HomeMy WebLinkAbout07/20/09 Study Session PACKET
CITY OF
ASHLAND
Important:' Any c"itizen may ~rally-addre~s'i~e <=_ouricil'on nori-~gendaitems during the Public Forum.' Anycitize~may sub~it
'\yrittcn.c.omm~nts to the Council o~ '~riyjt~~:on"the:Agerlda; unl~ss it is the subject of a public hcari~g and.tiie rec'ord isclo~ed.
Exccpt'fri(pp'blic heatings, th~rc is,ri.oa~so.!l1tc-}ig~(tci orally address the Council on an agenda item" Timc_pe~ittihg'.the'
Presiding,Ofli,cer may allow oral!~stimonY;l1o\.vf;yer;PlJbli~ meetings law guarantees, only public attendan_ce, 110t public
parti~ip.~tiof\., .If yo,u wish to spe~( plea$'e. fi.!l,ci.~t!~e_Speaker Request fl?nn located near th~ entrance to the.CoUricH (hambers.
The chair wi]1 recognize you andinf<?nTI\;6~'ad'o\the:amou.nt of time allotted to you, if any_ The time granted\viWbe dependen-t to
som~ cx~~~t of}_,:t~c n~turc of the 'it~~.~j~~~r,>1~i;~~~~~S;i~~"tpe n~rnbeT ~fpeople who wish to be heard, and the,i~~~~::~t,t~e agenda,
CITY COUNCIL STUDY SESSION
AGENDA
Monday, July 20,2009 at 5:30 p.m.
Siskiyou Room, 51 Winburn Way
5:30 p.rn.Study Session
1. Look Ahead Review
2. Does Council have any changes to the draft ballot measure for the Food and
Beverage Tax? [40 Minutes] Please note: see the July 21,2009 agenda item of
this topic for information.
3. What direction does Council wish to provide about Staff's suggestions for kicking
off the Economic Development Strategy development for the City of Ashland? [90
minutes]
In compliance with the Americans with Disabilities Acl, if you need special assistance to participate in this
meeting, please contact the eily Administrator's office at (541) 488-6002 (TTY phone number 1-800-735-
2900). Nolificalion 72 hours prior 10 the meeting will enable the Cily to make reasonable arrangements to
ensure accessibility fa Ihe meeling (28 CFR 35.102-35.104 ADA Title I).
C;OUNCIL 1\1EETINGS ARE BRO;\DCAST LIVE ON CHANNEL <)
VISIT THE CITY OF ASIll..ANIYS WEB SITE< AT WWW./\SIII..AND.OR.US
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CITY OF
ASHLAND
Council Communication
Amend and Extend Food and Beverage Tax
First Reading of Amended AMC 4.34 and Review of Draft Ballot Measure
Meeting Date: July 21,2009 Primary Staff Contact: Ann Seltzer
Department: Administration E-Mail: ann@ashland.or.us
Secondary Dept.: None Secondary Contact: Legal Department
Approval: Martha Benne Estimated Time: 40 minutes
Question:
Does the Council approve first reading of an ordinance titled, "An Ordinance Relating to Food and
Beverage Tax, Extending the Tax to 2030, and Amending Chapter 4.34"? Does the council have any
changes to the draft Ballot Measure for the Food and Beverage tax?
Staff Recommendation:
Staffrecommends the Council determine if the proposed ordinance and ballot measure language meet
the intent of the Council and then approve first reading. The Council will approve the election items
(resolution, caption. question and explanatory statement) and will defer the effective date of the
ordinance at the second reading of the ordinance scheduled for the August 4 Council meeting.
Background: ' ,
At the June 16 meeting, the Council made a decision to seek voter approval to extend the Food and
Beverage Tax at the November 3, 2009 election. Based on citizen input received during the May
public forums and reported to the Council in June, the Council requested that staff look at ways to ,
modify the existing tax and measure in several ways.
The amended ordinance allows:
. The tax to expire in 2030
Staff is suggesting the tax expire in 2030. The debt service for the
wastewater treatment plant will be completed in 2022. Based on
council discussion to allow the funds to be used for capital projects
in eluding the wastewater treatment debt, staff recommends collecting
the tax for six additional years to pay for capital projects currently
identified in the capital improvement plan for the wastewater treatment
plant (attached). Ifthefimds are not needed, council can terminate or
reduce the tax at anytime.
. The City Council to reduce or terminate the tax after a public hearing at any time prior to the
sunset date.
. 2% of the funds to be used to cover internal administrative costs
Of the remaining funds:
. 80% will be used for capital projects including debt service on the wastewater treatment plant
. 20% will be used by parks for acquisition, planning, development and major rehabilitation (per
the attached motion by the Parks and Recreation Commission)
Page I of3
r.t. ,
CITY OF
ASHLAND
During the discussion at the June meeting, Councilor Navickas suggested requiring a
percentage of the 20% park allocation to be designated for park acquisition. The Parks and
Recreation Commission did not include that distinction in their motion. Parks Director Don
Robertson will be available to address that decision. If the Council wants to make the
distinction, the amended language (AMC 4.34.020 C) could be modified to read: "Twenty
percent (20%) of all taxes collected by the city under this chapter shall be paid into a Parks
Account for purposes of acquisition, planning, development and major rehabilitation of City
Park lands and/or easements, as well as capital improvements, including but not limited to the
continuation of the Open Space Park Program. Of the 20%, x% must be used for park land
acquisition. "
. $400 cap on single event food service over $8,000 (5% must be collected on events less than
$80,00)
Staff is recommending a tax cap of $400 on single event food service of
$8,000 or greater and the standard 5% tax on single event food service
of less than $8,000.
. The exemption of the tax of students purchasing food and beverages on school/university
campuses.
The existing ordinance exempts the tax being collected on food and beverage
"sold by public or private schools or colleges except that food sold by
independenl contractor operators at such schools or colleges shall be subject
to the tax..." When the attached ordinance was drafted, staffrecommended
the language be changed to include the tax on school groundslcampuses
except for food and beverage sales to students.
After meeting with SOU senior staff, City staff now recommends the tax be
applied to non-university vendors on campus (e.g. Subway Sandwiches) and
to catering events for non-university groups. Staff recommends that food
service related to university functions not be taxed.
These proposed amendments are reflected in the draft ballot measure language.
The Council is asked to approve first reading and in August second reading of this ordinance. The
ordinance will not go into effect unless voters approve the measure at the November 3, 2009 special
election. A Resolution will be prepared for Council approval calling for a special election to submit to
the voters a measure to extend and amend the food and beverage tax. The Resolution will be an
agenda item with the second reading of the ordinance in August.
Election Timeline
November 2009 Ballot
July 21 - council review of proposed ordinance and ballot measure
August 2009 - final council approval on ballot measure language, second reading of the
ordinance and approval of the resolution
September 3 -Deadline for Notice of Measure filing for November election
November 3 - special election
Page 2 of3
r~'
CITY OF
ASHLAND
Related City Policies:
AMC 4.34
Council Options:
Council can:
. Approve first .reading as presented or with changes.
. Provide other direction to staff
Potential Motions:
1. I move to approve first reading as presented/with the identified changes and direct staff to modify the
ballot measure language to reflect the changes.
2. I move to
Attachments:
. Ordinance
. Draft ballot measure language
. Motion of Parks and Recreation Commission
. Copy of ClP wastewater treatment plant projects
Pagc3 of3
~~,
ORDINANCE NO.
AN ORDINANCE RELATING TO FOOD AND BEVERAGE TAX, EXTENDING
THE TAX TO 2030, AND AMENDING CHAPTER 4.34
Annotated to show deletions and additions to the code sections being modified.
Deletions are bold" -. <0- and additions are bold underlined.
WHEREAS, Article 2. Section 1 of the Ashland City Charter provides:
Powers of the City The City shall have all powers which the constitutions,
statutes, and common law of the United States and of this State expressly or
impliedly grant or allow municipalities, as fully as though this Charter
specifically enumerated each of those powers, as well as all powers not
inconsistent with the foregoing; and, in addition thereto, shall possess all
powers hereinafter specifically granted. All the authority thereof shall have
perpetual succession;
WHEREAS, the above referenced grant of power has been interpreted as affording
all legislative powers home rule ,constitutional provisions reserved to Oregon Cities.
Citv of Beaverton v. International Ass'n of Firefiqhters. Local 1660, Beaverton Shop.
20 Or. App. 293, 531 P 2d 730, 734 (1975);
WHEREAS, in 1993 the People of the City of Ashland enacted a Food and
Beverage Tax by referendum, which imposed tax on food and beverages sold to
customers of restaurants, caterers and certain combination facilities;
WHEREAS, restaurants and other "Operators" collect the tax imposed on
customers and hold the tax in trust for the account of the City until the tax is
remitted or "passed-through" to the City;
WHEREAS, proceeds from the food and beverage taxes have been used to fund
the acquisition of public open space park lands as well as to pay the debt
associated with improvements required to be made to the City's wastewater
treatment facility;
WHEREAS, the law is codified in AMC Chapter 4.34 and will sunset in December
2010 unless extended; and
WHEREAS, the Ashland City Council has elected to amend AMC Chapter 4.34 to
extend and amend the food and beverage tax law and to submit such law to the
voters of the City of Ashland; and
THE PEOPLE OF THE CITY OF ASHLAND DO ORDAIN AS FOLLOWS:
Ordinance No.
Page 1 of 10
SECTION 1. Chapter 4.34 [Food and Beverage Tax] is hereby amended to read as
follows:
4.34.010 Definitions.
The following words and phrases whenever used in this chapter shall be construed
as defined in this section unless from the context a different meaning is intended.
A. "Caterer" means a person who prepares food at a business site, for
compensation, for consumption on or off the business premises but within
the corporate limits of the city.
B. "Combination facility" has the same meaning as defined in Oregon
Administrative Rule JJJ 150000(11) 333-150-0000(4l1i) which the State of
Oregon Department of Agriculture licenses or inspects under Oregon
Administrative Rule JJJ 1511 0000 333-158-0000.
C. "Director" means the Director of Finance of the City of Ashland, or his/her
designee.
D. "Food" includes all prepared food items meals and beverages, excluding
alcoholic beverages, served in a restaurant including "takeout", "to go" or
delivered orders.
E. "Open Space Park Program" and "Open Space lands or easements" have
the same meaning as used in Article XIX Aof the Ashland City Charter.
F. "Operator" means the person who is proprietor of the restaurant, whether in
the capacity of owner, lessee, sublessee, mortgagee in possession, licensee
or any other capacity. Where the operator is a corporation, the term operator
shall also include each and every member of the Board of Directors of such
corporation for the time involved.
G. "Restaurant" means any establishment required to be licensed as a
restaurant, mobile unit or pushcart by the State of Oregon Health Division
and includes any establishment where food or beverage is prepared for
consumption by the public or any establishment where the public obtains
food or beverage so prepared in form or quantity consumable then and there,
whether or not it is consumed within the confines of the premises where
prepared, and also includes establishments which prepare food or beverage
in consumable form for service outside the premises where prepared. The
term restaurant includes. but is not limited to qrocery store delis. coffee
shops, and caterers; The term restaurant it also includes establishments
where such food or beverage is prepared in a combination facility. The term
restaurant does not include a restaurant licensed by the State of Oregon
Health Division as a limited service restaurant.
4.34.020 Tax Imposed.
A. Except for exempt or tax-capped activities specified in AMC 4,34.030,
the +he city imposes and levies, in addition to all other taxes, fees and
charges of every kind, a tax upon:
1. All food and beverages sold by restaurants located within the city to the
public, except for whole cakes, pies, and loaves of bread if purchased for
consumption off premises, and for alcoholic beverages;
Ordinance No.
Page 2 of 10
2. All food and beverages, except alcoholic beverages, sold by a caterer
for an event located within the city, except alcoholic beveraQes and
exempt events as defined in AMC 4.34.030K:-and
3. The following items sold by combination facilities:
a. Salads from salad bars;
b. Dispensed soft drinks and coffee; and
c. Sandwiches or hot prepared foods ready for immediate consumption;,.
d. The following items, including toppings or additions, scooped or
otherwise placed into a cone, bowl or other container for immediate
consumption whether or not they are consumed within the confines of
the premises where scooped or placed: Any frozen dessert regulated
by the Oregon State Department of Agriculture under ORS 621.311
and any ice cream, ice milk, sherbet or frozen yogurt. No tax shall be
imposed under this subsection, however, on any item whose volume
exceeds one-half gallon or more.
e. Any other food mixed, cooked or processed on the premises in form or
quantity for immediate consumption whether or not it is consumed
within the confines of the premises where prepared: and
4. The following items sold by combination facilities that are bakeries:
a. All those items listed in Section 4.34.020.A.3.a-d;
b. All bakery products sold for consumption on the premises; and
c. All "takeout" or "to go" orders of bakery products prepared on the
premises except for whole cakes, pies, and loaves of bread and any
order consisting of six or more bakery products. .
Note: Use of an independent delivery service does not excuse the
operator from the reauirement to collect and remit the tax on the food
and beveraQes sold.
B. Such tax shall be imposed at a rate of ORe-five percent on the total amount
charged by the seller for the food and beverages, or for the meal. In the
computation of this tax any fraction of one-half cent or more shall be treated
as one cent.
C. AU Twenty percent (20%) of all taxes collected by the city under this
chapter shall be paid into the Open Space !! Park~ Account for purposes of
acauisition, plan nina, development and maior rehabilitation of City Park
lands and/or easements. as well as capital improvements. includina but
not limited to the continuation of the Open Space Park Proaram. SuGfl
taxes shall be used for the acquisition of Open Space lands or
easements and for such other purposes pertinent to the Open Space
Park Program as the Council and Park Commission may jointly
determine,
D. EiQhty percent (80%) of all taxes collected by the City shall be used for
the purpose of payina for capital proiects, which includes, but is not
limited to, the wastewater treatment plant debt. The council may
Ordinance No.
Page 3 of10
decrease im:rease the rate of the tax or eliminate the tax described in
subsection 4.34.020.A up to a maximum of five percent after a public
hearing. Notice of the hearing shall be given by publication in a newspaper
of general circulation in the City at least 10 days prior to the date of the public
hearing. Notwithstanding subsection 4.34.Q2Q,C, taxes collected by the
City as a result of any increased rate under this subsection shall be
used for the purpose of researching, designing and constructing State
of Oregon mandated sewage treatment methods, which may include,
but not be limited to, wetlands.
E. The City may retain UP to two percent (2%) of the tax collected for costs
of administration and collection.
4.34.030 Exemptions.
The tax levied by Section 4.34.020 shall be capped, at the amount specified, or
shall not be collected or assessed on food or beverages:
A. Sold to students on by public or private schools arounds or colleges
campuses, whether or not as part of a student meal Dlan. exeept
that feed seld by iRdepeRdeRt eeRtraeter eperaters at such scheels
er eelleges shall be subjeet te the tax impeseEl by this chapter;
B. Provided by Sold on hospitalsy arounds:
C. Provided by bed and breakfast establishments to their guests~.
D. Sold in vending machines;
E. Sold in temporary restaurants including food stands, booths, street
concessions and similar type operations, operated by non-profit
organizations or service clubs.
F. Served in connection with overnight or residential facilities--including, but not
limited to, convalescent homes, nursing homes, retirement homes and
motels--if the food and beverage are provided as part of the cost of sleeping
accommodations.
G. Provided by nonprofit tax-exempt organizations to citizens over 60 years of
age as a part of a recognized senior citizen nutritional program.
H. Sold for resale to the public.
I. Sold in bulk to the public for non-immediate consumption off the premises
such as includina but not limited to ice cream packed in a container of
one-half gallon or more.
J. Which are candy, popcorn, nuts, chips, gum or other confections but not
including ice cream, frozen yogurt, cakes, pies or other desserts.
K. Sold after July 1,1993, but before December 31,1993, pursuantto a
contract for the sale of such food or beverages signed and deli'/ered to
the operator prior to May 4, 1993, provided that a copy of such contract
is retained by the operator for review by the director upon request.
Sold by an operator at a sinale food service event located within the
city in which restaurant or caterina services, (exclusive of alcohol)
exceed $8,000, in which case, the applicable food and beveraae tax
Ordinance No.
Page 4 of]O
shall not be excused but shall be capped at four hundred dollars
($400.00).
4,34.040 Operator's Duties.
Each operator shall collect the tax imposed by this chapter, to the same extent and
at the same time as the amount for the food or beverage is collected from every
purchaser. The amount of tax need not be separately stated from the amount of the
food or beverage. Every operator required to collect the tax imposed in this chapter
shall be entitled to retain five percent of all taxes collected to defray the costs of
collections and remittance.
4.34.050 Reporting and remitting.
A. ReportinQ. On or after Jllly 1,1993, eE,very operator shall, on or before the
last day of the month following the end of each calendar quarter (in the
months of April, July, October and January), make a return to the director, on
forms provided by the City, specifying the total sales subject to this chapter
and the amount of tax collected under this chapter. The operator may
reQuest or the director may establish shorter reportinQ periods for any
operator if the operator or director deems it necessary in order to
insure collection of the tax and the director may reQuire further
information in the return relevant to payment of the liability. A return
shall not be considered filed until it is actually received by the director.
B. RemittinQ. At the time the return is filed, the full amount of the tax collected
shall be remitted to the director. A retllrA shall not be considered filed
Ilntil it is actllally received by the director. Payments received by the
director for application against existing liabilities will be credited toward the
period designated by the taxpayer under conditions which are not prejudicial
to the interest of the City. A condition which is considered prejudicial is the
imminent expiration of the statute of limitations for a period or periods.
C, Order of Payments. Nondesignated payments shall be applied in the order
of the oldest liability first, with the payment credited first toward any accrued
penalty, then to interest, then to the underlying tax until the payment is
exhausted. Crediting of a payment toward a specific reporting period will be
first applied against any accrued penalty, then to interest, then to the
underlying tax. The director, when in the director's discretion determines that
it will be in the best interest of the City, may specify that a different order of
payment credit should be followed with regard to a particular tax or factual
situation. The director may establish shorter reporting periods for any
operator if the director deems it necessary in order to insllre collection
of the tax and the director may reqllire further information in the retllrA
relevant to payment of the liability,The director may establish shorter
reporting periods for any operator if the director deems it necessary in order
to insure collection of the tax and the director may require further information
in the return relevant to payment of the liability. When a shorter return period
is required, penalties and interest shall be computed according to the shorter
return period. Returns and payments are due immediately upon cessation of
Ordinance No.
Page 5 of 10
business for any reason. All taxes collected by operators pursuant to this
chapter shall be held in trust for the account of the City until payment is made
to the director. A separate trust bank account is not required in order to
comply with this provision.
The amendments to Section 4.34,050 shall be considered effective as of
January 1, 2003. Any operator which may be entitled to a refund or a
credit for penalties assessed and paid due to the application of
payments pursuant to AMC Section 4.34.050 as it existed prior to
enactment of this ordinance, but after January 1, 2003, must file a
'.'Iritten claim within 30 days from the effective date of this ordinance for
a refund of such penalties with the director. Upon receipt of a written
claim for refund of penalties assessed, the director will, within 30
calendar days, make a determination as to whether any refund is due.
In the event a refund is due, an operator may claim a refund, or take as
credit against taxes collected and remitted, the amount o'Jerpaid, paid
more than once or erroneously or illegally collected or received in a
manner prescribed by the director. The operator shall notify director of
the operator's choice no later than 15 days follolJ:ing the date director
mailed the determination. In the event the operator has not notified the
director of the operator's choice within the 15 day period and the
operator is still in business, a credit will be granted against the tax
liability for the next reporting period, if the operator is no longer in
business, a refund check will be mailed to claimant at the address
provided in the claim form. Any operator '/,'ho fails to file a claim for
refund as set forth in this subsection shall be deemed to have waived
any entitlement to refund of o':erpayment of penalties.
4.34.060 Penalties and Interest.
A. Any operator who fails to remit any portion of any tax imposed by this chapter
within the time required, shall pay a penalty of ten percent of the amount of
the tax, in addition to the amount of the tax.
B. Any operator who fails to remit any delinquent remittance on or before a
period of 60 days following the date on which the remittance first became
delinquent, shall pay a second-delinquency penalty of ten percent of the
amount of the tax in addition to the amount of the tax and the penalty first,
imposed.
C. If the director determines that the nonpayment of any remittance due under
this chapter is due to fraud, a penalty of 25% percent of the amount of the tax
shall be added thereto in addition to the penalties stated in subparagraphs A
and B of this section.
D. In addition to the penalties imposed, any operator who fails to remit any tax
imposed by this chapter shall pay interest at the rate of one percent per
month or fraction thereof on the amount of the tax, exclusive of penalties,
from the date on which the remittance first became delinquent until paid.
Ordinance No.
Page 6 of 10
E. Every penalty imposed and such interest as accrues under the provisions of
this section shall become a part of the tax required to be paid.
F. Notwithstanding subsection 4.34.020.C, all sums collected pursuant to the
penalty provisions in paragraphs A, Band C of this section shall be .
distributed to the City of Ashland Central Service Fund to offset the costs of
auditing and enforcement of this tax.
G. Waiver of Penalties. Penalties and interest for certain late tax payments may
be waived pursuant to AMC 2.28.045 D~
4.34.070 Failure to Collect and Report Tax--Determination of Tax by Director.
If any operator should fail to make, within the time provided in this chapter, any
report of the tax required by this chapter, the director shall proceed in such manner
as deemed best to obtain facts and information on which to base the estimate of tax
due. As soon as the director shall procure such facts and information as is able to
be obtained, upon which to base the assessment of any tax imposed by this chapter
and payable by any operator, the director shall proceed to determine and assess
against such operator the tax, interest and penalties provided for by this chapter. In
case such determination is made, the director shall give a notice of the amount so
assessed by having it served personally or by depositing it in the United States mail,
postage prepaid, addressed to the operator so assessed at the last known place of
address. Such operator may make an appeal of such determination as provided in
section 4.34.080. If no appeal is filed, the director's determination is final and the
amount thereby is immediately due and payable.
4.34.080 Appeal.
Any operator aggrieved by any decision of the director with respect to the amount of
such tax, interest and penalties, if any, may appeal pursuant to the
Administrative Appeals Process in AMC 2.30.020, except that the appeal shall
be filed to the city council by filing a notice of appeal with the city
administrator within 30 days of the serving or mailing of the determination of tax
due. The council shall fix a time and place f-or hearing such appeal, and the
city administrator shall give fi'le days written notice of the time and place of
hearing to such operator at the last known place of address. The hearinas
officer council shall hear and consider any records and evidence presented
bearing upon the director's determination of amount due, and make findings
affirming, reversing or modifying the determination. The findings of the hearinas
officer council shall be final and conclusive, and shall be served upon the
appellant in the manner prescribed above for service of notice of hearing. Any
amount found to be due shall be immediately due and payable upon the service of
notice.
4.34.090 Records.
It shall be the duty of every operator liable for the collection and payment to the city
of any tax imposed by this chapter to keep and preserve, for a period of three years,
all such records as may be necessary to determine the amount of such tax. The
director shall have the right to inspect all records at all reasonable times.
Ordinance No.
Page 7 of 10
4.34.100 Refunds.
A. Whenever the amount of any tax, interest or penalty has been overpaid or paid
more than once, or has been erroneously or illegally collected or received by the
city under this chapter, it may be refunded as provided in subparagraph B of this
section, provided a claim in writing, stating under penalty of perjury the specific
grounds upon which the claim is founded, is filed with the director within one year of
the date of payment. The claim shall be on forms furnished by the director.
B. The director shall have 20 calendar days from the date of receipt of a claim to
review the claim and make a determination in writing as to the validity of the claim.
The director shall notify the claimant in writing of the director's determination. Such
notice shall be mailed to the address provided by claimant on the claim form. In the
event a claim is determined by the director to be a valid claim, an operator may
claim a refund, or take as credit against taxes collected and remitted, the amount
overpaid, paid more than once or erroneously or illegally collected or received in a
manner prescribed by the director. The operator shall notify director of claimant's
choice no later than 15 days following the date director mailed the determination. In
the event claimant has not notified the director of claimant's choice within the 15
day period and the operator is still in business, a credit will be granted against the
tax liability for the next reporting period, if the operator is no longer in business, a
refund check will be mailed to claimant at the address provided in the claim form.
C. No refund shall be paid under the provisions of this section unless the claimant
established the right by written records showing entitlement to such refund and the
director acknowledged the validity of the claim.
4.34.110 Actions to Collect.
Any tax required to be paid by any operator under the provisions of this chapter
shall be deemed a debt owed by the operator to the city. Any such tax collected by
an operator which has not been paid to the city shall be deemed a debt owed by the
operator to the city. Any person owing money to the city under the provisions of this
chapter shall be liable to an action brought in the name of the City Of Ashland for
the recovery of such amount. In lieu of filing an action for the recovery, the City of
Ashland, when taxes due are more than 30 days delinquent, can submit any
outstanding tax to a collection agency. So long as the City of Ashland has'complied
with the provisions set forth in ORS 697.105, in the event the City turns over a
delinquent tax account to a collection agency, it may add to the amount owing an
amount equal to the collection agency fees, not to exceed the greater of fifty dollars
or fifty percent of the outstanding tax, penalties and interest owning.
4,34.120 Violations Infractions.
All violations of this chapter are punishable as set forth in AMC 1.08.020. It is
a violation of this chapter for A any operator or other person wtw to:
A. fails or refuses to comply as required herein~.. -
Ordinance No.
Page 8 of 10
.!!" or to fail or refuse to furnish any return required to be made.i..., or fails
or refuses to
C. fail or refuse to permit inspection of records: ,
0, fail or refuse to furnish a supplemental return or other data required by
the director.i...,
E. or who renders a false or fraudulent return or claim.i..., OF
F. wOO fails, refuses or neglects-to remit the tax to the city by the due date~
The remedies provided by this section are not exclusive and shall not prevent
the City from exercisinQ any other remedy available under the law, nor shall
the provisions of this ordinance prohibit or restrict the City or other
appropriate prosecutor from pursuinQ criminal charQes under state law or city
ordinance. is guilty of an infraction and shall be punished as set f-orth in
section 1.08.020 of the Ashland Municipal Code.
4.34.130 Confidentiality. .
Except as otherwise required by law, it shall be unlawful for the city, any officer,
employee or agent to divulge, release or make known in any manner any financial
information submitted or disclosed to the city under the terms of this chapter.
Nothing in this section shall prohibit:
A. The disclosure of the names and addresses of any person who are operating a
restaurant; or
B. The disclosure of general statistics in a form which would prevent the
identification of financial information regarding an individual operator; or
C. Presentation of evidence to the court, or other tribunal having jurisdiction in the
prosecution of a claim by the director or an appeal from the director for amount
due the city under this chapter.
SECTION 4.34.140 Examining Books, Records, or Persons.
The city, for the purpose of determining the correctness of any tax return, or for the
purpose of an estimate of taxes due, may examine or may cause to be examined by
an agent or representative designated by it for that purpose, any books, papers,
records, or memoranda, including copies of operator's state and federal income tax
return, bearing upon the matter of the operator's tax return.
SECTION 4.34.160 Termination of tax.
This chapter shall expire on December 31, 2030 2G-W, unless extended by a vote of
the electorate.
SECTION 2. Severability. The sections, subsections, paragraphs and clauses of
this ordinance are severable. The invalidity of one section, subsection, paragraph,
or clause shall not affect the validity of the remaining sections, subsections,
paragraphs and clauses.
SECTION 3. SavinQs. Notwithstanding this amendment/repeal, the City ordinances
in existence at the time any criminal or civil enforcement actions were commenced,
Ordinance No.
Page 9 of 10
shall remain valid and in full force and effect for purposes of all cases filed or
commenced during the times said ordinance(s) or portions thereof were operative.
This section simply clarifies the existing situation that nothing in this Ordinance
affects the validity of prosecutions commenced and continued under the laws in
effect at the time the matters were originally filed.
SECTION 4. Referral to Special Election. Pursuant to Resolution No. 2009 -
the Ashland City Council has referred this Ordinance to the Voters for approval at
the Special Election dated November 3, 2009. Accordingly this Ordinance shall not
be effective unless and until approved by the voters of the City of Ashland and
following the official acceptance of the canvas of the vote.
SECTION 5. Codification. Provisions of this Ordinance shall be incorporated in the
City Code and the word "ordinance" may be changed to "code", "article", "section",
"chapter" or another word, and the sections of this Ordinance may be renumbered,
or re-Iettered, provided however that any Whereas clauses and boilerplate
provisions (i.e. Sections 2-5) need not be codified and the City Recorder is
authorized to correct any cross-references and any typographical errors.
The foregoing ordinance was first read by title only in accordance with Article X,
Section 2(C) of the City Charter on the day of , 2009
and duly PASSED and ADOPTED this day of , 2009
Barbara M. Christensen, City Recorder
SIGNED and APPROVED this _ day of
,2009.
John Stromberg, Mayor
Reviewed as to form:
Richard Appicello, City Attorney
Ordinance No.
Page 10 of 10
DRAFT
City of Ashland, BallDt Measure, November 3 Special Election
Amend and Extend FDod and Beverage Tax
Caotion:
Extend the 5'Yo tax on fDod and beverage to 2030.
Total 10 words (10 words permitted per ORS 250,035)
Ouestion:
Shall 5% tax on prepared food and beverages be extended to 2030 for parks and capital debt
including wastewater treatment?
Total 20 words (20 words permitted per ORS 250.03520)
Summary:
This measure extends the five percent tax on prepared food and beverages sold by restaurants,
caterers, grocery store delis, coffee shops and other commercial businesses. Alcoholic beverages
are excluded. Tax revenues are dedicated to the acquisition and improvement of parks and for
capital projects, including the wastewater treatment plant. The City Council can reduce or
eliminate the tax. Restaurants retain 5% of the tax collected. The City may use up to 2% for
administrative expenses.
The tax is not cDllected on food or beverages sold to students on school grounds, on hospital
grounds, vending machines, temporary food stands, booths, street concessions or by nonprofits or
service clubs or senior centers. I:ood provided by bed and breakfast inns is excluded.
For single events, such as weddings, CD sting more than $8,000 the tax is capped at $400.
Total/35 words (/75 words permitted per ORS 250.035)
Exolanatorv Statement:
Passage of this measure will extend a tax that provides funds for park acquisition and
improvements and for capital projects, including the wastewater treatment plant.
Since its initial passage in 1993, the tDtal number of park acreage in Ashland has increased from
425 acres to 785 acres. If the tax is extended, the Parks and Recreation CommissiDn will use the
revenue to complete projects in the Parks Master Plan.
To comply with environmental requirements, the City constructed a new wastewater treatment
plant. The plant CDSt $34 million. The City paid $10 million using Food and Beverage tax
revenue and borrowed $24 million for the balance. The annual loan payment is $1.8 million
including principal and interest. The Food and Beverage tax provided about $1.5 million, in 2008
for the payment. The loan will be paid in 2022. If the tax is not extended, the City will make
payments with other revenues which may include an increase in wastewater utility rates.
FODd and beverage providers keep 5% Dfthe tDtal collected to cover their administrative costs
and the balance is sent to the City. Of that amount, up to 2% may be retained by the City for
administrative costs. Of the balance 20% is to be used fDr park acquisition and improvements,
and 80% is to be used for capital projects including the wastewater treatment plant.
DRAFT
All businesses in the city limits that sell prepared food and beverages must collect the tax. This
includes restaurants, grocery store delis, coffee shops, catering services and other food service
businesses.
Alcoholic beverages and whole cakes, pies and loaves of bread consumed off premises are
exempted. Students are excluded from paying the tax at public schools or college campuses. The
tax is capped at $400 for single events that exceed $8,000 in food and beverages sold.
The tax will also not be assessed on food or beverages:
. Sold on hospital grounds;
. Provided by bed and breakfast inns and hotelslmotels as part of their lodging;
. Sold in vending machines;
. Sold by nonprofit organizations or service clubs as a temporary fundraiser;
. Convalescent homes, nursing homes and retirement homes;
. Provided by a recognized senior citizen nutritional program;
. Sold for resale to the public;
. Sold in bulk for consumption off the premises such as ice cream packed in a container of
one-half gallon or more;
. Candy, popcorn, nuts, chips, gum or other confections but not including ice cream, frozen
yogurt, cakes, pies and other desserts.
Businesses will collect the tax at the same time as the amount for the food and beverage is
collected.
Each business provides the tax collected to the City on or before the last day of the month
following the end of each quarter. Businesses may arrange with the City to remit the tax
monthly.
This tax will expire in 2030 unless the City Council eliminates the tax. Funds generated after
2022 will be used for capital projects including wastewater treatment funds.
Tota/496 words (500 words permitted per ORS 246./50.251.305 & 25/.325500)
2
"
MOTIONS
Ashland Parks and Recreation Commission
Regular Meeting
June 22, 2009
FOOD AND BEVERAGE TAX DISCUSSION
The commission approved recommending to council that the Parks portion of the tax be
no less than 20%; that the duration of tax be indefinite; and that the Parks portion of tax
revenues be u'sed for acquisition, planning, development, and major rehabilitation per the
City of Ashland's Capital Improvement Plan.
Mike Gardiner, Chair, Ashland Parks and Recreation Commission
Don Robertson, Parks Director (Witness)
07/16/09
, .
. .
capital improvements plan
Capital Improvements Plan
2010-2015 Construction Years
-----
.ppro~ed
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Hosler Ihm-SInb;!i AM' is_Geole<:h , , 50,000 ,
WBtcrSU , '.d (R; IWalcrforlhcRi [User", , , "'.000 , 440,000 , ....lIOO
FERC PI1rt 12 H1IS1.rDnmSo~ AM' I, , , )fl.l)(l(l , 150000 , 150,000
Rc~... Res 11m rov.menlS Solar ~es & Sill Removal fJW Forts S 2jo.oOO , ~1l.(~IO , 250,000 , 120,000 , 65,000 , 25.000 , 55000 , SIMOO
A5hlond C",.kW..t Fo,kBrid .Conslnlction S 100,000 , 100,000 S 100,000
Addilionnl Lost C",.k Watc, Rights , 500.000 S 500,000
Tnlcnl.A,hlnnd.Phocni.tPi linc& PS' Tnlcnl 10 Ashlond S 250,000 , T~.rJ\~l S 11,080,000 , 11080000
Additionol Water Ri hl5(TIDIBOR. tcm.CIC , 60.000 , ~II.l'l..(J S 60.000 S 1,200.000 , 1260.000
SoWotalSIl , 7so.000 , 21S,OaO S 500009 S 400.000 S 210000 , S6S,llllD S 15001 S ".... S 12,280,000 S 10(,045000
W.lorPln,,1
Hll'llerThlmSeeuri & Tel , , ~(J.I.(I11 S
Slud cla OOIl~~dW:lSlcLincl =~ts S , 7~,()"0 .
Chlori~dH hloritcll. Uif'ffllCDtReview . n,ono S
Pl.onlProcesslm v[chemFeed,lOd!IMh.,inslrumerllll;DCI,fiOC'CtlI.tor) S 200,000 . 1Il0,oon S 75,000 S 7>lIOO
W.ter Plomt FaciliriC5 Plan""d C. " S
W.tcrT,,,.lmcnt PI""I _ ConSb'UCI New Filter. 1 & 8 S 1,200,000 S 1,200,000
Ozon.IUV....l i5ond;nslnll.lion , 1,750,000 S 1,750,000
Snb/IlIAIPlanl , 200000 , 'Z70,1lflO , 15,000 S S S , S S S ~OOGll , 3,025 "
WotcrDlSlrlbullon
S--."-5,{111l1 ~
W.terlincR l:lccmcnt; Ditch RD; Strnwbe PS to Gmndv;cw Dr S 7>000 . 50,OOll , 75,000 , 75m)(l , 75,000 , 2>5l1OO
New 'Crowsonll' RcscrY<lir(P",' 12 S 600,000 , ~~J)ll\l , 2,400,000 S 1,500,000 , 'OOOllOO
LilhioWoterLineR ilS/R I.cemcnu S 35,000 , 35,000 . 35,000 , 105.000
Wot.rlj~cU izin _ AHS Iowa Sln:el' S, MtlO W; htmnn (Pro' IB) . 640.000 , "'.lIOO
Wotcrlin.U izi .Ho ital Zonc; Chesmm Sln:ct & 100 (Pro'IA) S 680,000 , 680000
Wotm;~eU izin .H italZonc:Mo leSlTCCt"",inlinc(f'To'IB) S 60,000 S 160,000 , "0
WlterlineR 1ace""'~I;Sisl<; Boulevard_Tc:T.Ito MistlelCC S BOO,Ooo , 800,000
S.MOUIllOinkl ,~~ RdConncctor P ., S 320,000 ,. 310.000
Por!c.EslalCSPSl ruvm>enlS(P .,. , 300,000 S 3OO.lIOO S ,300000
RoadR=rvo;r(Pro'12 S 130,000 S 130000 S "130000
W.tcrli""R lo=t;G=itcSlrnt-NlIIle 10Slr.r.w 10 Pioneer . 300,000 , 15,OllO S 300,000 S 300.000
WOlcrlincRe llIeemcnt; BSlrnt_o..k lo51h S 150,000 , hl,lIOn S 250,000 S lSll.lJOO
WOlerline Re l.cement' Terrace Stn:et - low. to TID Ditch S 35lJ,OOO S., 3SO,OOO
WOlcrlinoR.locement;EuclidAvenue,Ho\l St&Morton f'To'3,4.5) S 400,000 S oJOO.OOO
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CITY OF
ASHLAND
Council Communication
Meeting Date:
Department:
Secondary Dept.:
Approval:
Economic Development Strategy
July 20,2009 Primary Staff Contact:
Administration E-Mail:
N/A Secondary Contact:
Martha J. Benne Estimated Time:
Adam Hanks
adam(@ashland.or.us
Martha Bennett
90 Minutes
Question:
What direction does Council wish to provide about Staffs suggestions for kicking off the Economic
Development Strategy development for the City of Ashland?
Staff Recommendation:
Staff recommends Council direct Staff to move forward with the complete development ofa public
involvement plan and timeline that will be based upon the conceptual agreement of the project starting
point and ending point, i.e. what does the Council want to end up with at the completion of the project,
and are we starting from scratch or are we building on existing plans and documents?
Background:
The development and adoption of an Economic Development Strategy has been a Council goal for
several years. In 2008, the City Council increased lodging tax rate from 7% to 9% to provide a funding
source dedicated to economic development activities. Most recently, the Council included funds for
the Economic Development Strategy in allocating transient occupancy tax revenue (February 17, 2009
and Resolution 2008-35) and in the FY 2010 Budget.
On June 17,2009, the City Council formally adopted its 2009-2010 Goals. The theme of these goals
was to improve Ashland's ability to be sustainable well into the future in six major areas. Under the
"Economy" section, Council adopted the following goal:
Develop and implement a comprehensive economic development strategy for the purpose of
. Diversifying the economic base of the community
· ,Supporting creation and growth of businesses that use and provide local and regional products
· Increasing the number offamily-wagejobs in the community
. Leveraging the strengths of Ashland's tourism and repeat visitors
Proposed Ending Point
Staff recommends that the City's economic development strategy include:
o A broad description of Ashland's vision for its economy. Staff recommends that the City. begin
with the draft vision statement developed by the City Council at its April 2009 retreat. This
vision has broad statements related to the economy, and staff recommends that the Strategy
include a refined, more detailed vision of the type of economy that Ashland is hoping to
develop. Staff believes there is probably strong consensus about a desirable economic future
for the community at the "macro" level, and that starting with the big picture will bring people
together at the outset. This should make the specific decisions about strategies and actions
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CITY OF
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(which could be more divisive) easier later in the process, as they will be measured against
whether they move Ashland towards or away from its vision.
o A Traditional."Strengths, Weaknesses, Opportunities, and Threats" analysis to identify the
boundaries of the strategy. As outlined below, much of this work was done as part of the
Economic Opportunities Analysis done by the Community Development Department in 2007.
The Strategy needs to clearly identify Ashland's core advantages (e.g., strong, loyal visitor
base, very high quality of life, high quality workforce) and constraints (e.g., limited land
supply, limited water supply, etc.) and relate them to the type of businesses that we want to
retain, attract, and turn away. The data from the 2007 EOA will need to be updated to reflect
permanent changes in Ashland's strengths and constraints due to the current recession and
related long-term economic condition.
o A limited set of specific goals for the economy. As with most strategic plans, the success of
Ashland's economic strategy will depend on our ability to agree on a short list of the most
critical items that need to be achieved. These goals will likely not include everything that
could be done, but rather will contain the actions most likely to have a positive effect.
o A specific set of actions tied to each of the goals. These actions should be as specific as
possible, and should include a timeline, a responsible entity, a proposed budget, and a
description of the outcome desired by the action (what is "success?"). A specific outline of the
roles of the various entities that are engaged in economic development in Ashland (e.g., City of
Ashland, SOREDI, Ashland Chamber of Commerce, THRIVE, Southern Oregon University,
Job Council, State of Oregon, Small Business. Development Center, Rogue Community
College, Jackson County, etc.) is also essential in achieving the intended results.
o Performance Measures. The City needs to build measures into the strategy to track key
economic trends. This will provide feedback about whether the action plan is taking Ashland
towards its vision of its economy.
o Update process. The strategy needs to clearly identify a timeline and process for updates.
Proposed Starting Point
While there is a plethora of data available from various state, regional, county, city and partner
agencies, the Economic Opportunities Analysis (EOA), completed in March of2007 provides a great
deal of information relevant to the economic status of our community, including demographic,
housing, employment and land needs and availability. This document not only includes key data, but it
also outlines the existing policies from the City's Comprehensive Plan, includes the results of
community outreach, and recommends a framework for a strategy.
Staff proposes that these documents, including the recommendations from ECONorthwest be the
starting point. The key documents from the EOA process are available on the City's website at
www.ashland.or.us/econdev . Staff specifically suggests that Council review pages 14 through 27 of
the Preliminary Implementation Plan memo dated June 28, 2007 from Bob Parker of ECONorthwest to
the City. Staff will want to discuss whether this document provides a good launching point for
Ashland's strategy.
Staff strongly recommends that we use this document as a starting point. The work done on this
project was thorough, included participation of over 300 people, has clear recommendations, and will
also assist the City in complying with state land use regulations. . Even though two years have passed
and the national economic landscape has changed significantly, the general categories and suggested
strategies still seem very relevant to our current economic climate locally. Staffrecommends that the
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CITY OF
ASHLAND
City contract with ECONorthwest to provide a white paper that updates the 2007 data and analyzes
how changes in the economy in the world, nation, state, and region affect their recommendations.
Otherwise, the seven strategies identified on pages 15 through 18 of the June 28, 2007 Preliminary
Implementation Plan seem like a good first proposal for the economic strategy.
Process, Public Involvement & Timeline
Staff has developed a proposed timeline that would have a draft strategy available for formal public
and stakeholder review by March/April 2010.
To achieve this goal and ensure a high level of community, business and civic input and involvement,
a clear understanding of the starting point and ending point is essential. The following are the primary
components in the process with a draft timeline to meet the target date for the final draft document of
spring 20 I O.
Governance Grouv
Staff recommends that the process be led by the formation of a governance group that would make
decisions about the key elements of the Economic Development Strategy and would recommend the
draft strategy to the City Council.
This group of no more than 15 people would include an appointed Council member, representatives of
groups that the City expects to carry out the strategy when it is complete (Chamber, Thrive. SOU,
RCC), other interest groups (such as the Planning Commission or Transition Towns Ashland) and
other key stakeholders. Staff has included a list of interests that could be represented on this group as
an attachment to this Council Communication.
Technical Advisory Committee
Staff recommends formation to of a technical advisory committee (T AC) to provide support for the
Governance Group and "reality checks" to staff on the elemenbts of the strategy. Staffrecommends
the T AC to get at some of the technical issues that affect the strategy. This group would be made up of
various staff of the organizations that most likely would have formal actions and tasks assigned in the
strategy.
Members of the eight to twelve member T AC would include staff from organizations such as the
Chamber of Commerce, SOU, City of Ashland, THRIVE, SOREDI, Oregon Economic & Community
Development Dept(OECDD), Jackson County, and Ashland School District.
Focus Grouvs
In addition to these formal groups with specific roles, staff recommends that the Council consider
using focus groups as a specific public outreach method for this project. Staff has been contacted by
several specific people with expertise one or more aspects in Economic Development. Some of these '
people have backgrounds in business. Others have theoretical or research expertise. Many of these
people have particular ideas of what the strategy should contain. Staff believes it is very important to
engage these people in the process and to capture their ideas. At the same time, they may not be the
right people to put on the governance body or on the T AC as they may not have specific
implementation roles. It is quite likely, too that some of these people have opini9ns in direct conflict
with on another. Staff currently thinks that the proposed impiementation document from
ECONorthwest provides a structure to form focus groups. The report summarized the input from the
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public workshop into six main categories, and these categories could be used to create focus groups
made up of individuals with a keen interest or expertise in that particular category, such as housing,
transportation, sustainability/environmental issues, etc. Staffrecommends including these focus
groups after the governance group has made some decisions about the vision for the economy and
about the most critical strategies, but before the specific action steps have been defined.
Draa Conceotual Timeline
The following chart represents a general project time line that will be fine tuned as the project
components and public process elements become more concrete with the formation of the T AC and the
Governance Group.
: Activ Au ustL Se tember October ,November December Janua
IStaff Draft Straw erson Documenl
IFarmation ofTAC
Formation of Governance Grou
11slGovernance Grou Meetin
12ndGovernanceGrou Meetin
i3rdGovernanceGrou Meelin
14thGovernanceGrou Meelin
11s1 TAC Meetin
12ndTACMeetin
13rd lAC Meelin
141hTAC Meetin
!51hTACMeelin
IFocusGrou Meetin 5
IFocusGrou Meelin s
lei! Council Udale Meetin
IStaff Draft of Final Doc for Council
Initial Cit Council Review for AciD tion
Februa
March'>
rll
Related City Policies:
Economic Opportunities Analysis, March 2007
Ashland Comprehensive Plan
Chapter III, Citizen Participation
Chapter VII, The Economy
City Council Goals, 2009-2010
Council Options:
I) Provide feedback to Staff on the general agreement and understanding among the Council to move
forward with the development of a complete public involvement plan and associated project timeline
based on the starting and ending points proposed by Staff. This would also include the drafting of a
"strawperson" outline/draft document, a framework for the appointment of members of the T AC and
Governance Group
,
2) Request Staff to return to Council with modified starting and ending points and direct staff to adjust
the public involvement plan and project time line to incorporate the additional project elements desired
by CounciL
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Attachments:
Recommended Economic Development Framework - ECONorthwest, June 28, 2007
Ashland Community Workshop Summary- ECONorthwest, April 19, 2007
Sample Action Plan - Corvallis-Benton County "Prosperity That Fits" - October 2006
Additional background information can be accessed at www.ashland.or.us/ccondev
o
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ECONorthwest
ECONOMICS '.FiNANCE . PLANNING
Phone' (541) 687-<1051
FAX . (541) 344-0562
Info@eugene.econw.com
Suite 400
99 W. 10th Avenue
Eugene, Oregon 97401-3001
Other Offices
Portland' (503) 222-6060
Seattle' (206) 622-2403
April 19, 2007
TO:
FROM:
SUBJECT:
Bob Parker and Betb Goodman
Kate Coddington
ASHLAND COMMUNITY WORKSHOP SUMMARY
The memorandum summarizes the small group input during the March 22, 2007 community
workshop in Ashland. Six small groups formed to develop goals and strategies for the City
planning process. The City summarized the results of each group's discussion, This
memorandum provides a summary ofthe goals and strategies from all groups and provides a
. summary of common themes that emerged from the workshop.
This memorandum summarizes the six most commonly discussed goals, with the commonly
discussed strategies proposed by all groups. They are organized approximately from most
frequently discussed to least frequently discussed goals and strategies.
JOBS AND THE ECONOMY
The common strategies for this goal include:
. Livable or family wage job promotion (e.g. through promotion of AFN and marketing the
community's strengths)
. A diversified economy targeting health care, high tech, biotech, and agriculture industries
. Assistance and support services for business or entrepreneurs ("think-u-bator" bringing
together talented people and investors)-both current and new
. A pro-business attitude, reducing costs of doing business in the City (permits and fees),
making process predictable
. Taking advantage of SOU graduates; workforce education and development (USFWS,
others)
. Regional economic development
QUALITY OF LIFE
The common strategies for tlris goal include:
. Community involvement in decision-making
. Maintaining the quality of schools
Ashland Community Workshop Summary
. April 2007
Page 2
. Support for cultural amenities (OSF), library, and arts community
. The downtown planning process, downtown beautification, pedestrian fiiend]y downtown
. Preserving and creating open space, balance of density and livability
PLANNING AND PUBLIC PROCESS
The common strategies for this goal include:
. New urbanism design principles
. Density and infill promotion
. Community-based decision-making process
. A vai]ab]e land, master plan larger properties
. A well-communicated economic development plan, City needs an overall planning
vision, policies need clearly defined goals
. Consistency and certainty in the planning process, expedite process, ensure objectivity
SUSTAINABILlTY AND THE ENVIRONMENT
The common strategies for this goal include:
. Prohibiting heavy industry, preserving environmental quality
. Green business clusters, tax incentives for green businesses
. Alternative transportation, promoting rail
. Sustainable business education, connecting with state sustain ability initiatives
. Fast-tracking the permitting process or lowering costs, barriers to green business startups
. Use of ]ocal supply lines
TRANSPORTATION
The common strategies for this goal include:
. Diversity of transportation in plan: improving public transportation services, improving
pedestrian facilities,
. Nodal development and density (could promote use of alternative modes of
transportation)
. Parking downtown
HOUSING
The common strategies for this goal include:
. Land supply and expansion of the UGB
. Mixed-use, higher density condos and other residential
Ashland Community Workshop Summary
April 2007
Page 3
. Use of public land for affordable housing
Ashland Economic Development Implementation
ECONorthwest
6 June 2007
Page 14
A RECOMMENDED ECONOMIC DEVELOPMENT FRAMEWORK FOR
ASHLAND
This section provides a set of recommended economic development framework, including
strategies and implementation steps, for the City of Ashland. ECONorthwest developed the
strategies presented in this section based on the EOA, the online survey, and the community
workshop. The strategies represent our suggestions to the City about the types of activities we
think might be appropriate and effective in Ashland. The strategies do not represent City policy
and there is no obligation for the City to adopt or implement them.
The public input identified three overarching themes that should frame the City's economic
development strategies:
. Preservation and enhancement of the quality of life
. Creation of a diverse and sustainable econom/
. Improved coordination and processes of civic and government sectors
Expanding on these themes, a potential economic vision for Ashland could include the following
elements:
. Ashland will work to maintain and enhance its quality of life. But for all individuals
and families, economic resources (and the jobs that generate them) are a big part of
quality of life. Population growth needs to be accompanied by job growth.
. Ashland recognizes its locational advantages (as described in the Economic
Opportunily Analysis) and believes it is in its interest to manage economic
development and growth in the City. Managing growth includes targeting industries:
identifYing industries the City feels are a good match and creating conditions that are
conducive to locating those industries, as well as limiting industries that are not a
good match for the community:
. Ashland does not want to be a retirement or bedroom community, with a large share
of its residents commuting to jobs in other areas of the region, or having housing
costs that do not allow workers to live in Ashland. It wants to provide opportunities
for its residents to work at good jobs in Ashland.
. To that end, Ashland wants new businesses to start, expand, or relocate in the City
that will provide higher-wage jobs for existing and future Ashland residents.
2 The term "sustainable" is ambiguous ~nd can be defined many ways. Sustainable development is often defined as development
that "meets the needs of the present without compromising the ability of future generations to meet their own needs."
Suslainability relates 10 the continuity of economic. social, institutional and environmental aspects of human society, as well as
the non-human environment. Sustainable business includes businesses that may want to operate in a socially responsible manner,
as well as protect the environment. A pragmatic place for the City to begin would be to define what sustainabilily means for the
City of Ashland.
Ashland Economic Development Implementation
ECONorthwest
6 June 2007
Page 15
. New businesses win need, among other things, developable land, good services and
transportation, and an educated and skined labor force. While the City cannot
influence an of these elements, it can take actions to make sure land, services, and
transportation are available in locations where it wants employment to locate.
Ashland win welcome any industry that helps it achieve its economic vision.
. Ashland wants to maintain and increase the livability of its community as it grows.
To that end, the City should be strategic about any incentives it gives to businesses,
ensuring that it has the ability to maintain the quality of its facilities and services.
RECOMMENDED STRATEGIES AND IMPLEMENTATION STEPS
The framework for understanding economic development described earlier, combined with the
themes, provide a foundation for selecting an economic development strategy in Ashland. In
addition, cost is always an important criteria for local governments. Together these
considerations suggest the fonowing criteria and strategy for the City to support economic
development in Ashland. The strategies and implementation steps suggested below are not
organized in any particular order-ECO did not attempt to prioritize them.
Strategy I: Complete and adopt the economic development vision and strategies. The EOA
and this memorandum represent significant first steps in this process. Considerable work,
however, remains to be done. A successful economic development strategy win have the support
of elected officials and citizens. The March workshop suggested that this will not be a trivial
task-a broad range of opinions were expressed, as wen as a range of values-some of which
are fundamentany incompatible. '
Economic development is a long-term activity. Successful communities establish a vision that
they consistently strive to implement-through economic cycles and through changes in
leadership. In short, persistence pays off. .
Suggested implementation steps:
l. Continue the community dialog about economic development. Seek areas of
consensus and build from there. A void areas of disagreement. Involve a broader range
of stakeholders in the dialog. Develop processes that anow the community to discuss
the tradeoffs between economic development and quality of life. Underscore the key
community trends that both influence economic development and that economic
development can influence. .
2. Identify and adopt appropriate plan policy and code changes. The next section of this
memorandum identifies a number of changes for the City to consider.
Strategy 2: Focus on the basic functions of government and do them wen, The most effective
actions that a local govemment in Oregon can take to affect economic development are to:
. Designate sufficient land for commercial and industrial development. The EOA found
a close match between land supply and need.
. Provide an efficient permit and development process.
Ashland Economic Development Implementation
ECONorthwest
6 June 2007
Page 16
. Plan for land use and public services to protect the character and quality ofJife in the
community. Planning for quality residential neighborhoods, schools, parks, and traffic
circulation are key issues in Ashland.
Suggested implementation steps
l. Develop and implement a system to monitor the supply of commercial and industrial
lands. This includes monitoring commercial and industrial development (through
permits) as well as land consumption (e.g. development on vacant, or redevelopable
lands)
2. Monitor the permitting process, This could include reviewing the length of time it
takes to process applications, the type of conditions that are included on approvals,
and customer surveys.
3. Review development standards. Where possible, consider "clear and objective"
standards that apply to types of development that are consistent with the City's
economic development objectives. The City should also review approval processes to
ensure that they provide predictability for developers.
4. Update functional and capital improvement plans in the context of economic
development and quality of life. Give priority to improvements that facilitate desired
economic development.
Strategy 3: Support efforts to create high-wage jobs in Ashland, Maintaining and creating
family-wage jobs was consistently identified as an issue. Any economic development
recruitment efforts the City engages in should target high,wage jobs.
Suggested implementation steps:
l. Coordinate with other economic development organizations to develop a coherent and
effective marketing program
2. Develop incentives to retain and expand existing firms
3. Maintain and enhance Ashland's image as a community
Strategy 4:. Provide adequate infrastructure efficiently and fairly. Public infrastructure and
services are a cornerstone of any economic development strategy. Ifroads, water, sewer, and
other public facilities are unavailable or inadequate, industries will have little incentive to locate
in a community. For the purpose of this memorandum, we define infrastructure and services to
include transportation, water, sewer, and stormwater facilities.
. Provide transportation facilities adequate to serve land needed for the type of
development described in this economic development plan,
. Provide water, sewer, and stormwater drainage service adequate to serve land needed
for development .
. Ensure that financing for infrastructure is adequate and fair
Ashland Economic Development Implementation
ECONorthwest
6 June 2007
Page 17
Suggested implementation steps:
l. ldcntiJy key lands for employment and evaluate service deficiencies that might
provide barriers to the future development of those lands. The Croman Mill site
presents the greatest opportunity for the City in terms of employment. A sound
planning process will ensure that infrastructure supports desired development and that
the City gets the type of development it wants,
2. Coordinate capital improvement planning with land use planning to coincide with the
City's Economic Development Strategy.
Strategy 5: Maintain quality of life. A community's quality of life comprises the various
location-specific benefits and costs individuals enjoy or endure by living in the community. If
the quality of life is, on net, beneficial, it produces a net increase in the standard of living for the
local residents. In effect, these net quality-of-life benefits are analogous to a second paycheck
that each resident of the community receives, supplementing the first paycheck received from an
employer or other source of income, It is the sum of the first and second paychecks that
determines the overall well-being of a region's residents,
. Maintain a vital downtown area
. Ensure that the environmental quality (including all aspects of the natural and built
environment) of Ashland and surrounding areas is protected
. Support efforts to identiJy, promote and protect community values and assets
Suggested implementation steps
l. Implement Ashland Parks and Recreation Master Plan
2. Review and adopt appropriate regulatory and collaborative processes to protect
environmental quality and natural features.
3. Identify ways to integrate the concept of a sustainable community and sustainable
economy in all aspects of the community. It is common for disagreements to emerge
in what these terms mean. A logical first step is to review the literature on
sustainability and develop a local definition of sustainability,
Strategy 6: Take advantage of sustain ability and green development opportunities.
Sustainability emerged as a key theme in the community workshop. We use sustainability both in
terms of economy and environment. The City should foster the creation of a local, sustainable
econom/ by partnering with other organizations to watch for opportunities and vulnerabilities,
incubate and coordinate projects and facilitate dialogue, action and education within our
community. The City should also work to reduce Ashland's exposure to global economic and
social vulnerabilities that could result as fuel supplies cease to be abundant and inexpensive.
3 The Business Alliance for Local Living Economies (BALLE) provides a perspective on sustainable economy that may be useful
as a starting point http://www.localcconomies.orglentreprencurs/wbal-is-a-local-living-ccollomy-
I ?scarchlcrm=li ving+cconomics
Ashland Economic Development Implementation
ECONorthwest
6 June 2007
Page 18
Suggested implementation steps
I. Promote and recruit companies that are less vulnerable to global and national
economic slumps, but instead support regional and local economies.
2, ldentify ways to significantly cut oil, natural gas consumption and electrical demand.
3. Support land use patterns that reduce transportation needs, promote walkability and
provide easy access to services and transportation options.
4. Consider designating the Croman Mill site as an "eco-industrial park."
Strategy 7: Recognize the Croman Mill site as a key community and economic asset. The
Croman Mill site is the only significant piece of industrial land in Ashland. ECO identified the
site as a key economic opportunity that could easily match some of the identified opportunities
identified in the EOA (primarily specialty manufacturing and research firms). Citizens also
expressed concerns about "industrial" uses in the community, A master plan for the Croman Mill
site could articulate a community vision for this key asset and better define the types of uses that
the City would find desirable on the site.
Suggested implementation steps
1. Adopt a comprehensive plan policy that identifies the Croman Mill site as a key
employment opportunity and requires a master plan be completed before any
development can occur.
2. Prohibit or significantly restrict residential uses on the site.
3. Apply for a grant from the Transportation and Growth Management (TGM) program
to fund a master plan for the site.
POTENTIAL PLAN AND CODE AMENDMENTS
Ashland's comprehensive plan includes goal and policy statements related to economic
development. Some of these goals and policies need to be revised based on the findings of the
Economic Opportunity Analysis, input at the public workshop, and the recommendations in this
Implementation Plan. The following recommendations include changes to existing policies as
well as policies that should be added to the City's comprehensive plan.
Potential Plan Policies
Category: Land Use - EOA Maintenance
Policy - Maintain and from time to time update the information contained within the
Economic Opportunities Analysis (EOA) in order to periodically evaluate the factors,
data and assumptions used to estimate industrial, commercial and other employment land
demand for the 20,year planning period.
Implementation Strategy - Council Policy
Ashland Economic Development Implementation
ECONorthwest
6 June 2007
Page 19
Category: Land Use - Inventory Maintenance
Policv - Retain an inventory of vacant and partiallv vacant buildable commercial,
industrial and other emplovment lands. The inventory shall present an aggregate acreage
as well as a breakdown of the number of sites. bv tvpe. reasonablv expected to be needed
for the 20,year planning period.
Implementation Strategy - Council Policy
Policv ' Preserve an adequate supply of development sites of a zoning and size
appropriate for accommodating anticipated employment growth and fostering local
business retention.
Implementation Strategy - Council Policy
Category: Land Use - Inventory Monitoring
Policv - Using the existing GIS land base. building permit. and the Ouarterlv Census of
Employment and Wage (OCEW) databases, the Citv shall monitor where employment
locates. the rate at which vacant land is being absorbed. and how much new emplovment
is occurring bv industry.
Implementation Strategy - Council Policy
Category: Land Use - Process/Regulatory Refinements
Policv - Take reasonable steps to integrate certainty in the development review and
permit process through the adoption of understandable standards and Planning
Commissioner training. while continuing to recognize the value in supporting and
fostering effective citizen involvement.
Implementation Strategy - Ordinances changes proposed by staff to create greater
efficiencies through amendments to the Procedures section and development permit
revIew process.
Category: Capital Improvements Planning - Public infrastructure coordination
Policy - Provide adequate public and private services necessary to sustain the orderly and
planned development of lands identified to support future emplovment growth.
Policy - Coordinate public facility planning and the establishment of public facility
plans. such as the Capital Improvements Plan. Transportation System Plan and Storm
Water Master Plan. with the systematic development of short and long,term emplovment
lands.
Potential Code Amendments (Additions underlined & Deletions strike
out)
In C-I and E-I districts, the following amendment requires 100 percent of the ground floor area
to be comprised of a permitted or special permitted use, excluding residential. This is intended to
Ashland Economic Development Implementation
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6 June 2007
Page 20
avoid possible unintended consequences of too much ground floor building area (approx. 35%)
being absorbed by residential demand,
18.32.025 Special Permitted Uses
The following uses and their accessory uses are permitted outright subject to the requirements of
this section and the requirements of Chapter 18.72, Site Design and Use Standards.
D. Residential uses.
1. One hundred percent .'\t le3.t sa% of the IetaJ of the ground floor er at le3.t a9% ef tAe tetallet
area if tAere aro multiplo building. shall be designated for permitted or special permitted uses,
excluding parkino and residential use.
Multi,storv buildinos, includino habitable basement areas, shall not have more than fiftv-percent
of the entire oross floor area of the buildino in residential use.
The following amendment places the burden upon an applicant, seeking annexation of
employment generating land, to demonstrate that the request for a mixed-use zoning designation
(e.g. residential w/commercial) will not jeopardize planned employment growth on these lands.
18.108,060 Type III Procedure
e. Increases in residential zoning density of four units or greater on commercial, employment or industrial
zoned lands (i.e. Residential Overlay), will not negatively impact the City of Ashland's commercial.
emplovment and industriallono-term and short-term land supply as proiected requirod in the
Comprehensive Plan, and will provide one of the following:
1. 35% of the base density to qualifying buyers or renters with incomes at or below 120% of median
income; or
2.25% of the base density to qualifying buyers or renters with incomes at or below 100% of median
income; or
3.20% of the base density to qualifying buyers or renters with incomes at or below 80% of median
income; or
4. 15% of the base density to qualifying buyers or renters with incomes at or below 60% of median
income; or
5. Title to a sufficient amount of buildable land for development is transferred to a non-profit (IRC
501 (3)(c)) affordable housing developer or comparable Development Corporation for the purpose of
complying with subsection 2 above. The land shall be located within the project and all needed public
facilities shall be extended to the area or areas proposed for dedication. Ownership of the land and/or air
space shall be transferred to the affordable housing developer or Development Corporation prior to
commencement of the project.
The total number of affordable units described in sections D or E shall be determined by rounding down
fractional answers to the nearest whole unit. A deed restriction, or similar legal instrument, shall be used
to guarantee compliance with affordable criteria for a period of not less than 60 years.
Sections D and E do not apply to council initiated actions.
,
APPENDIX A: A FRAMEWORK FOR LOCAL ECONOMIC
DEVELOPMENT STRATEGIES4
Before presenting an economic development strategy for Ashland, it is helpful to describe a
framework for economic development. The literature identifies many definitions of economic
development. The definition we use for this study is taken from a recent Planning Advisory
Service (PAS) report authored by Terry Moore from ECONorthwest:
"Economic development is the process of improving a community's well-being through
job creation, business growth, and income growth (factors that are typical and reasonable
focus of economic development policy), as well as through improvements to the wider
social and natural environment that strengthen the economy.,,5
Broadly, economic development is about an increase in overaJJ economic weJJ,being. 11 is typical
to use income as a measure of that welfare, though that choice has several limitations. In
practice, cities and regions trying to prepare an economic development strategy typicaJJy use a
narrower definition of economic development: they take it to mean business development, job
growth, and job opportunity. The assumptions are that:
. Business and job growth are contributors to and consistent with economic
development, increase income, and increased economic welfare.
. The evaluation of tradeoffs and balancing of policies to decide whether such growth
is likely to lead to overall gains in well-being (on average and across all citizens and
businesses in a jurisdiction) is something that decision makers do after an economic
strategy has been presented to them for consideration.
This study assumes that the key objective of an economic development strategy is business
development and job growth, which comes from the creation of new finns, the expansion of
existing finns, and the relocation or retention of existing finns. Thus, a key question for public
policy is, What are the factors that influence business and job growth, and what is there relative
importance? This section addresses that question.
Advantages to businesses in a region derive primarily from that region's ability to provide some
factors or attributes at a better value than competing regions. 11 is not just the cost of these factors
that matters, but their quality as well. Greater expenses for some factors are justified if they are
more productive. Factors such as labor, land, and infrastructure'( e.g., transportation, electricity)
directly influence production costs. Other factors, such as environmental and cultural amenities,
have indirect effects that can help maintain a skilled labor pool and other direct inputs.
The remainder of this section summarizes findings regarding the type and relative importance of
factors that finns consider when they choose where to locate or expand.
4 This section draws from previous work by ECONorthwest.
5 An Economic Dc\'elopment Toolbox: Sralegies and Methods, Terry Moore, Stuart Meek, and James Ebenhoh, American
Planning Association, Planning Advisory Service Report Number 541, October 2006.
Ashland Economic Development Implementation
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WHAT FACTORS MATTER?
Why' do firms locate where they do? There is no single answer-different firms choose their
locations for different reasons. Key determinates ofa location decision are a firm'sJactors oj
production. For example, a firm that spends a large portion of total costs on unskilled labor will
be drawn to locations where labor is relatively inexpensive. A firm with large energy demands
will give more weight to locations where energy is relatively inexpensive. In general, firms
choose locations they believe will allow them to maximize net revenues: if demand for goods
and services is held roughly constant, then revenue maximization is approximated by cost
minimization.
The typical categories that economists use to describe a firm's production function are:
. Labor, Labor is often and increasingly the most important factor of production. Other
things equal, firms look at productivity-labor output per dollar. Productivity can
decrease if certain types ofJaborare in short supply, which increases the costs by
requiring either more pay to acquire the labor that is available, the recruiting ofJabor
from other areas, or the use of the less productive labor that is available locally.
. Land. Demand for land depends on the type of firm. Manufacturing firms need more
space and tend to prefer suburban locations where land is relatively less expensive
and less difficult to develop. Warehousing and distribution firms need to locate close
to interstate highways.
. Local infrastructure, An important role of government is to increase economic
capacity by improving quality and efficiency of infrastructure and facilities, such as
roads, bridges, water and sewer systems, airport and cargo facilities, energy systems,
and telecommunications.
. Access to markets. Though part of infrastructure, transportation merits special
attention, Firms need to move their product, either goods or services, to the market,
and they rely on access to different modes of transportation to do this, While
transportation has become relatively inexpensive compared to other inputs, and
transportation costs have become a less important location factor, access to
transportation is still critical. That long,run trend, however, could shift because of
decreasing funds to highway construction, increasing congestion, and increasing
energy pnces.
. Materials. Firms producing goods, and even firms producing services, need various
materials to develop products that they can sell. Some firms need natural resources:
lumber manufacturing requires trees. Or, farther down the line, firms may need
intermediate materials: for example, dimensioned lumber to build manufactured
housing,
. Entrepreneurship. This input to production may be thought of as good management,
or even more broadly as a spirit of innovation, optimism, and ambition that
distinguishes one firm from another even though most of their other factor inputs may
be quite similar.
Ashland Economic Development Implementation
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The supply, cost, and quality of any of these factors obviously depend on market factors: on
conditions of supply and demand 10caJly, nationaJly, and even globaJly, But they also depend on
public policy. In general, public policy can affect these factors of production through:
. Regulation. Regulations protect the health and safety of a community and help
maintain the quality of life. Overly burdensome regulations, however, can be a
disincentives for businesses to locate in a comlJlunity. Simplified bureaucracies and
straightforward regulations can reduce the burden on businesses and help them react
quickly in a competitive marketplace.
. Taxes. Firms tend to seek locations where they can optimize their after-tax profits.
Studies show that tax rates are not a primary location factor-they matter only after
businesses have made decisions based on labor, transportation, raw materials, and
capital costs. The cost of these production factors are usuaJly similar within a region.
Therefore, differences in tax levels across communities within a region are more
important in the location decision than are differences in tax levels between regions.
. Financial incentives. Govemments can offer firms incentives to encourage growth,
Studies have shown that most types of financial incentives have had little significant
effect on firm location between regions. For manufacturing industries with significant
equipment costs, however, property or investment tax credit or abatement incentives
can playa significant role in location decisions. Incentives are more effective at
redirecting growth within a region than they are at providing a competitive advantage
between regions.
This discussion may make appear that a location decision is based entirely on a straight-forward
accounting of costs, with the best location being the one with the lowest level of overaJl costs.
Studies of economic development, however, have shown that location decisions depend on a
variety of other factors that indirectly affect costs of production. These indirect factors include
agglomerative economies (also known industry clusters), quality ofJife, and innovative capacity.
. Industry clusters. Firms with similar business activities can realize operational
savings when they congregate in a single location or region. Clustering can reduce
costs by creating economies of scale for suppliers, For this reason, firms tend to
locate in areas where there is already a presence of other firms engaged in similar or
related activities.
. Quality of life, A community that features many quality amenities, such as access to
recreational opportunities, culture, low crime, good schools, affordable housing, and a
clean environment can attract people simply because it is a nice place to be. A
region's quality of life can attract skiJled workers, and if the amenities lure enough
potential workers to the region, the excess labor supply pushes their wages down so
that firms in the region can find skilled labor for a relatively low cost. The
characteristics of local communities can affect the distribution of eCOliomic
development within a region, with different communities appealing to different types
of workers and business owners, Sometimes location decisions by business owners
are based on an emotional or historical attachment toa place or set of amenities,
without much regard for the cost of other factors of production.
Ashland Economic Development Implementation
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. Innovative capacity. Increasing evidence suggests that a culture promoting
innovation, creativity, flexibility, and adaptability is essential to keeping V.S, cities
economically vital and internationally competitive. lnnovation is particularly
important in industries that require an educated workforce. High,tech companies need
to have access to new ideas typically associated with a university or research institute.
lnnovation affects both the overall level and type of economic development in a
region. Government can be a key part of a community's innovative culture, through
the provision of services and regulation of development and business activities that
are responsive to the changing needs of business.
How IMPORTANT ARE THESE FACTORS?
To understand how changes in public policies affect local job growth, economists have attempted
to identify the importance for firms of different locational factors. They have used statistical
models, surveys, and case studies to examine detailed data on the key factors that enter the
business location decision,
Economic theory says that firms locate where they can reduce the costs of their factors of
production (assuming demand for products and any other factors are held constant). Firms locate
in regions where they have access to inputs that meet their quality standards, at a rclatively low
cost. Because firms are different, the relative importance ofdifferent factors of production varies
both across industries and, even more importantly, across firms.
No empirical analysis can completely quantifY firm location factors because numerous
methodological problems make any analysis difficult. For example, some would argue
simplistically that firms will prefer locating in a region with a low tax rate to reduce tax
expenses. However, the real issue is the value provided by the community for the taxes collect.
Because taxes fund public infrastructure that firms need, such as roads, water, and sewer
systems, regions with low tax rates may end up with poor infrastructure, making it less attractive
to firms. When competing jurisdictions have roughly comparable public services (type, cost, and
quality) and quality of life, then tax rates (and tax breaks) can make a difference.
Further complicating any analysis is the fact that many researchers have used public
expenditures as a proxy for infrastructure quality. But large expenditures on roads do not
necessarily equal a quality road system. 11 is possible that the money has been spent ineffectively
and the road system is in poor condition,
An important aspect of thi; discussion is that the business function at a location matters more
than a firm's industry., A single company may have offices spread across cities, with
headquarters located in a cosmopolitan metropolitan area, the research and development
divisions located near a concentration of universities, the back office in a suburban location, and
manufacturing and distribution located in areas with cheap land and good interstate access.
Although empirical analyses face many such methodological difficulties, the studies provide
much information about why firms locate where they do. Economists have improved their
statistical techniques and use a variety of data sources to quantify input factors. They have
supplemented empirical analyses with theoretical models of firm behavior and surveys of
business managers.
Ashland Economic Development Implementation
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Research has shown that the location decisions of businesses are primarily based on the
availability and cost oflabor, transportation, raw materials, and capital. The availability and cost
of these production factors are usuaJJy similar within a region. Most economic development
strategies available to local governments, however, only indirectly affect the cost of these
primary location factors. Local governments can most easily affect tax rates, public services, and
regulatory policies. Economists generaJJy agree that these factors do affect economic
development, but the effects on economic development are modest. Thus, most of the strategies
available to local governments have only a modest affect on the level and type of economic
development in the community.
Local governments in Oregon also playa central role in the provision of buildable land through
inclusion in the Urban Growth Boundary, plan designation, zoning, and provision of public
services. Obviously, businesses need buildable land to locate or expand in a community.
Providing buildable land alone is not sufficient to guarantee economic development in a
community-market conditions must create demand for this land, and local factors of production
must be favorable for business activity. In the context of expected economic growth and the
perception of a constrained land supply in Lane County, the provision of buildable land has the
potential to strongly influence the level and type of economic development in Creswell. The
provision of buildable land is one of the most direct ways that the City ofCresweJJ can affect the
level and type of economic development in a community
WHAT DRIVES LONG-RUN ECONOMIC DEVELOPMENT?
Though there are compeJJing reasons for setting goals at the beginning of a project, doing so is
not without problems. Germane to the issues we are dealing with is the fact that goals, and to
even a greater extent the more specific objectives that derive from them, are (or should be
influenced) by a pragmatic understanding of the relationships between cause and effect in the
system of interest. Without that understanding one risks pursuing goals that are unattainable, or
actions that are inefficient in achieving them. Some rudimentary understanding of the
relationships is essential to developing defensible answers to the overarching policy question:
what happens when I puJJ this policy lever?
Even with sweeping simplifYing assumptions, a regional economic system is stiJJ a complex one
that is difficult to model, much less to predict without the benefits of models, on the basis of
intuition alone. Nonetheless, that is how the large majority of economic development policies get
adopted. In light of that reality, the purpose of this section and the foJJowing figures is to provide
a framework for thinking about causes and effects that wiJJ make the intuitions more informed.
Figure 1,3 shows the primary drivers of urban growth as generaJJy accepted by urban and
regional economists. It iJlustrates that households are attracted to different regions based on their
estimation (explicit or implicit, accurate or not) of the tradeoffs among three categories of
variables: availability of jobs, wages, cost of living, and everything else (which is a broad
definition of quality of life). The phrase 2/1d paycheck refers to aJJ those other things that
households want. The arrows and signs illustrate the tradeoffs.
For example, if wages increase, other things equal, a region becomes more attractive and growth
is stimulated (migration occurs, and ultimately the residential and commercial development to
accommodate that growth). Other things, of course, are not equal. That growth can cause the cost
of living to increase, which decreases regional attractiveness (but also creates pressure to
.
Ashland Economic Development Implementation
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increase wages). To the extent that households believe that a region offers natural and cultural
amenities (quality of life) that are valuable, they wilJ be wilJing to pay more (cost ofJiving) or
accept less (the first paycheck) to Jive in the region,
Figure A-I greatly oversimplifies the dynamics of growth. Each of its elements could be
expanded into another diagram. For example, there is a feedback from growth to wages: more
growth usualJy means more demand for labor, which means higher wages to ration an
increasingly scarce supply.
Figure A-1: Drivers of urban growth
1ST PAYCHECK
<::{
\+
~
!:> 2ND PAYCHECK
(Quality of life,
livability, urban and
environmental
amenity)
Wages, jobs, job
security and
diversity)
COST OF LIVING
- I
~
REGIONAL ATTRACTIVENESS
+1
~
GROWTH
(population,
employment,
businesses, built
space)
t7
As another example, if one were to expand the element labeled 2nd paycheck, one would find
that regional economic growth does not have unambiguous effects on the second-paycheck
components of quality of life. Business growth affects components of quality ofJife either
directly or indirectly through its impact on population growth. I f a generalization is required,
urban growth probably tends to increase urban amenities (shopping, entertainment, and
organized recreational opportunities) and decrease the environmental quality and the capacity of
infrastructure.
Figure A,2 shows that there are many policies a region can adopt to influence the factors that
affect economic development. Taking just one example, if a region decided it wanted to affect
urban form (for example, because of supposed beneficial effects on the cost of infrastructure and
quality of life) there are many categories of policies (e,g., land use, transportation, other public
facilities) and many subcategories (e.g., for land use: traditional zoning, minimum-density
Ashland Economic Development Implementation
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zoning, design standards, etc.; for public facilities: design standards, concurrency requirements,
financial incentives, system development charges and exactions, etc.).
Figure A.2: The role of public policy
Categories of public policy and key factors they influence
Factors Influenced
Policy Categories by Policies Policy Categories
Air and Water Quality
Natural Resources
Farmland
ENVIRONMENTAL
QUALITY
URBAN AMENITY
INFRASTRUCTURE
AND SERVICES
BUSINESS PRODUCTION
COSTS
COST OF LIVING
Urban Design
Arts,Culture, &
Recreation
Li brary
To summarize the conclusions:
Transportation
Water and Sewer
Housing
Land Development
ark & Open Space
Schools
Economic
Development
. At a regional level, three categories of variables interact to make a region grow:
wages, quality of life, and cost of living.
,
. This simple categorization quickly gets complex: many sub-categories exist, which
interact in complicated ways not only within categories, but also across them.
. Quality,of,Jife factors have been demonstrated empirically to influence residential
and business location decisions.
Thus, public policymakers must consider a multitude offactors as they try to adopt optimal
economic development policies. It is no longer as simple as just recruiting big industries.
Corvallis-Benton County Economic Vitality Partnership
Prosperity That Fits Strategic Economic Development Plan
Action Plan Matrix
~U8.
~.~
..~
. .
'......... .,
#
Action Description
1.1 Establish 0 "barrier buster" team comprised of professional planning and
engineering stoff, architects and business owners/developers charged
with identifying cost-effective solutions for completing priority
redevelopment initiatives in Corvallis' downtown (e.g. Whiteside). Build
on initial work conducted by Downtown Corvallis Association.
1.2 Evaluate the feosibility of establishing 0 more formal Urban Renewal
District or business/local improvement district (LID/BID) to generate a
self-sustaining revenue source for future downtown improvements. Such a
structure would replace the current, voluntary Economic Improvement
District which generates limited funding. Funds from such 0 designotion
direct that funds generated from increased assessed property values be
reinvested in priority district improvements.
1.3 Develop a targeted infill business recruitment strategy that seeks to
attract businesses based on sales leakage information and recently
completed demographic and consumer retail preference data.
Emphasize businesses that help achieve an "la-hour" city with extended
store hours and entertainment/cultural activities. Pursue "anchor tenants"
for key intersections of downtown areas. Ideal icon tenants would
generate additional foot traffic and provide services that complement
those provided by existing businesses.
Partners (* Denotes Lead)
Yu 1~2
Yrs 3~5
Yrs 6+
City*, Chamber*, DCA, Gary
Pond
)11'"
City of Corvallis*, DCA, with
backup support by Chamber
and CIBA
...
Chamber, City of Corvallis,
ClBA, DCA, Benton County
"..
~~ ~~)~~GnJi]cfu{;ilbc;j}~HtiliJGIlli
. ~fuJ ~.~~!l.tlli'I.~~,f.lG::x!Xfum.~9)'
#
Action Description
2.1
Increase visitor volume by developing niche markets and promoting them
through tailored lifestyle marketing and packaging. Work to cement the
use of the tog line "the Pacific Northwest's Most Beautiful College Town"
in various tourism marketing materials and within visitor destinations.
2.2
Improve the conversion rate of "leads" to "booked" conferences so more
conferences are hosted in Benton County. Include community education to
help show the value of these events to the economy.
2.3
Work with Willamette Valley Visitors Association and State Tourism
Office to increase market share for Oregon through cooperative
marketing programs.
2.4
Leverage Gazette Times resources to create a comprehensive multi~
media (Internet, printed) entertainment guide to externally market such
opportunities. A successful marketing program would be expected to
reduce a documented entertainment soles leakage and help bring
additional visitors into the area. Use a "packaged" approach that shows
prospective visitors how they con spend on hour, 0 few hours or a full
day and night in downtown, for e}(ample. Emphasize 0 memorable
downtown "identity" in 011 marketing materials. Target marketing efforts
to capture a greater share of OSU student market.
~w
~ .
~
Partners (* Denotes lead)
YtS 1-2
Yrs 3-5
Yrs 6+
Corvallis Tourism; OSU
Conference Services
'...
Corvallis Tourism; OSU
Conference Services, lBCC
"..
Corvallis Tourism
'...
Gazette Times, DCA, OSU
Conference Services, Corvallis
Tourism
,,,'''
Prosperity That Fits
Corvallis-Benton County Economic Vitality Partnership
22
#
Action Description
3.1
Establish a temporary "Business Incubation Task Force" to identify, define
and map out priority business incubation needs for Corvallis, Benton
County and surrounding region. The Task Force should include
representatives from BEC, OSU, ONAMI, HP, lBCC, and other workforce
training organizations and employers. Specific tasks to be addressed:
. Determining if incubation needs can be met through adjustments at
Business Enterprise Center, or if different "types" of incubation
require separate facilities (i.e. high-tech vs. service vs. retail vs.
research). This will require businesses to identify specific needs.
. Creating partnerships among various entities to invest in incubator
development. How can non-OSU businesses utilize OSU's 52-acre
Innovation Place?
Establish criteria for incubator siting, financing, organizational
structure and staffing, and operational parameters.
3.2
Upon determining incubation needs and executing corresponding
development, establish an "incubation to hatching" program that helps
businesses grown in Benton County stay here upon reaching maturation.
The transitional program should provide site location services and
specialized training in finance, organizational development, marketing
and other aspects of running and growing small businesses. The program
should serve as a conduit between emerging businesses and sources of
seed money including venture capital and angel investors. Proactively
recruit tenants from among students, alumni and professors at OSU and
lBCC, and entrepreneurs coming from HP or other downsizing companies.
Support emerging industry clusters (e.g. microtechnology) by focusing on
needs of existing firms including Korvis, ATS, TDS, Wetlabs, Nypro and
HP, and leverage existing work in areas of microtechnology automation,
nanometrology and pharmaceuticol device delivery given available
local workforce, physical infrastructure and other resource capacities.
3.3
Ensure Benton County's status as a regional healthcare center by
establishing and promoting its role as an enduring health care
destination. Seek input from existing health care-related industry to best
determine how this can be accomplished.
.~.~llfl1-ili)~~~
;'jJU>iE'T"
#
Action Description
4.1 Explore the feasibility and best method of combining business support
organizations to leverage limited funding resources without losing sight
of unique offerings and needs of individual members. Seek to create a
single economic development entity to handle all situations and scenarios.
4.2 Expand on the Corvallis Independent Business Association's "buy local"
campaign to educate consumers about the benefits of buying local.
Utilize information from Strategic Plan Data Profile to help people
understand the impact of sales leakage and the broad community value
that results from local purchases, rather that trying to make people feel
guilty for not shopping at home.
4.3 Explore establishing a county-wide, self-supporting business licensing fee
that would make it easier to gather business information for retention
purposes. As a baseline service, provide participating businesses a multi-
media business resource guide that includes a listing of whot business
service and resources ore available locally, on inventory of grant and
foan programs and a schedule of training courses.
4.4 Create a "Top 10 local Companies to Watch" program focused on
employment growth. Torget companies with fewer than 25 employees
and support growth to 100+ employees in 3.5 years. Provide resources
and mentor service to assist them in reaching growth targets.
Partners (* Denotes Lead)
OSU., City of CorvallisjCNHS
Micro Enterprise Program,
Chamber, BEC, CIBA, DCA,
ONAMI, HP, lBCCjSBDC, State
and Federal legislators
City of Corvallis, BEC, CIBA,
DCA, OSU, lBCC, Chamber,
Corporate Round Table, State
and Federal legislators
Benton County (Dixon)., City of
Corvallis, Benton County Health
Center, Good Samaritan,
Corvallis Clinic, lBCC
Partners (* Denotes Lead)
Chamber., City of Corvallis,
Benton County, Other economic
development orgs, lBCC
Gazette Times, Chamber,
Comcast, KEZI, Radio, CIBA,
Tourism, OSU Extension
Chamber, lBCC, DCA, ClBA
Chamber., lBCCjSBDC
Yrs 1-2
Yrs 3.5
Ya 6+
-.
m...
'...
~
..:~
mw~,
Yrs 1-2
Yrs 3.5
Yn 6+
'...
'...
"..
'...
Prosperity That Fits
Corvallis-Benton County Economic Vitality Partnership
23
y
-- - - - - - - - - ~-~- ----- --~~-~ ----- -
Focus Area: Recruiting Targeted Business Icons
~ -- --
~~ 0l..~G)Jl8fl~;;:,::~~iWC}Jdll;~~(kmxDE:lim
~~IBI.)'t~;m~~~ .
# Action Description Partners (* Denotes lead)
5.1 Create and maintain a web-based business lands and space database
that provides the range of site-specific data generally requested by site
locator specialists. Promotion of the database would occur as a staple
part of all recruitment activities. The database should be designed to
facilitate re-use of existing buildings before construction of new ones.
5.2 Establish a series of Site Readiness Teams, spearheaded by the Corvallis
-Benton Chamber Coalition, to ensure key land and building resources
are available for "move in" when a targeted company is recruited.
5.3 Define, identify, enable and promote flex-space and sites that can
accommodate a variety of uses. (e.g., some companies may desire or
need to integrate their administrative, research and production facilities.)
Chamber"', City of Corvallis,
County
Chamber"', City of Corvallis,
Benton County and other
townships
City of Corvallis"',
Chamber/Recruiter'"
~@g ~llftrfu~GI!J:J).,!:"ffl~
.~W:!J~.'~.I;fftxuI;'1!'19:.!0~~~~
#
Action Description
6.1
Convene an Emerging Technology Forum, bringing together BEC, EDP,
OEF, OSU, ONAMI, lBCC, Open Source Software lab, Hewlett Packard
and other locally-based high technology partners to discuss capacity
development needs and opportunities. This action should take place
prior to and help inform decision-making on local business incubation
needs. ("'Examples include cellulose wood products, microtechnology,
Nanoscience, automation technology, pharmaceutical research, software,
medical devices, pharmaceutical device delivery systems, biodiesel and
other alternate fuels and energy sources, various oceanographic
technological advances, food and forest products applications, and
others). Specifically, the Emerging Technology Forum should take an
"industry cluster" approach, and focus on;
.
linking various technological fields and niches with local competitive
advantages / Conducting a shift-share analysis to identify best
prospects.
Defining labor, infrastructure, education, other capacity needs.
Establishing a coordinated business development "office" so that
interested organizations can obtain one.stop shopping start.up and
site location assistance.
Organizing a delegation to represent Corvallis and Benton County
in future recruitments and industry development endeavors at the
state and national level.
Creating non.acade~ic entrepreneurship and business training
opportunities that include mentor opportunities for aspiring
entrepreneurs to connect with successful entrepreneurs.
Researching and cataloguing local, state incentives.
Establish a venture capital and angel investor resource pool from
which to fund and support innovative research and product
development (and prevent it from leaving!).
6.2 Establish 0 "receiving team" charged with welcoming and assisting
businesses relocating to Benton County, and providing resource
information and guidance to assure a seamless transition. This effort
could be led by the proposed business recruitment specialist. As part of
this effort, provide new and prospective businesses a checklist and
narrative summary describing the process for establishing or relocating a
business to the Corvallis/Benton County area. .
-,. ..:.
Partners (* Denotes lead)
OSU Office of Technology
Transfer, Chamber, City of
Corvallis, ONSN, BEC, OEF, AO,
lBCC, HP
Chamber/Recruiter"', City of
Corvallis, Benton County, lBCC
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Vrs 3.5
Y,s 6+
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Vrs 3-5
Yrs 6+
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Prosperity That Fils
Corvallis-Benton County Economic Vitality Partnership
24
6.3 Promote growth in key traded sector growth clusters, such as
microtechnology, automation, nanometrology, alternative/renewable
energy and pharmaceutical device delivery, through investment in such
companies (e.g. targeted grants and loans, technical assistance, bridge
building) and through targeted recruitment of compatible or
supplemental companies (e.g. that provide a technology or component
usually imported by existing companies) that can draw from the local
workforce.
As an early step in this action, produce a profile of 1 -3 "net importer"
(sustainable) companies from among the traded sector clusters identified
above, showing how their existence in Benton County adds tangibly to
revenues, employment and/or quality of life in ways that exceed its use
of resources (e.g. ImTech, InsightsNow, Money tree Software).
Chamber/Recruiter*,ONAMI,
SAO, OSU College of Business-
possible graduate work), lBCC
,...
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Yrs 1-2
Yrs 6+
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Action Description
Yrs 3-5
Chamber*, City of Corvallis,
Benton County
-
7.1
Establish a business recruitment and retention specialist position to ensure
sufficient staff resources are available to develop on-going relationships
with existing and prospective businesses and their representatives, and to
provide 24-hour turn-around on all inquiries. Identify and secure a
stable funding source to support this position(s), and put in place 0
measurement system for tracking timeframe and success.
Chamber /Recruiter*, City of
Corvallis, OECDD, City, County,
HP (Kathy Miller)
1
-
7.2
Survey existing, emerging ond departed businesses and recruiting
professionals to identify actions that can be taken to help with start-up
and retention costs and attracting and retaining high caliber managers.
Recommendations should address barriers such as tax structure, space
availability (room to grow), external amenities (things for spouses to do,
housing, etc.), distance to major business hubs (airport, transportation
improvements) and venture capital. Conversely, investigate areas of
shortcoming in other regions and seek to offer incentives not achievable
in those locations. Maintain an inventory of priority wants and needs.
Chamber (Kathy Cleland), OSU
Business School
m.
7.3
Develop an integrated marketing strategy and implementation plan that
efficiently and powerfully captures the "best of" Benton County business
opportunities. This message should be consistently shared by all entities
likely to come in contact with prospective business recruits. Key themes to
include or strive for: streamlined permitting; catalogue of incentives;
business networking and resource center; "Top Ten Places"; Home of
OSU, ONAMI; etc.).
Focus Area: Developing Human and Physical Infrastructure
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# Action Description Partners (* Denotes Lead) y" ',2 y" "'. Yrs 6+
B.l Support Corvallis' Neighborhood Housing Services aod similar efforts to CNHS*, City 01 Corvallis, Benton Ill.
establish community land trusts 101 housing. County, Real estate sector
B.2 Survey other comparable communities aod study affordable housing City of Corvaflis/CNHS*, State Il..
projects. Identify possible funding options. of Oregon., local consultants,
Small builders
B.3 look at opportunities to build affordable housing 0' infill within existing City of Corvallis*, Benton II'.
developments, aod provide incentives for future development to include County, Major developers
0 percentage of affordable housing through appropriate zoning.
Proactively contact developers to state desired housing goals.
BA Consider arranging 0 desig'n competition around aoe 0' more specific City of Corvallis*, Benton ,...
housing sites identified by the city or the development community, with County, Oregon Notural Step
the "winner" receiving some kind 01 incentive to offset development costs. Network, GBlT, Benton County
Include ideas aod suggestions proposed by potential tenants ;0 the Foundation
design criteria.
Prosperity That Fits
Corvallis-Benton County Economic Vitality Partnership
25
#
Action Description
9.1 Collaborate with Oregon State University, through OSU Inc., Open
Source lab, Austin Entrepreneurship Program and Extension to include
non-OSU students community members, high school and lBCC students in
business programs as done in SMilE and Saturday Academy models.
9.2 Encourage lBCC and other small business support providers to become
more proactive in marketing their services to small businesses. Provide
training and instruction on targeted topics identified os high priority by 0
critical moss of businesses in the business needs survey.
9.3 Conduct a regular business employment needs survey to identify most in-
demand employment skill needs.
9.4 Work with the Education Executive Team and Pathways Initiative to
identify cost-appropriate opportunities for bringing vocational education
programs into local high schools and colleges. Training programs should
focus on imparting skills most desired by local employers and include
"competency based" education practices that help students plan 0 path
for their future.
9.5 Market "after work" employment skills training for incumbent workers
and others seeking to enhance their employment status and fill local
positions. Ensure the training program is designed to be flexible and
able to keep pace with rapidly-changing employment needs. Use
employment needs survey businesses to identify unmet needs.
Partners (* Denotes lead)
Y,s 1-2
Yr~ 6+
Yrs 3-5
OSU, lBCC, Chamber, School
District
-
lBCC*, BEC, CIBA, COG, linn
County
II'"
lBCC*, COG
'oO
School District, lBCC, OSU,
Corporate Round Table
,-
lBCC*, Chamber, COG, linn
County, WIB, WRT
m..
# Action Description Partners (* Denotes lead) Y,s 1-2 Yr53-5 Yrs 6+
10.1 Improve timeliness of public transit routes between Corvallis and City of Corvallis/Transportation "oO
Albany, and ensure trips are scheduled to accommodate work force as Management Associotion*,
defined through a comprehensive assessment of large employer transit Corporate Round Table, Benton
needs, Explore possibility of securing matching funds (city/employer) to County and other local
help improve service. Investigate opportunities to strengthen transit in townships
011 directions, with emphasis on lines between Monroe and
Albany/South Corvallis and Corvallis to Toledo, and those within
Corvalfjs (e.g. to Benton Center). Consider transit access to Portland,
Eugene and Seattle.
10.2 Conduct a power study to identify existing capacity and future needs COG, City of Corvallis, "oO
. required to sustain targeted industries (e.g. protect against surges or Chamber, ONAMI, OSU,
vacuums). Regional Economic Development
Organizations, Utility companies
10.3 Act to increase use of the Airport by exploring non-passenger uses (e.g. City of Corvallis*, Chamber, ,-
possibility of becoming a regional training center for pilots). Benton County
# Action Description Partners (* Denotes Lead) Yrs 1-2 Yrs 3~5 Yrs 6+
11.1 Continue to support ONAMI, OSU Inc, and other community-university Chamber*, OSU, ONAMI, Ill"
colloborative efforts. Promote these mutual efforts at the state Hewlett Packard, lBCC, SAO
legislature and at home, to ensure elected officials and the public
understand what this collaboration adds to our economy, quality of life
and future. Consider establishing an event to promote what is working
well, and to forge new partnerships.
11.2 Partner with Corvallis Tourism to create an annual community calendar. Corvallis Tourism, Chamber, "oO
School District, DCA, OSU,
Gazette Times, lBCC
Prosperity Thot Fits 26
Corvallis-Benton County Economic Vitality Partnership
11.3 Develop a plan to pull together and enhance current "welcome wogon" Chamber*, OSU, C1BA, DCA, ,,-
programs around the area. Mayor, Hewlett Packard, School
District, lBCe
#
Action Description
12.1 Ensure that current land use and building codes do not prevent the use
of "greener" alternatives, simply because they were not previously
adopted. {This action may be accomplished as part of Blue Ribbon
Panel work described in another action}
12.2 Prooctively identify and/or define companies or clusters that provide
sustainable products and services and provide targeted assistance to
help them get started in Benton County. Upon defining such industries
and or business dusters, develop a program to encourage sustainable
industry recruitment emphasizing industry clusters that are symbiotic,
have by-product synergy and that can use the model of industrial
ecology. Use the identified list to help inform recruitment activities
outlined in the industry cluster strategy.
12.3 Publicly reward companies that have made a measurable commitment
to sustainability (with goal of showing benefits to business boHom lines,
and promoting similar behavior from others).
12.4 Increase public awareness about the integral linkages between business
and schools (K-20), both in terms of funding support and personal
development opportunities.
12.5 Work with businesses and Transportation Management Association to
identify development and expansion alternatives that would reduce
demand on public resources and impacts on the social and natural
environments. Emphasize systemic changes that reduce single-occupant
auto transportation to and from work and reduce unnecessary waste
(e.g. expand transit service to Benton Center). Establish a free "system
audit" program to help business identify resource reduction and cost-
saving business process improvements.
Partners (* Denotes lead)
Yrs 3-5
Yrs 6+
City of Corvallis., Chamber,
Benton County, Oregon Natural
Step Network
-
Chamber, Oregon Natural Step
Network, City of Corvallis,
Benton County
",'''
Oregon Natural Step Network,
City of Corvallis, Benton County,
Chamber
'..
EVP, School District/Foundation,
OSU, lBCC, Chamber, ONAMI
,,-
OSU, Corvallis Environmental
Center, City of
Corvallis/Transportation
Management Association,
Oregon Natural Step Network
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# Action Description Partners (* Denotes Lead)
13.1 Support the preservation of farm and cropland - and the community's
access to safe, fresh local produce - through direct investment in farm
operations (to keep them on the land). Pursue the following initiotives:
Support training in: niche product development, marketing, business
management, cooperative development and management.
Further develop local markets with the goal of increasing local
consumption of local food market products by expanding formers
markets, funding and administering a "buy local" program,
adopting 0 county-wide (public institution) food purchase policy and
increasing access to stores for vendors.
Organize farm management and design charrettes with the goal of
bringing in varied experts to help improve resource conservation
while improving the bottom line for farm operations.
Support development of nurseries, specialty agricultural goods,
value added timber and forestry initiatives, including development
of necessary infrastructure such as specialty food processors.
13.2 Investigate opportunities for expanding agri-, eco- and cultural heritage
tourism. For example, consider instituting a regional winery marketing
program os has been done in McMinnviJIe and Dundee, or establishing a
centrally-located multi-winery tasting room with ancillary marketing
mote rials that provide information on lodging and tourist attractions.
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Yu 3~5
Yrs 6+
Ten Rivers Food Web, OSARC,
OSU, OSU Extension, lBCC,
Cascade Pacific Resource
Conservation District, CIBA,
Starker Forests, Stahl bush Forms,
Chamber
HI'"
Corvallis Tourism; OSU (student
proiect?), Benton County, OSU
Extension, Resource and
Conservation District, lBCC
Culinary Arts Program
,..
Prosperity That Fits
Corvallis-Benton County Economic Vitality Partnership
27
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# Action Description Partners (~' Denotes Lead) Yrs 1~2 Yrs 3~5 Yrs 6+
14.1 Establish a "blue ribbon" panel consisting of planners, engineers, City of Corvatlis*, Chamber, '...
policymakers, developers and other appropriate interests to identify locol contractors, Other political
priority permit, development and annexation review process Jurisdictions, DCA (Pat Lampton)
improvements and opportunities. The goal is not to "relax" standards, Corvallis MaNers, CNHS
but rother to odd clarity and certainty to the review process. Specific
assignments might include;
. Facilitating a community conversation to identify development
projects that are consistent with community objectives.
. Identifying and rectifying any potential redundancies, unnecessary
restrictions and/or unclear requirements with the goal of setting 0
"guaranteed review time line."
. Evaluating and improving the current proc~dure for annexing
properties.
. Prioritizing future areas for annexation, and defining acceptable
development types for each.
. Inventorying future development potential by type based on known
land amounts in distinct geographic areas.
. Assessing the current PDO process and recommending critical
improvements.
. Establishing zoning and permit flexibility for downtown and other
in-fill areas to stimulate increased use of existing land and building
resources before developing new.
. Establishing 0 "permit portner" program at city- and county-level
regulatory offices, to: A) provide clear instructions to business
applicants seeking new development, building improvements, etc.;
B) establish and clarify a project review timeline; C) troubleshoot
review glitches or discrepancies; and D) offer insight or strategies
for achieving defined policy or performance objectives. Provide a
directory of related professional services offered locally.
. Designing and testing a "model permitting and development review
package" that clearly articulates development targets, and outlines
o step by step review process to toke place within a specified
period of time. This could first be applied to housing developments,
and if succes.sful, expand to additional development types.
14.2 Produce a Business District Plan, encompassing all of Benton County, Benton County, EVP, City of ,...
which identifies the type and intensity of business development desired Corvallis
at each location. This could be done os port, or outside of the County's
strategic planning process.
14.3 Incorporate project review incentives, such os permit fast-tracking, for City of Corvallis*, Benton '...
projects that utilize sustainable building practices. Consider adjusting County, EVP, Chamber
selected SDC (System Development Charges) charges when a proposed
development achieves some {significant) other kind of public benefit (e.g.
increased density, park development, less burden on public
infrastructure, etc.).
Prosperity That Fits
Corvallis-Benton County Economic Vitality Partnership
28