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HomeMy WebLinkAbout2004-0616 Study Session PacketCITY ~F ASHLAND CITY COUNCIL STUDY SESSION AGENDA Wednesday, June 16, 2004 at 12:00 p.m. Council Chambers, 1175 East Main Street 1. Discussion of tlhe Downtown Plan. 2. Presentation by Mike Cavallaro of Rogue Valley Council of Governments. In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Administrator's office at (541) 488-6002 (TTY phone number 1-800-735-2900). Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title I). CITY OF ,ASHLAND Memo DATE: TO: FROM: RE: June 16, 2004 Honorable Mayor and City Council . ~ John McLaughlin, Director of Community Development Council Study Session - Downtown Plan Update The Council has adopted a goal to update the City's Downtown Plan. The original downtown plan was adopted by the City in 1988 and has served us well regarding new development and redevelopment. In 2001, an effort was undertaken to further address issues in the downtown. A document called Ashland's Downtown Plan Phase II was prepared by David Evans and Associates which outlined numerous projects in the downtown. This current effort is to integrate the vision from the 1988 effort with the project-based information in the 2001 document to create an update to the Downtown Plan that will guide the next efforts of downtown improvements. The City has contracted with the Oregon Downtown Development Association for assistance in this plan update. Attached is the initial effort to develop a work program for defining the update process, and organizing public involvement. Vicki Dugger, Executive Director of the Oregon Downtown Development Association made an initial visit to Ashland in early June to meet with staff and gather information, and will be attending the study session with the Council to discuss the proposed work program on June 16. The document - Downtown Plan Phase H- can be viewed on the web at the City's website Document Center: www.ashland.or.us DEPARTMENT OF COMMUNITY DEVELOPMENT Planning Division Tel: 541.488-5305 20 East Main Street Fax: 541488-5311 Ashland, Oregon 97520 TTY: 800-735-2900 www.ashland.or, us OREGON DOWNTOWN Program of Work to Update & Integrate Ashland's Downtown Plans, Phases I & II, For the City of Ashland, Oregon June 2004 · Background Good planning, guided by an overall vision, has helped Ashland become'one of the most innoVative and successful communities in Oregon - - ranking high on the quality of life standard, ~not only in Oregon but nationally as well. An integral part of Ashland's success is its vital, engaging downtown that serves as the civic, social, historic, retail, service and entertainment center. The City's focus on downtown as the 'heart and soul' of the community has strengthened this traditional business district, helping make it successful. The City of Ashland Downtown Plan, crafted in '1988, was a groundbreaking planning document for the community, as it set forth a shared vision and framework for downtown from which goals were developed and projects implemented. Years passed and the Downtown Plan was successfully used as a roadmap to guide the implementation of a wide variety of projects. However, as time passed the 1988 plan was in need of an update. This was completed in 2001, with the creation of Ashland's Downtowr,~ Plan, Phase II by David Evans and Associates. The Phase II Plan, funded through a Transportation and Growth Management Grant, largely focused on specific projects re, lated to circulation (pedestrian, bicycle, and vehicular) and laid out recommendations for next steps associated with parking, streetscape and infill. The Phase II Plan was developed primarily as an implementation guide for specific projects to improve circulation within the downtown core. Due to the fact that funding for the Phase II update to the Downtown Plan came from a joint program between Oregon Department of Transportation and the Department of Land Conservation and Development, there was not an opportunity to revisit, update and reinforce the overall vision for downtown developed 15 years pdor~. .... --,-- In response to this need, Ashland's City Council, Planning Commission and Staff understood the need to revisit the overall vision for doWntown and update and integrate the two existing plans into a current and more effective guide and planning tool for the downtown district. It was within this context that the Oregon Downtown Development Association (ODDA) was contacted by the City to develop a framework and program of work to accomplish this task. After reviewing both of Ashland's Downtown Plans, Vicki Dugger of ODDA made a visit to the community on June 7th and met with staff to discuss the Downtown Plans, their implementation,, and other related issues concerning the need for an updated and better integration of the documents. A visual survey of the downtown also highlighted projects, both proposed and implemented. Based on the information gathered, the following workplan i~s recommended as a framework to revisit, update and integrate ^shland's two existing Downtown Plans into a current and much more effective planning tool. Different Oregon Downtown Development Association PO Box 2912, Salem, OR 97308 503.587.0574 www. odda. org components of the workplan may be combined, when appropriate. In addition, it ils recommended that several components of the workplan be implemented simulta~neously. The Workplan The purpose of the workplan that follows is to outline the steps necessary to develop the updated Downtown Plan document. The proposed workplan to revisit, update and integrate the Downtown Plans consists of the following components: .. · Vision: Revisit the shared vision set out in the1988 Ashland Downtown Plan and update it to portray the community's current vision and goals for downtown. Implementation/Projects: Review/update plan components and create implementation strategies under the following categories: o Transportation/circulation (pedestrian, bicycle, motorized, & deliveries) o Parking (due to its complexity, this component may need to be p~ulled out as a separate project) o Streetscape enhancements and upgrades o Lithia Way Workshop (This would be a good project to bring the community together to 'redesign' Lithia Way so that it functions, from a downtown point of view, in the same way as Main Street. Currently, Lithia Way is the 'weak leg' of the downtown couplet and has many opportunities for redevelopment that need to be explored from a comprehensive point of view) o Land Use regulations o Other projects, as identified in the public process · Policies: Review of existing land use policies and codes and recommendations for changes, etc., to ensure they support the updated Downtown Vision and Plan. · Partnerships: Explore development of innovative partnerships to help move, downtown redevelopment efforts forward. · FUnding: Explore~funding opportunities and options for 'bigger ticket' downtown projects. Public Outreach An important part of the process to update and integrate Ashland's Downtown Plans is public outreach - - as the resulting product must reflect the values and vision of the community in order to be 'owned' and successfully implemented. Revisit & Update Downtown Vision Timeline to Complete: 2 months Process: 2 public meetings & a community survey'distributed in hard copy and electronic formats To review and update the vision for downtown, a Town Hall approach is suggested to gather input from the community to: · Review the Vision for Downtown set out in the 1988 Plan Oregon Downtown Development/lssociation PO Box 2912, Salem, OR 97308 503.587.0574 www. odda. org · Revie,w Downtown Successes, Challenges, and Lessons Learned (topics will be laid out in categories to help keep meeting focused and moving ahead) · Gather input on community's current vision for downtown - - and ideas to move the vision, forward (also laid out in categories) Review & Update of Transportation/Circulation Projects Timeline to Complete: 2 months Process:: 2 public meetings .. ~ o Review and update traffic/circulation projects outlined in Downtown Plans (i & II). Remove completed projects and include new projects as identified, including recommendations for truck deliveries - - update accordingly. Fine Tune Parking Management Plan & Develop Process for Public Review Timeline 'to Complete: 6 months - 1 year Process: 2, 3 public meetings o This project entails fine tuning and updating the existing Parking Management Plan, then developing a process for public review. Due to the project's complexity and time necessary to ensure a good process and product, this element may need to be undertaken separately and after the other components have been completed. Review Streetscape Appearance & Amenities Timeline 'to Complete: 2 months Process: 2 public meetings o There needs to be a public discussion about streetscape appearance and amenities and process of implementing desired improvements (piecemeal or more comprehensive approach) in downtown. Examples of styles and types of streetscape amenities can be voted on in a Town Hall meeting format. The meeting should also include discussions about the existing planters, sidewalk conditions and other issues (such as the overabundance of paper racks). Lithia Way Design Workshop Timeline to Complete: 3-4 months Process: 3 public meetings o A Design Workshop for Lithia Way would be a good project to bring the community together to develop a Big Picture concept for the redevelopment of this important component of downtown. ^ 3-4 hour community design workshop focused on how the community would like to see this leg of the couplet redevelop would set the vision and goals for the redevelopment of this area. A second meeting for the community to review draft plans and concepts for Lithia Way would lead to a final public presentation of the Lithia Way Redevelopment Plan. Oregon Downtown Development,4ssociation PO Box 2912, Salem, OR 97308 www. odda. org 503.587.0574 3 Review of Existing Land Use Policies and Codes Timeline to Complete: 2 months Process: Internal review process that compares existing codes and policies with the Updated Downtown Plan o Review and compare existing land use codes and policies for downtown with updated Plan. Barriers or inconsistencies will be identified and recommendations made for changes, etc. Explore Innovative Partnerships to Help Move Efforts Forward Timeline to Complete: 2 months Process: An internal analysis of local partnership opportunities coupled with applicable best practices and case studies will form the basis for recommendations. o In order to be most successful in downtown efforts, innovative partnerships must be considered as part of the overall redevelop~ment strategy. This component will explore potential partnerships to help downtown efforts move forward. Findings will be supported by applicable best practice case studies. Explore Funding Options and Opportunities for Downtown Projects: Timeline to Complete: 1 month Process: Identification and review of potential funding sources, such as Ulrban Renewal and other types of redevelopment mechanisms. o If comprehensive, expensive and high priority projects are identified during the process to re-envision and update the Downtown Plan, then paying for the wanted/needed improvements becomes an important issue. A review and analysis of different types of funding mechanisms and opportunities will guide the City in moving forward in implementing comprehensive downtown improvements that have been identified. The Final Products The workplan laid out in this proposal to revisit and update the downtown vision=, associated plans and identified projects is complicated but provides a good roadmap for moving forward. Several products will serve as final outcomes for this project. Tlhey include: · Updated Downtown Vision and Plan (that includes a community based affirmation of what downtown Ashland should be; preferences for streetscape upgrades and amenities; and includes implementation strategies for projects that have been identified, reviewed and agreed upon) · Downtown Parking Plan (this may be pulled out as a separate project) · Lithia Way Redevelopment Strategy (depending on timing, it may be included in updated Plan) · Recommended Updates t© Codes & Policies Report (will be summarized in updated Plan) · Partnership Opportunities Report (will be summarized in updated Plan) · Funding Opportunities Report (will be summarized in updated Plan) Oregon Downtown Development ~lssociation PO Box 2912, Salem, OR 97308 www. odda. org 503.587.0574 How integrated these final products are will depend on how the City moves forward with each component. Our best recommendation is to pull out the Parking Plan segment out of this project, then undertake the remaining components of this project in a systematic, yet simultaneous process, so that each recommendation integrates with, builds off of, and supports the others. The Parking component should follow the completion of this project to update the Downtown Plan. Oregon Downtown Development Association PO Box 2912, Salem, OR 97308 www. odda. o~'g 503.587.0574 Rogue Valley Council of Governments Program and Financial Update February, 2004 RVCOG BASICS RVCOG is a voluntary association of governmental entities in both Jackson and Josephine counties. Membership includes the fifteen incorporated cities, the two counties, and several special districts. The COG is governed by a Board of Directors made up of representatives of these member entities. Although a governmental organization, the COG has no sovereign powers, and no ability to levy taxes. Upwards of 80% of the project funding RVCOG obtains on a yearly basis comes from tl~e state and federal government, some 10% comes from local governmental contracts, and around 10% comes from other sources, such as program income, donations, and sales of materials. The programs offered by RVCOG fall into eight major areas: Community Development Transportation Planning; Land Use Planning; Geographic Information Systems (GIS); Senior and Disability Services; Food and Friends (Meals on Wheels); Water Resources; and Information Systems. In addition, both the finance manager and personnel/contracts specialist are available to provide direct services to members. The finance manager has consulted on financial systems in the past, and is presently under contract with RVTD to assist with its financial systems redesign. The personnel/contracts Community Development Land Use Planning ~ Transportation Planning Information 5ysterm) 5enior and Disability ~X/ater Resources Food & Friends (Meals on Wheels) specialist has headed several recruitments for top municipal officers over the last several years. Program Descriptions Community Development Public involvement in state and federal processes, especially in major transportation issues, has been a major focus in the last several years. The administration of federal and state grants has proven to be the fastest growing service to members, with efficiency and cost effectiveness as major selling points. Facilitation, as well as strategic planning and goal setting, are the department's older core services, to which mediation has just been added this calender year. Finally, the department is quite experienced at producing newsletters, either project specific or ongoing (such as Josephine County's quarterly "NEWS"). Transportation Planning The majority of the planning work falls under the auspices of the Metropolitan Planning Organization (MPO), the federally designated area stretching from Ashland in the south, White City to the north, and Jacksonville to the west. In addition, the department does a great deal of work on iindividual city Transportation Systems Plans (TSPs), and implementing ordinances. Land Use Planninq Land use planning services to member jurisdictions are available on a short or long terrn contract basis for both current and long range planning. Services are also provided in specific projects, such as ordinance rewrites, comprehensive plan updates, Periodic Review, and regional planning. Geographic Information Systems (GIS) These services are an integral part of a high percentage of the planning projects performed by the COG. GIS is responsible for the creation, management, and mapping of digital data to create visual reference material. Data can be created using GPS equipment, or can be processed from an array of data sources. Training is available in both GIS and GPS, and GPS equipment is available to rent. Senior and Disability Services (SDS) The goal of all SDS services is to facilitate an independent lifestyle for the disabled andl senior populations in the region. The COG is directly or administratively responsible for providing access to and services under Medicaid, the Oregon Health Plan, Oregon Project Independence, and Area Agency on Aging programs. To assist in providing these services, RVCOG is under contract with the state to administer approximately 120 state Department of Human Services staff in the two counties. Food & Friends Food & Friends is the region's Meals on Wheels program, currently serving well over 2,00,000 meals each year to home-bound seniors and seniors at 15 congregate meal sites. The program relies heavily on some 200 local volunteers, 70 of whom are actively assisting in meal packaging and delivery on any given day. Over the last several years, increase in demand for meals has been in the double digits, while funding from the federal government has been static. Annually one-third of the cost of the program must be obtained locally. Water Resources Due to the new federal mandates on improved stormwater planning, the department has taken a lead in the region on facilitating the development of appropriate strategies. This is the same, kind of collaboration behind the department's long standing TMDL program (Total Maximum Daily Load), a multijurisdictional collaboration on water quality testing in the Bear Creek Valley. The department also has expertise in both hydraulic and hydrologic modeling, water resources education programs, fire prevention planning, and endangered species planning. Information Systems RVCOG's information systems specialist has increasingly been made available to member jurisdictions for the design, installation, and maintenance of networks, for consulting on hardware and software purchases, and for information systems evaluation. The ability to contract for these services, and thus reduce administrative costs originally budgeted for information systems, is a significant benefit to RVCOG's bottom line. OVERALL FINANCIAL SITUATION The COG's financial situation continues to improve, reversing a trend during the majority of the decade of the 1990s in which positive fund equities turned negative in the special rew~nue (project) and general (administration) funds. Through policies that oversee budgeting, personn, el practices, and project design and implementation, the COG is now several years into a steady improvement in Changes in Fund Equity 6/93 6/95 6/97 6/99 6/01 6/94 6/96 6/98 6/00 6/02 6/03 increasing ratios. As of December 31, 2003, Current Assets were at a ratio of $1.76 to $1 of Current Liabilities, and Total Assets were at $1.30 to $1 of Total Liabilities. As of December 31, 2004, Current Assets were at a ratio of $2.23 to $1 of Current Liabilities, and Total Assets were at $1.58 to $1 of Total Liabilities. all aspects of operations. The change in fund equity, also known as results of operations, was positiw~ once again for FY 02/03, coming in at $$81,345 for the year. For the first six months of F--Y 03/04 the figure is just over $89,000. If, as anticipated, the remainder of the fiscal year goes well, the COG will have its fourth straight year of positive changes in fund equity. As another general indicator of the COG's overall financial health, both the Total (longer term) Assets and the Current (shorter term) Assets have exceeded Total and Current Liabilities for several years, with steadily $2,5 million $2,0 million $1.5 million Assets to Liabilities assets liabilities One major contributing factor to RVCOG's past cash flow problems was the considerable delays in reimbursements for work performed. In FY 00/01 for example, an average of 76% of receivables in a given month were unpaid after 30, 60, 90, and even 120 days, amounting to approximately $250,000 at any one time that the COG had tied up in late state and federal $1.0 million $,5 million $0 Total Current FY 2002/2003 (as of 12132.102) Total Current F-Y 2003/2004 (as of 2.2/3t/03) FY O2 By employing a number of strategies, RVCOG has managed to make, and sustain, considerable progress in improving the situation. For the last two fiscal years, an average of 76% of all receivables were current (under 30 days), as compared to the 24% average during FY 0/01. This threefold decrease in receivables over 30 days has made a significant difference in the total amount of COG funds that are in receivables at any one time, and in the dynamics of the COG's cash flow needs. FY oo/os > 60 days > 30 days - 13% > 90 days - 7% · current - 76% payments. While it was understood that the COG would never be able to totally avoid delays in reimbursements, it was considered reasonable to expect a significant decrease in the amount Accounts Receivables - I¥oney Owed To Us of receivables in excess of 30 days. on average, FY 03/04 One important result of the improved receivables and cash flow is in the COG's payables. In the past the RVCOG was routinely forced to delay payments to vendors for 60 to 90 days at a time, yet at the same time would more often than not barely make payroll (for example, at the end of FY 00/01, the COG registered $88,234 as "cash in bank" against current liabilities of $746,667). The pattern of late payments resulting from this imbalance created a host of problems for the organization, as well as for the individuals awaiting payment. This has now undergone a dramatic shift. Not only has the COG gone for more than three years without needing more than 30 days to meet any payable, but end of $500 $300 Cash in Bank to Current Liabilities Current Liabilities FY 02/03 FY 03/04 (as of 12/31/01) (as of 12/31/03) month cash in bank has routinely been between $40,000 and $80,000. The improvement in cash flow is even more noteworthy considering that it coincided with the repayment of two large debts - the 20-year old $159,000 Department of Human Services (DHS/SDSD) advance, and the COG's former $200,000 line of credit. The advance from DHS/SDSD was simultaneously called in frorn all Area RVCOG Budgets Agencies on Aging in Oregon at the beginning of FY 01/02, and was successfully retired by FY90/91 - 03/04 $5 to $6 million range 91/92 93/94 95/96 97/98 99/00 01/02 03/04 90/91 92/93 94/95 96/97 98/99 00/01 02/03 $6.0 $5.0 $4.0 $3.0 $2.0 $1.0 $0.0 the COG in full June, 2003. The line of credit, which out of necessity had been maintained at its maximum of $200,000 during most of FY 00/01, was converted to a revenue bond in November of 2001, and is on track to be repaid by summer of this year, 2004, several months early. Finally, a review of budgets over the last decade+ shows a trend of leveling off within a range of between $5 and $6 million, which appears to a budget amount in keeping with sustainable staffing levels, member needs, and federal, state, local funding. CASH FLOW SPECIFICS On January 26, 2001 RVCOG held a strategic planning / problem solving session with Board members and partners. Principal among the items decided upon was the need to arrivE; at a solution to the COG's chronic cash flow difficulties. The final strategy decided upon called for a one-time contribution by member jurisdictions to total $200,000, the payment of which was to be spread out over a period of up to three years. The amount from each jurisdiction was to be proportional to the annual dues amounts each member jurisdiction pays. Although the three years of contributions were originally to have been completed last fiiscal year, the worsening state fiscal situation prompted the COG to offer members the opportunity to delay the final contribution for several years if necessary. The present state of the cash reserve is as follows: Pending Total Fully Contributed Total Final Pymnt To Date Remaining .lackson County $48,740 Central Point $6,426 ($3,213) Ashland $15,820 Gold Hill $666 ($:333) Butte Falls $340 Shady Cove $1,266 ($633) Eagle Point $4,041 Cave .1unction $760 ($380) .lackso nvi lie $1,779 Phoenix $3,261 Loan Rogue River $1,581 IVledford $48,860 Talent $4,059 Grants Pass $17,160 The reserve is presently at $154,759. The repayment of the two loans, scheduled for July, 2004, would reduce final contributions to the cash reserve to just under $100,000. GOAL SETTING With the assistance and participation of the Board, the COG finalized a new set of Goals and Strategies during the winter of 2004. The focus was on developing processes and methodologies aimed at serving member jurisdictions better while maintaining COG's organizational and financial stability. This dual focus is expressed in the combination of Mission Statement and Operating Principles: MISSION RVCOG is dedicated to assisting our member jurisdictions in advancing the quality of life in the region by achieving solutions through regional cooperation. OPERATING PRINCIPLES We will maintain long-term financial stability, attract and retain quality employees, and provide a consistently superior, cost-effective work product. The Board and staff delineated four goals for the COG to pursue, which are as follows: We will respond to our member jurisdiction's needs and issues. II We will attain and maintain financial stability in order to carry out our mission. III We will assist members in cultivating strong partnerships among themselves and with non-profits, private stakeholders, and state and federal agencies. IV We will strive to be our members' service provider of choice in our areas of expertise. One of the most potentially important of the new strategies under these goals is an effort to do a much better job of informing our member jurisdiction's key personnel of the professional skills available from the COG. This will be accomplished by the distribution of an annually updated "Catalog of Professional Services". This listing of services is, in turn, designed to assist in what the COG is calling the "First Look Option", which is a request to our members to voluntarily establish a practice of consulting the COG's list of services whenever the decision is made by a member to contract for services, and of considering the COG should the services sought be available. The major reason for concentrating on our members in this way, rather than necessarily relying so heavily on state and federal funding in the future, is to be able to provide services our member's consider so relevant to their needs that they are willing to contract directly for them. Over time, it is hoped that this greater level of consultation and cooperation will help fashion a COG that even more closely mirrors our members' needs. Mission Statement, Operating Principles,, Goals, Strategies, and Actions (January 28, 2003) MIssioN RVCOG is dedicated to assisting our member jurisdictions in advancing the quality of life in the region by achieving solutions through regional cooperation. OPERATING PRINCIPLES We will maintain long-term financial stability, attract and retain qualiW employees, and provide a consistently superior, cost-effective work product. GOALS We will respond to our member jurisdictions' needs and issues. STRATEGIES (1) Maintain constant awareness of member needs and issues. Actions (a) Routinely screen local government agendas for issues pertinent to the COG. (b) Continue quarterly county strategic meetings. (c) Annually survey key individuals within cities and counties. (d) Conduct interviews with COG Board members. (e) Provide executive summaries of COG Board meetings to members no later than one week post-meeting.~ (2) Regularly evaluate the array of services we provide to members. Actions (a) Once information is available, we will i. compare needs to existing services and staff capabilities, ii. provide feedback to surveyed individuals/jurisdictions, and iii.report to Board on results. (3) Tailor our services to member needs. Actions (a) Provide appropriate training to staff. (b) Recruit new staff (temporary or permanent, full- or part-time) as needed. (c) Develop multi-departmental teams as appropriate, either short- or long-term. (4) Match member needs to local, regional, state, private, and federal fi~nding sources. Actions (a) Identify grant and contract opportunities. -1- II We will attain and maintain financial stability in order to carry out our mission. STRATEGIES (1) Build a cash reserve for the COG of one month of average operating costs. Actions (a) Maximize the use of internal service funds. (b) Us.e the cash reserve solely as a revolving fund. (c) Increase the General Fund's fund balance by 1% annually, to be applied towards the cash reserve target amount. (d) Apply, when possible, excess revenue from operations to the cash reserve. (2) Budget realistically ~ planned revenues organization-wide will meet planned expenditures. Actions (a) Establish consistent initial review process of proposed work scopes and budgets. (b) Maintain present system of pre-contract review and approval of detailed work scope, contract language, and budget by department management, finance, contracts, and Director. (c) Continue to maintain the highest degree of internal and external financial reporting. (3) Bill on a timely basis. Actions (a) Esllablish monthly billing as preferred mechanism. If billing must be by deliverable, delivery dates will be structured to facilitate monthly billing. (4) Continue to manage our receivables efficiently. Actions (a) Maintain present processes and controls (monthly statement after 30 days to client accounts payable, monthly reports to Board, staff contact with clients, personalized invoices). (5) Develop strategies to stabilize critical COG-provided services. Actions (a) Create an emergency reserve fund equivalent to one month of the Food & Friends operating budget. (b) Emphasize further development of the fund raising role of the COG sister non- profit, the Southern Oregon Center for Community Partnerships (the Center). -2- III We will assist members in cultivating strong partnerships among themselves and with non-profits, private stakeholders, and state and federal agencies. STRATEGIES (1) Provide a neutral forum to address issues of regional importance. Actions (a) Add a regular "Regional Issues" agenda item to the Board agenda fbr items of regional importance members would like to discuss. (b) Continue COG cable TV program, web site, and Briefings newsletter. (c) Continue to plan for COG conference facility. (d) Encourage a more proactive role of the COG Board in regional issues. (e) Encourage the use of COG facilitation expertise. (2) Fully activate the COG's sister non-profit, the Southern Oregon Center for Community Partnerships (the Center). Actions (a) Develop a clear strategy for the Center (b) Form a Board (c) Develop an action plan (d) Become fully operational (3) Foster and maintain strong intergovernmental relationships. Actions (a) Establish and maintain staff contacts with peer professionals. (b) Continue with monthly public managers' meetings. (c) Encourage regular attendance and member presentations at Board meetings. (d) Continue to provide state staff with RVCOG office space. (e) Reinstitute COG annual event, "reCOGnition" of outstanding partnersz. (f) Proactively function as liaison between members and state and federal agencies. (g) Facilitate partnerships among members in planning and service delivery. (h) Participate in appropriate local, regional, and state-wide organizations. (4) Serve as an informational clearinghouse for local, state, and federal partners. Actions (a) Maintain Census affiliation. (b) Make effective use of COG web site, newsletter, TV program, Board meetings. (c) Encourage on-going program of regular presentations by staff and local, state, and federal speakers at COG Board meetings. (d) Seek opportunities to make presentations on any COG activity or issue to any interested private or public sector group in the region. (5) Support member jurisdiction and citizen efforts to articulate regional issues to a state and federal audience. Actions (a) At the direction of the Board, continue to carry issues of regional consensus before the state and federal government on specific issues of regional importance. -3- IV We will strive to be our members' service provider of choice in our areas of expertise. STRATEGIES (1) Proviide quality professional services. Actions (a) Hi[re qualified, multi-talented staff. (b) Provide on-going training. (c) Clearly define customer and funder expectations. (d) Provide staff with adequate physical and technical resources. (e) Enact a QA/QC program (quality assurance/quality control)~. (f) Formalize the existing internal proposal assessment and review process, including the development of a checklist assessment of whether existing COG staff has or can obtain the technical abilities necessary to accomplish an activity, whether the proposed timeline is possible, and whether the COG is the appropriate entity to perform the work. (2) Offer fair, realistic, and regionally competitive rates. Actions (a) Conduct regular salary and benefit surveys. (b) Maintain compensation levels within the regional norm. (c) Keep rates as low as possible without compromising quality. (3) Attract and retain quality employees. Actions (a) Offer competitive benefits and salaries. (b) Maintain a work environment that enhances productivity, loyalty and satisfaction. (4) Develop and maintain a "First Choice, Best Choice" profile with our members. Actions (a) Promote a "First Look Option" among members in specific areas of COG expertise4. (b) Produce an annual report in the fall on what we accomplished during the prior fiscal year. 'The report will demonstrate our performance by each of the four goals, and will contain information arranged by member entity and services. (5) Increase awareness of COG services available to our members. Actions (a) Provide members with a current list of available services. (b) Provide members with a current list of staff qualifications/capabilities. (c) Provide an annual orientation to the COG's role and programs for newly elected officials and recently hired senior staff. (6) Promote regional program implementation as a cost-effective alternative. Actions (a) Continue to manage and directly implement regional programs such as the MPO, Nutrition Program, Senior and Disability Services, TMDL, and RVPSA. (b) Be open to new opportunities for the management of additional regional programs, as directed by the COG Board. -4- NOTES Goal I/Strategy (1)/Action (e) ...post-meeting~- The intent is to improve the dissemination of information from COG Board meetings by providing information in a summary form, which could be more easily used by our Board members to inform fellow councilors or commissioners. Goal III~Strategy (3)/Action (e) ...outstanding partners2- The COG did host an annual event in the past, which appears to have fallen by the wayside during our years of financial crisis. We believe it would be in the organization's best interests to resume the event, and to have the opportunity to recognize and showcase those of our panners who deserve the region's thanks for their outstanding contributions. Goal IV~Strategy (1)/Action (e) ...(quality assurance/quality control)3- In addition to normal supervisory oversight of work products within the COG, management is proposing an established program of quality assurance and control. Principal to this program would be the designation of a single individual within the COG, probably the contracts manager, who would make regular contacts during the project with the main client representative(s) to ascertain levels of satisfaction and suggestions for improvement. Goal IV~Strategy (4)/Action (a) ...COG expertise4 --We believe that we have consistently shown over the last several years that we can deliver a quality product in our areas of expertise at a reasonable cost. Add the fact that we are local, and that contractual agreements between the COG and our member jurisdictions are neither time consuming nor complicated (no P~Ps!), and we believe that a compelling argument exists for maximizing the use of our services by our members. To assist our members in taking best advantage of what the COG has to offer, we are proposing the establishment of a voluntary "First Look Option" between the COG and individual member jurisdictions. The COG would be alerted to work (within agreed- upon areas of COG expertise) the members have decided to have accomplished by an external source, and would be permitted within a time frame of the member's choosing to respond whether the COG has the time and/or capabilities to carry the work out. The response is intended to be brief, perhaps one page, outlining why the COG considers the work within its capabilities, who the most appropriate staff for the work would be, how any needs for subcontracting would be met, and whether the member's time frame can be accommodated. Upon receipt of the COG response, the member would be free to explore that option with the COG, or proceed with its normal external contract procedure. M:\Goals2003\COG goals rev from board mtng #2.wpd -5- a.~ a 0 o~ Rogue Valleq Council C>overnments Catalog of Professional Services -- 2004 Public Involvement bilingual services (Spanish) community assessment & outreach design worhshop (charrette) preparation/facilitation deshtop publishing (brochures, flyers, posters, etc) field research (design, completion, and analysis) focus group recruitment & facilitation large format plotting (maps, graphics) media relations meeting management & facilitation newsletter development & publishing public inuolvement strategies public advisory group recruitment & management survey design & implementation Community Planning & Development CDBG grant preparation and administration census data management community assessment and issues identification disaster preparedness planning emergency operations planning goal setting grant administration (state and federal) grant writing RFP / RFQ preparation natural hazards mitigation planning strategic planning Transportation air quality planning airport system planning airport development and financing airport noise evaluation and abatement airport ground access planning aviation management (general) bicycle transportation planning economic impact analysis freight movement and facilities planning hazardous liquids transport planning multimodal transportation planning parhing systems & strategies pedestrian-friendly urban planning technical planning assistance Transit Oriented Deuelopment (TOD) planning transit seruices planning transportation forecasting transportation system planning Land Use buildable lands inventories land development code development and revision land use application review land use ordinance development and revision land use planning (current and long range) technical planning assistance Natural Resources aerial photo interpretation aquatic habitat enhancement biological surveys endangered species planning environmental assessment environmental education environmental planning environmental regulatory compliance erosion prevention fish passage assessment & barrier removal hydraulic and hydrologic modeling parhs planning (environmental aspects) riparian restoration sediment control stormwater codes & ordinances stormwater facilities planning stormwater treatment practices stormwater management planning tree planting and maintenance water quality implementation plans water quality monitoring & analysis watershed assessment wetland conservation planning wetland delineation wetland restoration and enhancement Geographic Information Sys tem s (GIS) custom map production data creation demographic spatial analysis geococling large format plotting (maps, graphics) orthographic mapping three-dimensional (3D) mapping training in GIS GPS services, equipment rental Administrative & Technical Services accounting software evaluation/application archival systems design bulb mailing services computer hardware purchasing & installation computer networh design & maintenance computer software purchasing & installation database management, data entry II executive recruitment services financial management (short or long term) financial systems analysis mailing list development & management RFP / RFQ preparation website maintenance Social Services eldercare consultation for employers senior and disability services planning & training senior and disability services research Rogue Valle Council of C vemments Catalog of Professional Services -- 2004 aerial photo interpretation (natural resources) air quality planning accounting software evaluation/application airport system planning airpOrt development and financing airport noise evaluation and abatement airport ground access planning archival systems design aquatic habitat enhancement aviation management (general) b bicycle transportation planning bilingual services (Spanish) biological surveys buildable lands inventories bulb mailing services census data management CDBG grant preparation and administration charrette worhshop design & facilitation community assessment & issues identification computer hardware purchasing & installation computer networh design & maintenance computer software purchasing & installation d data entry database management design worhshop preparation/facilitation deshtop publishing (brochures, flyers, etc) disaster preparedness planning economic impact analysis (transportation) eldercare consultation for employers emergency operations planning endangered species planning environmental assessment environmental education environmental regulatory compliance environmental planning erosion prevention executive recruitment services field research (design, completion, analysis) ffinancial management (short or long term) financial systems analysis fish passage assessment & barrier removal focus group recruitment & facilitation freight movement and facilities planning goal setting grant administration (state and federal) grant writing GIS data creation GIS demographic spatial analysis GIS geocoding GIS orthographic mapping GIS three-dimensional (3D) mapping GIS training GPS services, equipment rental GIS custom map production hydraulic and hydrologic modeling hazardous liquids transport planning land development code development & revision land use application review land use ordinance development and revision land use planning (current and long range) large format plotting (maps, graphics) mailing list development & management media relations meeting management & facilitation mulUmodal transportation planning natural hazards mitigation planning newsletter development & publishing parhing systems & strategies parhs planning (environmental aspects) pedestrian-friendly urban planning public involvement strategies public advisory group recruitment & mgr. RFP / RFQ preparation riparian restoration sediment control senior and disability services planning & training senior and disability services research stormwater codes & ordinances stormwater facilities planning stormwater treatment practices stormwater management planning strategic planning survey design & implementation t technical planning assistance transportation system planning transportation forecasting Transit Oriented Development (TOD) planning transit services planning tree planting and maintenance ~/~ water quality implementation plans water quality monitoring & analysis watershed assessment website maintenance wetland conservation planning wetland delineation wetland restoration and enhancement www. rucog, org / $41 664-6674 (/ACO) or 541474-$947 (/OCO,) / 541664-7927 ('fax)