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HomeMy WebLinkAbout2007-0917 Study Session Packet CITY OF .,l\SHLAND CITY COUNCIL STUDY SESSION AGENDA Monday, September 17, 2007 at 5: 1 Ei p.m. Council Chambers, 1175 East Main Street 1. Look Ahead Review 2. Croman Mill Site - Area Master Plan Project 3. Economic Development Strategy 4. Review of regular meeting agenda for September 18, 2007 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 (5-11) 488-6002 (TTYphone 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). -.. ..."1 CITY OF ~~SHLAND Important: Any citizen may orally address the Council on non-agenda items during the Public Forum. Any citizen may submit written comments to the Council on any item on the Agenda, unless it is the subject of a public hearing and the record is closed. Except for public hearings, there is no absolute right to orally address the Council on an agenda item. Time permitting, the Presiding Officer may allow oral testimony; however, public meetings law guarantees only public attendance, not public participation. If you wish to speak, please fill out the Speaker Request form located near the entrance to the Council Chambers. The chair will recognize you and inform you as to the amount of time allotted to you, if any. TIle time granted will be dependent to some extent on the nature of the item Under discussion, the number of people who wish to be heard, and the length of the agenda. AGENDA FOR THE REGULAR MEETING ASHLAND CITY COUNCIL September 18, 2007 Civic Center Council Chambers 1175 E. Main Street 6:00 p.m. Executive Session to discuss: pending litigation pursuant to ORS 192.660(2)(h) and real property transaction pursuant to ORS 192.660(2)(e) 7:00 p.m. Regular Meeting I. CALL TO ORDER II. PLEDGE OF ALLEGIANCE III. ROLL CALL IV. MAYOR'S ANNOUNCEMENT OF BOARD AND COMMISSION VACANCIES V. APPROVAL OF MINUTES [5 minutes} 1. Special Meeting minutes of August 27,2007 2. Executive Session meeting minutes of September 4, 2007 3. Regular Council meeting minutes of September 4, 2007 VI. SPECIAL PRESENTATIONS & AWARD~ None. VII. CONSENT AGENDA [5 minutes] 1. Minutes of Boards, Commissions, and Committees 2. 2007-2008 Grant Agreement with the Chamber of Commerce 3. Hunter Internet Service Provider (ISP) Contract Approval VIII. PUBLIC HEARINGS (Testimony limited to 5 minutes per speaker, unless it is the subject of a Land Use Appeal. All hearings must conclude by 9:00 p.m., be continued to a subsequent meeting, or be extended to 9:30 p.m. by a two-thirds vote of council {AMC ~2.04.040}) None. IX. PUBLIC FORUM Business from the audience not included on the agenda. (Total time allowed for Public Forum is 15 minutes. Speakers are limited to 5 minutes or less, depending on the number of individuals wishing to speak.) [15 minutes maximum] COU\Cl[ fl,iIELTINGS ARE BRU\J)(\ST UVI ON ClI;\NNEL 9 VISIT TI 1F ('1 IV OF i\SIILAND'S \VI'.!~SIII' .\1 \\WW.ASI IIANDOR.US X. UNFINISHED BUSINESS 1. Schedule for Rates and Fees Review [15 Minutes] 2. Record Submissions and Deliberations for PA 2007-00455,247 Otis Street Final Plan [30 Minutes] XI. NEW AND MISCEILLANEOUS BUSINESS 1. PERF Report Update [20 Minutes] 2. Transient Occupancy Tax Rate Increase and Use of Proceeds [10 Minutes] 3. Economic Development Strategy [10 Minutes] XII. ORDINANCES, RESOLUTIONS AND CONTRACTS 1. Reading of a Resolution titled, "A Resolution Establishing the City of Ashland Citizen Advisory Ad Hoc Committee" 2. Second readin~J by title only of an Ordinance titled, "An Ordinance Amending the Ashland Municipal Code, Land Use Ordinance, Regarding Conversion of Existing Rentals Into For-Purchase Housing in Multi-Family Zoning Districts" 3. Second Reading by title only of an Ordinance titled, "An Ordinance Amending AMC 3.08.020 To Apply Ethics Provisions to Employees, Appointed Officials and Elected Officials" XIII. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS 1. Further Discussion of implementation of July 18, 2007 Council Motion regarding Mt. Ashland Association 2. Discussion regarding Mt. Ashland Association wastewater treatment plant XIV. ADJOURNMENT 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). COL,,-,( [I !\IlTIT"-'CiS ,\RI. BR( l\DC\ST LlV] 0"-' ClL\Y\!'I <) VIS!! Illl Cl J Y 01 !\SIJl :\\i]),S WI 13 SIT!' Xl 'vVWW.:\Slll .\NIHlRUS ~ ~ ~ --->. --->. -~ 0:> -...J m c.n "t:J - (I) III CIl (I) :::l o ~ S iii' iii' III t:J ~ "T1 -l III :::l Q.. CIl r::: ~ (I) C") - o C") :;,- III :::l <Q !1l :;o:;o:t>:;o:t>:;o :t> CD CD o..CD-o CD 0.. 00000-0-0<: 0 o Q. "S. 0 CD iti' -g S. 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"ll '" I 0 - :r: ~ I- !9 -ij ~~ ~ g::; N ni'a :;:;: Dc. C 2", 0;::; - ~~ :;: l- S 8 'J;:" "N ~~ Oi x -0 "'''' CITY OF ~ASHLAND Council Communication Meeting Date: Department: Secondary Dept.: Approval: Economic Development Strategy September 17, 2007 Primary Staff Contact: Commu 'ty Development E-Mail: Ad .f, inance Secondary Contact: Estimated Time: David Stalheim stalheid(a!ash land.or. us Lee Tuneberg 60 minutes Statement: This is discussion with Council to review options and strategies to development an Economic Development Strategy for the city. Staff Recommendation: Staff requests that the Council provide direction on options as identified below. Background: In June, the Council met with the Ashland Chamber of Commerce Board to review issues of mutual interest between the two groups. The Ashland Chamber Board provides services to the city, including the city's economic development agency. During this discussion, the concept of moving forward with an Economic Development Strategy was discussed. Both the Chamber and the City agreed to move forward in a cooperative manner to develop such a strategy. What is an Economic Development Strategy? An economic development strategy for a community should be a vision for the community to mobilize leadership to create and maintain good jobs at good wages, cultivate a culture based on entrepreneurship and innovation and responds to the values of the community. The citizens and businesses of Ashland place great pride in their community. Community values, such as conservation, creativity and innovation should be reflective of the strategies and businesses that the community desires in their economic efforts. An economic development strategy is meant to provide the principles of what the city is working toward, and developing a coordinated response to how that might occur. By organizing and targeting efforts, the community can better utilize scarce resources, build on strengths, and put outside resources to work more effectively. Three major themes emerged during the recent public process for review of the Economic Opportunities Analysis (EOA) as foremost elements of a vision for Ashland's future economy. These themes can serve as a springboard for discussion of the Economic Development Strategy, but more work and input is needed to verify these themes as the backbone of a strategy. . Preserratioll and enhancement Offill' Ifilali~r (~f/~fe . Crearion ora dh'crse and ,\'lIstaillable c{,oJ/om)' ,. Improved coordination & prOCl''lses ofci;'ic amI government sectors P~gc I of6 CC - Econ Dev Strategy 9 17 07 v2 .doc r~' CITY OF ASHLAND What are some of the major tasks that need to be accomplished in forming an Economic Development Strategy? 1. Review Existing Programs. One of the first tasks would be to review existing economic development programs within the city, region and state. The city needs to understand what has already been accomplished, what various groups and agencies are doing, and how well it is working. This review would include the city, Chamber, SOREDT, State of Oregon, SOU, and others. 2. Develop Strategy. This would be the heart of the effort and would have to include extensive public involvement. In order to be an effective project, it is important that the strategy not only identify what is going to be done, but who will be making sure it gets done and any resources necessary to carry out the strategy. 3. Implement Strategy. The effort should not end with a document that sits on a shelf. The strategies are ongoing programs and efforts. As such, it is important that some sort of implementation and monitoring effort be put in place to ensure success. This monitoring effort will also enable the city to be flexible and responsive to changing circumstances. Where do we go from here? If the concept of an Economic Development Strategy makes sense for the city to accomplish, the City, working in concert with the Chamber and others, should develop a work plan to accomplish this effort. Public involvement and cooperation of various stakeholders is critical to the success of an Economic Development Strategy. As such, one of the first tasks is to decide on the framework for working together. The following is a conceptual task list and discussion points for the council to consider. 1. Determine timing of effort in conjunction vvith other city efforts. Consideration should be given to how this effort is coordinated with the City Visioning effort, another city council goal. Both of these city council goals (visioning and economic development) require significant public participation and need to be coordinated efforts. There is little doubt that a city visioning process. would include an economic development component. An Economic Development Strategy, however, would entail more detail than a Visioning effort, and could be incorporated into the Visioning process. Questions and Options to Council: 1. Should the Economic Development Strategy be coordinated with the City Visioning project? 2. Can the Economic Development Strategy occur on a parallel track, or proceed in front of the City Visioning project? Or, should the Economic Development Strategy follow the City Visioning project? 3. Depending on the answers above, how soon does the council want to initiate this effort and when do you expect an outcome? Staff Recommendation: Staff recommends that the City move ahead with the Economic Development Strategy immediately, and strive to minimize duplication or confusion with the Page 2 of6 CC - [con De\' Strategy 9 17 07 \'2 .doc ...,. ._~ CITY OF ASHLAND Visioning effort. There are multiple issues that affect the City right now related to economic development, and this project has been a Council goal for several years. If Council agrees with this recommendation, we will strive to maximize coordination and to avoid citizen confusion between these two projects. 2. Create an Economic Development Tasl.. Force. Since the city does not have a standing committee that reviews and adopts economic development policies and strategies, a broad-based task force representing diverse interests would provide the balanced review and input necessary for a successful economic development strategy. Having the diverse interests will also foster a spirit of cooperation amongst parties. The Task Force could be charged with: · Gather public and business input regarding economic development strategies for Ashland · Draft and propose an Economic Development Strategy for the city of Ashland · Develop an interim and long-term implementation strategy, including consideration for staffing, contracts and other recommendations Ouestions and Options to Council: 1. Do you agree that an Economic Development Task Force should be formed? 2. If a Task Force is warranted, how many people should be on the task force and who should be included? . The ideal number of people on a Task Force is less than 15 people, and many recommend no more than 9 to 13 people. 3. Who are the stakeholders that should be included on a Task Force? . Public agency members that might be included on the Task Force include the city of Ashland, Southern Oregon University, Ashland School District, Small Business Development Center and Rogue Community College. Total public agency members: 5 . Non-profit agency members that might be included are the Ashland Chamber of Commerce, SOREDI and Thrive. Total non-profit agency members: 3 . Citizen members should round out the balance of membership. A good cross section of the community should be sought, including business representatives, youth and retired persons. Total citizen members: 3 - 7. 4. Who should appoint the Task Force? 5. Who should the City representative be? 6. Who should the Task Force report to? . Presumably, the Economic Development Strategy is adopted by the City Council. . In order to be an effective strategy., it will require the participation of many partners. A good process would include adoption of the strategy by all stakeholders to the process, or at least those that have an action role in the proposed strategy. Staff Recommendation: . A 12 to 15 member Task Force, w,tth members who represent the following institutions and interests: Page 3 of() CC - Eeon Dev Strategy <) 17 07 v2 ,doc r~' CITY OF ASHLAND o City of Ashland, Southem Oregon University, Ashland School District, Small Business Development Center and Rogue Community College o Ashland Chamber of Commerce, SOREDI and Thrive o Five Citizens appointed by Ithe city, with recommendations sought from the Chamber o Agency and non-profit representatives and altemates must be agreed to by city . City representative - Mayor . Task Force reports regularly to the City Council . All agencies and groups with an implementation task identified in the Economic Development Strategy would be required to support their part in the plan prior to City Council action on adoption of the strategy 3. Determine staffing needs. This effort will entail considerable effort to coordinate, as well as prepare materials for Task Force and public review. One of the considerations before the Council is the interest in moving forward with this initiative soon. There currently is not sufficient capacity with existing staff in the city to undertake this effort without additional assistance. There are two options for staffing this work that could be explored. Consultant and Staff: A consultant would be sought to research, facilitate and write the Economic Development Strategy. However, it would neither be efficient or practical to have a consultant coordinate public meetings, notices, task force contacts, etc. Thus, it would be beneficial to have a part-time staff member assigned to the consultant. The city could recruit a part-time staff person, perhaps an intem, to do this work. The benefits and cons ofthis approach include: . Pros: o Consultant brings larger breadth of experience to the effort o Part-time staff helps reduce overall costs and ensures project keeps moving along; depending on staff experience, might bring research or other skills to the position o Consultant might be more objective and less emotionally involved with outcomes . Cons: o A consultant does not understand issues unique to Ashland o A consultant led report often fails in implementation due to various reasons, including unfamiliarity with specifics, lack ofknowledge and participation in the process Staff (new): A new staff position could be created to lead this effort. The position would likely be assigned to City Administration and could also work on other projects assigned by the City Administrator. . Pros: o Creates city leadership and presence on economic development issues o Position could assist City Administration in bridging departmental issues when needed, such as building, planning, public works, fire and electric o Creates in-house expertise that allows for implementation of strategies . Cons: Pa,se -+ of () CC - Eeon Dev Strategy <) 17 07 v2 ,doc ~.,. ._~ CITY OF ASHLAND o On-going budget commitment for city o Time to recruit and hire could delay start of project o Experience might be limited compared to consultant(s) Staff Recommendation: A blend of the above could occur. The city could start out with the consultant and part-time staff approach. During the strategy writing, the city could begin recruitment of a new position. This would enable the staff person to be involved with development of the strategy, which will help in implementation. Budget Considerations The estimated cost for this work is $150,000 using either the consultant/staff approach, or a full time staff member. Depending on the timing for the total process it is likely to extend into fiscal year 2008- 2009. No other appropriation is specifically identified in the current budget for this work or staffing. Revenue sources that could be considered in this year or next are identified below: . Property taxes . Transient Occupancy Tax revenues (TOT) . Other charges, fees or approaches Property Taxes - The FY 2007-2008 budget includes an additional portion of the permanent property tax base for the $80,000 Master Planning project in Community Development. The approved tax rate for this project is $0.045. Renewing that property tax rate in the following year would eventually generate enough proceeds to fund the cost estimate for this project over the two fiscal years. TOT - The City has routinely reiterated the importance of economic development in the Transient Occupancy Tax proceeds annul granting. It is based upon the Resolution 2007-08 which identifies $ goes to grants and $ remains as a General Fund revenue. This revenue amount is based upon a 7% TOT tax rate. There has been considerable discussion on the benefit of raising the tax to generate monies for other activities and the State limitation is that 70% of the new proceeds would go toward tourism. The City received approximately $1.56 million in FY 2006-2007 from this tax. An additional 1 % tax could generate $223,000. Of that additional revenue, $156,000 would have to go to Tourism per the State's definition and $67,000 could be used for other purposes. Combining the one year tax rate of $0.045 and one year of an added 1 % TOT would nearly meet the estimated cost of this project. Other charges, fees, etc. - Without doing one or both of the two tax approaches above, the City would need to identify new fees or charges to fund this program or consider cuts to other programs in the General Fund. In doing so it would either require justifying the increased charge for this effort or the higher priority or greater importance of this effort over other projects or ongoing services in the General Fund. The General Fund and community will benefit from this project but the recent budget process demonstrated the difficulty the City will have with this funding approach. Page 5 of6 CC - Econ Dev Strategy') 17 07 v2 .doc r~' CITY OF ASHLAND Since only $80,000 in appropriation for this project have been identified, any costs beyond that amount prior to June 30, 2007, will require adjustment to the budget or priorities of work to be done. Staffhas indicated that there is not enough internal-staff time available to support the project. After identifying the desired timing and the resources to fund the work, a supplemental budget could be constructed to recognize additional revenue to fund a consultant and part time position or full time staff member to work on this and other tasks assigned by the City i\dministrator. Budget Committee support for FY 2008-2009 would be necessary to fund the completion of the project (in general, or specifically, ifrenewing the $0.045 property tax rate) and maintaining any staff added. Related City Policies: City Council goal: "Develop a City-led Comprehensive Economic Development Strategy with an Emphasis on Local Economy, Diverse Population, Risks of Over-Reliance on Single-Industry, and Living Wage." City Council goal: "Complete a City-wide Visioning Plan." City Council goal: "Complete Downtown Planning Process." Council Options: See Discussion above Potential Motions: a. Direct staff to solicit members for Economic Development Task Force and: b. Solicit proposals from consultants to prepare an Economic Development Strategy, c. Prepare a job description for staff assistance, begin recruitment and fill position. d. Direct staff to develop a clear timeline for development and implementation of the strategy, with the goal to start as soon as possible. e. Direct staff to return to Council with any necessary budget adjustments to accomplish the decisions made above. Attachments: Timeline Page 6 01'6 CC - Econ Dev Strategy 9 17 07 v2 .doe -.11 r_"1 u E c o C5 Be\->- w~s..a~ Wo...>.CQ) ~.Q 1il'2 iO Cl... Q) ......... Q.. 0 2aJjg-8-g 0-0(/)<>:", ~ C) Q) .... CO L.. .... en .... Q) C Q) c E - Q) c. E 0 .- - I- Q) "" '" > \I: '" -0 ro iO '" Q) CO ~ en .~ to C = '" D"" L.. Q) "6> :;: c:: '" ~ '" .~ .S? '" ~ C '" - >:0 _D ~ ~ '" ::J D-g (.) uv; O::CL WN .- E 0 c 0 (.) W .0.< en '" f- C .l9 ::; en c:: o en u '" ~ .~ '" '" (/) en c o ~ CL~ CLO <>:LL :to '" v; c:: 0) .Uj en <>: c:: o ~ C en Q).~ E 0) -1::=..922 '" CL '" o.~ ~ .~~ ::Ci =, c. ;S: .~: ~ <D S <D 0:: en .>< C :0 a E ::J .l9 -'" ~ CL ::; en :;: e ro en '" c:: f- '" :e 0 '" .;;: CL .s U en c:: ~ 0) (;j ~ '" '" '" c .;:; u > .<::: => ::J .2' c:: ~ .g>~ ro u 0 0 CL '" '" ULL CO '" (') .s (/) (/) CITY OF -ASHLAND Council Communication Croman Mill Site - Area Master Plan I)roject ;'~-~t- Meeting Date: September 17,2007 Primary Staff Contact: Bill Moh~>' l-."" Department: Community Development E-Mail: biIWi:ashland.or.us Secondary DePtJt1A~N/ A Secondary Contact: David Stalheim, Director Approval: :Lf1l- Estimated Time: stalheid~i>ashland.or.us Statement: The completion of an Area Master Plan for the Croman Mill site is identified in the 2007-2008 Council goals list. This communication is intended to provide a brief update on the status of the project, as well as to identify key project tasks and an approximate timeline. Staff Recommendation: None - Information item only Background: The City of Ashland was recentl y awarded assistance from the Department of Land Conservation and Development (DLCD) - Transportation and Growth Management Program (TGM) - to conduct a Quick Response Project intended to produce an area master plan for the approximately 65-acre abandoned Croman Mill site. Quick Response DLCD's website notes that the Quick Response Program is intended to provide planning and design services to help communities create compact, pedestrian-friendly, and livable neighborhoods and activity centers. In response to a request by a local municipality, property owners, local and state officials, and affected stakeholders come together to review development proposals, develop innovative design solutions, and overcome regulatory obstacles to land use, transportation, and design issues. The resulting projects can better satisfy local goals and objectives, are frequently more accessible for walking, cycling, and transit services, and are profitable and rewarding for developers. Quick Response Program Elements: · Provides free conceptual site planning, urban design, transportation planning, and economic and market feasibility analysis for developers and local governments to address short-range development issues requiring immediate attention; · Promotes transportation-efficient development, promotes a range: of transportation choices, and contributes to livable communities; and · Is available on short notice whenever possible. Page I of4 CC - Croman Mill- Area Master Plan ~~, CITY OF .ASHLAND The Quick Response Program provides these services by contracting dinectly with planning and design consultants. These consultants include many of the leading practitioners of transportation-efficient development in Oregon who have been involved in the planning, design. and implementation. The planning firm of Crandall-Arambula has been tentatively selected by DLCD to be the managing consultant for the Croman Mill master planning effort in conjunction with the City's Community Development Department. Scope of Work - Tentative Department of Land Conservation and Development Staff have compiled a tentative scope of work (SOW) for the project. The following list of project tasks with brief descriptions has been identified in the draft scope of work. Task 1 - Information Assembly and Review The City provides the consultant with relevant background information so that the consultant may assemble the data and prepare a base map of the project area depicting relevant existing conditions for use in later tasks. Task 2 - Reconnaissance The consultant visits the project area to gain familiarity and to take photographs of the site, adjacent intersections and other relevant areas. The consultant meets with key participants, including either individuals or small groups with similar concerns. The first of approximately four public workshops will be scheduled to identify opportunities, constraints and issues. Following the workshop, the consultant will prepare a map and a report of the key opportunities, constraints and issues based upon the site visit, key participant meetings and public workshop. Task 3 - Conceptual Plans The Consultant is required to prepare three conceptual plans ("'Concepts") for the area. The Concepts must address the opportunities and constraints included in the map and report from task 2. Each Concept must include a development program based upon the citywide Economic Opportunities Analysis (EOA). The development program must address supportable land uses, land use mix, and development scale as well as describe the transportation system plan and improvements (within the area and connecting to adjoining areas), typical street cross-sections, a parking plan, streetscape design themes, and a Hamilton Creek greenway plan. "Green" development practices must be included in at least one concept, including but not limited to implementation of "green " streets and infrastructure design for the control and treatment of site run-off. Task 4 - Concept Review The consultant will conduct meetings with key participants to review the Concepts. A second public workshop will be held in order for the consultant to make a brief presentation of the key opportunities and constraints, and an overview of Concepts. Public workshop #2 will permit citizens to review the Concepts, suggest revisions and draw or sketch other ideas (design charrette style). The consultant is Page 2 of4 CC - Croman Mill - Area Master Plan ~~, CITY OF ~:A.S H LAN D responsible for making limited refinements to the three Concepts based on feedback at public workshop #2. The scope of refinements will be limited by the need to present the Refined Concepts at public workshop #3 on the day following public workshop #2. At the third public workshop, the Consultant will present Refined Concepts and facilitate a discussion between the City Council, Planning Commission and citizens. Task 5 - Additional Refinement and Review - Contingent Task The Consultant will further revise the Concept(s) from Task 3 based upon feedback from the public workshops in task 4. A fourth public meeting will he held where the Consultant will present Refined Concept(s) and facilitate a discussion among the puhlic bodies. Task 6 - Final Products Consultant prepares a draft Area Master Plan that incorporates the maps and drawings refined during the previous tasks. Task 7 - Adoption The City of Ashland is responsible for holding public hearings at which the City may choose to adopt the Final Report (or revised version) and enact implementing ordinance amendments. Project Timeline - Tentative The initial kick-off and scoping meeting between City Staff and the project consultant is anticipated to occur in early to mid-October. DLCD anticipates the completion of all project documents by early to late April 2008. This would be followed by a process to prepare the documents, including the final master plan and implementing ordinances, for final review and adoption by the City Council. Following is a tentative project timeline. . Project Kick-Off . Master Plan Development . Comprehensive Plan and Land Use Ordinance Amendments . Council Adoption Mid-October, 07 November 07 - April, 08 May 08 - June 08 July 08 Related City Policies: N/ A -- Information item only Council Options: N/ A -- Information item only PClge .3 of 4 CC - Croman Mill - Area Master Plan -.11 ...11 CITY OF AS H l..AN D Potential Motions: N/ A - Information item only Attachments: Map - Croman Mill Study Area Page 4 "f4 CC - Croman Mill- Area Master Plan JIr." .... ~ c: o ::: ~ ~ c: m ~ ~ ~ ~ "" ell _ ~ ~- c n; ~ m ro ~ .~ ~ c ~ ~ ~ ~ - ~ .~ ::l.!! .'!1:>1m~~:>1C c ~~ o ~ ~ ~ :>1 - c ~ ~ ~ \, CD In OJ Of/) ~ Q) OJ CL c:" ~)o or: ell .& ez:: m ez:: :>1 ez:: c 0 "~/ ~ > _ _ ~ >- ez:: 8l ~ 'iij Ol / ~ ~ .~ o~ ~ ~ iij 5 ~ ~ f .~ ~ .~ 5 ~"tl ~ I ~ ..,~~~~~o~ '"'^--- ._ Q) Q) 0 >. 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