages, it also enables entrepreneurs to develop
skills and resources to foster innovation and start
new businesses. Furthermore, certain traded-
sector companies foster a supply-chain effect that
creates the need for additional companies to supply
components of a product that is manufactured.
Local-sector business are those that produce
goods and services which are consumed locally in
the region where they were made and, therefore,
circulate existing income in the area (e.g.,
professional services, health care, and retail.)
These businesses are important, because they
make a community distinct and provide amenities
to attract young professionals and families that
will drive the economy in the future.
Figure 4.9 highlights the U.S. average wage
difference between traded-sector jobs and local-
sector jobs. Local-sector jobs typically have
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Existing
conditions
76 | MCCALL IN MOTION
lower wages, except for those in health care and
construction. These industries are beneficial to
the economic base by generating large numbers of
mid- to high-wage jobs that have lower education
requirements. However, these industries do not
generate a significant supply-chain effect or foster
an environment for innovative new companies to
emerge that grow the economic base.
OPPORTUNITIES
McCall would benefit from diversified employment
opportunities. Overall, McCall has a retail surplus
because it is a shopping destination for area
residents and tourists. McCall residents support job
growth and feel that supporting local businesses
and business owners, as well as providing adequate
housing, are the best ways to generate job growth.
This focus is on building the economy from the
inside and relying primarily on entrepreneurs, as
opposed to recruiting businesses from other places.
For McCall to foster a traded-sector economy, it will
need to support a start-up culture. New businesses
account for nearly all net new job creation and
almost 20% of gross job creation. Furthermore,
companies less than 1 year old have created an
average of 1.5 million jobs per year nationally over
the past three decades. People generally start
businesses where they already live, and many of the
resources they access are at the local or regional
level.
As McCall struggles with a limited labor pool and
retaining young talent, recruiting new companies
to the area or expanding companies already located
in McCall is a challenge. To offset this challenge,
fostering an environment that encourages
companies to grow from the ground up is a critical
strategy. Developing reliable broadband high-
speed internet access is also critical to support
employment.
Figure 4.9: Traded-Sector and Local-Sector US Average Wages
Source: NAICS
77McCall Area Comprehensive Plan |
RETAIL DEVELOPMENT POTENTIAL
A vibrant downtown core is important to local
communities, especially as national trends show
that employees increasingly want to live and
work near good active transportation (including
pedestrian and bikeway systems), restaurants, and
leisure opportunities. At the same time, employees
with families who may not live downtown still
desire a unique environment for entertainment on
the weekends and a vibrant environment during
the week. This demand heavily influences the kinds
of investments cities make in their downtowns.
One important way to do this is through
“placemaking”—making places where people and
employers want to be. McCall has been forward
thinking in placemaking, such as developing the
waterfront parks and a public art program.
A buildout analysis shows that there is as much as
1 million square feet of additional floor area that
could be developed in downtown alone, depending
on the intensely of development. That is over three
times the amount of the downtown’s existing
development, which consists of about 300,000
square feet of floor area.
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Existing
conditions
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Source: Project for Public Spaces
OUR CONNECTIONS
An efficient, sustainable transportation network is essential to a successful
community. Mobility in a community plays a large role in the standard of living, and
a well-balanced, well-maintained transportation system is critical. Transportation
preferences are shifting. Car ownership rates and vehicle miles traveled in the United
States have decreased in recent years, while interest in alternatives such as bicycle
commuting, car sharing, and transit ridership has experienced a significant increase.
Investing in these alternatives gives McCall an opportunity to make the kinds of
transportation system improvements that will appeal to residents and visitors as
the community grows.
Transportation Overview
79McCall Area Comprehensive Plan |
42 miles of paved roads
and nine miles of unpaved
roads within the City of
McCall
5.5 miles of sidewalks
in the City of McCall
109 miles of
pathways in the McCall Area
of Impact
TRAVEL TO AND FROM MCCALL
McCall is located between several of
the region’s major employment and
activity centers. The majority of travelers
to McCall arrive by private vehicles on
Highway 55, but access via the municipal
McCall airport is also available through
chartered and private flights. Commercial
bus service to and from Treasure Valley
and Lewiston also delivers some travelers
to the area. The most popular element
of the area transportation system is the
Payette River National Scenic Byway
(SH55), a north/south highway running
through the region that connects the
Boise area to the West Central Mountains.
SH55 and US Highway 95 in Meadows
Valley are critical not only to the regional
transportation network, but to the
tourism industry. These corridors offer
motorists access to popular recreation
destinations, and have several pull-offs
for scenic viewing opportunities. Much of
McCall’s workforce commute to McCall
from outside the City; 80% of the jobs in
McCall are held by commuters that live
outside the City limits.
WITHIN MCCALL
McCall envisions a balanced transportation
system with multiple mode (vehicular,
transit, pedestrian, and bicycle travel)
and route choices available to serve its
citizens and visitors. The transportation
system should provide connectivity of
neighborhoods, employment centers, and
the commercial core through a system of
trails, bicycle paths, pedestrian facilities,
and transit corridors, as well as arterials,
collectors, and local streets. However,
improvements to existing streets should
not focus merely on accommodating
additional vehicular capacity, but instead
should improve linkages and available
facilities for alternate modes of travel.
The downtown core should be a vital,
pedestrian-friendly district with a strong
sidewalk network, safe crossings,
and strong connectivity to adjacent
neighborhoods, lakefront parks, and the
pathway system. Sidewalks and pathway
systems along SH55 should also be
developed along commercial and civic
properties.
Maintaining the existing roadway network
is a challenge in McCall, as it is in nearly
every city. According to a 2015 analysis,
it will cost approximately $1.6 million
per year to maintain the existing paved
roads to the baseline level that the City
desires to achieve (year 2011 pavement
conditions). Deferring maintenance could
result in additional expenditures as road
conditions worsen.
The City has made substantial
transportation investments in recent
years, and continues to do so. A major
effort includes the Streets Local Option
Tax. McCall residents voted to increase
sales tax on purchases by 1% (excluding
By the Numbers
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Existing
conditions
80 | MCCALL IN MOTION
groceries) in an effort to generate revenue for the
repair and rebuilding of roads. Revenue created
from this local option tax is estimated at more than
$1.5 million dollars per year and is a substantial
funding source for improving McCall roadways. The
Streets Local Option Tax will be collected for the
next ten years.
EXISTING TRAFFIC VOLUMES
Traffic volumes were collected on various
segments throughout McCall Area by the Idaho
Transportation Department (ITD). Counts were
taken via roadway tube counters and manual
turning movement counts. Due to McCall’s
attractiveness as a summertime destination, traffic
volumes fluctuate widely from one time of the year
to another. For instance, Figure 4.10 illustrates the
monthly change in daily traffic volumes on SH 55,
as reported by the automatic traffic recorder (ATR)
located in Donnelly. In order to understand both
high demand and more typical demand conditions,
traffic counts were conducted during peak (i.e.,
from the 4th of July weekend to late August) and
off-peak (i.e., April, May, early June, September, and
October) times of the year.
DEALING WITH SEASONAL TRAFFIC
McCall’s position as a destination means that
problems with traffic and congestion are regional
in nature as well as local. Traffic data indicates
that congestion on the roadway system increases
significantly during peak summer and winter
seasons, and particularly during holiday weekends
and special events. Although the existing
transportation system adequately accommodates
off peak demand, the City must accommodate
large influxes of visitors and part-time residents,
including recreation vehicle navigation and parking,
which adds burden to local streets and worsens
congestion at peak times. Building infrastructure
based on peak demand is overly expensive,
making it important to find alternative ways to
accommodate seasonal demand through more
efficient transportation modes (walking, biking,
and transit).
Parking demand is also generally higher during the
summer peak period, filling up public on-street
parking, the parking structure, public surface
parking lots, and private surface parking lots.
There are currently two-hour time limits on all
Figure 4.10: 2015 Traffic Volumes on SH 55, Donnelly, ID
Average Monthly Volume
Annual Average Volume
81McCall Area Comprehensive Plan |
MAP 4.3: CURRENT ROAD CLASSIFICATIONS
Average Monthly Volume
Annual Average Volume
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Existing
conditions
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street spaces to encourage turnover, but no fees
associated with parking. The difference in parking
use is particularly marked east of downtown, where
the majority of public parking for recreational uses
exists associated with Mile High Marina and Legacy
Park. Analysis shows a need for more parking spaces
to accommodate growth forecasts into 2040,
during the peak period, though current parking
levels will be sufficient for all non-peak periods.
COMPLETE STREETS
The increase of traffic congestion and the
maintenance of existing roads are big concerns in
McCall, especially as future development increases
traffic. The Third Street/Lake Street (Highway 55)
corridor serves as a vital link to the downtown
and for travel through McCall. The community
has expressed a desire to make this corridor a
“complete street” that is designed for use by
all modes of travel, including motorists, transit
vehicles, bicyclists, and pedestrians. The Third
Street corridor is envisioned to have three traffic
lanes (including a center two-way-left-turn lane),
bicycle lanes, sidewalks, landscaping, and on-street
parallel parking as space permits.
PUBLIC TRANSIT
McCall Transit, operated by Treasure Valley
Transit (TVT) based in Nampa, ID, provides public
transportation for the City of McCall from 7:00 am
to 7:00 pm seven days a week. The service is open
to the public and free to anyone. The fixed line route
is a flag stop system, and anyone who needs to use
the service may flag the bus anywhere along the
route where it is safe to do so. Based on the most
recent data available, there are over 51,000 riders
annually. Several private-sector transit services also
operate in the region, including Tamarack Resort,
Brundage Mountain Resort, Harlow Bus Sales/
Charter Services, A+ Specialty Transportation, and
Northwest Stage Lines. On-demand transit service
is also provided by the senior centers in McCall,
New Meadows, Cascade, and Council.
Public and stakeholder comments have expressed
the need to expand transit service in McCall.
Although the desire is there, residents recognize
that expanding the system requires a strong growth
in ridership on the existing system, which will
likely come as the population increases. Potential
solutions mentioned by the public in the meantime
included a peak season City shuttle service.
83McCall Area Comprehensive Plan |
I1
I1
I1
I1
I1
I1 I1
I1
I1 I1
I1
I1
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I1
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I1 Wooley Ave
SpringMountainBlvdL i c k C r e e k R d
P ine S t
E Deinhard LnWDeinhardLnNMissionSt Davis AveSMissionStBoydstunStWarrenWagonRdE L ake S t
St
at
e Hwy 55S 3rd St
W Lake St
N3rdStMAP 4.5: BUS ROUTES
Bus Route Layers
I1 Bus Stop Location
Current Bus Route
Roadway Classification
Payette Lake
Base Layers
Municipal Boundary River Lakes Roadway Classification Roads
0 0.5 10.25Miles
MAP 4.4: BUS ROUTES
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Existing
conditions
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BICYCLE AND PEDESTRIAN CONNECTIVITY
There are a number of benefits to developing
a high quality pathway network. Pathways
stimulate economic development, enhance
quality of life, increase recreation opportunities,
provide flexible and affordable transportation,
improve public health, and reduce environmental
impacts. The creation of bikeable and walkable
communities stimulates economic benefits such
as higher property values and higher net incomes
for office, retail, and industrial businesses.
Several separated multiuse pathways exist in
the area along Spring Mountain Boulevard, from
Mission Street to downtown, along portions of 3rd
Street, and along East Deinhard Lane. Bike lanes
are present along West Deinhard Lane, Boydstun
Street, a portion of Warren Wagon Road, and a
portion of Roosevelt Avenue. Designated “share
the road” bike routes exist throughout town on
several low volume residential streets. There are
also several existing natural surface recreational
trail systems in the area in Bear Basin (northwest
of downtown) and Ponderosa State Park
(northeast of downtown). McCall has built a
number of pathways in the past decade that will
eventually link to a cohesive regional pathway
system with Cascade and Donnelly. The McCall
Area Pathways Master Plan recommends a full
bike network to cover much of the City, including
most major roadways, to fill in gaps and connect
residents to popular destinations.
The “Main Street” of McCall, Third Street/
Lake Street (SH 55), is home to several popular
destinations and is heavily traveled by tourists on
foot, bike, and personal car. Although sidewalks
exist in the downtown core and throughout
several of the City parks, they are often in poor
condition and are not ADA accessible.
There are opportunities for improved connectivity
and non-motorized travel, especially outside of
downtown. The areas with some of the City’s
heaviest levels of traffic and congestion could use
improved vehicle and pedestrian connectivity.
These are places where continued enhancement
of the transportation network—whether full
streets or non-vehicular paths—can help to
reduce reliance on the automobile and allow for
future capacity as change and growth occurs.
McCall is well-positioned to adopt new
approaches to managing its travel corridors and
seasonal demand. Many of these approaches
involve promoting a mix of land uses in select
redevelopment areas to provide amenities for
the City’s single-family neighborhoods while still
preserving neighborhood character.
85McCall Area Comprehensive Plan |
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Existing
conditions
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Recreation Overview
The following inventory quantifies park space
available in the City of McCall, as well as level of
geographic access across the City as whole. These
analyses allow us to benchmark current park access
and identify potential service gaps or deficiencies.
McCall has ten parks covering approximately 63
acres. The largest, Riverfront Park, is primarily
undeveloped. Further development is desired
by the community to preserve public access to
the river. The City also operates and maintains a
municipal golf course.
In addition to the parks and facilities listed in Table
4.5, the following regional recreational resources
are available to McCall residents and visitors:
• Big Payette Lake
• Little Payette Lake
• Payette River
• Payette National Forest (2.4 million-acre
national forest with extensive recreational
opportunities such as hiking, snowmobiling,
mountain biking, fishing, camping, rafting,
rock climbing, hunting, and etc.)
• Ponderosa State Park (1,630-acre park with
campsites, cross-country ski trails, hiking,
mountain biking, water sports, and more)
• Activity Barn (privately operated facility
two miles south of McCall with lift for snow
tubing, sleigh rides, and cross-country skiing)
• Destination Resorts and Developments
(including Brundage Mountain, Tamarack Ski
Area, and Jug Mountain all privately operated
offering a variety of year-round activities
including skiing, golf, hiking, mountain biking,
tennis, and more)
• Bear Basin (Nordic skiing, mountain biking,
snowshoeing)
PARK NEED
Full development of existing park lands will be a high
priority for the next 5 - 6 years in McCall to ensure
that the level of facilities available keeps pace
with the community’s growing needs. In addition
to development of existing park lands, ongoing
acquisition and development of neighborhood,
pocket, and mini parks will be important to serve
new development areas. Looking 20 years into the
future, there will likely be a need for at least two
new community parks in McCall. (Note: community
parks typically range between 15 and 50 acres in
size depending on the facilities offered.)
The City’s Area of Impact has only 14 acres of
parks to serve a population of approximately
3,500. Given the recommended standard of 14
Name of Park/Facility Acres
Riverfront Park 38.0
Rotary Park 2.0
Fairway Park 5.0
Brown Park 2.0
Veteran’s Park 0.2
Art Roberts Park 0.5
Davis Beach 0.7
Legacy Park 2.3
Frisbee Golf Course 10.0
Harshman Skate Park 2.0
Total Parks and Open Space Area 63.0
Table 4.5: City Parks and Recreation Facilities
87McCall Area Comprehensive Plan |
MAP 4.5: PARK LEVEL OF SERVICE
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Existing
conditions
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acres per 1,000 people, approximately 49 acres of
developed park area should be available to serve
the permanent year-round resident population in
the Impact Area. This places an immediate priority
on full development of park improvements in the
County, with the highest priority on completing
the improvements at River Front Park which is the
City’s only community park at present. It is also
important to consider the needs of second-home
residents and overnight visitors in McCall. These
visitors seek recreational opportunities at the
resorts where they are living or staying, ski areas,
and other private facilities. If an estimated average
annual growth rate of 3% is assumed for McCall,
by 2025 there will be a need for at least 100
acres of developed park land at the community
and neighborhood level to serve the year-round
permanent resident population.
RECREATION PROGRAMS
The City offers a wide variety of recreation
programs and has been working to increase those
numbers in response to popularity and demand.
OPEN SPACE AND VALUED PLACES SURROUND
MCCALL
Public lands in the area are managed by state and
federal agencies including the Bureau of Land
Management (BLM) and United States Forest
Service (USFS). The Payette National Forest
surrounds McCall to the north and portions of it
lie in both the Area of Impact and study area. This
forest is composed of extremely diversified terrain
including rugged mountains, high meadows, lakes,
and rivers. The USFS manages the Frank Church
River of No Return Wilderness, a popular summer
location with hiking and fishing opportunities, hot
springs, historic homesteads, and Native American
cultural resources.
Payette Lake is referred to as the “crown jewel”
of McCall and is the major attractor of the area.
Important to residents from a recreational and
economical standpoint, it also supplies the area’s
potable water. It is vital to preserve the quality of
the lake’s water and shoreline. Other valued places
include the dual purpose Little Payette Lake, which
allows motorized boating from one boat ramp,
and Ponderosa State Park. There are no developed
campgrounds on the lake.
Open space areas within McCall are undeveloped
natural areas. The designated open space within
and adjoining the City provides an opportunity
for native plant and animal species to flourish in
their natural environment with limited resident
use. The mountain environment provides a home
to a variety of wildlife, birds, and
native plants. These spaces are a
community asset that provide a
diverse array of benefits for residents
including the creation of community
buffers, the protection of scenic
views and archaeological resources,
and the enhancement of recreational
opportunities.
Vegetation within the City’s Area of Impact varies
from heavily forested areas to open grass lands,
pastures, shrub hollows, and wetlands. Existing
forested area include a mix of conifer forest species
such as Ponderosa Pine, Douglas fir, Grand Fir,
Engelmann Spruce, and Lodge pole Pine. Open
lands consist of cropland, pasture, grasses, herbs,
shrubs, and vines. Wetland vegetation is mostly
made up of sedges, rushes, red top, tufted hair
grass, and willows.
2011 2012 2013 2014 2015
Properties Maintained 28 28 28 30 30
Recreation Program
Participants
1428 1358 1457 1410 1445
Rec Programs Offered 24 25 29 35
Table 4.6: City Parks and Recreation Programs
89McCall Area Comprehensive Plan |
The vegetation around McCall provides habitat for a
variety of wildlife. Forested regions and grasslands
support wildlife species such as grouse, squirrel,
snowshoe hare, songbirds, hawk, fox, coyote,
skunk, weasel, bear, deer, and elk. The region’s
wetlands provides habitat for species including
snowshoe hare, squirrel, songbirds, fish, mink,
muskrat, beaver, hawk, fox, skunk, and weasel. The
area’s abundant wildlife resources attract nature
viewers and photographers throughout the year.
TREES
The City of McCall is committed to natural
resource stewardship and a healthy and sustainable
tree canopy. McCall’s significant trees provide
habitat, stormwater quality enhancement, and a
buffer from noise and visual pollution. Trees and
vegetation provide a multitude of benefits, which
include clean water, and air, enhanced quality of
life, and improved property values.
The City of McCall maintains an inventory of
trees located in the City that tracks tree species,
location, and details such as trunk condition and
height. There are nearly 6,000 trees included in
the inventory. To maintain McCall’s heritage trees,
policies should reflect the community benefit
these trees play in establishing character, as well
as economic and environmental benefits.
TRAILS
The McCall Area has more than 500 miles of public
motorized and non-motorized trails for every
hiker, rider, or driver. Advanced and beginner trails,
lift-serviced trails, single track trails, and highly
technical trails accommodate a variety of users.
Although summertime is the most popular time for
trail use, wintertime trails offer recreation activities
for snowmobiles, fat-bikes, and nordic skiers.
There are 46 miles of trails within the Area of
Impact, with 16.5 miles within the City boundary.
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Existing
conditions
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Ponderosa State Park includes 14.3 miles of
groomed Nordic ski trails ranging in difficulty
from recreational to competitive and 3.4
miles of designated snowshoe trails. All of
these trails are open for hiking during the
rest of the year. Several regional trails exist to
connect McCall to the regional area. A favorite
includes the North Valley Rail Trail, which runs
for more than five miles through land once
used as summer pasture for livestock from
southwestern Idaho’s Treasure Valley. Closer
to McCall, the trail is paved (with a short on-
road section near McCall Municipal Airport),
but the southern half of the trail features a
natural surface kinder to equestrian users.
A short disconnected segment heads north
from Lake Fork Road but dead ends at private
farmland. Restaurants, shops, and a historic
hotel can be found along East Lake Street in
McCall, just two blocks north of the North
Valley Rail Trail’s trailhead. The Golf Course is
a popular walking trail network when not in
golf season.
In 2015, the McCall Area became a designated Silver Ride Center by the International Mountain Bicycling
Association (IMBA). This designation is based on the variety of mountain bike facilities offered that
provide options for every ability level and riding style. It places the region on the map as a mountain
biking destination, as bikers worldwide review IMBA designations to plan vacations.
Image Credit: Top: McGree, McCall Recreation
91McCall Area Comprehensive Plan |
McCall
I n M ot I on
McCall Area Comprehensive Plan
Deepdive
VOLUME 5
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Deep
Creating a complete community requires more than
a vision statement. While the vision can describe
the type of place McCall should become, it does not
identify the steps to make it happen. The framework
for realizing the vision is contained in the plan elements and their
goals, policies, and projects, as well as the Future Land Use Plan
Map.
dive
»» Elements. The building blocks of the Plan separated into vision themes
that contain broad-ranging goals and policies to guide the vision. For
information on implementation measures see Volume 6.
»» Future Land Use Map. The Future Land Use Plan Map (Map 5.1) applies
the vision statement to the McCall Area’s physical development. Generated
through the public process, it informs how we plan to accommodate
new residents, jobs, mixed use areas, open space, and transportation
infrastructure over the next 20 years.
93McCall Area Comprehensive Plan |
VISION THEMES CORRESPONDING
ELEMENTS
Our Character centers on the patterns of present and future
land uses and community design.
Community Design and Character
Land Use and Future Land Use Map
Environment and Natural Resources
Our Economy covers primary assets of a livable community,
housing, and economic sustainability.
Population
Housing
Economic Development
Public Facilities, Utilities, and Services
Schools
Our Connections focuses on travel connections in and around
McCall through formal means, such as by vehicle and bicycle,
but also connections to nature and play through McCall’s parks
and recreation system.
Transportation
Parks and Recreation
Trails and Pathways
Airport Facilities
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OUR CHARACTER
COMMUNITY CHARACTER AND DESIGN
GOALS + POLICIES
Goal 1: Commit to green design, efficient energy
use, wise water use, and high-performing buildings
and landscapes that pay tribute to McCall’s beautiful
surroundings.
Policy 1.1
Integrate green infrastructure elements such as the urban forest,
gardens, urban agriculture, LEED (Leadership in Energy and
Environmental Design) rated buildings1 or other code programs,
recycling and composting programs, and green streets2 into the
urban design of the City.
Policy 1.2
Use efficient energy techniques in new and retrofitted construction.
Development should be energy-efficient, emphasize the use of
durable and environmentally responsible materials, and implement
best practices in site design and construction.
Policy 1.3
Encourage high-performing building and landscape design for new
development or redevelopment projects that reduces energy and
water consumption.
Policy 1.4
Ensure high-quality and sustainable design for public buildings
and outdoor spaces. New public buildings should be attractive
and meet the highest performance standards for energy and
water conservation.
1 LEED-certification refers to the Leadership in Energy and Environmental De-
sign rating system created by the United States Green Building Council (USGBC).
2 Green streets are designed to capture rainwater at its source, where rain falls.
95McCall Area Comprehensive Plan |
Goal 2: Preserve and maintain
a community character defined
by the surrounding natural
environment. Ensure that McCall’s
built environment complements
McCall’s natural environment, scenic
mountain setting, and small town
character.
Policy 2.1
Promote and encourage site-specific
developments that use energy efficient
design and materials that complement the
natural environment and mountain town
setting.
Policy 2.2
Ensure appropriately-scaled development
in McCall’s natural and mountain town
setting.
Policy 2.3
Protect and enhance McCall’s treasured
public places such as parks, plazas, and
streetscapes. Where needed, enhance
areas that lack distinctive visual character
or where the character has faded.
Policy 2.4
Limit formula businesses, restaurants, and
retail to preserve the unique character of
McCall.
Goal 3: Promote context appropriate
public art—such as memorials,
historical monuments, installations,
murals, sculptures, mosaics,
decorative features, and functional
elements—as an important element
of the vibrancy, place-making, and
celebration of McCall’s character.
Policy 3.1
Continue to weave public art into McCall’s
streetscape fabric along roadways and in
such places as parks, plazas, bridges, and
other public gathering places.
Policy 3.2
Encourage a concentration of art in
downtown to enhance the livability and
walkability of the City and to reinforce the
perception of McCall as an arts destination.
Policy 3.3
Encourage the integration of art as an
important component of good design and
as a way to incorporate art into the daily
lives of residents, workers, and visitors.
Policy 3.4
Build on McCall’s growing identity as
a cultural center and destination by
increasing the visibility of the arts and
cultural activities in the community through
marketing, venues, and facilities.
Policy 3.5
Continue to recognize the relationship
between art, active living, the environment,
and economic vibrancy.
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Goal 4: Ensure that new development
protects the treasured views of Payette
Lake and adjacent landscapes from
roadways, frequented public areas,
community gateways, downtown, and
other public places.
Policy 4.1
Protect key view corridors throughout McCall,
including views from Lake Street and northerly
views along Mission Street and 3rd Street, 2nd
Street, and 1st Streets.
Policy 4.2
Restore view corridors by supporting
redevelopment of underutilized buildings and
creating visual breaks between buildings adjacent
to Payette Lake.
Policy 4.3
Protect and enhance the views of the surrounding
natural landscape and the Payette Lake by
reducing, removing, or under-grounding visual
obstacles such as utility lines and equipment.
Policy 4.4
Continue to protect the surrounding natural
landscape and the edges of the City by using a
variety of techniques such as requiring clustering,
creating conservation easements, or purchasing
private property.
Policy 4.5
Protect and incorporate natural features into
newly developing areas. Conserve the natural
patterns and function of streams, ridgelines,
topography, riparian areas, and wildlife habitat
areas.
97McCall Area Comprehensive Plan |
Goal 5: Encourage civic and cultural activities
in the community through festivals, events and
performances, interactive classes and workshops, and
a variety of other community-building activities.
Policy 5.1
Support the McCall Arts and Humanities Council, the McCall
Area Chamber of Commerce, the McCall Public Library, and other
organizations responsible for coordinating and executing public
events in the McCall Area.
Policy 5.2
Continue to support cultural facilities, indoor and outdoor event
spaces, and programs that provide a diverse range of performing
and visual arts activities.
Goal 6: Cultivate attractive gateways to McCall that
highlight the natural character of the area.
Policy 6.1
Within the 3rd Street and Lake Street scenic route overlay zones,
encourage high quality developments that create an appropriate
gateway sequence for visitors entering and leaving McCall and
that minimize and discourage visually intrusive development at
gateways to McCall.
Goal 7: Preserve, promote, and enhance McCall’s
history and heritage.
Policy 7.1
Pursue opportunities that promote historic, cultural, and
heritage-based events.
Policy 7.2
Preserve and interpret historic resources (objects, buildings,
structures, sites, or places with historic, cultural, or aesthetic
significance) in McCall for residents and visitors.
Policy 7.3
Identify key landmark features to integrate into future gateway
and corridor design including key natural features and buildings.
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LAND USE
FUTURE LAND USE PLAN
The future land uses of McCall should:
»» Direct local housing and employment
growth to downtown, commercial activity
centers, and transportation corridors,
preserving existing and integrating new local
housing where possible.
»» Concentrate a majority of housing near
our existing activity centers while dispersing
a variety of local housing throughout McCall.
»» Encourage residential infill in appropriate
areas.
»» Support a connected open space network
and wildlife corridors.
»» Plan for business parks and light industry
to support economic diversification and local
jobs in McCall.
»» Capitalize on the airport as an economic
catalyst.
»» Locate industry, warehousing, logistics,
manufacturing, and other similar uses in
proximity to adequate transportation and
utility infrastructure.
»» Transition residential uses from highest-
density in downtown to lowest-density at the
City edges to rural within the Impact Area and
beyond.
»» Create an urban growth boundary that
surrounds the McCall Area and preserve open
space with conservation easements.
The Future Land Use Map (Map 5.1) is a tool
that takes the ideas from the vision, goals,
and policies and illustrates how they work
on a land use basis. The Future Land Use
Map is not a zoning map, and it does not
establish regulatory requirements for new
development. The Future Land Use Plan Map
guides regulation for rezones within the City
and Impact Area, making it an important
tool for land use decisions. The Development
Code is the tool that regulates development
standards such as building height, setbacks,
parking, and density requirements.
99McCall Area Comprehensive Plan |
What is the difference between the
Future Land Use Map and Zoning?
Both depict how land can be used and developed over
time, using a set of “designations” and “zones” (shown as
colors on the maps).
The Future Land Use Map is about the future…
The Future Land Use Map (Map 5.1) depicts a long-term
vision of how and where the city will grow and change
over the next 20 years. The Future Land Use Map allows
for various zoning districts within a given Future Land Use
designation. The appropriate zoning shall be determined
based on a number of criteria identified within the City’s
Zoning Code.
The Zoning Map is about what is allowed today…
The City’s Zoning Map tells us how land can be used and
what can be built on any given property today. Zones are
more specific than the Future Land Use designations and
come with a set of rules (included in the City’s Zoning
Code) that clarify what uses are allowed (e.g., residences,
businesses, manufacturing), and how buildings may
be developed or changed (e.g., maximum heights and
required setbacks from property lines).
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High Density Residential. This land use designation is
intended to provide the development of neighborhoods
with multiple-family dwelling units and is intended
to encourage a variety of housing opportunities.
Implementing Zoning Districts: R-16
Medium Density Residential. This land use designation
supports the development of medium density single-
family housing and is intended to maintain traditional
residential neighborhoods. R-8
Low Density Residential. This land use designation
is intended to provide for the development of low-
density single-family residential neighborhoods. These
neighborhoods consist of larger home sites. Implementing
Zoning Districts: R-4
Large Residential. This land use designation permits
the development of large lot, single-family residential
areas, and is intended to establish a rural setting and
encourage preservation of open space and recreation
areas. Implementing Zoning Districts: R-1, RE
Ag-Forest Conservation. This designation is applied to
land that is part of the Payette National Forest and also
within the Impact Area. It is located north and west of
the City. Implementing Zoning Districts: RR
Central Business District. This land use designation is
intended to preserve and enhance the McCall downtown
area as the heart of McCall, and the primary tourist and
pedestrian activity area of the community. A variety of
retail, service, and mixed use establishments associated
with the traditional main street environment are
permitted. Implementing Zoning Districts: CB
Mixed Use. This land use designation supports general
commercial uses that serve the greater community of
McCall. These retail, service, and mixed use establishments
may be automobile-oriented and require a larger lot area
than typical in the downtown, provided that they are
designed to safely and comfortably accommodate those
arriving by foot, bicycle, or transit. Implementing Zoning
Districts: CC, I, BP
Airport. This land use designation is intended for use by
the McCall Municipal Airport and the surrounding related
facilities and properties. It is applied to the current
airport property and an adjacent strip of land to the
east, identified for airport related facilities in the Airport
Master Plan. Implementing Zoning Districts: AP
Business Park. This land use designation is intended to
provide for office, light industrial, and other employment
facilities. A mix of uses is allowed. BP is applied to
properties with land characteristics suitable for business
parks (e.g. good access, flat, can be buffered from
adjacent uses). Implementing Zoning Districts: RE, CC
Civic. This land use designation is intended to provide for
governmental offices and other civic facilities including
governmental, cultural, and recreational facilities. Mixed
use is allowed in combination with public uses. On the
Future Land Use Map, it is applied to schools, parks,
the hospital, and other selected public properties.
Implementing Zoning Districts: CV
Industrial. The Industrial land use designation is
intended to provide for general industrial uses that will
support a growing economy and yet are not detrimental
to any abutting uses. Furthermore, industrial activities
shall not interfere with the operation of the airport or
any transportation facility. Industrial is an existing zone.
Implementing Zoning Districts: I
Concept Plans. This designation is applied to lands which
have undergone a special planning study for a subarea of
McCall. Concept Plans will be used as the basis for land
use reviews. These plans provide the conceptual “zoning”
for an area, as well as requirements for transportation,
public amenities, urban design, and other elements.
All land within the City and Area of Impact has been categorized under one of 12 land use designations. These land
use categories cover the full range of different land use types and should serve as the basis for development review
and approval and future zoning amendments. The land use categories are described briefly below:
FUTURE LAND USE DESIGNATIONS
Payette
Lake
Little Payette
Lake
Wooley Ave
SpringM ountainBlvdLick Creek Rd
E Deinhard Ln
Elo Rd
West Mountain RdWDeinhard Ln N Mission StDavis AveSMissionStBoydstunStWarrenWagonRdW
L
a
k
e
S
t
St
ateHwy55E Lak e S t
S 3rd StN3rdStFuture Land Use
0 1 20.5Miles
Legend
Ag-Forest Conservation
Airport
Business Park
Mixed Use
Central Business
Civic
Industrial
Large Residential 5 -10+ Acres
Low Density Residential
Medium Density Residential
High Density Residential
Concept Plan Areas
Existing
Added Impact Area
Removed Impact Area
Base Legend
Roads Lakes River Payette_River
West Valley Concept Plan Business Park Concept Lardo Concept West Lardo Concept State 80 Concept Downtown Concept
Lardo Concept
West Lardo
Concept
West Valley
Concept
State 80
Concept
Business Park
Concept
Downtown
Concept
MAP 5.1: FUTURE LAND USE
Payette
Lake
WForestSt
1st StN Mission StStibnite St
Lakeside Av e
Hemlock St
C
hadDr
N
SamsonTrl
Floyde St
Rio Vist
aBlvdM
o
r
g
an DrKrahn Ln
S Samson TrlM ather R
d EastsideDr
Morgan
D rWooley Ave
SpringM ountain B lv d
L i ck Creek Rd
E Deinhard Ln
Elo Rd
WestMountainRdWDeinh a r d LnW arrenWagonRdDavis AveSMissionStBoydstunStW L
a
k
e
S
t
St
ateHwy55E La k e S t
S 3rd StN3rdStMAP 5.2: OVERLAYS
Legend
Scenic Route
Payette River Greenway
Shoreline Environs District
Highway West Proposed
Highway Core Proposed
Highway South Proposed
Cluster Overlay Proposed
Base Legend
Roads Municipal Boundary Lakes River Payette River Impact Area
0 1 20.5Miles
-- FOR PLANNING PURPOSES ONLY--
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Cluster Overlay. Proposed. This designation is
applied to lands that have clustering and/or village-
style design that will implement the objectives of
the Comprehensive Plan. It is used as a flexible
designation to achieve multiple benefits.
Highway Corridor Overlay. Proposed. This
designation is applied to lands show on Map 5.2.
and described below with the intent of supporting
appropriate design and land use. General
characteristics of each tier include:
South: Higher degree of open space, clustering
of buildings, panoramic vistas, openness and
distinct separation of urban and rural areas.
Higher degree of setback and meandering
pathways separating buildings from roadway.
Core: Higher emphasis on preserving viewsheds,
lake access, and parks that emulate the natural
character. Buildings are positioned closer to the
road with parallel parking in front to create an
active pedestrian environment.
North: Higher degree of open space between
clusters of buildings. Higher degree setback
and meandering pathway separating buildings
from roadway.
Scenic Route Overlay. Existing. The purpose of
the scenic route overlay is to preserve, maintain,
and improve visual access from public collector
and arterial streets, improve the visual quality of
existing streets and adjacent uses, and control the
visual quality of future development.
River and Shoreline Overlay. Existing. This overlay
is designed to protect the water quality of Payette
Lake and the North Fork of the Payette River, as
well as the aesthetic views. The most significant
part of the overlay ordinance establishes a 50-
ft development setback from the lake and river,
which helps protect the water resources, and has a
positive aesthetic effect on the environment.
Overlays are flexible designations that are intended to be applied in conjunction with the underlying land
use designations. Current and proposed overlays are described below and shown on Map 5.2. This does
not include every overlay zone in the City of McCall.
OVERLAY DESIGNATIONS
103McCall Area Comprehensive Plan |
Payette
Lake
WForestSt
1st StN Mission StStibnite St
Lakeside A v e
Hemlock St
C
hadDr
N
SamsonT
rl
Floyde St
Rio Vist
aBlvdM
o
r
g
an DrKrahn Ln
S Samson TrlM ather R
d EastsideDr
Morgan
D rWooley Ave
SpringM ountain B lv dL i c k Creek Rd
E Deinhard Ln
Elo Rd
WestMountainRdWDeinh a r d LnW arrenWagonRdDavis AveSMissionStBoydstunStW L
a
k
e
S
t
St
ateHwy55E La k e S t
S 3rd StN3rdStMAP 5.2: OVERLAYS
Legend
Scenic Route
Payette River Greenway
Shoreline Environs District
Highway West Proposed
Highway Core Proposed
Highway South Proposed
Cluster Overlay Proposed
Base Legend
Roads Municipal Boundary Lakes River Payette River Impact Area
0 1 20.5Miles
-- FOR PLANNING PURPOSES ONLY--
MAP 5.2: OVERLAYS
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LAND USE
GOALS + POLICIES
Goal 1: Plan for phased and contiguous future
growth in the Impact Area.
Policy 1.1
Implement the Annexation Plan to support efficient provision
of services. (See Map 5.3)
Policy 1.2
Encourage Valley County to develop incentives for clustering
development and preserve open space and working agriculture
land.
Goal 2: Invest in and enhance existing urbanized
areas and discourage sprawl.
Policy 2.1
Implement a tiered growth pattern that will transition from a
dense urban core out to less dense neighborhoods, the City
limits, the annexation area, and the Impact Area.
Policy 2.2
Promote compact, walkable development patterns that support
transit, connect neighborhoods, and discourage development
patterns that rely solely on vehicles for transportation in urban
areas of the community.
Policy 2.3
Support infill and redevelopment in the City limits, commercial
areas, major activity areas, and specific areas that can easily
connect to services. Appropriate types of infill include new
residential units on vacant lots/areas, additions to existing
units, accessory dwelling units, and residential units with
businesses. (See Economy Policy 2.2 and Map 5.6)
Goal 3: Support development within a
new urban renewal district to support
housing, economic development, and
mobility.
Policy 3.1
Encourage and incentivize development within a
new urban renewal district to increase vibrancy in
the downtown area. The new district includes: the
original four blocks of downtown, the commercial/
civic waterfront, along 3rd Street south to Floyde
Street, and west to First Street. (See Map 5.4)
PUBLIC PARK
105McCall Area Comprehensive Plan |
PUBLIC PARK
Goal 4: Protect and enhance public access
along Payette Lake and the character of
the shoreline.
Policy 4.1
Protect the view of the shoreline from Payette
Lake by regulating new shoreline development,
removing key obstructions, and supporting the
redevelopment of underutilized properties to add
public spaces and create visual breaks.
Policy 4.2
Protect and enhance public access to Payette Lake
through the acquisition of additional public lands,
development of access points, and new lakefront
pathway segments.
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Payette
Lake
Little Payette
Lake
P r i o r i t y 2Priority 2
P r i o r i t y 3Priority 3
C u r r e n t C i t y L i m i t sCurrent C i t y L i m i t sPriority 1Priority 1Priority 1Priority 1MAP 5.3: ANNEXATION PLAN
0 1 20.5Miles
Legend
Priority 1
Priority 2
Priority 3
Legend
Municipal Boundary Proposed Impact Area Lakes Payette River
-- FOR PLANNING PURPOSES ONLY--Any future annexation would need to
follow Idaho Code, Title 50 Chapter 2.
Any change to Impact Area boundary must follow
Idaho Statutes 67-6526.
MAP 5.3: ANNEXATION PLAN
107McCall Area Comprehensive Plan | 1st StRoosevelt AveStibnite St
Hemlock St
Wa nda Ave
NSa
ms
o
n
T
rl
Floyde St
L e n o r a S t Mill RdE Park St
Mat
her
Rd
Color ado St
W Forest St
N Mission StWooley Ave
SpringMountainBlvdLick Cree k R d
Pine St
RailroadAveDavis AveW La k e S t E L ak e S t
N 3rd StMAP 5.4: URBAN RENEWAL DISTRICTS
0 0.125 0.250.0625Miles
Legend
Proposed New Urban Renewal
Current Urban Renewal
Base Legend
Roads Lakes River
C u r r e n t U r b a nCurrent U r b a n
R e n e w a lRenewal
P r o p o s e d U r b a n P r o p o s e d U r b a n
R e n e w a lRenewal
T o C o n s i d e rTo C o n s i d e r
-- FOR PLANNING PURPOSES ONLY--
MAP 5.4: URBAN RENEWAL DISTRICTS
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Goal 5: Leverage the inherent relationship
between land use and transportation to
align decision-making and planning efforts.
Policy 5.1
Plan for commercial development that creates
mixed use centers and/or mixed use transportation
corridors including building-forward design, parking
in the rear or sides, sidewalks, and streetscape.
Policy 5.2
Promote infill and new development in the Central
Business District and along corridors that connect to
transit and are designed to encourage walking and
bicycling and can therefore reduce costs associated
with healthcare, local housing, and transportation.
Policy 5.3
Create a healthy and family-friendly community
through development that includes a mix of
land uses and housing types, affords realistic
opportunities for transit, bicycle, and pedestrian
travel, and provides community gathering spaces,
neighborhood gardens, parks, and safe outdoor play
areas for children.
Policy 5.4
Develop a plan to create a multimodal corridor
on Hwy 55 that recognizes the importance of
the commercial corridor and the linkage between
transportation and infrastructure investment, and
commercial and residential areas.
Policy 5.5
Encourage local housing options and create
walkable and connected residential areas.
Goal 6: Preserve agricultural and open
lands in the McCall Area.
Policy 6.1
Support protection and enhancement of the open
space surrounding the City within its Impact Area.
Such protection is not limited to the physical
protection of land, but includes the retention and
development of working farms and participating in
state and federal planning.
Policy 6.2
Consolidate development to preserve agricultural
and open lands. Developments on rural land should
be compact, and should result in the conservation
of unbuilt land.
Policy 6.3
Require clustered residential developments with
smaller building lots and larger areas of open space
for larger parcel sizes in designated areas.
Policy 6.4
Permanently protect and retain open space and
environmentally sensitive areas through platting,
conservation easements, or other appropriate tools.
109McCall Area Comprehensive Plan |
Goal 7: Promote and support the local food
system and expand the market for local and
sustainable food.
Policy 7.1
Incorporate urban agriculture uses into long-range
planning efforts by supporting urban agricultural
activities, farmers markets, and cottage industries.
Policy 7.2
Support the creation and improvement of
community gardens, community kitchens, and
farmers’ markets that sell locally and regionally
grown foods.
Goal 8: Plan and develop the Central
Business District in McCall as the heart of
the community, pursuant to the Downtown
Master Plan.
Policy 8.1
Foster a highly pedestrian-oriented commercial
center in downtown.
Goal 9: Develop accessible community
gathering places that encourage interaction
and provide places for people of all ages to
visit and relax.
Policy 9.1
Emphasize and promote public and private parks,
plazas, the McCall Public Library, and open spaces
in land use planning, particularly within activity
centers and along activity corridors.
Policy 9.2
Ensure that public streets, alleyways, and other
spaces are available for public events.
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Goal 10: Emphasize and promote civic facilities in
land use planning.
Policy 10.1
Retain and expand civic uses downtown, according to the
Downtown Master Plan.
Policy 10.2
Accommodate a mix of uses on the downtown City campus.
111McCall Area Comprehensive Plan |
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ENVIRONMENT AND NATURAL RESOURCES
GOALS + POLICIES
Goal 1: Preserve, enhance, and celebrate Payette Lake
and surrounding adjacent property as the “crown jewel.”
Policy 1.1
Work with governmental and community partners to coordinate the
management of Payette Lake.
Policy 1.2
Protect and balance the recreational experience of Payette Lake for a
diversity of users, both motorized and non-motorized.
Goal 2: Improve and protect the water quality of Payette
Lake.
Policy 2.1
Pursue a program to construct swales or improve natural swales in
the more rural areas around the lake to intercept storm water flows
outside of the development areas.
Policy 2.2.
Provide for the planning, design, and construction of more advanced
and attractive retention and detention facilities to minimize off-site
storm water impacts due to developments.
Policy 2.3
Preserve and create natural riparian vegetation along the shoreline.
Policy 2.4
Limit the application of herbicides and fertilizers on manicured sod/
lawn along shoreline.
113McCall Area Comprehensive Plan |
Goal 3: Promote, encourage, and
maintain the highest standards for air
quality.
Policy 3.1
Promote the use of alternative modes of
transportation such as ridesharing, bicycling,
walking, and transit.
Policy 3.2
Encourage new development to employ energy
and sustainability standards that reduce energy
demand for heating and cooling, resulting in
fewer air emissions.
Policy 3.3
Promote the use of modes of transportation
other than single occupancy vehicles, such as
bus or ride shares, between Boise and McCall to
reduce per capita vehicle miles traveled.
Policy 3.4
Promote reductions in air pollution to minimize
impact to human health, sustain or improve the
local economy, improve air quality, and reduce
the impact of greenhouse gases.
Goal 4: Protect neighborhoods and
commercial areas from detrimental noise
pollution.
Policy 4.1
Ensure that new development is compatible with
the surrounding environment by using noise/land
use compatibility standards as a guide for future
planning and development decisions.
Goal 5: Protect the night sky from light
pollution in order to preserve the area’s
rural character.
Policy 5.1
Review, educate, and enforce codes for dark-sky
lighting compliance.
Goal 6: Conserve significant natural
areas and encourage the creation
of new natural areas that increase
the variety and quantity of fish and
wildlife throughout the urban area in a
manner compatible with other urban
development and activities.
Policy 6.1
Regulate activities in natural resource areas that
are deemed to be detrimental to the provision of
food, water, and cover for fish and wildlife.
Policy 6.2
Require site evaluation for habitat, wildlife
corridors, and other natural features prior to
development design.
Policy 6.3
Protect habitats of sensitive species.
Policy 6.4
Encourage flexibility in the division of land,
the siting and design of buildings, and other
improvements to reduce the impact of
development on environmentally sensitive areas.
Image Credit: www.pixabay.com
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Goal 7: Embrace and practice sustainable
government and community development
that promotes McCall as a green
community. For this goal, sustainability
refers to meeting the needs of the present
without compromising the ability of future
generations to meet their needs.
Policy 7.1.
Promote community participation in environmental
stewardship practices.
Policy 7.2
Utilize incentives, education, and public/private
collaboration to increase energy conservation
efforts throughout the community, including
use of technological solutions and a reduction in
consumption.
Policy 7.3
The City will serve as a role model to the community
by utilizing new and emerging technologies for
renewable energy.
Policy 7.4
Continue to monitor relevant federal, state, regional,
and local environmental laws, standards, policies, and
goals with the understanding that these will evolve
with updates in scientific findings and technological
development.
Image Credit: Hodson, J, McCall Recreation
115McCall Area Comprehensive Plan |
Goal 8: Maintain and increase McCall’s
urban forest as a key component of
the green infrastructure network with
economic and social benefits.
Policy 8.1
Achieve no net loss1 of tree canopy coverage
and strive to increase the overall tree canopy
to reduce storm runoff, absorb air pollutants,
reduce noise, stabilize soil, and provide
habitat.
Policy 8.2
Maintain McCall’s heritage trees.
Policy 8.3.
Preserve, to the extent reasonable, native
vegetation consistent with ensuring wildland
fire defensible space.
Policy 8.4
Strengthen incentives and requirements for
tree preservation for new development.
Goal 9: Encourage approaches to
development that will enhance the
ability of people, wildlife, natural
systems, and property to withstand
and recover from natural disasters and
other major disturbances.
Policy 9.1
Facilitate effective disaster mitigation by
providing recommended updates to policies,
programs and regulations as warranted, in
preparation for natural disasters.
1 No Net Loss refers to the balance of tree canopy
loss with new canopy growth so that the total amount
of tree canopy does not decrease, but remains con-
stant or increases over time.
Image Credit: Lundgren, L, McCall Recreation
Image Credit: Whipple, C, McCall Recreation
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OUR ECONOMY
POPULATION
GOALS + POLICIES
Goal 1: Encourage a managed population
increase, avoiding significant fluctuations in
population change.
Policy 1.1
Cultivate housing and employment opportunities for
full-time residents. Utilize a population guideline of
40 percent full-time residents as a basis to monitor
population trends.
Policy 1.2
Consider the populations of neighboring communities,
such as Lake Fork, Donnelly, and New Meadows, and
develop a long-term plan for sharing commerce and
population growth.
Policy 1.3
Develop and employ population growth management
tools to maintain a healthy but manageable average
annual population growth rate of 2%.
Goal 2: Promote and develop a
generationally and culturally diverse
population.
Policy 2.1
Expand McCall’s image to more fully embrace its
diversity of people, opportunities, and experiences.
Policy 2.2
Provide assistance, housing, and support services
for the elderly so they may lead fulfilling lives and be
effective participants in the community.
Goal 3: Build a stable year-round population
in McCall.
Policy 3.1
Encourage young adults to stay in McCall and seek
to attract young families and retirees by providing
quality of life amenities, work opportunities,
transportation choices, recreation opportunities,
convenient healthcare, broadband, and a vibrant
downtown.
Policy 3.2
Support stable employment opportunities in
McCall by strengthening existing businesses
and further expanding our startup, technology,
medical, recreation, environmental, healthcare, and
educational business sectors.
117McCall Area Comprehensive Plan |
Image Credit: McCall Recreation
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HOUSING
GOALS + POLICIES
Goal 1: Promote a variety of quality
housing types for current and future
residents.
Policy 1.1
Promote a diversity of local housing types including
rental and ownership opportunities for singles,
families with and without children, seniors, persons
with disabilities, and multi-generational families.
Policy 1.2
Distribute a variety of housing types throughout
the City to expand the choices available to meet
the financial and lifestyle needs of McCall’s diverse
population.
Policy 1.3
Protect neighborhood character by preserving
older homes and neighborhoods.
Goal 2: Support a local housing program
as part of the vision for a diverse and year-
round economy.
Policy 2.1
Develop a comprehensive local housing strategy
with public/ private partnerships to provide housing
for a diversity of incomes.
Policy 2.2
Connect local housing to jobs, child care, schools,
retail, and other amenities and services needed on
a daily basis.
Policy 2.3
Manage short-term rentals to mitigate adverse
impacts to the McCall community.
Goal 3: Support multi-faceted strategies
to address local housing opportunities.
Policy 3.1
Expand the availability of local housing throughout
McCall by preserving existing housing and
incentivizing development to provide attainable
housing.
119McCall Area Comprehensive Plan |
Payette
Lake
WForestSt
1st StStibnite St
Lakeside Ave
Hemlock St
C
hadDr
N
SamsonT
rl
Floyde St
Rio Vista Blvd
L e n o r a S t Mill RdE Park St
C olor ad o S tKrahn Ln
Mather R d
S Samson TrlMor
gan DrWooley Ave
SpringMountainBlvdL i c k C r e e k R d
P ine S t
E Deinhard Ln
Elo Rd
WDeinhard Ln NMissionStDavis AveSMissionStBoydstunStWisdom RdWarre
n
WagonRdSt
at
eHwy55W Lake St E L ak e S t
S 3rd StN 3rd StMAP 5.5: POTENTIAL LOCAL HOUSING LOCATIONS
0 0.5 10.25Miles
Legend
Private Property
City, County or State Property
Base Legend
Roads Lakes Payette River -- FOR PLANNING PURPOSES ONLY--
MAP 5.5: POTENTIAL LOCAL HOUSING LOCATIONS
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121McCall Area Comprehensive Plan |
Place-making: The term “place-making” refers to
a wide range of community improvement strategies
and initiatives that help create vibrant, safe, and
friendly places by capitalizing on a McCall’s unique
assets—including its history, natural resources, or
public spaces, and buildings. It can include efforts to
preserve the scenic or historic character of a place,
provide wayfinding and trail connections, expand the
affordability or type of housing choices, increase the
visibility of public art, provide festivals and events, or
provide broadband connections in all public places.
Place-making offers many ways to build on local
strengths to improve community vitality and sense of
place.
ECONOMIC DEVELOPMENT
GOALS + POLICIES
Goal 1: Promote quality of life ‘place-
making’ as the overarching economic
development strategy for McCall.
Policy 1.1
Promote public art, pathways, parks, events,
festivals, and other place-making strategies.
Policy 1.2
Use environmental sustainability as an economic
development strategy. (See Environment Goal 7:
Sustainability on page 116)
Policy 1.3
Create unique gathering places.
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Goal 2: Balance and diversify the local
economy while maintaining environmental
compatibility.
Policy 2.1
Promote, attract, and retain businesses that provide a
diverse base of employment opportunities and are not
subject to wide seasonal fluctuations.
Policy 2.2
Support development and redevelopment in appropriate
areas, located on Map 5.6. (See Land Use Policy 2.3 on
page 106)
Policy 2.3
Promote and utilize the airport, public parks, pathways,
waterfronts, the McCall Public Library, and the golf
course as economic assets and incentives for business/
property development and redevelopment.
Policy 2.4
Provide a flexible, efficient, innovative, responsive
regulatory environment.
Policy 2.5
Improve broadband and fiber-optic capacity within the
city to enable improved telecommuting opportunities,
cottage industries, and attraction of businesses that
require high speeds of connectivity.
Goal 3: Stabilize the economy with year-round
employment and job wages that match the
cost of living.
Policy 3.1
Encourage development of business sectors that are
compatible with the McCall Area and offer wages that
allow for employees to live near where they work.
Policy 3.2
Create and support an innovative, entrepreneurial
environment that encourages business investment
and increased employment opportunities with higher
wage opportunities, increased local tax base, and other
public benefits.
Goal 4: Support McCall’s economy by
investing in our workforce, education systems,
entrepreneurs and local businesses.
Policy 4.1
Continue to train, attract, and retain a highly skilled,
educated, and flexible workforce.
Policy 4.2
Promote and provide resources and incentives for
business development, recruitment, and expansion.
Policy 4.3
Prepare our workforce for jobs through education and
training in strategic sectors and emerging markets
through curriculum alignment, expanded technology
resources, skills development, partnerships, and career
development opportunities.
Policy 4.4
Ensure that zoning and land use regulations support
the development of live-work space in a variety of
settings around the City.
Policy 4.5
Support and continue to work with regional economic
development organizations, such as the West Central
Mountains Economic Development Council.
Goal 5: Promote the Central Business District
as the center of commercial activity and
economic growth.
Policy 5.1
Provide necessary infrastructure for redevelopment
and encourage private investment within Downtown.
Policy 5.2
Encourage private investment to develop vacant or
underutilized buildings and sites.
Policy 5.3
Provide the necessary beautification improvements to
attract and encourage private investment.
Payette
Lake
Payette
Lake
SS uueeDD rrEElllliissRRddS 3rd StS 3rd St DDiivvoottLLnnStibnite StStibnite StWest RdWest RdDDwwyy
Knights RdKnights RdMoon DrMoon Dr SSMMiissssiioonnSSttW L
a
k
e
S
tW L
a
k
e
S
t
Shelia LnShelia Ln
MMee
aa
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oo
wwss
RRdd
Elo RdElo Rd
Rio Vista BlvdRio Vista Blvd
Krahn LnKrahn Ln
WWoooo dd llaann dd ss DDrrMMccCCaallllAAvvee
CCooyyRRddAAppppaall
oooossaaTTrrllFF ii rr ee ww eeee dd DD rrFlynn LnFlynn LnStrawberry LnStrawberry Ln PPiillggrriimmCCoovveeRRddCC hh rr ii ss LLnn
WW hhiitteettaaiillDDrr
Chipmunk LnChipmunk Ln
OOsspprreeyyVViieewwDDrrSSoonngg SSppaarrrroowwDDrrFFaaiirrwwaayy DD rrCChhaaddDDrrWWiilllliiaammssCCrreeeekkLLoooopp
RRiiddggeeRR ddBBeeaarrBBaassiinnRRdd
VVaalllleeyyRR ii mm RRddCClluubbHHiillllBBllvvddCCrrooww lleeyy LL nn
N Mission StN Mission StSSttaatteePPaarrkkRRddNNiissuullaaRRddLLiicchheennLLnnSvc RdSvc RdLLuuppiinneeLLnnMMiiggrraattoorryyRRiiddggeeWWaayyMMoorrggaann DDrr
SSuu nn dd aa nncceeDDrrRRaa ww hhiiddeeLLooooppRRiivveerrRRaanncchhRRdd HHuucckklleebbeerrrryyLLoooopp
WW DDeeiinn hh aa rr dd LLnn
FFaawwnn lliillllyy DD rr S Samson TrlS Samson TrlMoonridge DrMoonridge Dr
WW eesstt MMoouunnttaaiinn RR dd
MAP 5.6: REDEVELOPMENT AREAS
0 1 20.5
Miles
Score
Least Likely to Change
Most Likely to Change
Base Legend
Roads Municipal Boundary Lakes Payette River -- FOR PLANNING PURPOSES ONLY--
MAP 5.6: LIKELIHOOD OF CHANGE
An analysis identified the likelihood of change to determine which areas in McCall may develop or redevelop sooner than others. The methodology defined
conditions that would spur redevelopment or development and if the condition occurs on a parcel. Criteria included whether the parcel is vacant, located in the
floodplain, year built, condition of buildings, if the current land use is non-compliant with Future Land Use, large lots of 100 acres or more, etc. The more criteria
a given parcel met, the more likely it is anticipated to change. This map intends to provide a visual guide to where change might reasonably occur but is not
predicting or advocating for change of any parcels.
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PUBLIC FACILITIES, UTILITIES, AND SERVICES
GOALS + POLICIES
Goal 1: Encourage new development to
locate in areas where sewer and water
services are present.
Policy 1.1
Require that adequate central sewer and water
services are available as a condition of approval of all
future developments.
Goal 2: Ensure that public facilities, utilities,
services, and municipal buildings are managed
to last their intended life, provide for the
requirements of the community, and be
responsive to identified social, physical,
economic, and environmental constraints.
Policy 2.2
Ensure that the City’s civic campus is a key anchor of
the downtown.
Policy 2.3
Encourage development of a community-supported
public or non-profit performing arts center.
Policy 2.4
Continue to support MCPAWS Regional Animal Shelter
as a vital part of the McCall community.
Goal 3: Maintain outstanding public safety
facilities and services, including hazard and
disaster planning.
Policy 3.1
Support fire, safety, and police services.
125McCall Area Comprehensive Plan |
Goal 4: Assure growth and development impacts on the
community are mitigated and developments share in the
responsibility for providing needed infrastructure and
public facilities, utilities, housing, and services.
Policy 4.1
For new residential development, consider alternative fee policies
for new capital facilities or the expansion of existing facilities.
Goal 5: Identify sufficient telecommunications facility
locations to ensure a broad range of communications
services, while promoting the sharing of facilities and
the efficient use of land, minimizing the use of towers,
and assuring compatibility with adjacent and nearby land
uses.
Policy 5.1
Identify general criteria for appropriate locations through a
Telecommunications Master Plan. Preference should be given to
public locations.
Policy 5.2
Explore ways of expanding high speed internet and fiber optic
access to public buildings, businesses, and residences throughout
the McCall Area.
Goal 6: Continue to retain high-quality health service
providers (including doctors, dentists, specialists, medical
technicians, and nurses) and promote the development
and expansion of medical education opportunities.
Policy 6.1
Support the siting of health care facilities and services in appropriate
and accessible locations within the City.
Goal 7: Ensure efficient solid waste management, and
support enhanced recycling service and opportunities.
Policy 7.1
In partnership with Valley County, provide an adequate and cost-
effective solid waste collection and disposal system that includes
recycling, land reclamation, and composting.
Image Credit: Rex Turgano
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Image Credit: www.mdsd.org
SCHOOLS
GOALS + POLICIES
Goal 1: Increase the scope and quality of
education for McCall residents.
Policy 1.1
Develop program(s) to bridge students and the
community with opportunities for internships,
mentors, and career paths.
Policy 1.2
Supplement recreation facilities and sports fields
that are provided by the school system. Continue to
coordinate and partner with the school district on
management and maintenance of shared recreation
facilities.
Policy 1.3
Assist in the recruitment of a branch of public college
campus, arts or cultural institution, and/or vocational
college. Strive for a connection to major Idaho colleges
for satellite campuses, such as MOSS, but that are
more grounded in general studies or remote classes.
Policy 1.4
Continue to coordinate facilities, materials, and
continuing education programs between the Public
Library and the school libraries.
Policy 1.5
Encourage and utilize year-round use of the Public
Library as an educational entity, especially in the
summer when the school libraries are not open.
Goal 2: Continue to support and expand the
Public Library’s educational programming for
all ages.
Policy 1.6
Continue to provide access to materials and
programming from the Public Library for those who are
home-bound or otherwise unable to move freely about
the community.
Policy 1.7
Enhance and better publicize the Proctoring Program
from the Public Library to encourage continuing
education for distance learners or online educational
programs.
Policy 1.8
Encourage and support partnerships with private
schools in the McCall Area to assist in educational
partnerships within the community.
127McCall Area Comprehensive Plan | Image Credit: http://www.uidaho.edu/cnr/mccall-outdoor-science-school/
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IMPROVED FACADES, ROOF LINES, CORNER ARCHITECTURE
EXTEND CURB
W/ PLANTING,SEATWALLS,
PAVING
BOULDER BARRIERS
RAISED (6") CROSSING PLAZA
OUR CONNECTIONS
TRANSPORTATION
GOALS + POLICIES
Goal 1: Foster a transportation system for
current and future year-round needs that is
safe, convenient, accessible, economical, and
consistent with McCall’s character.
Policy 1.1
Recognize the seasonal change in McCall traffic and
prioritize strategies and projects that manage peak
demand (e.g., enhancing transit service, walking and
bicycling facilities, carpooling and employee incentives,
parking management) over major capacity-enhancing
roadway projects (e.g., road widening, intersection
widening, and signalization).
Policy 1.2
When major roadway projects are implemented,
opportunities to link them with other goals (e.g., green
infrastructure, gateway treatments, public art) should
be explored and incorporated when possible.
Policy 1.3
Develop streets that are designed and operate to be
safe, comfortable, and convenient for all users, including
people walking, bicycling, driving, and riding transit.
129McCall Area Comprehensive Plan |
IMPROVED FACADES, ROOF LINES, CORNER ARCHITECTURE
EXTEND CURB
W/ PLANTING,SEATWALLS,
PAVING
BOULDER BARRIERS
RAISED (6") CROSSING PLAZA
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FIRST STREET PARKING GARAGE
3-STORY GREENHOUSE
ROOF TOP
RESTAURANT
PARKGoal 2: Ensure critical framework
streets provide safe access and
circulation for all modes of travel in the
City, while establishing a sense of place.
Policy 2.1
Implement streets sections that are consistent
with the area’s surrounding land use.
Policy 2.2
Enhance safety and efficiency of roadways and
the transportation systems.
Policy 2.3
Include street enhancements during the land
development process. Achieve the
recommendation of the Transportation Master
Plan in part through private development
contributions.
Policy 2.4
Encourage a connected street network and do
not approve new development of permanent
dead-end streets.
Policy 2.5
Encourage coordination of road construction
and maintenance decisions between the
various agencies with jurisdiction.
Goal 3: Increase mode choices (bike,
walking, Nordic) and route choices
(connectivity of routes) to increase
travel options and reduce reliance on
automobile travel.
Policy 3.1
In future developments, plan for sidewalks,
trails, and bicycle infrastructure that connect
with the City’s existing systems.
Policy 3.2
Complete and improve the pathway and
sidewalk network in the City.
Goal 4: Continue to support safe and
efficient transit within McCall, the
Impact Area, and between other cities
and communities.
Policy 4.1
Plan development to support investment in
transit options for City residents. Plan higher
intensity development with access to major
transit stops to support transit investment and
long-term ridership.
Policy 4.2
Provide expanded, reliable transit service to
mixed-use areas, business parks, medium and
high-density housing, educational facilities
(and similar institutions), tourist destinations,
and other transit supportive land uses.
Policy 4.3
Increase marketing and information of transit
services (routes and schedule) as well as the
local free-pass program.
131McCall Area Comprehensive Plan |
FIRST STREET PARKING GARAGE
3-STORY GREENHOUSE
ROOF TOP
RESTAURANT
PARKGoal 4: Evaluate and make needed revisions to
parking regulations to ensure both adequate,
efficient parking and attractive commercial areas.
Policy 4.1
Focus on efficiency of existing parking supply as a higher
priority than increasing parking supply.
Policy 4.2
Furnish adequate and accessible parking to support the
economic and pedestrian vitality of the downtown and
other key public and commercial areas.
Policy 4.3
Manage recreational vehicle and trailer parking. Allow
trailer/RV parking in appropriate areas.
Image Credit: Albany Walk Your City
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TRAILS AND PATHWAYS
GOALS + POLICIES
Goal 1: Establish McCall as a community
known for its excellent bike and trail system.
Policy 1.1
Increase connectivity, including year-round
connectivity where possible, between neighborhoods
and from neighborhoods to parks and greenways
through the use of sidewalks, bicycle lanes, multi-use
paths, and trails.
Goal 2: Extend existing trail and greenway
projects to create an interconnected
green infrastructure network that links all
parts of McCall with parks, trails, stream
corridors, recreation corridors, green streets,
greenways, and agricultural lands.
Policy 2.1
Explore opportunities to connect parks, recreational
facilities, trail heads, and open spaces through private
property easements.
Policy 2.2
Develop a strategy to create the Payette River
Greenway within the City of McCall that includes
public access points.
Goal 3: Plan, design, and develop a pedestrian
system that includes pedestrian trails and
pathways interconnected throughout McCall
and surrounding areas.
Policy 3.1
Complete the Valley County Pathway to connect the
cities of McCall, Donnelly, and Cascade.
Policy 3.2
Prioritize completing the pathway system in future
planning.
Policy 3.3
Prioritize short and long-term maintenance of
pathways, including snow removal, so people can
commute and recreate all year.
Policy 3.4
Pursue community “bike friendly” certifications and
designations from organizations such as the League of
American Bicycle Communities.
133McCall Area Comprehensive Plan |
Wooley Ave
2-WAY
BIKE PATH
BOARDWALK W/
SEATING & INTERPRETIVE
SIGNS
WOOLEY AVE.
Priority pathways, sidewalks, and bike lanes
identified in this 2017 Comprehensive Plan
process include:
1. Pathway around Payette Lake
2. Wooley Avenue
3. Spring Mt. Boulevard
4. Warren Wagon Road
5. Davis Avenue
6. Third Street
7. Bear Basin Road
8. Sampson Trail
9. Lake Street
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135McCall Area Comprehensive Plan |
Wooley Ave Sprin g M o untainBlvdLick Cree k R d
P i n e S t
E Deinhard LnWDeinhardLn
Wes tMountainRdN Mission StDavis AveSMissionStBoydstunStWarrenWagonRdW
L
a
k
e
S
t
E L ak e S t
St
at
e Hwy 55S 3rd StN3rdStMAP 5.7: PLANNED WALKWAY & BIKE NETWORK
0 0.5 10.25Miles
Pathway & Bike Network
Desired Bike Lanes
Desired Pathway
Desired Sidewalk
Bike lane in sholder
Existing Pathway
Existing Sidewalk
Plowed Winter Pathway
Parks 1st StRoosevelt AveStibnite St
PineSt
Hemlock St
Wanda Ave
NSams
o
n
T
rl
L e n o r a S t Mill RdE Park St
Colorado St Davis AveWooley AvePineSt
R ailroadAveDavis AveE L a k e S t
N 3rd StBase Legend
Parks Roads Lakes River
MAP 5.7: PLANNED WALKWAY AND BIKEWAY NETWORK
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PARKS AND RECREATION
GOALS + POLICIES
Goal 1: Enhance quality of life for all ages
of residents and visitors through recreation
programs, public parks, open space, and
facilities.
Policy 1.1
Encourage innovation and best practices in
development and design of parks, park facilities, and
programming.
Policy 1.2
Establish rules and policies for drones to ensure safety
and privacy needs are met.
Policy 1.3
Continue to explore a range of funding opportunities
and partnerships for parks and recreation improvements
and programs. Recognize the necessity of partnerships
to provide parks and recreation facilities and programs.
Policy 1.4
Acquire, maintain, and improve public open space,
wildlife natural areas, and parks.
Policy 1.5
Promote the City golf course as a diverse open area
that can be used for range of activities, including
places for golfing, walking, cross country skiing, and
snowshoeing, as well as a dog park space.
Policy 1.6
Increase recreational programing to more effectively
reach seniors, low income individuals, and teens.
137McCall Area Comprehensive Plan |
Goal 2: Preserve the quality of and enhance
access to Payette Lake and Payette River.
Policy 2.1
Foster the use of water ways for access, public
recreation, and enjoyment in a manner that
maintains and protects their natural character.
Policy 2.2
Create partnerships between the State, Valley
County, the City of McCall, and other groups to
develop guidelines for uses of Payette Lake and the
surrounding lands, including state lands around
the lake, and increase private education.
Policy 2.3
Fully utilize the lakeside and riverfront City
property and public access points.
Policy 2.4
Address motorized and non-motorized uses of the
lake and points of access to the lake.
Policy 2.5.
Acquire more lakeside and riverfront property for
public access.
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PUBLIC AIRPORT FACILITIES
GOALS + POLICIES
Goal 1: Continue to proactively protect the
health, safety, and general welfare of both
airport users and surrounding neighbors.
Policy 1.1
Operate, maintain, and develop the McCall Municipal
Airport to ensure safe and efficient aeronautical facilities
for all aviation users per City and FAA standards and
requirements.
Policy 1.2
Operate and develop the airport in such a manner that
it remains a safe and good neighbor by establishing
compatible land uses around the airport.
Goal 2: Maintain and improve air service at the
airport.
Policy 2.1
Continue proactive efforts with commercial operators
and the community to maintain and improve air service
options.
Policy 2.2
Continue planning and development of the airport to
provide facilities that support services such as aerial
firefighting, life flight, and business activity that are
valued by the community.
139McCall Area Comprehensive Plan |
Goal 3: Continually monitor and
plan for future aeronautical and
land use needs of the airport.
Policy 3.1
Adhere to the Airport Master Plan and
associated approved Airport Layout Plan.
Policy 3.2
Develop available airport space based on
aeronautical needs to support airport
self-sufficiency.
Goal 4: Continue to integrate the
airport into City transportation
infrastructure and planning.
Policy 4.1
Plan transportation facilities to ensure
adequate access to the airport and
support the airport as an inter-modal
hub, consistent with the Transportation
Master Plan.
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Goal 5: Plan land uses near the airport so that
they are compatible with airport functions,
compliant with FAA regulations, and do not
negatively impact the safety and operations
of the airport. Require aviation easements
where needed.
Policy 5.1
Purchase (in fee simple) lands as recommended in
Chapter 6 of the Airport Master Plan, Alternative
Airport Concepts, and as shown on the Airport Layout
Plan.
Policy 5.2
Maintain existing agricultural ground and open space
in the vicinity of the airport, especially in key areas
off the runway approach and departure corridors to
reduce the safety risks for people and property on the
ground and in the air.
Policy 5.3
Discourage high-density residential development
and encourage commercial and industrial uses in the
proximity of the airport that benefit from and do not
conflict with aircraft operations.
Policy 5.4
Require Fair Disclosure Notification for new or
substantial redevelopment of lots, buildings,
structures, and certain activities near the airport
notifying developers of the potential of low overhead
flights, noise, dust, fumes, and other potential aviation
impacts.
Goal 6: Account for the current and future
economic benefit to the community when
planning and developing on and around the
airport.
Policy 6.1
Recognize the airport as an essential service and
major contributing factor to economic development in
McCall.
Policy 6.2
Encourage aviation related economic development
opportunities in appropriate locations on or
surrounding the airport.
Policy 6.3
In general, allow uses on and around the airport that
promote the efficient mobility of goods and services
consistent with regional economic development and
transportation goals.
Policy 6.4
Connect the airport to downtown and commercial
areas with safe, multimodal transportation options.
Goal 7: Continue to integrate the airport into
the local McCall community.
Policy 7.1
Utilize the airport by hosting tours and events for the
community.
Policy 7.2
Partner with the McCall-Donnelly School District
to provide opportunities for Science, Technology,
Engineering, and Math (STEM) education and
instruction.
Policy 7.3
Promote a public education campaign to publicize
what services the airport offers.
McCallIn M ot I on
McCall Area Comprehensive Plan
ReflectVOLUME 6
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Reflect
T he vision embodies what McCall, Idaho, aspires to
as a community. The Plan is the lens through which
the City of McCall will look when developing and
interpreting policies and regulations, implementing
existing plans, and entering into partnerships. It will also guide
spending and provide direction for capital improvement projects
(CIPs) and budget priorities.
Ultimately, the success of this Plan will be measured
by the extent to which the vision is realized through
effective plan implementation.
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143McCall Area Comprehensive Plan | 143McCall Area Comprehensive Plan |
Reflect
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reflect
Transforming vision into reality
through implementation will require
incremental steps over time. Seven
priority projects provide the structure
and direction to implement the Plan’s policies
and Future Land Use Map and actions.
The public’s priority projects are:
• Revise the McCall’s Design Guidelines and
Standards
• Review development standards (building
height, size, scale, intensity and parking
requirements)
• Implement practices and policies to
protect water quality of Payette Lake as
the source of drinking water
• Develop a sustainability program with
curbside recycling
• Incentivize housing for local year-round
residents
• Turn additional lake front properties into
public spaces and enhance lake access
• Explore options for a Payette River
pathway
• Provide sustainable year-round
employment
IMPLEMENTATION
FRAMEWORK
WORK PLAN AND STRATEGIC PLAN
Each year, the McCall Area Planning Commission
and staff should develop a work plan that
selects components of the Comprehensive
Plan programs and establishes how they
will be implemented that year. This process
should include reviewing the Action Matrix to
identify potential actions for new or expanded
programs.
The Comprehensive Plan projects should also
be analyzed each year using the City of McCall
5-Year Capital Improvement Plan. Capital
improvement projects will be rated based on
nine scoring criteria described in the Capital
Improvement Plan Development booklet. Higher
scores will have a higher priority for the City to
fund and implement. Non-capital improvement
projects are prioritized as described below.
DEVELOPMENT CODE
An important tool for implementation of the
McCall Area Comprehensive Plan is the City’s
building and land development regulatory
program (Development Code). Three titles
of the McCall City Codes relate to building,
planning and zoning, and subdivision/
development. Four major initiatives of the
Comprehensive Plan will be implemented
Image Credit: Brewster,
McCall Recreation
145McCall Area Comprehensive Plan |
through updating and revising the McCall Area
development codes. They include protecting
McCall’s natural environment; managing
McCall’s built environment to enhance livability
and complement the natural environment;
protecting McCall’s scenic resources and small
town character; and supporting a sustainable
economy. In addition, the development codes
will be revised to offer options and flexibility
in compliance; clarify code requirements; and
streamline the review and approval processes.
PARTNERSHIPS
Many of the projects rely on partnerships to be
successfully implemented. The City and County
will need to enter into partnerships with public,
private, and non-profit organizations and
develop coalitions with regional neighbors to
address mutual concerns.
New and existing partnerships, particularly
with non-profit organizations, may require
capacity building through grants or other
direct assistance to develop training,
leadership, programs, and revenue generation
and community engagement strategies.
Cooperation also increases government
efficiency and reduces costs through
resource sharing, increased coordination, and
consolidation of duplicative services.
Implementation is where the words
and maps in the Plan meet the real
world.
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ACTION MATRIX
During the planning process, a number of projects were identified to achieve the goals and policies established in
Volume 5. Many of the identified projects, such as updating the City’s codes, are designed to accomplish more than
one goal or policy. The following Action Matrix organizes implementation projects among the three main themes
of the Comprehensive Plan: Our Character, Our Economy, and Our Connections. Within each theme, projects are
organized by the goals and policies each project is intended to implement. The matrix contains some redundancy
and repeats projects that accomplish more than one goal or policy.
PRIORITIZATION CRITERIA
Of the nine scoring criteria described in the Capital
Improvement Plan Development booklet, several
are useful in evaluating the relative priority of
the implementation projects identified in this
Comprehensive Plan, including:
• The extent to which the project will help to achieve
the City’s Council-adopted plans and goals;
• The extent to which the public will use and benefit
from the project;
• The extent to which the project has documented
public support;
• The extent to which non-City funds in the form of
grants, matching funds, or private donations are
likely to be available to fund the project; and
• The estimated extent to which the project will
stimulate desired economic development/growth
within the City.
Projects are categorized based on technical analysis of
a logical order of implementation, and on the extent
to which the project can achieve multiple goals or
policies. The relative level of immediacy of demand for
the project, as expressed by plan participants, was also
considered in establishing relative priorities.
Near-Term Priority Projects (0 - 5 years)
For most near-term priority projects, the relevant
prioritization criteria included:
• achievement of multiple plan goals;
• documented public support;
• stimulates desired economic development/growth;
• relative immediacy of the need for the project; and
• supports a logical implementation sequence
Mid-Term Priority Projects (6 -15 years)
For most mid-term priority projects, the prioritization
criteria included:
• achievement of a plan goal;
• public use and benefit;
• opportunities for use of non-City funding; and
• lower relative immediacy of the need for the project
The Action Matrix lists each project and identifies its
priority for implementation. The resulting prioritization
categories are meant to serve as general guidelines for
when the projects may be funded by the City and a general
prioritization of how the City should order improvement
as funding becomes available. Prioritization levels may
change based on changing funding levels and/or sources
(e.g., grant funding that has to be used for a certain type
of project); new opportunities for partnerships; and the
emergence of new private development projects.
147McCall Area Comprehensive Plan |
OUR CHARACTER
Label Project Project Type Priority Additional actions/projects Notes
Related Goal or
Policies
Community Character and Design
CC&D
Project
1
Revise the McCall Design Guidelines
and Standards to preserve and
promote the character of the McCall
Area. Review the development code
and revise as needed to promote
or require energy efficiency,
green infrastructure standards,
renewable energy, and implement
development standards that require
retention of native vegetation where
appropriate.
Design
Guidelines/
Standards
Near-
term
1. Review the Downtown Master Plan
for possible additions or changes to
the McCall City Code and Design
Guidelines.
2. Ensure that sign standards and
guidelines are consistent with
community character goals.
3. Ensure availability of design
guidelines for public infrastructure,
amenities and public plazas and
parks.
4. Review Code provisions regarding
non-conforming structures to allow
for appropriate renovations.
5. Revise design guidelines and
the Development Code for view
corridor preservation. Site design
and building orientation should
protect significant views.
6. Develop parkland design guidelines
that encourage innovative
practices to create public spaces,
management of uses, play spaces,
landscaping, and stormwater
management in parks.
7. Develop design guidelines that
meet FAA guidelines while ensuring
airport facilities and buildings
enhance the entryway into McCall
and allow appropriate surrounding
development to take place.
8. Review industrial design code.
Consider creating separate design
code for the airport and industrial
areas.
Design guidelines should
allow for creativity and unique
architectural design, and should
vary by development area, such
as the Central Business District
and adjacent residential and
commercial areas. Develop
mechanisms for Design
Guideline implementation that
are predictable, efficient and
enforceable.
CC&D Policy 1.2,
CC&D Policy 1.3,
CC&D Policy 5.2,
PRO Policy 1.1.1,
A Policy 6.3
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OUR CHARACTER
Label Project Project Type Priority Additional actions/projects Notes
Related Goal or
Policies
CC&D
Project
2
Develop a portfolio of recommended
green design development standards
to encourage developers to incorporate
‘green’ design in future projects.
Incorporate ‘green’ design in the McCall
development review process in or in
certification program.
Development
Code/Policy;
Research and
Analysis
Near-
term
Research published sustainable
development and infrastructure Best
Management Practices (BMPs), such as
those adopted by the Federal Highway
Administration and the Idaho Land
Conservation Assistance Network.
Identify water quality, energy, and
land conservation BMPs that are most
applicable to McCall, and prepare
a guidance manual for the McCall
development community.
CC&D Policy 1.1,
CC&D Policy 2.4
CC&D
Project
3
Review the Central Business
District zoning and development
standards to determine their
effectiveness in achieving the goals
of the Comprehensive Plan, and make
adjustments as necessary.
Development
Code/Policy;
Research and
Analysis
Near-
term
Focus should be given to reviewing
height, set-backs, scale, intensity,
and parking requirements.
CC&D
Project
4
Create a % for the Arts Program:
The program specifies that 1-2% of
eligible city capital improvement
project funds be set aside for the
commission, purchase, and installation
of artworks in a variety of settings. By
providing opportunities for individuals
to encounter art in parks, libraries,
community centers, on roadways,
bridges, and other public venues.
Development
Code/Policy
Mid-
term
1. Create incentives for public art
as part of public and private
development projects. Consider
allowing public art to satisfy
current requirements for park land
as part of new development.
2. Ensure the long-term viability of
the McCall maintenance fund for
public art.
CC&D Goal 3
CC&D
Project
5
Develop gateway design standards
to ensure that each gateway tier is
attractive and protects the character
defining features of each gateway.
Design
Guidelines/
Standards
Near-
term
Use landscaping, open spaces,
interpretive and wayfinding
signage, public art, gateway
monuments, and appropriate
lighting at each entrance to
welcome visitors and reinforce the
character of McCall.
CC&D Policy 6.1
149McCall Area Comprehensive Plan |
OUR CHARACTER
Label Project Project Type Priority Additional actions/projects Notes
Related Goal or
Policies
CC&D
Project
6
Pursue abatement and removal of
non-conforming signs. Review sign
standards to ensure conformity with
Comprehensive Plan objectives.
Design
Guidelines/
Standards
Near-
term
CC&D
Project
7
Revise Title 2, Chapter 4 of the
City Code to clarify the duties and
authority of the Historic Preservation
Commission.
Development
Code/Policy
Ner-
Term
CC&D Goal 7
Land Use
LU
Project
1
Modify the Area of the Impact boundary
as shown on Map 5.1.
Development
Code/Policy
Mid-
term
LU Policy 1.3
LU
Project
2
Identify future growth tiers and
implement strategies to guide and pace
growth consistent with infrastructure
and service capacities.
Research and
Analysis
Near-
term
Map “growth tier” areas where full
infrastructure capabilities currently
exist (water, sewer, roadways) and
consider methods to expedite the
development application and review
processes in these ares. Consider
establishing concurrency standards
that would require development of full
infrastructure capacity either before
or concurrent with new development.
Work with infrastructure providers
to identify areas in McCall where
infrastructure and services are likely to
be provided in the near- and long-terms
to identify the most readily developable
areas.
LU Policy 2.1
LU
Project
3
Create an urban edge by using
conservation easements, with emphasis
on the south and west sides of the City.
Development
Code/Policy
Mid-
term
LU Policy 2.1
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OUR CHARACTER
Label Project Project Type Priority Additional actions/projects Notes
Related Goal or
Policies
LU
Project
4
Review and revise the Development
Code as necessary to limit formula
businesses, support infill development,
accessory dwelling units, and home
occupation businesses in appropriate
locations. Revise non-conforming code
provisions to allow for remodeling
and appropriate expansion of non-
conforming structures.
Development
Code/Policy
Near-
term
Review the Development Code
to include and allow for infill and
redevelopment in the Central Business
District.
LU Policy 2.3,
LU Policy 5.2,
H Policy 1.3
LU
Project
5
Create a new urban renewal district.Development
Code/Policy
Near-
term
Use the existing MRA Board to plan
and govern the new boundary that
may include the original four blocks
of downtown, the commercial/
civic waterfront, along 3rd Street
south to Floyde Street, and west to
Mission Street.
LU Policy 3.1
LU
Project
6
Revise the Development Code to
include clustering in order to protect
natural features, recreational open
space, view corridors, etc.
Development
Code/Policy
Near-
term
LU Policy 4.2
LU
Project
7
Establish site plan review standards to
protect natural features and viewsheds
in sensitive areas of the City.
Development
Code/Policy
Near-
term
LU Policy 4.2
LU
Project
8
Review the Shoreline Overlay Zone
to determine whether revisions are
necessary to implement the goals of
the Comprehensive Plan. Implement
appropriate development standards
for both commercial and residential
development.
Research
and Analysis;
Development
Code/Policy
Near-
term
Review development standards for lake
shore development to mitigate visual
impacts.
Development standard review
could include protecting native
vegetation, building setbacks and
heights, and facades facing the
lake design standards.
The overlay zone should address
building design, site planning,
landscaping, and vegetation
protection.
LU Policy 6.1
LU
Project
9
Review lakeshore development projects
to ensure appropriate public access.
Development
Code/Policy
Near-
term
LU Policy 6.2
151McCall Area Comprehensive Plan |
OUR CHARACTER
Label Project Project Type Priority Additional actions/projects Notes
Related Goal or
Policies
LU
Project
10
Actively pursue partnership
opportunities with the Valley County,
U.S. Forest Service, Department of
Lands, Army Corp of Engineers and
other stakeholders to help facilitate
effective management of Payette Lake.
Programs
and
Partnerships
Near-
term
LU Policy 6.2
LU
Project
11
Help fund detailed waterfront
planning and/or commercial shoreline
overlay zone planning to encourage
development, redevelopment, and
improved public access along the
lakefront. This could be a partnership
with the McCall Redevelopment Agency
(MRA).
Programs
and
Partnerships;
Development
Code/Policy
Near-
term
1. In partnership with affected
property owners, develop an
updated Waterfront Plan for a
lakefront pathway or boardwalk
that connects 1st Street to Brown
Park.
2. Update and expand the Waterfront
Area Plan.
LU Policy 6.2
LU
Project
12
Develop form-based land use
regulations for the CBD that emphasize
pedestrian-friendly scale; inviting store
fronts; rear and side yard parking; public
spaces; and other features that attract
and support pedestrian movement in
the CBD.
Development
Code/Policy
Near-
term
LU Policy 7.1
LU
Project
13
Encourage voluntary land preservation
and provide incentives for the
dedication of land to the Payette Land
Trust.
Development
Code/Policy;
Programs
and
Partnerships
Mid-
term
Consider methods to transfer
development rights from low-density to
higher-density areas in order to preserve
open space and agricultural operations.
Work with the Payette Land Trust
to identify appropriate areas for
conservation.
LU Policy 4.2,
LU Goal 8
LU
Project
14
Provide incentives to encourage
voluntary public access to lake shores,
rivers, and other recreational areas.
Development
Code/Policy;
Programs
and
Partnerships
Mid-
term
Work with the Payette Land Trust to
identify appropriate areas for public
access.
152 | MCCALL IN MOTION
OUR CHARACTER
Label Project Project Type Priority Additional actions/projects Notes
Related Goal or
Policies
U
Project
15
Explore creative partnerships to
support greenhouse development in the
McCall area.
Programs
and
Partnerships
Mid-
term
Potential partnerships include
the University of Idaho’s McCall
Outdoor Science School, the
McCall Public Library, and the
Parks and Recreation Department.
Consider supporting greenhouses
on roof tops as a tourism, and
community learning opportunity.
LU Policy 9.1
LU
Project
16
Review City-owned land inventories and
consider selling or leasing parcels that
are not desirable for development but
are well-suited for urban agriculture.
Explore the feasibility of community
gardens in neighborhood parks and
other public spaces.
Programs
and
Partnerships;
Research and
Analysis
Mid-
term
Use community garden(s) to
support the food bank.
LU Policy 9.1
LU
Project
17
Review the City Development Code to
better accommodate urban agricultural
uses, support local food production
and distribution. This includes urban
agricultural land uses and related
infrastructure (i.e. hoop houses,
fencing, and storage sheds).
Development
Code/Policy
Near-
term
1. Create public-private partnerships
to reduce the barrier of entry
for start-up costs of local food
system facilities through public
funding, while establishing
private responsibility for ongoing
maintenance and operation of the
venues.
2. Support development or
redevelopment of City-owned parks
dedicated to edible landscapes,
with fruit trees, perennial herbs,
fruit bearing shrubs, etc.
Consider explicit recognition of
urban agriculture as a use within
appropriate zoning districts.
LU Policy 9.1
LU
Project
18
Explore potential partnerships for an
indoor farmer’s market. Increase the
number of vendors and opportunities at
the outdoor farmers’ market. Expand
the markets to invite agricultural
related businesses from neighboring
communities and cities.
Programs
and
Partnerships
Mid-
term
1. Evaluate the potential for a
Farmer’s market on 2nd Street
once reconstruction is complete.
2. Develop ideas to support a Farm to
Table program.
3. Pursue a food truck court at the
1st Steet parking lot or other
suitable locations.
LU Policy 9.2
153McCall Area Comprehensive Plan |
OUR CHARACTER
Label Project Project Type Priority Additional actions/projects Notes
Related Goal or
Policies
LU
Project
19
Review the Development Code to
ensure that adequate public and private
parks and other gathering spaces are
included in new development, especially
along 2nd Street, recommended
locations in the Downtown Master Plan,
in mixed-use developments, along the
lakeshore, and in other redevelopment
areas.
Development
Code/Policy
Near-
term
LU Policy 11.1
Environment
E
Project
1
In collaboration with Valley County,
Idaho Department of Lands, U.S.
Forest Services, and other agencies,
develop an updated and expanded
comprehensive Lake Management Plan.
Development
Code/Policy;
Programs
and
Partnerships
Near-
term
In collaboration with Valley County,
Idaho Department of Lands, U.S. Forest
Services, and other agencies, conduct
a carrying capacity study to 1) quantify
lake usage during the boating season,
2) develop a formula for estimating
recreational carrying capacity under
varying user conditions, and 3) evaluate
Payette Lake’s carrying capacity status
with respect to existing lake-use data.
An updated plan should address:
• Drinking water protection
• Recreational safety management
• Coordination of State and
County regulations, including
coordinated regulation of the
lake
• Back-up information for grant
requests
• Public education
• Monitoring and quantitative
benchmarks
• Citizen input focused exclusively
on lake and river management
E Policy 1.1
E
Project
2
In partnership with appropriate
agencies, develop a Recreation
Management Plan for Payette Lake that
addresses such things as enforcement,
wakeless zones, and public access.
Explore new technology such as buoys
with cameras that support keeping the
zone wakeless.
Development
Code/Policy;
Programs
and
Partnerships;
Research and
Analysis
Near-
term
Partner with Idaho Department of
Lands, Valley County Sheriff’s office,
U.S. Forest Service, Valley County, and
other stakeholder to evaluate non-
motorized areas and wakeless zones of
Payette Lake to determine if there are
areas appropriate for expansion.
E Policy 1.2,
PRO Project 7
154 | MCCALL IN MOTION
OUR CHARACTER
Label Project Project Type Priority Additional actions/projects Notes
Related Goal or
Policies
E
Project
3
Existing natural swales and ditches
should be identified and mapped as
part of the development project review
process, and measures should be taken
to either protect or relocate ditches and
swales to preserve their function and
reduce the potential for overland sheet
flows.
Development
Code/Policy;
Research and
Analysis
Near-
term
E Policy 2.1
E
Project
4
New stormwater management facilities
should be designed to serve multiple
purposes in addition to stormwater
retention and detention (such as
ground water recharge, wild life habitat,
aesthetics, etc.).
Development
Code/Policy
Mid-
term
E Policy 2.1
E
Project
5
Minimize sod and fertilization within
McCall Area and especially along
shorelines. Protect and preserve natural
shoreline vegetation and trees.
Development
Code/Policy
Near-
term
E Policy 2.1
E
Project
6
Revise and update Drainage
Management Guidelines (DMG) and
improve regional stormwater issues
throughout the City, especially along 3rd
Street and W. Lake Street.
Development
Code/Policy
Mid-
term
E Policy 2.2
E
Project
7
Amend the Development Code to
revise design standards for water
retention and detention facilities in
new developments to reduce off-site
stormwater effects and provide other
public benefits.
Design
Guidelines/
Standards
Near-
term
E Policy 2.2
E
Project
8
Employ techniques such as financial
security and performance measures
to ensure proper completion and
maintenance of stormwater facilities.
Development
Code/Policy
Mid-
term
E Policy 2.2
E
Project
9
Limit outdoor burning and encourage
replacing old wood-burning stoves.
Development
Code/Policy
Mid-
term
E Policy 3.4
155McCall Area Comprehensive Plan |
OUR CHARACTER
Label Project Project Type Priority Additional actions/projects Notes
Related Goal or
Policies
E
Project
10
Enforce the noise ordinance and
decrease noise impacts from motorized
vehicles and construction.
Development
Code/Policy
Mid-
term
E Policy 4.1
E
Project
11
Review the current dark-sky lighting
ordinance for consistency with dark-
sky principle and current technology;
identify possible updates. Consider
amendments as necessary.
Development
Code/Policy
Near-
term
E Policy 5.1
E
Project
12
Require management of solid waste
to avoid attracting or feeding wildlife,
as well as other methods to be a Bear
Smart Community.
Development
Code/Policy
Near-
term
E Goal 6
E
Project
13
Develop a raptor ordinance to protect
nesting habitat.
Development
Code/Policy
Near-
term
E Policy 6.3
E
Project
14
Work with Idaho Fish and Game and US
Forest Service to identify key wildlife
corridors.
Development
Code/Policy;
Programs
and
Partnerships
Near-
term
E Policy 6.3
E
Project
15
Require the configuration of
development in environmentally
sensitive areas to take into
consideration protection of open water,
wetlands, vegetative cover, habitat
values, and other natural features.
Development
Code/Policy;
Programs
and
Partnerships
Near-
term
As part of the site evaluation process
take significant vegetation into
consideration for its habitat, erosion
control, fire mitigation, and visual
screening values.
E Policy 6.4,
E Policy 8.1
156 | MCCALL IN MOTION
OUR CHARACTER
Label Project Project Type Priority Additional actions/projects Notes
Related Goal or
Policies
E
Project
16
Encourage energy efficiency through
programs (such as current information
and rebate and incentive support
from local energy utility companies,
the Department of Energy, and the
Environmental Protection Agency)
that encourage and/ or reward citizens
to use energy-efficient appliances,
insulation, windows, etc. Help citizens
become aware of costs and cost-savings
in making changes.
Programs
and
Partnerships
Near-
term
1. Lead by example by ensuring
Energy Star and LEED or
similar ratings on all new City
sponsored construction and major
renovations.
2. Continue to support education and
other incentives, such as rebates
and help with water and energy
conservation, so that residents
and businesses will be informed of
best practices and will be able to
adopt environmental stewardship
practices that conserve and protect
natural resources.
3. Consider establishing incentives for
new development to meet higher
energy and sustainability building
standards and techniques to reduce
energy demand and resulting air
emissions.
E Policy 3.4,
E Policy 7.1,
CC&D Policy 2.4
157McCall Area Comprehensive Plan |
OUR CHARACTER
Label Project Project Type Priority Additional actions/projects Notes
Related Goal or
Policies
E
Project
17
Develop a sustainability program to
recognize development projects in
McCall that incorporate sustainable
principles.
Development
Code/Policy;
Programs
and
Partnerships
Near-
term
1. Develop a hand guide of best
practices for sustainability in:
• Housing
• Transportation
• Water use
• Landscaping & irrigation
• Fleet management
• Golf course
• Waste management
• Curbside recycling
• Private and commercial recycling
• Renewable energy
2. Set metrics for goals and to
measure progress. Devote a
City employee to ensuring
implementation.
3. Support a green business program
with awards and certification,
and consider contributing to
retrofitting grants.
4. Recognize individuals, businesses,
and nonprofits for outstanding
stewardship behaviors and
practices.
E Policy 7.1, 7.2
E
Project
18
Investigate negotiating with energy
companies to increase reliance on
renewable energy sources.
Research and
Analysis
Mid-
term
E Policy 7.4
E
Project
19
Install electric vehicle charging stations
as public facilities.
CIP Mid-
term
E Policy 7.4
E
Project
20
Use the Heritage Tree Inventory to
create a monitoring system to create
more effective mechanisms for
establishing and protecting heritage
trees on public and private property.
Incentivize private development
protection of large, healthy trees.
Development
Code/Policy;
Programs
and
Partnerships
Near-
term
1. Include identification and
evaluation of heritage trees as part
of the development site analysis
and review process.
2. Establish a replacement
requirement for the removal of
heritage trees.
Update the Heritage Tree Inventory
at least every 5 years to measure
the success of maintaining
significant heritage trees.
E Goal 8
158 | MCCALL IN MOTION
OUR CHARACTER
Label Project Project Type Priority Additional actions/projects Notes
Related Goal or
Policies
E
Project
21
Conduct a Hazard Mitigation Master
Plan to effectively assess and address
hazard risks.
Development
Code/Policy;
Programs
and
Partnerships
Mid-
term
Consider a regional plan with Valley
County and surrounding communities.
E Policy 9.1
OUR ECONOMY
Label Project Project Type Priority
Additional actions/projects
Notes
Related Goal or
Policies
Population
P
Project
1
Continue to market the quality of the
McCall-Donnelly public school system
as an asset of the McCall Area.
Development
Code/Policy;
Programs
and
Partnerships
Near-
term
P Policy 2.1
P
Project
2
Ensure ordinances enable, and do not
discourage, multi-generational family
living arrangements.
Development
Code/Policy
Near-
term
P Policy 2.1
P
Project
3
Market the availability of current and
planned technology infrastructure.
Development
Code/Policy;
Programs
and
Partnerships
Near-
term
P Policy 2.2
P
Project
4
Encourage business opportunities for
entrepreneurs who may want to live in
or move to McCall.
Development
Code/Policy
Near-
term
P Policy 2.2
P
Project
5
Provide services and programs
that encourage independent living
and assisted living options for
older residents.
Programs
and
Partnerships
Near-
term
P Policy 2.3
P
Project
6
Provide services to enable older
residents to live in in-home family
situations longer (e.g. home
health, hospice, senior programs).
Programs
and
Partnerships
Mid-
term
P Policy 2.3
159McCall Area Comprehensive Plan |
OUR ECONOMY
Label Project Project Type Priority
Additional actions/projects
Notes
Related Goal or
Policies
P
Project
7
Increase the ethnic and racial diversity
and bilingual and multilingual abilities
of law enforcement, other first
responders, and healthcare staff, and
increase opportunities for City staff to
learn languages other than English.
Programs
and
Partnerships
Mid-
term
P Policy 3.1
Housing
H
Project
1
Allow housing such as yurts, tiny
homes, and container homes.
Development
Code/Policy
Near-
term
H Policy 1.2
H
Project
2
Review setback, parking, accessory
unit and other regulations that may
be preventing home renovations to
accommodate the changing needs
of residents over time (i.e., singles
marrying, small families growing larger,
and empty nesters).
Development
Code/Policy;
Programs
and
Partnerships
Near-
term
1. Modify non-conforming use
standards within the Development
Code to allow remodels, historic
preservation or energy efficiency
upgrades, of older homes in
keeping with the character of the
neighborhood.
2. Encourage residents to pursue
rehabilitation grants from the
State of Idaho to support existing
housing improvements.
H Policy 1.3,
LU Policy 2.3
H
Project
3
Promote and utilize the West Central
Mountains Housing Trust to spearhead
local housing development by creating
deed restricted housing for permanent
residents.
Development
Code/Policy;
Programs
and
Partnerships
Near-
term
H Policy 2.1
H
Project
4
Approach current area employers to
explore joint City/employer projects
to develop moderate income housing
in order to offer local workers an
opportunity to live in McCall.
Development
Code/Policy;
Programs
and
Partnerships
Near-
term
H Policy 2.1
H
Project
5
Pursue new businesses that are willing
to provide local workforce housing as
part of their business model.
Programs
and
Partnerships
Near-
term
H Policy 2.1
160 | MCCALL IN MOTION
OUR ECONOMY
Label Project Project Type Priority
Additional actions/projects
Notes
Related Goal or
Policies
H
Project
6
Direct housing and employment
growth to sites appropriate for transit
connections.
Development
Code/Policy
Mid-
term
Coordinate and plan for housing
near public transportation networks
and employment centers to reduce
household transportation costs and
vehicle miles traveled.
H Policy 2.2
H
Project
7
Increase the availability of affordable
housing through new and innovative
funding mechanisms, such as public/
private partnerships.
Development
Code/Policy;
Programs
and
Partnerships
Near-
term
Support the recommendations of the
2017 Housing Strategy Report for
implementation in a multi-faceted
approach.
Residential units developed using
local housing incentives should
be used to provide housing for
fulltime residents the McCall area.
Such units shall not be used for
vacation rental purposes.
H Policy 3.1
H
Project
8
Develop Senior Housing in McCall. Development
Code/Policy;
Programs
and
Partnerships
Near-
term
H Policy 2.3
Economic Development
ED
Project
1
Create a city grant program to
encourage business enhancements
(i.e. outdoor seating, landscaping
enhancements, etc.).
Development
Code/Policy;
Programs
and
Partnerships
Near-
term
ED Goal 1
ED
Project
2
Establish a funding pool to use for City
support of commercial development
projects to help offset things like fees
for service hookups and/or building
permits, extension or construction
of water/sewer service extensions,
undergrounding of utility lines,
sidewalk/pathways, etc.
Development
Code/Policy;
Programs
and
Partnerships
Near-
term
ED Goal 2
161McCall Area Comprehensive Plan |
OUR ECONOMY
Label Project Project Type Priority
Additional actions/projects
Notes
Related Goal or
Policies
ED
Project
3
Fund the creation a Business Welcome
Packet (design, printing, and some
useful items that includes the concept
‘I love McCall’) for new businesses in
the City of McCall that would include
necessary contact info, important
information, key deadlines/dates, forms
needed, business resources, etc. This
program could also include business
development support and grant
assistance.
Programs
and
Partnerships
Near-
term
ED Goal 3, 4
ED
Project
4
Fund an exploratory outreach effort
to test the feasibility of a South 3rd
Street LID for public improvements
like sidewalks, stormwater, parking,
lighting, etc.
Research and
Analysis
Near-
term
ED Goal 5
ED
Project
5
Update City website to include
additional information like a
comprehensive business directory
and add pages and tools specifically
related to economic development. A
new website design combined with
its improved ease of use would put
forth a more professional image to the
public, encourage participation the
government process.
Programs
and
Partnerships
Near-
term
ED Goal 2
ED
Project
6
Organize and implement a tour for key
decision makers and business owners
to another like mountain town to gain
ideas and perspective on approaches
to shared issues such as affordable
housing, infrastructure upkeep,
seasonal economy, innovation, event
management, short-term vacation
rentals, etc.
Programs
and
Partnerships
Near-
term
This is an idea from Leadership
Park City program that has been
successful.
ED Goal 3, 4
162 | MCCALL IN MOTION
OUR ECONOMY
Label Project Project Type Priority
Additional actions/projects
Notes
Related Goal or
Policies
ED
Project
7
Promote a technology hub at the
McCall Public Library for internet
services for remote workers and those
who do not have internet services, hot
spots, providing tablets, and other tools
for promoting technology within the
community.
Research
and Analysis;
Programs
and
Partnerships
Near-
term
Explore private-public partnerships
and how to utilize existing City
infrastructure to invest in and provide
improved broadband capacity.
ED Goal 2
ED
Project
8
Conduct a feasibility study of turning
lake front properties into public spaces
and lake access.
Research and
Analysis
Mid-
term
Establish fund for public acquisition of
land.
ED Goal 1
ED
Project
9
Work with community partners such
as schools and volunteer groups to
implement placemaking strategies.
Research and
Analysis
Near-
term
ED Goal 1
ED
Project
10
Market and promote local and regional
assets by providing guides, kiosks,
or wayfinding programs to highlight
community assets.
Development
Code/Policy;
Programs
and
Partnerships
Near-
term
ED Goal 1
ED
Project
11
Identify desired street sections,
infrastructure improvement needs, and
opportunities for financial partnership
in redevelopment areas.
Research and
Analysis
Near-
term
Establish a funding program for
infrastructure improvements for
priority projects (i.e. workforce
housing, local business expansion, etc.)
ED Goal 2
ED
Project
12
Consider Development Code
changes to allow for reuse of existing
commercial buildings to accommodate
business with low-impact, innovative,
entrepreneurial, or knowledge-based
features.
Development
Code/Policy
Near-
term
ED Policy 2.4
163McCall Area Comprehensive Plan |
OUR ECONOMY
LabelProjectProject TypePriority
Additional actions/projects
Notes
Related Goal or
Policies
ED
Project
7
Promote a technology hub at the
McCall Public Library for internet
services for remote workers and those
who do not have internet services, hot
spots, providing tablets, and other tools
for promoting technology within the
community.
Research
and Analysis;
Programs
and
Partnerships
Near-
term
Explore private-public partnerships
and how to utilize existing City
infrastructure to invest in and provide
improved broadband capacity.
ED Goal 2
ED
Project
8
Conduct a feasibility study of turning
lake front properties into public spaces
and lake access.
Research and
Analysis
Mid-
term
Establish fund for public acquisition of
land.
ED Goal 1
ED
Project
9
Work with community partners such
as schools and volunteer groups to
implement placemaking strategies.
Research and
Analysis
Near-
term
ED Goal 1
ED
Project
10
Market and promote local and regional
assets by providing guides, kiosks,
or wayfinding programs to highlight
community assets.
Development
Code/Policy;
Programs
and
Partnerships
Near-
term
ED Goal 1
ED
Project
11
Identify desired street sections,
infrastructure improvement needs, and
opportunities for financial partnership
in redevelopment areas.
Research and
Analysis
Near-
term
Establish a funding program for
infrastructure improvements for
priority projects (i.e. workforce
housing, local business expansion, etc.)
ED Goal 2
ED
Project
12
Consider Development Code
changes to allow for reuse of existing
commercial buildings to accommodate
business with low-impact, innovative,
entrepreneurial, or knowledge-based
features.
Development
Code/Policy
Near-
term
ED Policy 2.4
OUR ECONOMY
Label Project Project Type Priority
Additional actions/projects
Notes
Related Goal or
Policies
ED
Project
13
Review Development Code regulations
to identify opportunities for
streamlining development and approval
procedures.
Development
Code/Policy;
Programs
and
Partnerships
Near-
term
1. Consider form-based zoning
approaches that streamline the
administrative and review process.
2. Create an informational and
permitting one-stop shop for
developers.
ED Policy 2.4
ED
Project
14
Provide technical assistance to aid
developers in accessing funding or
incentive programs.
Programs
and
Partnerships
Mid-
term
ED Policy 2.4
ED
Project
15
Encourage and support the
development of small business
incubators. Provide concise information
to new business start-ups.
Programs
and
Partnerships
Near-
term
Promote “start-up districts” where new
businesses benefit from locating near
transportation infrastructure, services,
suppliers, mentors, and affordable
support facilities.
ED Policy 3.2
ED
Project
16
Collaborate with educational partners
to increase access to educational
opportunities for higher education,
technical education, and vocational
training in McCall area public schools,
colleges, universities, and other
educational facilities. Match job training
with current and expected employment
needs for existing and emerging “target
industries.”
Programs
and
Partnerships
Mid-
term
Support efforts of, and investigate
linkages to, entities to provide
workforce development, training, and
education for in-demand occupations.
ED Policy 4.1, ED
Policy 4.3
164 | MCCALL IN MOTION
OUR ECONOMY
Label Project Project Type Priority
Additional actions/projects
Notes
Related Goal or
Policies
ED
Project
17
Partner with the McCall business
community to develop a Business
Network Program.
Programs
and
Partnerships
Mid-
term
The program should have policies and
programs to foster the development
and success of local businesses by:
• Creating an inventory of locally-
owned businesses;
• Developing a mentor programs;
• Promoting the formation of
worker-owned and community-
owned businesses (co-ops) that sell
local products;
• Creating a directory of locally-
produced products;
• Supporting businesses at each
stage of the business life cycle;
• Enhancing and expanding small
business development services to
grow market share of small, local
businesses;
• Promoting work from home
businesses;
• Expanding economic opportunities
and measurable results for
Minority- and Women-Owned
Business Enterprise (MBE / WBE)
firms.
ED Policy 4.2
Public Facilities
PF
Project
1
Work closely with Payette Lake
Recreational Water and Sewer District
to ensure that planning, policy, and
operational (fees, maintenance, etc.)
master plans align.
Development
Code/Policy;
Programs
and
Partnerships
Near-
term
Ensure Master Plans are adopted and
agencies coordinate to avoid sprawl.
PF Policy 1.1
165McCall Area Comprehensive Plan |
OUR ECONOMY
Label Project Project Type Priority
Additional actions/projects
Notes
Related Goal or
Policies
PF
Project
2
Explore sewer and water rate systems
that would incentivize mixed-uses,
public projects, and local housing.
Water rates should also encourage
conservation.
Research
and Analysis,
Development
Code/Policy
Near-
term
PF Policy 1.1
PF
Project
3
Develop a campus plan to include
an expanded library and other City
facilities, sidewalk and pathway
development, public meeting space,
and parking and to determine the
appropriate mix of uses (i.e. community
center, transit center, housing, and
recreation storefront).
Development
Code/Policy;
CIP
Near-
term
1. Provide for the expansion of
the City of McCall Recreation
Department within the civic
campus area.
2. Provide a multi-purpose community
center that provides neutral
meeting space for non-profit
groups and serves as a shared
facility for senior activities, after
school programs, etc.
Provide for the expansion of
the public library within the
civic campus area, including
enlarged children’s and young
adult areas, meeting rooms, public
restrooms, special collection areas,
and expanded areas for computers,
leisure reading, work rooms, and
general collection development.
LU Policy 10.1, PF
Policy 2.2
PF
Project
4
Evaluate the relocation of the existing
City public works facility and parks
maintenance facility to suitable
alternative locations. Consider the use
of the existing property for housing,
mixed use and other uses supportive of
the downtown.
Research and
Analysis; CIP
Mid-
term
PF Policy 2.2
PF
Project
5
Conduct an Impact Fee Study to assure
adequate infrastructure and public
services.
Research and
Analysis
Mid-
term
PF Policy 4.1
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Label Project Project Type Priority
Additional actions/projects
Notes
Related Goal or
Policies
PF
Project
6
Develop a Telecommunications Master
Plan and update the Development
Code.
Research
and Analysis;
Development
Code/Policy
Near-
term
Elements of a Telecommunication
Master Plan should:
• Encourage the placement of
camouflaged antennas on existing
structures – including, but not
limited to, water tanks, existing
towers, utility poles, power line
towers, athletic field light poles,
building rooftops, and other tall
structures – with preference on
public properties.
• Encourage antennas to be placed
on existing utility poles, camera
standards, and sign structures
and such structures that may be
enlarged to accommodate antennas
in public rights-of-way and on public
properties.
• Encourage shared-use (collocation)
of new telecommunications facilities
and limit locations to key areas in the
McCall Area.
• Recognize that, because of the need
to have telecommunications facilities
that are compatible with surrounding
areas, optimal coverage may not be
feasible for every wireless service at
every location the McCall Area.
• Screen and camouflage towers to
reduce visual impact.
PF Policy 6.1
PF
Project
7
Maintain an inventory of all existing
and proposed telecommunications
facilities and their locations in the
McCall Area, including all available
tall structures that can be used for
telecommunications antennas.
Research and
Analysis
Near-
term
PF Policy 6.1
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Label Project Project Type Priority
Additional actions/projects
Notes
Related Goal or
Policies
PF
Project
8
Support the expansion of St. Luke’s
McCall Medical Center in the current
location on Forest Street.
Development
Code/Policy
Near-
term
PF 8.1
PF
Project
9
Expand waste diversion services:
• Develop a curbside recycling program
for McCall.
• Develop more effective recycling
practices for construction and
demolition debris.
• Promote composting at homes and
businesses.
• Improve recycling of materials in public
spaces, in trash receptacles on city
streets, and at public events.
Development
Code/Policy
Near-
term
PF 9.1
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Label Project Project Type Priority Additional Projects Notes Related Goal or Policies
Transportation
T
Project
1
Implement the City’s Complete Streets
Policy in conjunction with development,
roadway reconstruction, and when new
roadways are built.
Development
Code/Policy
Near-
term
T Policy 1.3
T
Project
2
Implement planned projects of the
Transportation Master Plan.
Development
Code/Policy
Near- to
mid-
term
Adopt street sections included in the
Transportation Master Plan.
T Policy 2.1, T Policy
2.2
T
Project
3
Involve Valley County, Idaho
Transportation Department (ITD),
McCall Fire and EMS, health providers,
and transportation providers in
transportation planning efforts.
Programs
and
Partnerships
Near-
term
T Policy 2.5
T
Project
4
Ensure that the McCall Area Pathways
Master Plan and the City’s street
sections are considered during the
development review process.
Development
Code/Policy
Near-
term
T Policy 3.1
T
Project
5
Require bike parking as a condition for
new commercial developments.
Development
Code/Policy
Near-
term
T Policy 3.1
T
Project
6
As recommended in the Downtown
Master Plan, pursue a transit hub at the
southwest corner of the 2nd Street/
Park Street intersection.
Programs
and
Partnerships
Mid-
term
Consider how non-bus forms of shared
transportation (e.g.; bikeshare, taxi,
rideshare services, pedicabs) may be
able to use the transit hub.
T Policy 4.2
T
Project
7
Explore feasibility of water-based taxi
service in the summertime.
Research and
Analysis
Mid-
term
T Policy 4.2
T
Project
8
Consider increasing the route and route
frequency of transit to 30 minutes to
make the service more accessible and
attractive to residents and visitors.
Programs
and
Partnerships
Near-
term
Coordinate and partner
with Treasure Valley Transit.
T Policy 4.2
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Label Project Project Type Priority Additional Projects Notes Related Goal or Policies
T
Project
9
Explore the feasibility of a gondola or
alternate transportation modes from
McCall to Brundage Mountain Resort.
Explore the feasibility of a bypass auto
route around McCall to Brundage
Mountain Resort.
Research and
Analysis; CIP
Mid-
term
T Policy 4.2
T
Project
10
Increase wayfinding signage for existing
public parking lots.
CIP Near-
term
T Policy 4.1
T
Project
11
Develop a Parking Management Plan
that focuses on managing demand and
enhancing the efficiency of existing
parking supply while considering longer-
term capacity needs.
Development
Code/Policy
Near-
term
1. Consider long-term capacity needs
in developing Parking Management
Plan.
2. Consider the needs of recreational
vehicle users in the Parking
Management Plan.
3. Consider shared parking
agreements with private
development that is not well
utilized during peak times.
T Policy 4.1
T
Project
12
Pursue opportunities to develop a
structured parking deck to reduce the
amount of land parking occupies.
CIP;
Programs
and
Partnerships
Such a structure could be collocated
with private development.
T Policy 4.2
Trails and Pathways
T&P
Project
1
Continue to develop and install
wayfinding signage to and from trails
and pathways to network connections
and major destinations.
Development
Code/Policy;
CIP
Mid-
term
T & P Policy 1.1
T&P
Project
2
Continue to complete the desired
pathways network from the McCall
Area Pathways Master Plan. Prioritize
the build-out of key network
connections (e.g. Wooley Avenue to
downtown).
Development
Code/Policy;
CIP
Near-
term
Update projects and maps annually to
reflect the current system.
T Policy 1.3,
T & P Policy 2.2
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Label Project Project Type Priority Additional Projects Notes Related Goal or Policies
T&P
Project
3
Continue to provide pathways maps
that include information for various
seasons and user types.
Programs
and
Partnerships
Near-
term
T & P Policy 2.2
T&P
Project
4
Explore options for a lakefront pathway
from Ponderosa State park to Rotary
Park and a river pathway from Dam to
Sheep bridge or beyond to Moon Ridge
subdivision.
Research and
Analysis; CIP
Near-
term
T& P Policy 2.2
T&P
Project
5
Promote and support the Safe Routes
to School program and encourage all
schools to get involved.
Programs
and
Partnerships
Near-
term
T & P Policy 2.4
Parks, Recreation, and Open Spaces
PRO
Project
1
Develop parkland design guidelines
that encourage innovative practices
to create public spaces, play spaces,
landscaping, and stormwater
management in parks.
Design
Guidelines
Near-
term
CC&D Project 1
PRO
Project
2
Update the Parks and Recreation
Master Plan to include identification
of specific uses in each park, potential
opportunities, and to coordinate future
planning efforts.
Development
Code/Policy
Near-
term
PRO Goal 1
PRO
Project
3
Pursue the creation a recreation
corridor linking various sites through
town, such as the old railroad right-of-
way, from downtown to Sheep Bridge,
the future Riverfront Park, the McCall
Public Library, Skate Park, the Brundage
Mountain Bike Park, Frisbee Golf
Course, and airport jump base.
CIP Mid-
term
PRO Policy 1.4
PRO
Project
4
Conduct a Golf Operations Facility and
Needs Analysis.
Development
Code/Policy
Mid-
term
PRO Policy 1.5
171McCall Area Comprehensive Plan |
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Label Project Project Type Priority Additional Projects Notes Related Goal or Policies
PRO
Project
5
Plan and construct a Multi-Generational
Recreation Center. Consider benefits
of tying facility into the expanded
library at the planned City campus, and
existing resources of Yellow Couch and
the Senior Center.
CIP Long-
term
PRO Policy 1.6,
PF Policy 2.2,
PF Project 3
PRO
Project
6
Develop river access points on Neal
Street, River Street, and Pinedale
Street. Develop Payette Lake access at
appropriate locations.
CIP Near-
term
PRO Goal 2
PRO
Project
7
For recreation purposes and to protect
public investment, identify potential
locations to expand the wakeless zone
on south end of lake. Include area
between Art Roberts Park and Legacy
Park.
Development
Code/Policy;
CIP
E Project 2
PRO
Project
8
Explore features such as floating docks
to enable the launching non-motorized
equipment and expand the area of non-
motorized use.
Research and
Analysis; CIP
Mid-
term
Floating docks can also
accommodate restroom
facilities to enhance the
user experience.
PRO Policy 2.4
Airport
A
Project
1
Continue to pursue land acquisition to
relocate east parallel taxiway (north
end).
Development
Code/Policy;
CIP
Near-
term
A Policy 2.2
A
Project
2
Extend runway 34. CIP Near-
term
A Policy 2.2
A
Project
3
Construct Apron-Phase 1/remove
diagonal taxiway.
CIP Mid-
term
A Policy 2.2
A
Project
4
Coordinate with current and potential
future users to understand their facility
needs so they can be accommodated.
Programs
and
Partnerships
Near-
term
A Policy 2.3
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Label Project Project Type Priority Additional Projects Notes Related Goal or Policies
A
Project
5
Update the Airport Master Plan and
associated Airport Layout Plan.
Development
Code/Policy;
CIP
Near-
term
A Policy 3.1
A
Project
6
Enhance mobility options from Airport
to downtown and other amenities to
service people flying in and out of the
airport.
Development
Code/Policy;
CIP
Near-
term
A Policy 4.1
A
Project
7
Purchase (in fee simple) lands as
recommended in Chapter 6 of the
Airport Master Plan, Alternative Airport
Concepts, and as shown on the Airport
Layout Plan.
CIP Near-
term
Fee simple ownership by
the airport is the preferred
method to provide land
use compatibility. Howev-
er, if agreement with the
owner cannot be achieved
or funding for outright pur-
chase is not available, the
airport owner can attempt
to purchase avigation
easements or development
rights to the properties.
A Policy 5.1
A
Project
8
Adopt a combination of standards
and zoning techniques that will pro-
tect the airport, aviation users, and
surrounding neighbors from incom-
patible development and potential
Airport impacts.
Development
Code/Policy
Near-
term
A Policy 5.3
A
Project
9
Develop design guidelines that meet
FAA guidelines while ensuring air-
port facilities and buildings enhance
the entryway into McCall and allow
appropriate surrounding develop-
ment to take place.
Development
Code/Policy;
CIP
Near-
term
CC& D Project 1, A
Policy 6.3
A
Project
10
Review industrial design guidelines
that apply to the airport. Consider
creating separate codes for the
airport and industrial areas.
Research
and Analy-
sis; Design
Guidelines
Near-
term
A Policy 6.3, CC&D
Project 1
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