HomeMy WebLinkAbout2005-0406 Study Session Packet
CITY 4:>F
AS H Lfl~N D
~CITY COUNCIL STUDY SESSION
AGENDA
Wednesday, April 6, 2005 at 12:00 p.m.
Council Chambers, 1175 East Main Street
1. Charter Review Committee Update.
2. Downtown Plan Process.
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).
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CITY 01;"
AS H LAr" D
Council Communication
Charter Review Committee Update Study Session
Meeting Date:
Department:
Approval:
April 6, 2005 (s~ session)
Administration
Gino Grimaldi
<:
Primary Staff Contact: Ann Se tzer, 552-2106
se Itzera(clia sha Ind. or. us
Secondary Staff Contact: Mike Franell, 552-
2090 franellm@ashland.or.us
Statement:
The Charter Review' Committee has asked to participate in a study session with the council in
order to provide the council with an in depth update on the work of the committee, the issues
they are focusing on, the timeline, public outreach and to give the council the opportunity to ask
questions of the conlmittee.
Background:
A charter review and update is a current council goal. The Charter Review committee was
created in June of2004. The committee began meeting in July and will continue to rneet on the
first, second and third Thursday of the month.
The committee intends to complete its work in June and to deliver its final recommendations to
the council at the regular council meeting on June 21.
Related City Policies.
None
Council Options:
No action is required of council.
Staff Recommendation:
None
Suggested Motion:
None
Attachments:
. Timeline
. Topic Discussion Template (example City Band)
1
Jlr.lII
I'_~
March 1,2005
From: CV,r
To: Charter review committee
Please take a look at this new timeline. We are trying to come up with a way to work through all
of the topics before we launch into the public discussions. This would mean that leach committee
member would be responsible for working with one or two of the public outreach committee to
develop the template for a topic. It would allow more flexibility for subcommittees however I
would not recommend this be done on line. Synergy is important. Think about how you can be
involved. Our sub- committee has been meeting at city hall from 8:30 to 10:30 am on Mondays
but between Don, Pam and I we could accommodate most schedules. We will cover this on
Thursday but any thoughts in advance would be appreciated.
REVISED Charter Review Committee Draft Timeline
March 1
Report to City Council
March 3
Begin new meeting time 6:30 - 9:00
Discussion of City Band Template (not a discussion of the topic)
Proposal to cancel the Mar. 17th
Meet in subcommittees to develop templates for public
discussion
March 7 - 28
March 31
Note additional meeting. Discussion of City Band and
formulation of committee recommendations
April 6
Study session with City Council
April 7 (Proposed)
Structure of Government Forum
This will include powers of the mayor and council, number of
councilors and appointment of planning commission
April 14
Note additional meeting. Structure of Government discussion
April 21
Formulate Structure of Government recommendation
May 5
Recorder and Judge discussions
May 12
Note additional meeting.
Formulate Recorder and Judge recommendations
May 19
Parks and Recreation discussion
June 2
Formulate Parks and Recreation recommendation
June 9
Note additional meeting.
Discussion of additional topics
Formulate additional topics recommendations
June 16
Review report to Council
Adjourn
Deliver report to City Council
June 21
TOPIC DISCUSSION PAPER:
ASHLAND CITY BAND
ISSUE STATEMENT: Should the City Band remain in the Charter?
EXISTING CHARTER LANGUAGE AND ORDINANCES:
ARTICLE XXI - City Band
Section 1. At the time of making the tax levy for general City purposes each year, the Council shall
cause a careful estimate to be made of the money required for the purpose of a City Band for the ensuing
year, such estimate shall be presented and considered with the other items in the annual budget and
there shall be included in the general levy for the ensuing year not to exceed six-tenths (.6) mills on the
dollar for such band rE~quirements, which fund, when collected, shall be deposited with the City Recorder,
subject to the order of the Council.
ORDINANCE: attached
Budaet: The '03-'04 Budgeted amount for the Band was: $56,750. Actual
expenditures werE~: $43,417. Of that total, $3,660 was for the Band Director; $2,600
for music; $1,200 for the Band Shell, $1,750 for the services of RVTV; $5,100 for
insurance and adrninistration fees; and $29,000 was paid to the musicians, ""ho number
between 70 and 80.
The budget is presented to the City Finance Director in December of each y€!ar.
Accountabilitv: The Band Director is selected by the mayor, with confirmation by the
council. The Band Director selects the musicians for the band. The City Attorney is
consulted as necessary.
Oraanization Impact: Is provided by the Band Board, as in Ordinance 2.56
ALTERNATIVE CHOICES & PRACTICAL CONSEQUENCES OF CHANGE:
1 The Band could be removed completely from the charter.
Consequences: Eliminating the band would require the city council to include it
as a line item in the budget, assign it to a department (Parks & Recreation) for oversight
and establish an ordinance to continue the band and the band board.
Budaet: would be put into Parks and Recreation, and be subject to council
approval.
Accountabilitv: Would be assigned to Parks & Rec.
Oraanizationallmpact: Ordinance (2.56) would be modified to establish the
band and to change reporting to P & R.
2 The Band could be left in the charter without a funding source.
Consequences: Leaving the band in the charter with no specific funding source
would reinforce the city's commitment to the band but leave it open to presenting a
budget request every year and assign it to a department (P & R) for oversight.
Budlqet. Accountabilitv. and Orqanizational Impact are the same as in
Alternative #1.
3 The Band could be left in the charter, but with a new and less specific funding source.
Consequences:
Budqet: A funding formula could be developed that was tied to current city
budgeting practices; the band assigned to a department (P & R) for oversight. Currently
the band levy is automatically budgeted because of language in the charter (.0006 mil).
Post Measure 50 required that the city charge itself in the charter to specifically fund the
band. The .0006 mile could be replaced with a budget using 04-05 actual expenditures
that hascsubsequent increases built on annual city budget guidelines.
Accountabilitv and Orqanizationallmpact: as above.
2.56 City Band
2.56.010 Band Board Established Membership
The Ashland Band Board is established and shall consist of six voting
members appointed by the mayor with confirmation by the council. The
board shall also consist of one non-voting ex officio member, vllho shall be
the director of the band.
(Ord 2830, Amended, 10/20/1998)
2.56.015 Band Board Terms Vacancies
The term of voting members shall be for three years, expiring on April 30 of
each year. The members serving on the band board as of September 1998
shall serve until April 30, 1999. Any vacancy shall be filled by appointment
by the mayor with confirmation by the city council for the unexpired portion
of the term. The terms of the six members appointed to succeed those
members ~,hose terms expire in April 1999 shall be staggered in the
following mlanner: Two members shall be appointed for one year, two
members for two years, and two members for three years. The length of the
initial terms for these six members shall be determined by the mayor at the
time of appointment. Their successors shall be appointed for three-year
terms. Any board member who is absent from four or more meetin~ls in a
one-year period shall be considered no longer active and the position vacant,
a nd a new person sha II be a ppoi nted to fi II the vaca ncy.
(Ord 2830, Amended, 10/20/1998)
2.56.020 Quorum Rules and Meetings
Four voting members of the board shall constitute a quorum. If a quorum is
present, the affirmative vote of a majority of members present at the
meeting and entitled to vote shall be sufficient to conduct business. The
board may make rules and regulations for its meetings and procedures
consistent with city ordinances, and shall meet as necessary but not less
than once per year. At its first meeting, the board shall elect 'a chair, who
shall preside over all meetings and perform such other duties as may be
necessary for the administration of the band, band board and this chapter. A
vice-chair shall also be elected who shall serve in the absence of the chair.
(Ord 2830, Amended, 10/20/1998)
2.56.025 Powers and Duties Generally
The powers, duties and responsibilities of the Ashland Band Board shall be
as follows:
General supervision and control over the Ashland City Band.
Report at least annually to the mayor and city council of the activities of the
band.
On or prior to December 15 of each year, report to the mayor as to the
activities and welfare of the band.
Determine compensation for the band director and members in accordance
with the band's approved budget.
(Ord 2830, Amended, 10/20/1998)
2.56.030 Director Appointment, Duties,
Compensation
Prior to January of each year, after receiving the report of the band board
under sectiion 2.56.025, the mayor, with confirmation by the council, shall
appoint a band director who shall serve at the pleasure of the mayor.
The director shall:
Promote, organize and direct the Ashland City Band,
Select the m usicia ns for the ba nd,
Appoint a band secretary who shall keep minutes of all band board
meetings, records of the organization and shall particularly keep a careful
and accurate record of attendance by all members. The secretary shall serve
at the pleasure of the director and perform such other duties as may be
assigned by the director.
Appoint a band librarian, who shall have charge of and shall carefully keep
all the sheet music now owned or hereafter acquired by band. The librarian
shall keep proper and complete records of all property placed in the
librarian's custody and shall make a proper inventory and accounting thereof
at the end of the year. The librarian shall serve at the pleasure of the
director and perform such other duties as may be assigned by the director.
Appoint a quartermaster who shall have charge of and shall carefully keep all
band uniforms and other property which is now owned or may hereafter be
acquired by the band. The quartermaster shall serve at the pleasure of the
director and perform such other duties as may be assigned by the director.
Perform such other services as may be reasonably requested by the band
boa rd.
(Ord 2830, Amended, 10/20/1998)
2.56.040 Budget
Prior to the preparation of the City budget each year, the band board shall
cause a careful estimate to be made of the band's needs for the ensuing
year in vievv of the funds to be available and shall submit same to the
director of finance for consideration with the other budgetary matters.
Through the city's budget process, the City Council shall fix and determine
the Band's budget for the ensuing year.
(Ord 2830, Amended, 10/20/1998)
2.56.060 Performances
The City Band shall present not less than ten concerts, including the Fourth
of July parade, during each summer season.
(Ord 2830, Amended, 10/20/1998)
PRINT CLOSE
CI'TY OF
ASH[LAND
Memo
DATE:
TO:
FROM:
RE:
April 6, 2005
Honorable Mayor and City Council ~
John McLaughlin, Director of Community Development ~
Downtown Plan Process
The first two meetings for the Downtown Plan update have been held, and SOmt3 things have
become very clear:
1. There is a broad interest in the community in the downtown proce~~s
2. There is a desire to take a larger, comprehensive view of the entine plan and
downtown, far more than just an "update"
3. The roles of the Sounding Board, City Council, and Planning Commission need
to be clarified.
When the Downtown Update process was discussed by the City Council in Juno, 2004, the
direction was to use a relatively expedited approach that would agree upon a vision, and
update the efforts from the 1988 Plan with proposals in the 2001 Phase II update.
The minutes of the meeting from June 16, 2004 are included as part of this packet, as are the
work program update materials presented by ODDA, as well as a meeting sumrnary. One of
the key points from the Council was "Consensus to not form a committee, but hi:ive Staff
continue to work on next steps associated with the project."
The level of response to our first meetings.fbas been excellent, yet somewhat overwhelming
given the current workload of the department. Rarely in my experience with the City have we
ever had the number of large projects and appeals occurring simultaneously in 1the City. It is a
challenging time for the staff, decision makers, and the public in handling all of this information.
The level of involvement from the public regarding the Downtown Plan requires that additional
resources, and perhaps a course adjustment in process, be utilized to continue to make this a
successful project.
Staff believes that rather than continuing on the previous schedule, now is an opportunity to
revise the approach taken for this project with the direction of the Council. Give!n the workload,
it is not possible for only Staff to continue to be solely responsible for this projec:t.
DEPT. OF COMMUNITY DEVELOPMENT
20 E. Main Street
Ashland, Oregon 97520
www.ashland.or.us
Tel: 541488-5305
Fax: 541-652-2050
TTY:. 800-735-2900
r.t.'
Efforts to Date,
A kick-off meeting was held on January 26, 2005 at the Historic Ashland Armory with
attendance by over 100 citizens. A short presentation was given by staff on the. past efforts of
the City regarding downtown planning, and an update on the current issues in downtown.
Small group discussipns were held with a short visioning exercise on what people wanted to
see in downtown Ashland in the next 15-20 years. A list of issues was recorded by the staff
facilitators.
A second meeting was held on February 23, 2005 at the Council Chambers, attended by more
than 75 citizens. Staff gave a short recap of the comments from the previous meeting, and
discussed the nlajor topic areas that would form the basis of the vision statement for the plan.
Many people in attendance were not at the first meeting, and the level of involvement was
high, the topics discussed were many, and the interaction was lively, to say the least.
The second meeting confirmed that the level of involvement and interest was far greater than
originally predicted, and that the concerns of the community went far beyond an "update"
process. Counc::ilor Hardesty has also expressed a strong interest in seeing the project
expanded beyond that originally envisioned by the City Council.
We currently have an intern from SOU working on an inventory of downtown structures and
businesses for utilization in the process.
Issues for direction:
Focus of the Process
Previously, the Council directed staff to build on the efforts already in place. As stated above,
there appears to be a greater desire in the community, and on the council, to expand this
effort. Staff would recommend that we utilize a consultant team and follow a similar, yet
modified, appro;ach as that outlined by ODDA in their previous memo. We have outlined such
an approach here:
Vision: Dc)wntowns throughout the country that have sustained themselves over time, or have
experienced successful revitalization, have a clear vision of the role and purpose of
downtown. It is important for Ashland to articulate this shared vision at the beginning of
this process.
ImDlementation/Proiects: Create plan components and implementation strategies under the
foUowing categories:
Transportation/circulation (pedestrian, bicycle, motorized, & deliveries)
Streetscape enhancements and upgrades (explore enhanced Pedestrian environment,
opportunities for Public Art and Civic Design, and open space/plazas)
DEPT. OF COMMUNITY DEVELOPMENT
20 E. Main Street
Ashland, Oregon 97520
www.ashland.or.us
Tel: 541-488-5305
Fax: 541-552-2050
TIY: 800-735-2900
r.,
Lithia Way Workshop (A comprehensive review of the development potential of the
"weaker leg" of the downtown core. This area should be examine!d, from the Fire
Station to the viaduct over Ashland Creek.)
Parking
Land Use regulations, including design standards
Other projects, as identified in the public process and vision effort
Policies: Review of existing land use policies and codes and recommendations for changes,
etc., to ensure they support the updated Downtown Vision and Plan.
Fundina: Explore funding opportunities and options for downtown projects.
Staff would recommend that the current downtown area be the focus for this effort, and that the
boundaries not be expanded significantly to include the Railroad District or the "A" Street area.
These are distinctly different planning areas, and the focus of this effort should rfemain on the
existing downtown.
Council Option: How broad of a process does the Council wish to use in this Downtown
planning effort? The above outline can be undertaken from the approach of an "update" of
previous efforts, or it can be approached more from the perspective of a clean sllate. In either
instance, a detailed work plan utilizing a consultant team would facilitate the conlpletion of this
project.
Staff would recommend, given the current level of interest in the community, that a broader
approach than only an "update" be undertaken, and that a consultant team be utilized in the
process.
Citizen Involvement
Early involvement in the process to date has indicated a greater level of participiation than
expected for this process. This is a very positive step for the process, and provides many
opportunities for the future. It is also very important that,therole of those involvE~d is clearly
delineated. The Council indicated previously that they did not necessarily want to have a
separate Downtown Plan Advisory Committee, and that the Council wished to have a greater
level of involvement in the process.
However, given the level of involvement in the process so far, and the desire for a broader and
more comprehensive process, it would seem to be a large burden on the Counc:iI to attempt to
be the "hands on" review body for this process.
Therefore, it may be beneficial to have a Downtown Plan Advisory Committee to handle the
greater level of involvement, and assist the Council in achieving the overall desires of the
process.
DEPT. OF COMMUNITY DEVELOPMENT
20 E. Main Street
Ashland, Oregon 97520
www.ashland.or.us
Tel: 541-488-5305
Fax: 541-552-2050
TIY: 800-735-2900
~.,
Council OptioJrJ: What form of "review body" should be used for this process - "Sounding
Board," Downtown Plan Advisory Committee (DPAC), City Council, Planning Commission?
Staff would recommend that given the proposed expanded nature of the Downtown Plan
project, that a Downtown Plan Advisory Committee (DPAC) be appointed, and that clear duties
and expectations for that committee be outlined by the Council. This committee could include
members of thE~ City Council and Planning Commission as well as downtown representatives
and citizens from the community.
In the past planning effort, DPAC served as the committee reviewing the drafts and elements
of the Plan, assisted in the development of the citizen involvement plan, and helping to provide
direction to staff as to the key components raised during the public involvement process. As
sections of the plan were developed and reviewed by DPAC, they were then presented to the
Planning Comnlission and City Council for confirmation as to the correct direction of the
process.
Staff would recommend a similar committee review structure for this process, with the
leadership of the committee perhaps tied to the Council representative on the committee.
The Plan would ultimately be presented to the Planning Commission for recommendation, and
to the' City Council for adoption.
DPAC would bE~ key, with Staff and the consultant team, in the development of the Citizen
Involvement Plein for this process. Many options are available for involvement, including
utilization of the! City's website, email, newsletters, surveys, etc...
Final Products~
There should b<<~ a clear expectation as to the final products associated with this effort. This
was originally dliscussed ODDA memo, and these could be the products expected to be
prepared by a consultant team:
· Downtown Vision and Plan (that includes a community based affirmation of what downtown
Ashland should be -from the pedestrian realm through the transportation network); preferences for
streetscape upgnades and amenities; and includes implementation strategies for projects that have
been identified, n~viewed and agreed upon)
.
Downtown Parking Plan
.
Lithia Way Redevelopment Strategy
.
RecommEmded Updates to Codes, Design Standards, & Policies (summarized in Plan)
.
Economic Issues - Promotions, Downtown Organization
.
Funding Opportunities Report (summarized in Plan)
· Other Products as identified by the Vision and Public Involvement Process and directed to be
included by the City.
DEPT. OF COMMUNITY DEVELOPMENT
20 E. Main Street
Ashland. Oregon 97520
www.ashland.or.us
Tel: 541-488-5305
Fax: 541-552-2050
TTY: 800-735-2900
r.,
Timeline
Given direction from the Council, Staff would prepare an RFP for consultant services and
distribute it to interested firms. It is estimated that it will take approximately 90 days to
complete the RFP process and get a consultant team on board.
April - June, 2005
June, 2005
July, 2005
August - September 2005
October - December 2005
January - February 2006
March - May 2006
May - June 2006
July - August 2006
September 2006
October - November 2006
December 2006
RFP and Consultant Selection
Mayor Appointment of DPAC
Consultant Contract Begins
Workplan Update with Consultant and DPAC
Citizen Involvement Plan developed
Continuation of Vision Development/Public Outreach
(2 public meetings - review comments from Jan/Feb meetings, create
vision statement)
Streetscape Enhancements/Pedestrian Environment
(2 public meetings)
Transportation/Circulation
(2 public meetings)
Lithia Way Design Workshop
(3 public meetings)
Parking Management Plan
(2 public meetings)
Land Use Regulations/Design Standards
(1 public meeting)
Economic Issues
(1 public meeting)
Draft Plan Preparation
(1 public meeting)
Final Draft Plan
This timeline is based upon an expanded planning effort. It is included here as an estimate,
and is subject to modification, expansion, or contraction based upon further discussions with
the consultant team, development of the Citizen Involvement Plan, public comments, and
Council direction.
Costs
It is estimated that the consultant costs for such a project will be $90,000 - $100,000. Since
the preliminary timeline shows the project going through two fiscal years, it may be possible to
spread those costs over time. There may also be options for other savings dep<<3ndent upon
the number of meetings desired, reduction in the scope of some portions (such 49S deferring a
parking management plan to a later date). Such changes could result in savings of
approximately $25,000.
DEPT. OF COMMUNITY DEVELOPMENT
20 E. Main Street
Ashland, Oregon 97520
WWN.ashland.or.us
Tel: 541-488-5305
Fax: 541-552-2050
TTY: 800-735-2900
r.,
Conclusion arid Recommendations
The following are the key recommendations of Staff:
It is recommended that the City utilize a consultant team for the completion of the
Downtown Planning process.
It is recommended that the existing downtown boundaries be utilized for the planning
area, with som~~ limited modification, but that neither the Railroad District nor the "A" Street
area be include!d.
It ,is recommended that a broad involvement process be used, exploring a wide range of
issues for the downtown that have been brought forward by the public in the first two meetings,
rather than the more limited "update" process originally proposed.
It is recommended that a Downtown Planning Advisory Committee be appointed to
assist in the plalnning process, and that the Council give clear direction as to the power and
duties of the committee.
It is recommended that the DPAC assist Staff and the consultant team in the
development of the Citizen I nvolvement Program for this effort.
It is recommended that the tentative work plan, as outlined above, including clear
direction for finHI products, be the basis for the RFP, with modifications as suggested by
Council.
Attachments:
Downtown Boundary Map 1
Memo - June 16, 2004 2
ODDA Program of Work June 2004 3
Summary - ODDA prepared 8
Minutes - June 15, 2004 study session 9
Presentation Slides Feb 2005 meeting 12
DEPT. OF COMMUNITY DEVELOPMENT
20 E. Main Street
Ashland. Oregon 97520
www.ashland.or.us
Tel: 541-488-5305
Fax: 541-552-2050
TIY: 800-735-2900
,.,
CITY OF
AS 1-1 LAN D
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 rnade 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 II - can be viewed on the web at the City's website Document
Center: www.ashland.or.us
DEPARTMENT OF COMMUNITY DEVELOPMENT
Planning Division Tel: 541488-5305
20 East Main Street Fax: 541488-5311
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
r.,
A
OREGON
DOWNTOWN
DEVElOPMEl-fT ASSOCIATION
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
Downtown Plan, Phase /I by David Evans and Associates. The Phase II Plan, funded
through a Transportation and Growth Management Grant, largely focused on specific
projects related 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 prior.
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 inte~grate
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 is recommended as a framework to revisit, update and integrate Ashland'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
.3
components of the workplan may be combined, when appropriate. In addition, it is
recommended that several components of the workplan be implemented simultaneously.
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 pulled 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 Association PO Box 2912, Salem, OR 97308 503,587,0574
www,odda.org
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· Review 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 Com plete: 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 Com plete: 3-4 months
Process: 3 public meetings
o A Design Workshop for Lithia Way would be a good project to brin!~ the
community together to develop a Big Picture concept for the
redevelopment of this important component of downtown. A 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 Association PO Box 2912, Salem, OR 97308 503,587,0574
www.odda,org
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Review of Existing Land Use Policies and Codes
Timeline to Com plete: 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 redevelopment
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 Urban
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, lthen
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. They
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 to 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 Association PO Box 2912, Salem, OR 97308 503,587.0574
www.odda,org
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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 503,587.0574
www,odda,org
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OREGON
DOWNTOWN
DEVElOPMENT ASSOCIATION
Summary of City Council/Planning Commission
Study Session on Proposed Program of Work to
Update & Integrate Ashland's Downtown Plans
June 16, 2004
After hearing details on the proposed Work Plan to update and integrate
Ashland's Downtown Plans, the City Council discussed the various aspects of
the proposed scope and the merits of proceeding with a planning project of this
magnitude.
Discussion was focused on several points, including:
· Revisiting and updating Ashland's Downtown Plans are a stated Council
goal
· The need to move from a reactive stance on planning issues to a rnore
proactive one, based on an updated, community-based vision for
downtown
· The need to include the parking management component into the planning
effort, rather than have it as a stand-alone project
· A question of whether the exploration of innovative partnerships nE~eded to
be included in the project
· Not to undertake this planning effort at the present, but implement small,
identified projects for 2 or 3 years to give the community a break from
heavy construction
· Consensus to not form a committee, but have Staff continue to work on
next steps associated with the project
At the end of the Study Session, City Manager Gino Grimaldi voiced his support
to move ahead with next steps and have Staff continue to work on this project, as
it is a stated goal of the Council.
Oregon Downtown Development Association PO Box 2912, Salem, OR 97308 503.587.0574 www.odda.org
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City of Ashland, Oregon - Agendas And Minutes
Page 1 of3
Wednesday, June 16, 2004
ASHLAND CITY COUNCIL STUDY SESSION
Wednesday, June 16, 2004 at 12:00 p.m.
Council Chambers, 1175 East Main Street
CALL TO ORDER
Mayor DeBoer called the meeting to order at 12:05 p.m.
ATTENDANCE
City
Council:
Kate Jackson, Alex Amarotico, Don Laws, Cate Hartzell and Chris Hearn. Councilor Morrison
was absent.
Staff:
Gino Grimaldi, John McLaughlin and Mike Franell.
Discussion of the Downtown Plan
Community Development Director John McLaughlin explained that addressing the Downtown 1)lan is a goal
that was adopted by the City Council and the purpose of this Study Session is to determine the steps
necessary to complete this goal.
Vicki Dugger, Executive Director of the Oregon Downtown Development Association (ODDA) was
introduced. Ms. Dugger provided a brief background of this issue. She noted the original Downtown Plan
was adopted by the City of Ashland in 1988, and in 2001 this issue was further addressed in the Ashland
Downtown Plan Phase II. The original plan focused more on providing a vision, while the Phase II document
was largely focused on circulation issues. It has been determined that these two plans should be
integrated, while readdressing the overall downtown vision.
Ms. Dugger explained the Oregon Downtown Development Association has been contacted by the City to
assist in creating the framework of components that address this issue. The following are the steps
recommended by ODDA:
1. Revisit and Update Downtown Vision
2. Review and Update of Transportation/Circulation Projects
Ms. Dugger noted that many of these projects have been addressed through the implementation of the
Phase II Plan.
3. Fine Tune Parking Management Plan and Develop Process for Public Review
Ms. Dugger noted that due to the complexity of the Parking Plan, the Council may wish to addresses this
item separately.
4. Review Streetscape Appearance and Amenities
Ms. Dugger stated that she conducted a site visit and was surprised by the condition of the streetscape.
She noted there appeared to be a lot of "band-aid" treatments and recommends the City look at this area
in a larger context, as opposed to addressing it piece by piece. She also commented that Ashlland is seen
by other communities as an example of a vibrant downtown and therefore needs to held to a higher
standard.
5. Lithia Way Design Workshop
It was noted that Lithia Way is regarded as the "weak leg" of the couplet and the idea is remove the
highway feel and bring it more into the downtown atmosphere.
6. Review of Existing Land Use Policies and Codes
Ms. Dugger stated that when a community undertakes a project such as this, code updates are typically
needed.
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7. Explore Innovative Partnerships to Help Move Efforts Forward
8. Explore Funding Options and Opportunities for Downtown Projects
Urban Renewal was noted as a possible option for funding.
Ms. Dugger stated the following products will serve as final outcomes for this project: 1) Updated
Downtown Vision and Plan, 2) Downtown Parking Plan, 3) Lithia Way Redevelopment Strategy, 4)
Recommended Updates to Codes and Policies Report, 5) Partnership Opportunities Report, and 6) Funding
Opportunities Report.
Ms. Dugger's recommendation is to work on the individual pieces systematically and simultaneously, so
that they can build off of each other.
Mr. McLaughlin noted the City would not be starting at ground zero, as certain projects have already been
completed. He also clarified that Staff has not assigned a timeline or dates to these tasks and they are
willing to extend the process for public input if needed. It was also noted that a timeline could not be
produced until the Council determines which components they want included in the process.
Ms. Dugger clarified her role in this project is to create the framework; it is then handed over to Staff for
implementation.
Council discussed whether the Parking Plan should be handled separately. Mr. McLaughlin clarified this is a
key component that will be addressed in the overall plan, however the more technical issues (loading
zones, parking zones, additional parking spaces, etc.) will need to be discussed in greater detail.
Mr. McLaughlin noted there are different ideas throughout the community on what the Downtown Plan
should be. It will be necessary to hold a series of public meetings for the City and the public to come to an
agreement. Once this is complete, Staff can move forward with implementation.
Council questioned whether they wanted to revisit some of these controversial issues. Suggestion was
made for Staff to review Council's decisions on recent planning appeals, and to reflect their judgement in
the updated vision.
Mayor DeBoer stated the citizens of Ashland deserve a break from the heavy construction. He noted there
are small improvement projects that can be accomplished, but he would advise the Council and Staff to not
undertake any major construction projects for several years. Mayor DeBoer also expressed concern
regarding the funding, explaining Urban Renewal takes money away from the schools and the other option
would result in increased taxes. Mayor DeBoer stated he would like to see the area in front of Washington
Mutual Bank addressed, noting there was a fatal accident at this location. He also suggests that the City
Council allow Staff to undertake smaller improvement projects as they see fit.
Council noted the recent string of planning appeals and questioned if the Planning Department had
adequate resources to undertake this major project. Mr. McLaughlin stated this project has been a council
goal for several years, which is why it is before the Council at this time. If Council feels that Staff should
prioritize this project differently, they are open to those suggestions.
Mr. McLaughlin explained that there has been a shift in community views over the past few years, which is
why so much time will be focused on meeting with the public. It could take substantial time before all
parties come to an agreement. Comment was made that it is difficult to maintain public involvement over a
long period of time, and summer might not be the best time to address this issue.
Council agreed to allow audience members to participate in the discussion.
Colin Swales/Stated the 1988 Downtown Plan is very outdated, and noted there have been changes within
the community since it was adopted. He believes the overall "vision" needs to be readdressed, and believes
there are members of the community who are willing to invest the time needed to work on this project. Mr.
Swales noted the substantial amount of tourists who visit Ashland and suggests the Council establish an Ad
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Hoc Committee for the Downtown Plan.
Eric Navickas/Stated too much emphasis has been placed on the parking issue and does not believe that
this should be a priority. Mr. Navickas suggests that the Council address the Affordable Housing issue.
City Administrator Gino Grimaldi noted that if the Council does not act on this project at this time, they will
end up reacting to situations instead of moving forward. He believes that this project is a good investment
of Council and Staff's time.
Council consensus to not form a committee and agreed to have Staff continue to work on this project.
Presentation by Mike Cavallaro of Rogue Valley Council of Governments
Mike Cavallaro presented information on: 1) Changes in Fund Equity, 2) Assets to Liability, 3) Accounts
Receivable, 4) Cash in Bank to Current Liabilities, and 5) RVCOG Budgets. (Mr. Cavallaro submitted this
information into the record)
Mr. Cavallaro explained that they are competitively priced, however many people are not aware of the
professional services that they offer. He provided the Council a comprehensive list of professional services
and asked that the City keep them in mind when contracting work out.
Meeting was adjourned at 1:40 p.m.
Respectfully Submitted,
April Lucas
End of Document - Back to T012
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3/2 1/2005
From:
To:
Date:
Subject:
"Jack Hardesty" <jfhardesty@charter.net>
<council@ashland.or.us>
4/5/2005 1 :23:58 PM
[Council] comments on Downtown Plan Process Memo
A slightly different take on the proposed process.
Comments on "Downtown Plan Process" Memo for Study Session
Mac has displayed flexibility in reacting to my issue paper about rethinking of the Downtown planning
process and has come up with some positive suggestions. I have summarized some key points that draw
on Mac's recent memo of help focus our discussion in Wednesday's study session.
1. There seems to be general agree that the current workload of the Planning Dept. makes it advisable to
use on outside firm to conduct the revision of the Downtown Master Plan, particularly if its srcope is going
to be more than a limited update.
2. The proposal to set up a separate citizens group to assist in the Downtown Planning process seems to
be premature in light of the Planning Commission's recently expressed desire to become more involved in
planning matters. I think we should first determine what role it would be willing to play. If the PC and the
consultant think that a separate citizens group could make a positive contribution, it could ble established
at a later date. As some of the elements to be considered are going to be fairly complex we might at a
later date want to consider establishing more than one citizens group.
3. I suggest we expand the list of elements for the Downtown Plan revision to include, but not be limited to,
the following. The Council, the Planning Commission, and the consultants may wish to add others.
- Urban design
Economic activities
Circulation of all types (pedestrians, cars, trucks, bicycles), some sort of shuttles or people-movers,
and parking
Public spaces
Environmental concerns
Cultural activities
Historic preservation
Public safety
Greater involvement and use by local residents
4. Mac suggests a sequence of steps that starts with the creation of a leading vision for Downtown that
has broad public exposure and support and is ratified by the PC and Council. The plan should then
translate this vision into concrete implementation proposals (changes in zoning and other rE!gulations,
physical changes, programs, etc.). I heartily agree with MAC THAT THERE SHOULD BE ACTIVE
CITIZEN INVOLVEMENT AT EVERY PHASE OF THIS PROCESS!
The timing of these steps should be worked out in consultation with the firm that leads the planning
process. Mac is probably right that this may run into 2006 but this may be desirable in that funding could
be spread over into two fiscal years.
5. Mac estimates the cost at $75,000-100,000, but some people I've talked with think that this figure is
very conservative. Potential costs could be kept by possible using a firm that is already famiiliar with our
downtown area and some of the problems.
6. The contract, like that from the coming PO audit, should be supervised by the City Administrator. The
Planning Commission and the Council's PC liaison will provide on-going input to the Administrator. Mac
will be freed to concentrate on the management of the Planning Department but will be avaiilable as a
resource to the extent that his on-going duties allow.
7. I agree with Mac that the geographic area dealt with should be that presented at the first Visioning
Session. However, adjacent areas that may influence or be impacted by any Downtown chcmges cannot
be automatically excluded.
8. This planning process should be coordinated with the contractor who is working on the review of
planning regs.
9. If there is general agreement that this is the direction the Council wants to go, working with Gino and if
possible the Planning Commission I will redraft the proposed resolution I sent you some wE!ek ago
(attached) and present it at the next council session.
Jack