The failed Proposition 200, an ill-advised effort on last November's ballot that aimed to limit growth in Tucson by restricting water hook-ups, galvanized the need to take a hard look at growth in our region and the intertwined issue of water management.

We believe creative ideas and work that has been and is being done to manage growth — while respecting and protecting what we love and enjoy about the greater Tucson area — must be fully vetted.

To initiate a community conversation with fact-based analysis and information on economics, growth and public policy, the Arizona Daily Star convened the forum, "Tucson Growth: Decision at the Crossroads," with the University of Arizona, The Communications Institute and the Thomas R. Brown Foundations. Approximately 600 people attended the forum March 14 at the UA Student Union Memorial Center.

We gathered more than 100 questions from forum participants and offered answers from the speakers and panelists on the Sunday Opinion page over the past few months.

We still have a few questions hanging — either we haven't received an answer or haven't identified an appropriate person to answer the question.

We will publish those answers when available.

Prior to the forum, the Star conducted an online survey "Growth: The Choices We Make." During late January and February the Star posed 76 questions on a variety of topics related to Southern Arizona's growth.

We received 3,388 usable responses and the direction was clear: Our region wants the ambiance of the Old Pueblo and the amenities and economic advantages of a growing city.

Throughout discussions, presentations and analyses, the need for a comprehensive, region-wide approach to growth — a vision, for lack of a better term — was apparent. It is essential to our region and our collective community success.

Today we look at Envision Utah, a model for regional planning discussion and creating such a vision.

• Enhance air quality;

• Increase mobility and transportation choices;

• Preserve critical lands, including agricultural, sensitive and strategic open lands;

• Conserve and maintain availability of water resources;

• Provide housing opportunities for a range of family and income types; and

• Maximize efficiency in public and infrastructure investments to promote other goals.

To realize those goals, 42 strategies were identified by Envision Utah.

To develop the Quality Growth Strategy, the grassroots vision to protect the greater Wasatch area's environment, economic strength and quality of life for future generations and these related goals and strategies, Envision Utah:

• Held 175 public meetings;

• Distributed 600,000 questionnaires (of which more than 18,000 were completed);

• Visited 90 cities over 2-1/2 weeks using volunteers from the private sector and Envision Utah staff;

• Conducted values research;

• Used public input to create four scenarios of how the region could grow.

Source: Envision Utah, www.envisionutah.org, and Robert Grow