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HomeMy WebLinkAbout1999-1209 Study Session PACKET CITY COUNCIL STUDY SESSION Thursday, December 9, 1999 at 12:00 p.m. Location: Hillah Temple, Winburn Way 1. Strategic Planning. 2. Strategic Planning - update on community input process. 3. Discussion of North Normal Annexation. 4 , 7 .__City Council Communication Administration 2000 — 2001 Strategic Plan Discussion December 9, 1999 Submitted by: Mike Freeman Title: Discussion of Draft 2000—2001 Strategic Plan. Synopsis: The,City,has been working to develop a long-term strategic plan. Today's discussion will focus on the draft strategic plan. Specifically, the Council is asked to do the following: ♦ Review the draft plan and be sure that the projects, programs and initiatives are indeed the priority of the Council. ♦ Clarify to the extent needed what the specific project is that is recommended in the plan. ♦ Give direction to the staff on the Council's view of the proposed strategic plan, noting changes, additions, or deletions. Fiscal Impact: . The proposed strategic plan is the basis for the 2000—2001 budget and the basis of the longer-term plans of the City. Recommendation: Review the strategic plan. STRATEGIC PLANCar —S BY D E PARTME NT ADMINISTRATIVE DEPARTMENTS Administration: Carryover Projects from 1999 - 2000 • Completion of public buildings:Library,Fire Station,and H&ah Temple. Budgeted. • Complete the update to the City's economic development Comprehensive Plan element. Develop written materials that outline the City s policies and philosophies on economic development issues. $3k for printing and finalization of the project. P ret�-eX Ism " art ✓ Explore intergovernmental delivery of services. Time investment. " C!&VAS OF- Cc �"aStd2, ✓ Ensure that all City'owned historic buildings are properly maintained. Ongoing in City budget. New Projects for 2000 - 2001 ✓ The City Council and Parks Commission should analyze how to better coordinate work and to analyze possible areas to reduce operational redundancy and financial efficiency. $5k for consultant analysis. — (OW—Qt drn. e�&MA4,4-S ✓ Complete and implement the performance measures program Tune investment and software development cost('I'BD). ✓ Implement Organizational Effectiveness Goals. Time investment. ✓ Allocate time for City Council to discuss and work to improve their team effectiveness. $3k for consultant time. ✓ Develop a process for systematically reviewing the City's Strategic Plan throughout the year, focusing on goals,policies,implementation and performance measures. Time investment. ✓ Update the City s Municipal Code. $15k for law�cle�lc coef— 6J'LW'S.S ✓ Forth a citizen, staff and Council corntnittee to review the City's Charter and make recommendati for revision, updating and modernization. $1500 for materials, meeting ottg supplies,etc. (,C 5 +o.t-a te iqa, (aA. J Administrative Services: ✓ Develop additional methods for enhancing citizen communication and participation. For example,developing an interactive web page and using RVTV more effectively. 80 hours. • Continue implementation of the Communications and Marketing Plan. Budgeted. • Maximi>r the capacity of AFN by establishing the City as the lead "planner" for other organizations who use the network As needed,time investment. ✓ Explore the possible expansion of the City s conservation programs. Budget to be determined based on approval of expansion areas. 120 hrs. of staff time. • Provide more information to the,community on growth and planning issues. In particular, more information is needed regarding State land use law, infill policy, rate of growth, development standards and the development processes. 100 hours and$3k for printing. • Encourage the displaying of historic photos in community buildings. Ongoing. • Provide comprehensive information to the community on City budget and financial issues to promote a more thorough understanding of how the City receives its funding and how it is spent and what services are provided. 120 hours. Finance Department: ✓ The City will develop and implement a financial management plan that addresses existing and potential revenue soure Slia&ruipre that City revenues are balanced from property taxes, user fees, grants, o er revenues. The plan should also create long-term operating projections for all tunds. $Jk pus 80 to 160 hours of staff time. ✓ Provide comprehensive information to the community on City budget and financial issues to promote a more thorough understanding of how the City receives its funding and how it is spent and what services are provided. 20 to 40 hours of Finance staff time. �f✓ Based on the development of a health and human services plan for the City, develop a funding plan for community social services needs. To be determined based on Council direction. COMMUNITY DEVELOPMENT Carryover Projects from 1999 —2000 • Finalize the riparian ordinance. • Review the City's land use ordinances to ensure they are meeting or will meet the community needs/values for future businesses as it pertains to parking requirements, environmental constraints (i.e. trees), structure size, mixed use, landscaping and promoting alternative transportation. • Complete the master overlay plan for the undeveloped railroad property. Work to resolve the brownfield clean-up. • Complete the update to the Downtown Plan. New Projects for 2000-2001 ✓ Develop a program that will encourage the paving of unpaved driveways and parking lots on public property. (The City's new LSD policies will address unpaved streets). ✓ Update the Housing element of the Comprehensive Plan and develop a lgng-range fundable affordable housing program. Staff time. AD+P (&A..-� O� �YVK-, ✓ Encourage the redevelopment and remodeling of existing structures through modifications in the City's SDC charges. $5k for consultant. . ✓ Develop a neighborhood livability grant program for neighborhood initiated projects. Combine the grant program with existing Cry programs like LED's and sidewalk construction. $10,000 for initial grant program,staff time to develop program. ✓ Coordinate the Cry-wide parking and transit analysis. Include SOU and Ashland Community Hospital in the Analysis. (Downtown parkin gg issues are being addressed in the update to the City s Downtown Plan). Staff time. 5 Sh'te.+''". PUBLIC WORKS CgnrXpver Projects from 1999 - 2000 ✓ WWTP Construction. Budgeted and ongoing. ✓ TAP final designliC.ontinue to monitor the need for additional water resources in the c(ammurlity. New Projects for 2000-2001 ✓ Begin the design phase of Siskiyou Blvd. For bikelanes, sidewalks, bus shelters, restroorrs, etc. Design funds budgeted,significant staff time needed to work with community group to finalize the design. ✓ Develop a street improvement and financing plan. Full implementation of the pavement management system is projected to be in FY 2001-2002. ✓ Accelerate the development of bikelanes, bikepaths, and sidewalk construction. Requires a look at funding options for additional sidewalks and bikepaths versus other street improvements. This will be done during the budget process. ✓ Study the feasibility of jurisdictional exchange of I-Iighway 66 with the State and other County roadways. This will be a coordinated project with Community Development. ELECTRIC D=TMENT- � /�O+ WMA-f i/F-L, E ✓ Develo -a- reen Power alternative for the community. Should be completeed by the end of Lscal year. • Evaluate the leasing of fuel cells to electric customers. Research by Electric and Conservation staff 80 to 120 hours. • Continue evaluating the acquisition of additional utilities, as they may become available to the Gty. Not known at this time what utilities may come available. a ,r I CITY OF ASHLAND , 2000-2001 Strategic Plan 1 , ADMINISTRATION . STRATEGIC PLAN ISd48tegle Plao Goals ;. - , Depa ental Goais Carryover Projects from 1999 2000 - - . Crverall Stra 'c ' - imp mentation. Completion of public buildings: Library, . Coo pub acilitte c• 'on Fire Station, Flillah.Temple b uo '}-Complete the update to the City's economic 1 development Comprehensive Plan element, Compl-te unio go uo Po Explore intergovernmental delivery of sery- ' ices. . men chno • mas . Ensure that .all City-owned historic build- . wvoo City .e onnel c .mgs are.properly maintained. - 0 &U&RgMnMd 0 0 g -anizau• ec New Projects for 2000 — 2001 _ e-nes goals Analyze�how to better coordinate work with Parks Department. Complete 'and-implement the performance "measure's program ♦ . Implement "Organizational Effectiveness Goal Allocate time for, City Council to discuss and :work to improve their-team .effective- riess: Develop a process for systematically review ing the City's Strategic plan•' j * Update the 's Municipal Code City Update th6,aaty Charter. "s CITY OF ASHLAND 2000-2001 Strategic Plan ADMINISTRATIVE SERVICES STRATEGIC PLAN ,Strategic Plan 60813 - - Depart®e 16ee is . '-Develop additional methods for enhanc-i . ementatio of Com �n�c-a•ons ,,. Mg. citizen commurl cation and-partccipa- ling lion. For example, developing an imerac- , . tatto , live web page and using RVTU more ef- - n o fectively. 0 (. Continue implementation of--the.Commu- :� g ' nications Plan. ldagimn a-the capacity of AFN by estab- . , t, fishing the City as the.lead "-planner',for ,'.other organizations who-use the,network. • Mm• o - ;. Explore the possible expansion 'of the men ` City's conservation programs. -4 Provide more information to the_colnmu- ` Wily on growth and plarinixig issues. . In particular, more information is.needed re-� garding' State land use law,-; infill policy, rate of growth, development ,,standards and the development processes. Encourage the displaying of -historic-pho- tos in community buildings. (. Provide" comprehensive ainformation to ( • ..the-community_on Cat'budget and.finan--" cial issues to promote a more thoroughi understanding of how the City receives its funding, and how -it. is. spent. an&_what, services,are provided CITY OF ASHLAND 2000-2001 Strategic Plan i �. COMMUNITY DEVELOPMENT STRATEGIC PLAN F �Strategle Plan Goals i Y Departmental Goals Cgrouver Pro j ects from 1999-2000 ' I . Tolman Cree ei o0 ♦ Finalize the riparian ordinance. St. ti e- ♦ -Review City's lan d use ordinances for commercial development- ♦ Su O •e da . ♦ Complete the master overlay plan for the undeveloped ♦ M •Zee railroad property lementatio o ♦ pe ♦ Complete the update to the Downtown Plan. OSl O New Projects for 2000'- 2001 ♦ p . . ♦ Encourage the paving-of-unpaved driveways and park- ing lots on publicly owned properties. - !♦ Update the .Housing element of the Comprehensive Plan -and develop a long-range fundable affordable _housing prograrn. ♦'. Encourage the redevelopment and remodeling of exist I ing structures through modifications in the City�s SDC charges. _ Develop a neighborhood livability grant program ford neighborhood initiated projects. , Combine the grant program with existing Cry programs -like:LID's and! sidewalk construction. ♦ Coordinate the Gt}-wide parking':and transit analysis., Include SOU and Ashland Community Hospital "in the Analysis. K y -. 1. CITY OF ASHLAND 2000-2001 Strategic Plan ELECTRIC DEPARTMENT STRATEGIC PLAN smaglc Plan Goals ~ Dapa eotal Goals ( Develop a Green.- Power alternative for ono t e i -r et = the community. - rk Evaluate' the leasing of fuel=cells to elec- tric customers: , . Continue eyaluating the acquisition of ad- ditionaP'utilities; as they may -become available to-the C1ty li: c CITY OF ASHLAND 2000-2001 Strategic Plan % FINANCE DEPARTMENT STRATEGIC PLAN W" Swatoolc Plan Goals T Departmental Goals The City willdevelop and implement a fi- nancial management plan that addresses o 'existing and potential revenue sources to ensure-that :City revenues -are balanced from property taxes, user fees,:grants; and other revenues. The plan should also cre- ate long-term operating projections for all funds._ - ,^Provide comprehensive information to the community on City budget and finan- cial issues to promote a more thorough understanding-of how the City receives its funding and how it is spent and what services are provided. Based on the-development of a health and-human services plan for-the City, de-. velop a funding'`plan-for.community so- cial services needs.` 7. p .- �� •' • • • . C!z y h - .� l N off MAI r CITY OF ASHLAND . 2000-2001 Strategic Plan I. POLICE DEPARTMENT 4 / STRATEGIC PLAN tlmogle Plan Goals nap rtmentait6oeis a -. : Labor contract ne 5 alterna.�e pa i o • `. '• � co traction.. ` : ` . Market dupatell se ces o nelg ,o _ � GOmrrnimti6 . - j ' -:• ;. . t11te1na '. els e c e 1s. _ . Schoo ou1�e OO ffice •rog deter - -. mnatlon. t - � . to o• er o •uo or •arking en- • orceme f - � • -y as downtown • t10 �. ; • E ua oil fain1a1s :d �'� : - less rep •rang o o • - i . �alaate e .,�,o •a•. . . . `', as .na• o1�c o• •ons/ , ' techno o •e ;� . , • e on • �f'ce •ro 4n1I1 i1Yr prove-men . ' :0" o rative eme . . . off s •• a x�a � ab4 w "G N (• �1e `SY"t o • • oo . 1 " . • • 11 1 • • - / - �.i4S=� t a�. � fir• . • 1 - • • • • 1 . • • ! , _ _ � 0 -ate .S`bi� • 1 • 1 ' • .n yr " f� a t $ .,. Sxj� � 4a t - - r � �P rr -• .i `� �• �.-`st a. �`�'�tFt e. a [ m � W"�r-4 .t..�.t: Council Communication Administrative Services Department Draft Citizen Participation Plan December 9, 1999 (Study Session) Submitted by: Dick Wanderschei Approved by: Mike Freeman Title: Draft Citizen Participation Plan Synopsis: One of the City's Strategic Plan goals for FY 98-99 was to develop a Citizen Involvement Process Plan. This draft plan implements that goal. Recommendation: Review and revise the draft as necessary, then schedule it for a public hearing and adoption by the Council at the December 21, 1999 meeting. Background Information: Staff has worked with Councilors Laws, Wheeldon and Fine on development of the draft plan. It is hoped that the draft can be discussed and revised as necessary at this study session. It would then be made available to the public and mailed to members of the former Ad Hoc Communication Committee, then scheduled for a public hearing at the December 21, 1999 City Council meeting. Upon adoption of the plan, a work book would be developed to help with implementation and the process would be utilized for one year and then evaluated in January of 2001 for its effectiveness. v City of Ashland D-R-A-F-T Citizen Participation Plan October 1999 BACKGROUND The City of Ashland is fortunate to have a wide variety of knowledgeable citizens who care deeply about the City's welfare. A large number of citizens have been and continue to be involved with City government on both standing and ad hoc committees. Some past initiatives have been successful while others have been less successful. With this in mind, one of the City Council Strategic Plan goals for this fiscal year is to develop a citizen participation process that will help to ensure successful citizen involvement in future citizen initiatives. Council discussed this goal with staff on May 20, a process and timeline was agreed upon and a Council subcommittee of Laws, Fine and Wheeldon was appointed to work on this goal. This subcommittee worked with staff on a questionnaire that was mailed to all 117 regular commission members and 57 members of nine recent ad hoc committees. A total of 63 questionnaires were returned to the City and include some interesting information. While most questionnaires were positive, there were a number that expressed doubt that the City truly values citizen participation. There seems to be three general themes to which these surveys revealed: 1) that the Council generally does not follow the advice of citizen committees, 2) that the decision is already made before citizens are invited to become involved, or 3) that Council and staff tolerate citizen participation but do not value it. The draft program hopefully will address these issues in future public process initiatives. Many of the ideas contained in this draft come from a training session attended by staff that was conducted by Kezziah Watkins entitled "Designing Citizen Participation That's Civil". Councilors Laws, Fine and Wheeldon have worked with staff on developing this draft and endorse its adoption. NEXT STEPS Adoption of Process — This process needs to be formally adopted by the Council, and elected officials and staff must become supportive not only the process but of the spirit of embracing citizen partnership as a better way of doing business. Public Involvement Guide — Staff is prepared to develop a guide that will provide templates, appendices and background information, along with a step-by-step guide as to how to implement this plan. Training — Using the above-mentioned guide, staff would provide training to prepare individuals to implement the process as outlined in the plan. Evaluation — This new process needs to be evaluated for its effectiveness so it should be reviewed after one year in January 2001 to measure its success and revise it as needed. DRAFT CITIZEN PARTICIPATION PLAN CORE ELEMENTS October 1999 INTRODUCTION Ashland, like other American cities, feels a changing environment that requires new ways of doing business. A new more collaborative style of decision making is not only required but results in better decisions. Problems are more complex and solutions are oftentimes multifaceted and are more expensive than in the past. Getting people of different backgrounds together to talk about problems and potential solutions is essential. Collaboration is here to stay and will continue to be demanded by citizens more and more in the future. While it can be frustrating and messy, it is indispensable, and the city needs a process that will maximize its benefits. Better government decisions depend on good government, and a collaborative government can serve as the leader and partner to developing long term solutions to problems. This change will not be easy. It includes a serious commitment from everyone involved to embrace the change and commitment to make it happen. CITIZEN PARTICIPATION The overall goal of citizen participation is to share in decision making. It ensures a means of allowing participation by the people affected or interested in the outcome of the issue. It needs to be based on total honesty and openness, particularly in regard to the negative impacts that could be caused by the decision. Citizen participation is not a substitute for decision-making by the City, but a very 'important influence on it. Shared decision-making is not a cure for conflict because it does not mean the final decision will make everyone happy. It lets everyone know the reasons for a decision in the hope that all or most participants will accept that decision, even if they do not agree with it. Major Principles i0 Citizen participation is a valuable asset and should be encouraged on all decisions that affect the public and can benefit from public participation. © Citizen participation should be open, honest and fair. OO Citizen participation should: D Build trust between government and citizens. D Allow people to make informed judgements about City activities. Citizen Participation Plan V 3> Encourage face-to-face deliberation to give citizens the opportunity to hear other people's perspective on City issues. Create a community direction for responsible decisions. O Using public participation is not an abdication of responsibility or authority. It is a process which allows City government to tap the knowledge of the public to: Determine possible options. D Generate new ideas, D Increase understanding of issues, D Discover and explore possible compromises, and D Gauge the public's support for various solutions. © Successful citizen participation requires: D Genuine intent and attitude by the City to encourage and utilize the public to help make better decisions. n A clear understanding of the process and the limits of citizen participation at the beginning of the process. » Many ways for people to participate and influence the decision. It to occur early enough in the process to influence the outcome. A consistent approach that is used to foster participation and very good two-way communication throughout the process. D An open process which goes to the people and makes it easy for people to participate. D Attempts to involve a wide cross section of individuals. )1> Encouragement of dialogue and deliberation by the public in trying to solve the problem. D That all participants be informed of the final decision and its rationale. >�> That all participants work hard, listen to all sides, attempt to understand opposing viewpoints, and try to reach compromise on difficult issues. Citizen Participation Plan 2 CITIZEN EXPECTATIONS AND RESPONSIBILITIES EXPECTATIONS: OO Citizens expect a fair and open process, which allows all who are affected or interested to have an equal opportunity to participate. 0 They expect clear, complete and straightforward information. OO They wanted to be involved early enough in the process to influence the outcome. ® They expect follow-up to their involvement by receiving information about the final decision and why it was made. RESPONSIBILITIES: Public participation is a two-way street that requires citizens to do their part also. Citizens' responsibilities include: OO Involvement means helping the City make the decision. By not becoming involved, a citizen, in effect, consents to the final decision. © Becoming involved means active participation in the process. OO Working hard at learning about the issue, listening to all perspectives, attempting to understand opposing viewpoints,-and trying to reach compromise on difficult issues. ® Considering the "public good" perspective on all issues, even if it is opposed to their own personal interests in the particular issue. ELECTED OFFICIALS EXPECTATIONS AND RESPONSIBILITIES EXPECTATIONS: OO To be the final decision-makers. Public participation is not an abdication of authority or responsibility but an opportunity to involve more minds and talent in researching better decisions. © That staff will believe in the benefits of public involvement and therefore facilitate the most effective public participation as possible. OO That citizens will work hard to understand the issues, respect opposing viewpoints, work for good compromises and consider the "public good" involved in the decision. RESPONSIBILITIES: OO To clearly identify the problem to be solved. Citizen Participation Plan 3 © To try to make sure that everyone who could be affected by the issue has the opportunity to become involved. OO To decide the role of citizen participation will play and also define which elements of the decision are non-negotiable. ® To give clear direction to citizens as to their role in the decision-making process. Os To consider the ideas, wants and desires of citizens when making the final decision. © To decide on the process that will be used for citizen involvement before the process is initiated and honor that process during deliberation on the issue. CITY STAFF EXPECTATIONS AND RESPONSIBILITIES EXPECTATIONS: OO To get policy support from the Council for the value of citizen involvement and the resultant better decision making that comes from involved citizens. • To get clear direction from elected officials concerning the kind of process to be used, the parameters of decisions that can be affected by citizens, the givens, and non-negotiable items of the problem, and a designation of who will be making the final decision in the matter. • To get total support for staff to utilize the necessary resources to ensure that citizen involvement will be as effective as possible. RESPONSIBILITIES: OO To believe in and embrace the value of citizen input in making better decisions. OO To serve as both information sources and also as facilitators. OO Using elected officials' direction, to design and carry out the public involvement process in a way that most effectively ensures success, and also is appropriate to the scale and the public's interest in the problem. ® To view the public as partners with equal rights and equal say. Os To be held responsible for the success of the public involvement phase of an issue. © To try and identify and involve as many affected or interested citizens in the process as possible. (D To design a process that is open and honest, that goes out to the people and is easy to become involved in. Citizen Participation Plan 4 Oe To communicate to citizens, as a follow-up to their involvement, the ultimate decision and reason for this decision. THE PUBLIC INVOLVEMENT PROCESS The following eleven steps should be followed in conducting a public involvement process: Step 1 — Identifying the Problem — If the City has an issue to resolve and wants to know if there is significant public interest, the problem must first be defined. First, determine the consequences of no action. If it is not in the City's best interest to do nothing, then the City must set out to solve the problem. It is important to identify why it is a problem and for whom is it a problem as part of the identification process. Once the problem has been defined, it must be clearly articulated in simple concise language that members of the public will understand. Step 2 — Establish the Givens — If an issue is totally non-negotiable (that is, there is no way to alter what must be done), it is not suitable for public participation. With City issues, this is rarely the case, and usually the flexibility of decisions is suitable for public decision-making. There are instances where some elements are non-negotiable. These elements usually are moral, ethical, legal, safety or financial issues. The non-negotiable should be clearly stated at the outset of designing the public involvement process. It is important to note that these givens must not be merely preferences. Citizens may challenge these items, and the City must have defensible reasons for making them off-limits. Step 3 — Establish the Ultimate Decision-Makers — There needs to be a statement of whom has final authority to determine how and who will make the decision. This is basically a policy call by the City, and it is vitally important that everyone know at the outset who has final decision- making authority. Step 4 — Decide on the Type of Citizen Participation to be Used — Depending on the type of issue that is being considered there are many different ways to engage citizens. If this issue requires individual judgement or opinions, focus group interviews, random sample surveys, response forms, newspaper inserts, or direct mail can be used. If the issue requires community problem solving, workshops, charrettes, open houses and discussion forums can be used. Complicated and technical issues might best use advisory or ad hoc committees, a series of workshops or open houses, or working with existing organizations. Step 5— Identify the Informational Needs— Once the problem has been identified, the given and decision-makers established and the citizen participation method has been determined, the kind of information that needs to convey to citizens must be determined. Information must be kept clear and non-technical and communication must be simple. It should try to relate to citizens' lives and how the decision on this issue can impact them personally and the City collectively. The need for new information may arise during the process and staff should continue to be aware of any changing needs and be prepared to change, update or add new information throughout the process. Step 6 — Prepare a Project Timeline — It is important to establish a preliminary schedule of how and when the project will be accomplished. This must be done to provide citizens with an idea of what kind of time commitment will be required to become involved. Also, it gives the City the Citizen Participation Plan 5 opportunity to allocate adequate resources to accomplish the task and track successful completion of the project. Step 7 — Double Check the Process — Has the problem been identified adequately? Has the City allocated enough time and staff resources for success? Are the information and communication methods adequate? Is the process open and fair? Is the schedule reasonable? All of these questions should be answered one final time before the process is taken out for citizen involvement. Step 8 — Launch the Proiect— It is important to begin the project on a positive note and cast the net as widely as possible so as many people as possible are aware of the opportunities to become involved. Initial outreach should always communicate the problem, the givens, the process, the preliminary timelines of the project, and the various ways to become involved. These themes must be stressed in all subsequent communications and information materials. Step 9 — Evaluate the Launch and Change the Process if Warranted — Evaluation of initial citizen response for involvement is necessary at this point. It is not too late to change approaches at this time so it is important to look at whether there is adequate interest to continue the approach or whether it needs to be changed to seek out more interested citizens before proceeding. Step 10 — Complete the Proiect and Communicate Often — Throughout the remainder of the project, it is important to communicate often and clearly with citizen participants, elected officials, other City staff members, general citizens, the news media and other affected agencies. Always error on the side of "too much" communication rather than too little. The project will usually end up with a recommendation, decision, report or some other end product. Make sure this is widely distributed to all of the above mentioned parties also. Step 11 — Evaluate the Project and the Process— No process will be perfect and something can be learned from both successes and failures. It is important to not only evaluate the overall projects and participants' opinions about the longer process upon completion and also during the process at every event. These event/meeting evaluations can then be used to evaluate the overall project to ensure that future processes build upon what was learned previously. Citizen Participation Plan 6 Chapter 18.106 ANNEXATIONS Sections: 18.106.010 Procedure 18.106.020 Application 18.106.025 Initiation by Council or Commission 18.106.030 Approval Standards 18.106.040 Boundaries 18.106.050 Statutory Procedure 18.106.060 Procedure 18.106.010 Procedure. All annexations shall be processed under the Type III procedure. (ORD 2791, 1997) 18.106.020 Application. Except for annexations initiated by the council or commission pursuant to section 18.106.025, application for annexation shall include the following information: A. Consent to annexation which is non-revokable for a period of one year from its date. B. Agreement to deposit an amount sufficient to retire any outstanding indebtedness of special districts defined in ORS 222.510. C. Boundary description and map prepared in accordance with ORS 308.225. Such description and map shall be prepared by a registered land surveyor. The boundaries shall be surveyed and monumented as required by statute subsequent to Council approval of the proposed annexation. D. Written findings addressing the criteria in 18.106.030. E. Written request by the property owner for a zone change. Provided, however, no written request shall be necessary if the annexation has been approved by a majority vote in an election meeting the requirements of Section l Ig of Article XI of the Oregon Constitution (Ballot Measure No. 47). (ORD 2792, 1997) 18.106.025 Initiation by Council. A proposal for annexation may be initiated by the council or commission on its own motion. The approval standards in section 18.106.030 shall apply. Provided, however, that in the case of annexation pursuant to section 18.106.030.4 (current or probable public health hazard due to lack of full City sanitary sewer or water services) or section 18.106.030.6 (the lot or lots proposed for annexation are an "island" completely surrounded by lands within the city limits), the approval standards in section 19.106.030.E, F and G shall not apply. (ORD 2792, 1997) 18.106.030 Approval standards. An annexation may be approved if the proposed request for annexation conforms, or can be made to conform through the imposition of conditions, with the Revised January 1997 Title 18 Chapter 18.106 Page I I following approval criteria: A. The land is within the City's Urban Growth Boundary. B. The proposed zoning for the annexed area is in conformance with the designation indicated on the Comprehensive Plan Map, and the project, if proposed concurrently with the annexation, is an allowed use within the proposed zoning. C. The land is currently contiguous with the present City limits. D. Adequate City facilities for the provision of water to the site as determined by the Public Works Department, the transport of sewage from the site to the waste water treatment plant as determined by the Public Works Department; the provision of electricity to the site as determined by the Electric Department, urban storm drainage as determined by the Public Works Department can and will be provided to and through the subject property. Unless the City has declared a moratorium based upon a shortage of water, sewer, or electricity, it is recognized that adequate capacity exists system-wide for these facilities. E. Adequate transportation can and will be provided to and through the subject property. For the purposes of this section "adequate transportation" for annexations consists of vehicular, bicycle, pedestrian and transit transportation meeting the following standards: 1. For vehicular transportation a 20' wide paved access exists, or can and will be constructed, along the full frontage of the project site to the nearest fully improved collector or arterial street. All streets adjacent to the annexed area shall be improved, at a minimum, to a half-street standard with a minimum 20' driving surface. The City may, after assessing the impact of the development, require the full improvement of streets adjacent to the annexed area. All streets located within annexed areas shall be fully improved to city standards. Where future street dedications are indicated on the City's Street Dedication Map or required by the City, provisions shall be made for the dedication and improvement of these streets and included with the application for annexation. 2. For bicycle transportation safe and accessible bicycle facilities exist, or can and will be constructed. Should the annexation be adjacent to an arterial street, bike lanes shall be provided on or adjacent to the arterial street. Likely bicycle destinations from the project site shall be determined and safe and accessible bicycle facilities serving those destinations shall be indicated. 3. For pedestrian transportation safe and accessible pedestrian facilities exist, or can and will be constructed. Full sidewalk improvements shall be provided on one side adjacent to the annexation for all streets adjacent to the proposed annexed area. Sidewalks shall be provided as required by ordinance on all streets within the annexed area. Where the project site is within a quarter of a mile of an existing sidewalk system, the sidewalks from the project site shall be constructed to extend and connect to the existing system. Likely pedestrian destinations from the project site shall Reviud January 1997 Title 18 Chapter 18.106 Page 2 be determined and the safe and accessible pedestrian facilities serving those destinations shall be indicated. 4. For transit transportation, should transit service be available to the site, or be likely to be extended to the site in the future based on information from the local public transit provider, provisions shall be made for the construction of adequate transit facilities, such as bus shelters and bus turn- out lanes. All required transportation improvements shall be constructed and installed prior to the issuance of a certificate of occupancy for any new structures on the annexed property. F. For all residential annexations, a plan shall be provided demonstrating that the development of the entire property will ultimately occur at a minimum density of 90% of the base density for the zone, unless reductions in.the total-number of units is necessary to accommodate significant natural features, topography, access limitations, or similar physical constraints. The owner or owners of the property shall sign an agreement, to be recorded with the county clerk after approval of the annexation, ensuring that future development will occur in accord with the minimum density indicated in the development plan. For purposes of computing maximum density, portions of the annexed area containing undevelopable areas such as wetlands, floodplain corridor lands, or slopes greater than 35%, shall not be included. G. For all residential annexations of four units or greater 1. 25% of the proposed units shall be affordable and available to qualifying buyers or renters with incomes at or below 100% of median income; or 2. 15% of the proposed units shall be affordable and available to qualifying 'buyers or renters with incomes at or below 80% of median income. The total number of affordable units required by this section shall be determined by rounding down fractional answers, determined above, to the nearest whole unit. Properties providing affordable units as part of the annexation process shall also qualify for a density bonus for development under the Performance Standards Option for subdivisions. H. One or more of the following standards are met: 1. The proposed area for annexation is to be residentially zoned, and there is less than a five-year supply of vacant and redevelopable land in the proposed land use classification within the current city limits. "Redevelopable land" means land zoned for residential use on which development has already occurred but on which, due to present or expected market forces, there exists the likelihood that existing development will be converted to more intensive residential uses during the planning period. The five-year supply shall be determined from vacant and redevelopable land inventories and by the methodology for land need projections from the Housing Element of the Comprehensive Plan; or Reviud JMUM,1997 Title 18 Chapter 18.106 Page 3 2. The proposed lot or lots will be zoned E-1 or C-1 under the Comprehensive Plan, and that the applicant will obtain Site Review approval for an outright permitted use, or special permitted use concurrent with the annexation request; or 3. A current or probable public health hazard exists due to lack of full City sanitary sewer or water services; or 4. Existing development in the proposed annexation has inadequate water or sanitary sewer service; or the service will become inadequate within one year; or 5. The area proposed for annexation has existing City of Ashland water or sanitary sewer service extended, connected, and in use, and a signed "consent to annexation" agreement has been filed and accepted by the City of Ashland; or 6. The lot or lots proposed for annexation are an "island" completely surrounded by lands within the city limits. (ORD 2792, 1997) 18.106.040 Boundaries. When an annexation is initiated by a private individual, the Staff Advisor may include other parcels of property in the proposed annexation to make a boundary extension more logical and to avoid parcels of land which are not incorporated but are partially or wholly surrounded by the City of Ashland. The Staff Advisor, in a report to the Commission and Council, shall justify the inclusion of any parcels other than the parcel for which the petition is filed. The purpose of this section is to permit the Planning Commission and Council to make annexations extending the City's boundaries more logical and orderly. (ORD 2792, 1997) 18.106.050 Statutory procedure. The applicant for the annexation shall also declare which procedure under ORS Chapter 222 the applicant proposes that the Council use, and supply evidence that the approval through this procedure is likely. (ORD 2792, 1997) Revised imuary,1997 Title 18 Chapter 18.106 Page 4 Jr I ME :kL�k� a MI'�i1r 'iu!`Jilil y�UtI gill' „•-.'�j f i�t�� .� � ,• � r ►y s .+ ■ a �+ l+• 7y i