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Home My WebLink About2011-0620 Study Session PACKET CITY OF ASHLAND CITY COUNCIL STUDY SESSION AGENDA Monday, June 20,2010 at 5:30 p.m. Siskiyou Room, 51 Winburn Way 5:30 p.m. Study Session 1. Look Ahead Review 2. Does the Council wish to schedule consideration and adoption of the recommended Economic Development Strategy for the July 19, 2011 regular City Council meeting? [45 Minutes] 3. Does Council agree with the TOT funding allocation proposed by staff? [45 Minutes] In compliance with the Americans with Disabilities Act, if you need speciat assistance to participate in this meeting, please contact the City Administrator's office at (541) 488-6002 (TTY phone number 1-800-735- 2900). Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35. 102-35.104 ADA Title I). 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CITY OF ASHLAND Council Communication Meeting Date: Department: Secondary Dept.: Approval: Draft Economic Development Stratein' June 20, 20]] Primary Staff Contact: Administration E-Mail: N/A Secondary Contact: Martha Benne Estimated Time: Adam Hanks adam@ashland,oLus Martha Bennett 45 Minutes Question: Does the Council wish to schedule consideration and adoption of the recommended Economic Development Strategy for July 19,20]] regular City Council meeting? Staff Recommendation: The Policy Committee and Technical Advisory Committee recommend the attached Economic Development Strategy for Council adoption, Staff recommends that Council discuss the draft strategy, request any additional information, suggest any areas where Council has concerns, and schedule, this for formal Council consideration and adoption at your July] 9,20] ] City Council meeting Background: Council adopted a goal of revising its strategic direction in 2007. ]n 2009, the City Council adopted a revised that goal to more specifically,call for: The development and implementation of 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 of family-wage jobs in the community . Leveraging the strengths of Ashland's tourism and repeat visitors ]n the fall of2009, the City Council appointed people to two ad-hoc committees, a policy group and a technical advisory committee. These groups began working in November 2009, and the process they followed is outlined in the draft strategy, beginning in the appendix. Strategy Focus The Economic Development Strategy provides policy and operational direction for local economic development activities. The City is an active participant in supporting the local economy through infrastructure improvements, allocation oftransient occupancy (TOT) funds and other day to day activities. To better focus City efforts in support of our local economy, the Strategy is targeted to a subset of our overall local economy, The strategy recommends that the City focus on existing businesses that utilize a competitive advantage from innovation, creativity, design and technology to produce specialty and value added goods or services with a market beyond the local economy. Page I on ".11 ._~ CITY OF ASHLAND This targeted approach places emphasis on growth from existing businesses as well as those that gravitate to Ashland for its quality of life and other amenities rather than from formal business recruitment that may create short term job growth but can be unstable and not compatible with our community over the long term, Maximization of the local business network As a parallel target to the business profile/attributes, the Strategy contains actions to increase,local to local business purchasing, integrating local purchases into the supply chain, which replaces or substitutes goods and services that would otherwise be brought in from outside of the region. Regional Coordination The Strategy also relies heavily on coordination and collaboration with local and regional economic development partners as many different groups share common goals and objectives. In many of the strategy actions proposed, the City's primary function is to act as a facilitator between local businesses and local and regional partners that provide specific services and resources to ensure that local businesses are able to take advantage of the various services and programs offered. Tourism Ashland's tourism sector plays a significant role in our local ecpnomy and functions similarly to a traded sector business in that tourism brings money from outside the region into Ashland's local economy, The Strategy focuses attention on increasing tourism events and activities in the fall, winter and spring to maximize the utilization of existing tourist infrastructure (hotels, B &8's, restaurants, etc) providing more seasonal stability to tourist related businesses, Additionally, the Strategy encourages the development of programs, events and activities that expand the diversity of the demographic profile of our tourists reducing our existing reliance on Ashland's significant theater related tourism, Public Infrastructure The ability of businesses to succeed depends on access to the tools needed to operate, The City is a major contributor to the transportation and utility tools many businesses need to succeed, Several actions in the Strategy direct planning and future infrastructure resources to these critical tools, The use of urban renewal to fund needed improvements in our fommercial and employment cores is one example of project and funding planning needed to ensure that local businesses have access to the tools needed to thrive. The City also has a role in how the development of property occurs and this Strategy recognizes the input of many who had concerns with the regulatory process required to construct and operate a business in Ashland, Removing unneeded land use code obstacles and a more collaborative relationship between the City and development applicants are two key issues addressed in this Strategy, Implementation Six of the thirty-one proposed implementing actions are listed as priority one actions, with many other actions dependant on the initial success of these top six, Staff recommends Council focus their discussion at the Study Session on the priority one actions of the strategy, . Conduct a targeted Business, Retention and Expansion (B,R&E) Survey . Designate City Staff "point of contact" for Economic Development Page 2 of3 ~~, CITY OF ASHLAND . Formalize relationships and roles for Ashland specific strategy implementation among major partners . Maximize impact of existing City Economic Development grant process . Evaluate the use ofurhan renewal districts to spur private investment (in progress) . Improve the land use development process Discussion Items I, Does Council agree with the overall strategy focus? 2, Does Council have feedback on the Priority One Actions? Related City Policies: Economic Opportunities Analysis, March 2007 Ashland Comprehensive Plan Chapter VII, The Economy City Council Goals, 2009-2010 Council Options: I) Request Staff to place the Strategy on the July 19,2011 regular Council meeting agenda for formal consideration and adoption 2) Identify areas of concern within the Strategy for Staff to address and incorporate into the final draft Attachments: Draft Economic Development Strategy - Complete document Economic Development Committee Member List - Policy and Technical Advisory The Citizen Involvement Report can be found at www.ashland.or.us/files/CI Final Report,pdf Additional background information on the Economic Development Strategy can be accessed at www.ashland.or.us/econdev Page) of 3 ~~, > Economic DEVELOPMENT STRATEGY Enhancing economic strength in community DRAFT VERSION 2.5 June 1, 2011 ,., Ctf _ 0' ASHLAND The Task In January of 2009 the City Council met for an all day retreat to set their collective goals for the next 12 to 18 months, One of the resulting goals was to create an economic development strategy, 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 of family-wage jobs in the community . Leveraging the strengths of Ashland's tourism and repeat visitors To act on the goal, the Mayor and Council created an ad-hoc Economic Development Committee, 'The committee was made up of a wide cross-seelion of community stakeholders, local business owners and technical experts from the region and divided into a Technical Advisory Committee (TAC) and a Policy Group, The Questions The development of the strategy began with the committee asking themselves a series of questions about Ashland and its economy: What is economic development? Economic development describes a broad and sustainable increase in the standard of living, which includes quality of life as well as income, While there can be many definitions of economic development, the Committee defined it as: Economic development represents the communily's commitment to the creation, retention, and expansion of businesses and other ventures that enrich our community by creating goods and services that provide employment opportunilies while maintaining and enhancing the overall quality of life. How is our economy different? (Advantages) While much of the local economy is connected to the regional economy of the Rogue Valley, Ashland has several key, and interrelated, comparative economic advantages: HIGH QUALITY PERFORMING ARTS CLUSTER The Oregon Shakespeare Festival lies at the center of this cluster and OSF's growth and intemational reputation, in addition to its direct impact on the local economy, has played a significant role in the expansion of the performing arts as,well as the more broad creative arts cluster. Page 2 of 40 > Economic DEVELOPMENT STRATEGY fltllonciria e'o~omjc Hlerl!!/!! i~ Cor'H1I(lnilY HIGH OVERALL QUALITY OF LIFE The presence of Southern Oregon University, quality K-12 education, cultural and outdoor recreational opportunities, urban amenities and natural beauty makes Ashland unique among small towns in the West. This quality of life attracts new residents, fosters engagement and investment in the community, connects with people developing ideas and new businesses, .and keeps existing businesses in the community as they grow and develop. HIGHLY EDUCATED RESIDENTS, BUSINESS OWNERS AND VISITORS Interwoven with and often generated by the quality of life, perfonning and creative arts and higher education opportunities is a distinct advantage relating to the high educational level of Ashland's residents, business owners and visitors, What is working for us now? (Strengths) In the past 20 years, Ashland's economic stability has relied upon several key sectors, such as: . Southem Oregon University . Oregon Shakespeare Festival . Lodging, (estaurants and speciatty retail . Value added specialty manufacturing . Specialty food and beverage innovation Efforts and actions that support these existing sectors should be maintained or enhanced and include: . Leveraging high quality visitor experience efforts as a gateway for visitors who may be considering starting or relocating a business,' Many visitors attracted to Ashland as a destination to visit may also be attracted to the economic environment. In contrast to targeted business recruitment, this effort infonns those that already have an interest and connection to Ashland, . Reinforcing the creative arts and cultural attractions both for their importance to the visitor sector and the significant employment and wage role they play in the local economy . Providing and maintaining a high quality of life through communny events, natural environment protection and enhancement and recreational opportunities that appeals to citizens, visitors and those considering relocation . Providing resources and incentives for businesses to operate sustainably What is not working? (Weaknesses) Many of the qualities that create 'or enhance the quality of life of the community also contribute to local economic weaknesses or challenges, Some of the key weaknesses include: . Seasonality of the tourism sector . Comparatively high cost of housing . Distance to/from major economic markets . Relative lack of employmenUindustrialland supply Page 3 of 40 > Economic DEVELOPMENT STRATEGY Ell/lancing economic srrenglh in corMlclnily . Age demographic older than region, state and national averages Gaps and deficiencies in economic development services and support efforts exist locally and need to be identified and addressed, including: . Active support services for micro and small emerging businesses growth . Workforce development - employment pathways for new entrants, targeted training and recruitment . Direct, understandable and effective business location/expansion approval and development process from project idea through construction completion - Land supply, infrastructure, codes/regulations, etc . Local business to business partnering to increase buyer/supplier partnerships What do we want? (Vision) The Economic Development Strategy Committee developed a draft vision of Ashland's economy to guide the economic development strategy. 2030 VISION STATEMENT Ashland is a vibrant and livable community, with a unique combination of perfonning and visual arts, natural beauty, outdoor recreation, business entrepreneurship, urban services and small- town friendliness, Its economy is adaptive, resilient, and flexible, bui~ on a world class foundation of the arts, education at all levels, and a creative business sector that thrives on innovative and imaginative solutions to local, regional and global challenges, Its economic health is supported by high quality public services that include a commitment to connect our residents and businesses, physically and virtually, to the global economy, A focused tourism program infuses our community ~ith visitors from around the globe who may one day want to live and operate a business here, All of the combined efforts of our community are conducted with an active and open civic culture that welcomes and expects a diverse range of opinions and ideas, How do we get there from here? (Strategy) Successful economic development is a collaborative effort encompassing not just business and the public sector, but organized labor, academia and the not-for-profit community, The strategies and associated actions proposed in this plan rely on many community stakeholders for their success, Page 4 of 40 > Economic DEVELOPMENT STRATEGY fltltancfng economi< srrengllt in COf1101Unfly To be effective and efficient with the limited resources for economic developmen!, the City's economic development strategies and actions will be focused on: . Existing businesses in the community with a commitment to operating their business and living in Ashland . ,Businesses that rely on and earn a competitive advantage from innovation, creativity, design and technology in their operations for new product development, creation or expansion of niche markets, process improvements, etc . Businesses that produce specialty and value added goods or services with a market beyond our local economy . Businesses that purchase from the local and regional economy for supply or provide goods or services that reduce the need of the community to purchase goods or services from outside of region, For long term economic diversity and success, specific actions will be directed towards businesses with an identified business profile and operating attributes that complement and take advantage of Ashland's local economic, physical and community climate, Business Profile/Attributes Operating structure locaJ design, engineering and pre-production development with larger scale production occurring elsewhere Organizational strudure locally based top leadership/decision making team with some operation functions possibly ocaming elsewhere Workforce Educated, creative and innovative (and appropriately compensated) CommunJcatlons Access to high speed broadband internet services Physical Space Umited need for large outdoor storage, large seaSe production fadljlies or significant off-aile water or energy needs tor local operations Organizational values Quality of life as 8 key business and personal measure of success. The combination of the four target areas and the profile & attribute focus will also assist in leveraging the efforts of our local and regional economic development partners and give visiting or relocating entrepreneurs a clear sense of the community's economic focus, The Plan The following strategies have been developed and formed by the Committee to meet the objectives set by the Council and to target the types of enterprises described above, Many of the strategies and implementing actions overlap, reinforce and support one another. The specific implementing actions Page 5 of 40 > Economic DEVELOPMENT STRATEGY EnhanCin!l ecalloo'llic slle'lglh ill commanilY associated with the individual strategies are described in detail in the table below and contain suggested lead entities, partner groups, timelines, performance measures and cost/funding sources. The final plan will function as the working road map for implementation and will be used to provide plan and action updates and m,easurements of progress and success. As new economic needs and opportunities arise, the action plan will be updated to reflect new strategies and actions as approved by City Council, The seven strategies (or objectives) selected to implement the focus areas listed above are: . Assist local existing and emerging business stabilize and grow . Improve long term coordination and collaboration with local and regional economic development partners . Increase availability of investment cap~al for local businesses . Provide local educational & technical skills development to match local business workforce needs . Increase tourism in the fall, winter and spring and diversify the types of events and activities promoted . Provide appropriate land supplies for needed business growth/expansion with quality infrastructure to all commercial and employment lands . Manage lhe physical development process to ensure understandable requirements with timely and predictable results while safeguarding and improving the quality of the environment and the community Implementation Many of the individual actions linked to the seven strategies require agreement, coordination and engagement of multiple local and regional partners for their success. The priority level 1 actions represent the activities that have been deemed most critical to the early success of the overall strategy and also help define the path and priority of the remaining actions, Priority one, two and three actions contain both City led and key stakeholder led activities and projects. The City will engage key stakeholders and solicit their agreement and involvement in taking on a lead role in many of the specific actions with the City playing a supporting/coordinating/facilitating role, Priority two and three actions are no less important but typically are dependent upon other priority level one or two actions for their specific charge and implementation, For an estimated implementation schedule including relationships and dependencies between individual actions, see appendix A. Page 6 of 40 ~ EcononUcDEvELOPMENTSTRATEOY Ellhancing eca~()mjc SIIe~glh i~ communi!)' 1, Assist local existing and emerging business stabilize and grow . Partners il--- 1.1 Conduct a targeted Business Retention and Expansion(B,R & E) survey Ii ., o! 1 Chamber, City " " An overwhelming percentage of job growth in any community comes from existing business growth and expansion. Understanding what our existing businesses are challenged with gives the City and its partners the ability to assist businesses with those challenges, cooperatively identify and navigate future obstacles and opportunities with the ultimate goal of long term sustainable business growth locally, Several B, R& E surveys have been conducted in the past and have been useful in understanding the existing cond~ions for our local businesses, The survey will focus on businesses meeting the business profile and attributes Ident~ied above (The Strategy - pg, 5) and will identify "red flag" issues that may be impeding the growth of these businesses as well as areas of strength and potential where targeted attention could fuel growth and expansion. This process will assist in setting the priorities for many of the actions w~hin the strategy, Understanding what businesses need and how to provide it to them is a critical function of these surveys and will drive the actions and programs taken by the City and its partners. 1. ASSist local existing and emerging bUSiness stabilize and grow . .. - , . Partners 1.2 Designate City,'Staff "point of contact" for Economic Development needs/projects/interactions " 1 City While many City Departments have roles and responsibilities that affect the local economy, there is no one "go to. staff contact for many local economic development issues. A designated point of contact would coordinate needed Department resources/responses and communicate internally on economic development related inquiries/needs. This staff assignment would also manage/monitor the City's participation in the Economic Development Strategy, including data collection/distribution, metrics reporting, updates to the Strategy and assist with collaboration and coordination with other local and regional economic development partners, including grants or other funding opportunities consistent with the Strategy. 1. Assist local existing and emerging business stabilize and grow . I Partners ,- 1.31In~r;as~{6p-p';;'~~~iti~S f~~ 1~~a1 iriPBn;SUbstit~tion and -0;'1,1- ,'- 2 ': I,:,~, ',e, il,.,.~,.~\f,.'e..;~,,),'i(;"','.,t,"y',..,,';s.(i),,\:J,', "'~,'I' -< '''\";1<1 ~.... . ., I, . --'::':)"m~~~j.":,,.,:.,- -- _ . local to localip:u7c'tiasing I'" I! TWRI~E1.(lli,': ' , ! , :~.)l\;'7:'_">tf";"__~ In efforts to increase local business sustainability and to increase the local money multiplier effect,.a local supply and demand inventory would map what local goods and services are available and analyze Page 7 of 40 > Economic DEVELOPMENT STRATEGY ~lIhancin9 economic lflen9lh in community what may be missing locally that is currently being provided outside of our local economy, Much work in this area has already been started by local pa'rtners, Leveraging and expanding on this existing framework will quickly move the focus beyond the supply inventory and into the demand side of the equation, followed with ideas and solutions for encouraging/facilitating the local filling of the gaps in both supply and demand, Tools and programs can be developed or expanded to increase local to local purchasing within all business sectors from government to tourism to traditional traded sector/export based on data from the local business inventory, with particular emphasis on local supply chain needs versus local to local consumer purchases. 1. Assist local existing and emerging business stabilize and 9row .' . . Partners 1.4 Create/Expand a local business resource & mentoring program 2 Chamber, City, SOU/RCC-SBDC, SVTG The community has an impressive stock of successful business owners, entrepreneurs, expert academics and others to leverage with programs to connect their experience and expertise with existing and new/emerging local businesses and non-profits to provide guidance and assistance as they grow and prepare for a sustainable bUSiness future. Some structure is already in place w~hin the region for this type of program and could be more formally embedded locally through coordination and collaboration with a business incubator such as the Sustainable Valley Technology Group, SOU and its Small Business Development Center (SBDC), The Jefferson Grapevine !lnd others, 1. Assist local existing and emerging business stabilize and grow .' - - Partners 1 ,5Assist local businesses in energy, water, waste, supply chain reductions and efficiencies 3 City, Recology, Parks & Rec, DEQ, Avista " , The City of Ashland created an Ashland Green Business Program four years ago, managed and staffed through the C~y's Conservation Division, as a coordinated multi-agency team (City-Water, City-Elecbic. Recology-wasle, Avista-Nal gas, DEQl to help businesses wanting to increase the efficiency and sustainability efforts of their business operations, The program conducts audits in all major consumption categories and works with businesses to develop plans and strategies to reduce initial consumption, reduce waste and eliminate toxic' materials, In addition to reducing operating costs for local businesses and preserving community resources, successful implementation of audit findings result in job creation for the local constructionltrades sector. This existing framework can be strengthened to expand services offered, increase the number of businesses that can participate, increase the level of detail and follow-up and coordinate funding programs and opportunities to meet the "green audit" results, Page 8 of 40 > Economic DEVELOPMENT STRATEGY (llhOIlCi1l9 ecollomj( slIell!llh ill communllY 1. Assist local eXisting and emerging business stabilize and grow .' . . Partners 1,6 Determine feasibility/demand for a local business assistance/support office 3 BizOR, Chamber, City, SOREDI, SBDC, RCC, SOU Currently, most business development assistance offices, resources and services are located in Medford (SOREDI, SOU Small Business Development Center, Job Council, etc) and may be underutilized by new, emerging/expanding Ashland businesses, Using results from B, R & E surveys and input from regional economic partners, options for increased involvement at the local level would be identified, If feasible options exist and the B, R & E results indicated demand, a local office would provide local businesses and potential start-up's much closer physical access to regional resources and would also assist with overall coordination and collaboration between economic development related agencies (See Strategy 2,0) 2. Improve Long Term Coordination & Collaboration with Local and Regional Economic Development Partners . Partners 2.1 Formalize relationship and roles for Ashland specific strategy implementation among major partners (City of Ashland, Chamber, Jackson County, SOREDI, Business Oregon, Job Council, etc) 1 BlzOR, Chamber, City, JackCo, SOREDI, SOU, RCC, SBDC, THRIVE ,t The City currently participates as an ad-hoc partner with most of the local and regional economic development agencies in the Rogue Valley, but participation is typically connected to specific and often unrelated tasks or issues. The final adopted Economic Development Strategy will be utilized to identify common objectives between agencies. A joint strategy agreement will assist in leveraging common strategic goals between agencies over time and could result in joint grant applications, clearer delineation on staffing roles/responsibilities for joint projects, etc, 2. Improve Long Term Coordination & Collaboration with Local and Regional Economic Development Partners , . Partners ". 1'1 BizOR, Chamber, , , City, JackCo, I ; SOREDI, SOU, RCC, i !. I i i SBDC, THRIVE I 2.2 Create formal and routine communication with all regional economic development partners 2 Embedded within action 2,1 above, develop a joint communication plan that provides a meeting structure (live and virtual) for all regional economic development partners to share current activities, common issues, problems, future plans and ideas and generally have a belier sense of the individual actions that are occurring in the region. This could result in embedding regional economic development Page 9 of 40 > Economic DEVELOPMENT STRATEGY fllhancin9 economic srren91h in commt,nilY issues into existing meeting structures or by the creation of a new partner meeting structure to focus specifically on economic development related issues. 3. Increase availability of Investment capital for local business . Partners 3.1 Maximize impact of existing City Economic Development Cultural Grants Process 1 City, Chamber, Grant Recipients - _.1 The grant process has been modified several times in the past with the existing process working b!-lt possibly not maximizing the effect of the funds dispersed in the community, Issues for discussion include: 1) More defined performance measures and results reporting 2) Narrower definition of economic development (focus on jobs retained/created) 3) More distinct deliniation between economic development, tourism and cullural impact of applicants 4) Higher minimum grant award (currently $2,500) to increase impact vs, lower minimum grant award for more broad distribution of funds' 5) Preference for applicants whose grant proposals address/take on priority actions of the Economic Development Strategy, 6) Criteria based preferences for applicants serving local start-up/emerging businesses (micro- lenders/seed capital/angel funding, business incubators, etc, 7) Preference for applicants within or serving target attributes/profile (pg, 5) 8) Preference for applicants proposing to fill gaps in the local business import substitution inventory (see action 1,3), 3. Increase availability of investment capital for local business . Partners 3,2 <j:reate opportunitie,s for increased local access to funds 2 City,Cham,ger, , SOREDI BiZOR .. -..,' - . SBDC;THRIVE Access to capital can be a major impediment to either starting or expanding a business, Local and regional banks have some flexibility and priority for local businesses, but are limited to some degree by national forces in how capital to start-up and emerging businesses can be provided, A review and assessment by local business assistance and lending professionals of current business capital programs and access/availability coupled with recommendations of additional opportunities to pursue to meet the varied scale of capital needs from small start-ups, to expansion to bridge loans including: 1) Utilize local personal investment to assist with local private capital needs rather than out of region investments (i,e, Southern Oregon Angel Conference), 2) Pursue local revolving loan program funding through USDA-Rural Development (REDL&G, RBEG, ete), US Economic Development Administration, etc. that could be managed by a number of different local partner groups Page 10 of 4D > Economic DEVELOPMENT STRATEGY Enhancing economic slIeng!h in commi,nilY 3) Establish a micro-lending program to fit the needs of small start-up/emerging businesses 3. Increase availability of Investment capital for local business .' . . Partners 3,3 €reate a coorainatea econ6ni18r;Jeio~ment informatio ana mafl(etlng Illan to m,!~x,.t!);lj~!;11?,'!,tiJi,~"communication too~~.~~Z\':~b?::~'~:':ft~~~':';:~~-.'~~~:"if_r~.}~_~~~-f:::i:-~_ The community has a variety of public communication resources such as City, Chamber and other economic development partner websttes, social media outlets, direct mailing lists, e-newsletters, community TV (RVTV), postings in community meeting spaces, City Commission & Committee packets, etc, A coordinated information and marketing plan would provide consistent and complete local and regional economic development information and services for the region, The system would integrate partner agency content to automate distribution across partner communication platforms for maximum efficiency and reach to the business community and the public. 4. Provide local educatIOnal & technical skills development to match local business workforce needs . Partners .~,,-,'; ,-.-. "co' -....-. To develop and increase interest and skill sets of local students and provide "real-life" experiences in small business development and entrepreneurship, a placement system would increase the availability of local internship opportunities. The system would solictt local businesses to commit to taking on an intern (with some predetermined minimum qualifications) for a specified period of time to provide exposure to the working elements of the business, Businesses prosper from free or low-cost labor, with a possibility for a longer term employee, and students gain invaluable hands-on experience connecting school work with real world applications, 4. Provide local educational & technical skills development to match local business workforce needs .' . . .. Partners Using the employment needs data from the business retention and expansion survey results (action 1.1) and other local and regional partner data, develop and market relevant training opportunities to increase the skill base of the existing workforce through a variety of channels (online, classroom, small group, webinar, one on one, etc) that relate to and supply skilled a workforce that meets the needs of the identified target clusters/profile, Page 11 of40 > Economic DEVELOPMENT STRATEGY Elthaneing economic slfenglh in eomm(lnilY Identification of local business employment needs would provide guidance to ASD, SOU, RCC and others in program planning and could connect with other initiatives in filling employment needs with intership programs, additional strategic partner developments (OIT?), etc, This data could assist students who want to remain in Ashland or the Rogue Valley by identifying educational pathways that would increase the likelihood of obtaining quality employment locally upon completion of their education, 5. Increase tourism in the fall, winter, and spring and diversify the types of events and activities promoted .' . . Partners 5.1 Maximize City funded marketing efforts targeted for "year- round" tourism 2 Chamber, City I l The Chamber of Commerce has been the community's tourism and marketing source for many years effectively utilizing Chamber member funds, City hoteVmotel tax (TOT) funds and other sources of funding to develop and deliver targeted promotional campaigns to attract visitors to Ashland, Beyond that success, the Chamber has created campaigns that have leveraged our existing strengths to expand and grow. While being mindful of the need to maintain peak season efforts, funding specifically for "year-round" promotional efforts could further strengthen the tourism sector of our economy, building on existing campaigns and initiating new campaigns that target the co",munity's stated economic priorities of reaching the full spectrum of age demographics, promoting eco- tourism/sustainability/outdoor recreation in addition to creative and performing arts, full utilization of existing tourist infrastructure, etc. Performance measures tied directly to the targeted marketing efforts would display progress and success. I ~ " 5. Increase tourism in the fall, winter, and spring and diversify the types of events and activities promoted .' . . Partners '5:2 D'etermine market feasibility for a convention/community center 2 Chamber, City,OSF, SOU By lacking large meeting spaces, Ashland is disadvantaged as a large group destination location, Many professional associations, educational groups, club annual meetings, etc no longer consider Ashland as a potential site, Additionally, many local business, non-profit and community events are challenged to find quality space to conduct their on-going events, Analysis of existing and available data to determine the demand and viability for a convention/community meeting/event center would provide the community with an objective understanding of the appropriate size/scale, most viable site location, needed/desired associated complementary amenities, site needs/constraints, cost estimates, funding opportunities, ownership and operations options, etc, of a meeting/event space, Page 12 of 40 > Economic DEVELOPMENT STRATEGY fllhancing economi( slrenglh in (omnll,nil)' , 5, Increase tourism in the fall, winter, and spring and diversify the types of events and activities promoted .' . . Partners 5.3 Develop a capital improvement plan and maintenance strategy for the Plaza and downtown 2 City Downtown Ashland is the heart of the communijy for both residents and visitors, It sets the tone for our tourism economy and plays a strong role in the quality of life of residents. Because of its importance and the heavy use it receives, elements of the infrastrucutre and associated amenities are in need of repair, Improvement, or replacement, including trash cans, benches, bike parking, sidewalks, lighting, landscaping, etc, Addijionally, parking needs must be considered including how it is managed (time limits, charges, loading, bus, etc), how much and what types are available, Public art is also a way to further showcase the community and strengthens the ties of our cultural tourism promotion, quality of life for residents and energizing of the plaza/downtqwn. This strategy could be implemented on one end of the spectrum by a complete Downtown Plan, or a small task force to establish a"to do list" over a period of years, Funding could come from a variety of possible sources, including tourism qualified lodging tax capital projects, urban renewal district funds, parking ticket downtown business district fee, Possible task priority and timing: . Plaza redesign/upgrade (2011-12) -Increase pedestrian functlonaUty and available space for special event use, improve seating uses and configurations (benches, tables, chalrs), Improve plantlngsloveraU landscape, provide adequate lighting . Trash can replacement (2012-13) - existing cans have no Ud and plastic container very visible within outer shell. Recycling containers wiD be Integrated into the replacement schedule (none currenUy In the downtown) . Black Swan Fountain & Plaza redesign/upgrade (2012~13) - Existing fountain leaks and needs complete rebuild. May redesign/change fountain to be more Interactive. Seating and general use needs review and updating, . Ughting upgrades (2012.14) - Replace, add new andlor convert existing downtown pedestrian scale lighting with LED for better light, lower consumption and less maintenance . Tree grate installation (2012-14) - Removal of brick pavers, replace with metal grates. . Parking Utilization and Management Plan (2013.14) - An Inventory and assessment of aU pubJlc parking locations, time limits and frequency of use (occupancy rates) to detennlne maxbnum use configuration. Assess advantages/disadvantages of possible paid parldng to Influence paftdng demand and occupancy rates within select, high demand locations. . Street light pennant upgrade (2013-14) - OSF replacement of 30+ 1950-60'9 era pennants with new short term pennant locations available for new permit applicants . Public Art installation (20~3-14) - Significant public art Installation In the plaza space between Fire Station #1 and the Library Page 13 of 40 > Economic DEVELOPMENT STRATEGY fllhon~in!l e~onollljc srrenglh in COIllOlUnity 6, Provide appropriate land supplies for needed business growth/expansIon with quality infrastructure to all commercial and employment lands II Partners 6.1 Evaluate the use of Urban Renewal Districts to spur private reinvestment in targeted commercial employment areas of Ashland (in progress) ._.___ __ _ _J...__ As part of the recently completed Croman Mill Master Plan, an infrastructure financing task was included to address potential ways for needed infrastructure (streets, utilities, etc)to be installed to encourage/induce development of the property, Because the predominant tool used for infrastructure finimcing is through tax increment financing (TIF) in designated Urban Renewal Districts,(URD) the City Council decided to expand the scope of the task to include a feasibility study for URD/TIF in and around the Croman Mill site, the Railroad properly area and the downtown, The feasibility study,to be completed July/August of 2011, will provide the Council with information on the potential revenue streams, likely development growth, project cost estimates, etc for the three primary employment areas in Ashland, If feasible and desirable, an Urban Renewal Plan would be developed with boundaries formed, projects defined and prioritized and a frozen tax base set. 1 City Before deciding on implementing URD, the City and its stakeholder partners (other taxing districts, economic development partners, private property owners, citizens, etc) will need to meet to understand how URD and TIF work, how it affects the various stakeholders, and recommend to Council whether or not and Urban Renewal Distrlct(s) should be formed, 6. Provide appropriate land supplies for needed business growth/expansion with quality mfrastructure to all commercial and employment lands II' . . , , . Partners 6,2 Complete and maintain publicly accessible real-time online buildable lands inventory 2 City A buildable lands inventory (BLI) has been maintained over the years by the Community Development Department with updates done in approximately five year intervals. This action would provide the City and the overall community with real-time up to date information,on existing vacant lands, redevelopable lands (partially vacant or under developed) and land inventory by classification, In addition to the traditional work of a BLI update, this action would connect land use development approvals to the BLI database and "self-update" as development occurs on property in Ashland. Additionally, the database would be available online to the public in easy to view and download formats, Both public and private sector decisions on annexation, zone changes, land appraisal and business site selection would benefit from a real-time BLI, Page 14 of 40 > Economic DEVELOPMENT STRATEGY EnhanCing eCOnomic slrellglh ill commonity 6. Provide appropriate land supplies for needed business growth/expansion with quality Infrastructure to all commercial and employment lands III' . . .- - -,". Partners 6,3 Complete transportation and utility service connections to all commercial and industrial lands in the City lim~s and UGB 2 City _ll_ Utilizing the data and recommendations from the work done in actions 6,6(business expansion analysis) and 6,5(shovel ready), transportation and utility improvements would be identified, prioritized and incorporated Into the City's annual Capilallmprovements Plan (CIP) to meet future commerciaVindustrial/employment demand. As with all CIP projects, funding sources could include SDC's, grants, dedicated revenues (gas tax, etc), charges for services (electric, water, wastewater, etc) urban renewal (if implemented), etc, 6, Provide appropriate land supplies for needed business growth/expansion with quality infrastructure to all commercial and employment lands III' . . Partners 6.4iPursue'the expansion of a State E-Commerce Zone within Ashland 2 BizOR, Chamber, City, JackCo, SOREDI The Oregon Enterprise Zone program allows a local community to designate a portion of their commerciaVindustriallands to be eligible for property tax exemptions for three years with the potential for up to five years. The program is intended to provide a short term incentive for businesses making cap~al improvements to a property within the desigated zone, While the standard Enterprise Zone may be attractive to some existing and potential businesses in Ashland, of possibly more interest and potential is a secondary layer, called the E-commerce zOne that expands the incentive to include specific E-commerce investments made by businesses w~hin the zOne that wouldn't qualify for the capital improvements requirement of the standard Enterprise Zone, such as computers, networking equipment, servers, software, etc relating to the E-commerce portion of their business, Currently, Slate law limits the number of E-Commerce designations within Enterprise zOnes. With the existing and emerging retail and software/services sector of our local economy, an E-Commerce overlay to an Enterprise Zone could assist in the future growth and strength of that sector. The City and its local and regional partners would need to work with the State to legislate an expansion opportunity of the E-Commerce zone regulations. Page 150f40 > Economic DEVELOPMENT STRATEGY enhancing eCOnomic slle,nglh in community 6. Provide appropriate land supplies for needed business growthtexpansion with quality infrastructure to all commercial and employment lands III Partners , ~, 6,5 Evaluate land availability for business expansion on lands on or adjacent to existing businesses 3 ,: BizOR, Chamber, City, SOREDI . ). ~- As most job growth comes from the expansion of existing businesses, it is critical to evaluate lands where business expansion is likely or desired to understand arid anticipate obstacles and barriers of the adjacent lands for expansion while also looking forward using expected market growth need estimates over the next 10-20 years. Using the Urban Renewal District feasibility study, the EOA, the updated BLI, the B, R & E results and other related data, an initial analysis would be prepared, A small task force of local business and land development professionals could review and evaluate existing business expansion opportunities (adjacent lands), new business land needs consistent with identified target areas (profile/attributes action 1,1) and land needs and opportunities within the existing Urban Growth Boundary (UGB). The evaluation will include elements such as, infrastructure needs for the identified lands, existing and proposed zoning regulations and identification of potential conflicts with expansion forecasts/needs, etc. The results may indicate the desire and benefit for proactive adjustments to the zoning regulations, the inclusion of specific public projects in the City Capital Improvement Plan (CIP) andlor other policy modifications. The results will also provide those businesses contemplating expansion wilh upfront analysis of the practical and policy implications of a proposed expansion, removing much of the unpredictability of that process, 6. Provide appropriate land supplies for needed business growthlexpansion with quality infrastructure to all commercial and employment lands III' . . Partners 6:6 /Determine feasibility and cost/benefit for public purchase of key industrial lands to make 'shovel ready' for re-sale for business development 3 I! BizOR, Chamber, , ' I, City, SOREDI , ..... ____ ..__~____.._.________ __ ._____.__.____~ ~__ ____-"~l__._____._ ___ ___ ____, This feasibility analysis could work in conjunction with the business expansion analysis (action 6,3) or could be conducted independently with the intent of identifying lands that the open market has neglected, determining the existing barriers to development (lack of services, access limitations, zoning restrictions, abatement needs - environmental and physical, etc) and evaluating whether direct public financial involvement may be the most appropriate tool to address those barriers and make those lands more financially attractive and operationally functional for private development (i.e" the railroad property) Page 16 of 40 > Economic DEVELOPMENT STRATEGY E1thanCin9 ~COqOmiC l(reqglh jq comrlwnily 6. ProvIde appropriate land supplies for needed business growth/expanslon with quality infrastructure to all commercial and employment lands III .. . . ~ Partners 6.7 Complete and maintain real-time occupancy data (availability, price, contacts, etc) 3 Chamber, City, " SOREDI, Private c Similar to the real-time BLI, a real-time commercial occupancy inventory can assist in determining the supply and demand for the full spectrum of space needs based on what is already built and available, from retail to office space to industrial buildings, Having a comprehensive inventory in one location also assists the development community in determining the market demand for proposed development projects, The occupancy inventory also provides businesses looking to start-uplrelocateJgrow with one comprehensive source of information to initiate that process, This project could be developed as a public/private partnership with the real estate community and could be built as a layer of the BLI or could be developed as a stand alone database, similar to and maybe connected with the State "Oregon Prospector" (www.oreaoncrosoector.com) program. 7. Manage physical development process to ensure understandable requirements with timely and predictable results while safeguarding and improving the quality of the environment and the community Priority Level Partners 7,1 Improve the Land Use Development Process 1 City The B, R & E Survey from 2006-07 found the City's land use development process to limit economic development within Ashland, This opinion was repeated in many of the Economic Development focus groups and open houses held in the fall of 2010, Suggestions were made to "solve" this issue from moving to a Hearings Officer format to surveying applicants to improving public access to City staff and to documents, codes and property data, As a parallel goal to the Economic Development Strategy, the City Council charged City Staff with a goallo "Increase the clarity, responsiveness, and certainty of the development process" The goal was updated in January of 2011 to include an action plan to respond to the recommendations of both the Zucker and Seigal reports (consultant reviews of operations and code from 2006), As City Staff address that goal, Its relationship with the Economic Development Strategy will be incorporated and will be contained within that action plan, which may include elements beyond those identified In the Zucker or Seigal reports that were identified as part of the development of the Economic Development Strategy such as: the relationship between City Staff and the resident/applicant/developer, the way services and data are provided (online, handouts, front counter, field visits, video tutorials, etc), communication of the initial scoping/feedback of applicant proposals, etc, Page 17 of 40 > Economic DEVELOPMENT STRATEGY fnltOncing ~co~omjc slrerlglh j~ commanilY The success of this action should result in better coordination between applicants and City Department Staff, better communication of existing standards and processes and a more efficient and timely application to approval schedule that maintains the high expectations of the community while providing solid and predictable business expansion and development decision making abilities to applicants, 7. Manage physical development process to ensure understandable requirements with timely and predictable results while safeguarding and improving the quality of the environment and the community Priority level Partners I 7,2 Create incentives for development applications that meet certain pre-defined economic development eligibility criteria 2 City This action is based on the concept that the adopted Economic Development Strategy should contain specific goals that the business/development applicants can use as criteria for project approval, permit fees reductions/deferrals, expedited project review, etc, Criteria could include ensuring a certain number of jobs per acre, a target wage minimum (living/family wage) per job or other economic development/employment related benchmarks, The result would be three sets of criteria that would provide a roadmap for development in Ashland: 1) Design, use, function (existing), 2) "Green" criteria (LEED certification, solar, energy & water conservation targets/caps, ete) (see action 7,6) 3) Economic criteria (job creation, wage targets, etc,) 7. Manage physical development process to ensure understandable requirements with timely and predictable results while safeguarding and improving the quality of the environment and the community Priority level Partners 7,3 Consider changes to land Use Development Code that 2 City may be inhibiting redevelopment or new construction II L'__'._ __ _ ,___~u__, ~_~_~__, ,.. ________,___ This action aligns closely with action 7,1 and could be incorporated into the action plan response to the Zucker and Siegel Reports by expanding the scope of the review and resulting proposed actions. The Siegel Report was a 2006 review of the land use code to identify internal and external conflicts, inconsistencies, errors, needed updates, etc, As the action plan is developed, the scope of the response should include, or be followed with, a review of the recommendations as they may relate to current development/construction limitations or conflicts identified by the business retention and expansion survey (action 1,2) and business expansion analysis(action 6,6), Page 18 of 40 > Economic DEVELOPMENT STRATEGY Enhancing economic slrenlllh in commt/nily 7. Manage physical development process to ensure understandable requirements with timely and predictable results while safeguarding and improving the quality of the environment and the community Priority Level Partners 7,4 Update the Economy Element of the Ashland Comprehensive Plan 2 City -.:1..- _ _1 All cities in Oregon are required to adopt and maintain a Comprehensive Plan, A Comprehensive Plan contains goals and policies in 13 areas, or elements, ranging from transportation to housing to environmental resources, The Economy element was last updated In 1990, and while it remains relevant in many ways, changes in the community and the local, national and global economy along with much more current economic data and the ultimate adoption of an Economic Development Strategy indicate that an update would be beneficial. An update ensures that the overall economic development goals, strategy and direction of the community are embedded into the legal policy framework of the City and carry forward beyond the completion of a single project or individual plan document and are consistent with Statewide Planning Goals. 7, Manage physical development process to ensure understandable requirements with timely and predictable results while safeguarding and improving the quality of the environment and the community Priority Level Partners 7,5Provide public access to development related data sets (GIS Mapping) 2 I' " City " Geographical Information Systems (GIS) is the visual storage, display and analysis of any land/location based data. The City has developed a strong GIS database of utililty data (electric, water, sewer, storm drainage, etc), environmental attributes data (topography, streams, wetlands, etc) and regulatory/property data (laxlots, rights of way, buildings. zoning districts. etc), This data forms the basis for all development applications and in most cases is part of the requirements for the initial submittal. Some of Ashland's GIS data is provided to Jackson County for their successful "front counter" online mapping application, The remaining data is available internally to City Staff and available for purchase by the the public, Making all GIS data available online would provide residents, property/business owners and project developers with the ability to evaluate sites, plan for expansion/growth, prepare applications, etc Page 19 of 40 > Economic DEVELOPMENT STRATEGY fltllancing economic srre~gtll i~ community 'Ii.6 Integrate existing sustainalile aevelo[!ment conce[!ts 8< [!ractices into [!ulilic ana [!rivate aevelo[!ment stanaaras Ashland has long had sustainable development standards, including the first in the nation solar setback ordinance ensuring solar access for future installation of solar panels in 1980, As sustainable development concepts are tested and put into practice, the C~y should continue to integrate them into the land development code. This strengthens the local economy by preserving and protecting the natural environment, adding to the quality of life and can provide a degree of long term insulation from external regulations and costs outside the control of the community, as well as stimulate the growing energy water efficiency sector of our local economy, . ~ 'Ii.'Ii €reate ana ceflne guantiflalile community. "Gluality. of l!ife" incicators to measure economic aevelo[!ment strat~y. suc::::.ss, li~t~.~~net~rY.,.~~,a ,n,~~:~~ne~~ A long standing and strong attribute of Ashland's "success. is the value of quality of life, meaning that residents and visitors alike choose Ashland for non-financial reasons and often in spite of financial reasons. To ensure that efforts towards increased economic development are both successful and retain or improve the quality of I~e of Ashland residents and visitors, specific locally based indicators could provide a scorecard and could be used to make adjustments to various economic development strategies and actions based on the indicator results, 7, Manage physical development process to ensure understandable requirements with timely and predictable results while safeguarding and improving the quality of the environment and the community Priority level Partners '1l.ID~lillill~ID~~(jlJ!IDEIID (ID?~€Iil!l~~~~ ~ ~ ~o~ Commercial and public buildings form the physical backdrop for the Downtown and Railroad District commercial areas and are where our business activities take place. Many historical and newer structures have been maintained and upgraded over the years, but many have lagged behind and could Page 20 of 40 > Economic DEVELOPMENT STRATEGY ~lIhancin9 economic srren91h in communil)' benefit from targeted improvements, A fac;:ade improvement' program typically contains eligibility criteria, minimum and maximum project cost, dollar match requirement for building owner and loan or grant options, These programs are commonly funded as part of an Urban Renewal District (action 6.1), although other funding mechanisms are possible. The result would be access to capital funds specifically targeted to improvements that improve the appearance of the building, improve the viability/exposure of the business within the building and improves the overall aesthetic and feel of the Downtown and Railroad Districts, Page 21 of 40 > Economic DEVELOPMENT STRATEGY Enhancing economic srlenglh in community Funding The Strategy document is intended to serve as a roadmap for the City Council and its local and regional partners in economic development. To successfully implement the Strategy, a combination of funding sources will be required over the course of the plan, including City Economic Development Grants, Departmental operating budgets, partner funding, regional, state or federal grant funds, etc. Decisions on the allocation of City funds towards each action will occur within the budget approval process for larger expenses and within Departmental operating budgets for process and staff time only actions and projects. Individual Department Heads will utilize the Strategy as they set Departmental goals and objectives each budget season, Individual actions/project costs and funding sources will be determined on an action by action basis, as each action has different funding needs for their implementation and success. Many actions require City staff involvement regardless of the lead partner, with some triggering long term changes in City department operating methods and practices requiring supporting staff involvement. Measures of Progress & Success The primary measure of success is the creation of quality jobs in the community and the continued success of the tourism/visitor sector of our local economy. As the actions are iniliated and developed, specific and targeted measures will be developed and utilized. For more broad measures of the progress and success of the Strategy overall, the following indicators may be useful: . Percentage increase in total employment growth (overall and within the target business profile/attributes) . Percentage increase in new business license registrations (overall and within the target business profile/attributes) . Percentage increase from the Business Retention and Expansion Survey on overall business climate . Percentage increase from the Community Development citizen and applicant survey on overall satisfaction of the land use development process . Percentage increase in the median household income in Ashland Reporting The City Council will receive updates which will Include action status, changes in key stakeholder/participants, potential minor modifications to the approved action plan, target completion dates and expected deliverables, etc. Significant amendments and revisions to the adopted Strategy will be presented to the Council for their review and approval annually if needed, Initially, semi-annual progress updates will be provided to the Council and will be aligned with the City budget process to coordinate project funding decisions needed for implementation progress and success. After the first year, the reporting schedule and format can be revisiled and modified if needed. Updates to stakeholder groups will be integrated into the Council update process via email and City Page 22 of 40 > Economic DEVELOPMENT STRATEGY f/thOncing eCOnomic srrerlglh in coltlf1lllnily website, The completion of the regional economic development partner communication plan (action 2.2) will assist in ensuring long tenn communication on the strategy progress as well, Page 23 of 40 > Economic DEVELOPMENT STRATEGY fllhoncing ~concmic !lIenglh in COlllrll(lnily APPENDIX A. Implementation Priority/Schedule & Phasing B. Process Background C. Citizen Involvement Summary D. Citizen Involvement Report - Jon Lange, PhD" City Staff E, Economic Opportunities Analysis - Review and Update, 2009 - E.D Hovee & Co Page 24 of 40 ~ EcononUc DEVELOPMENT STRATEOY Enhancing &COIlOlllic SIt'&llglh ill communit)' , A. Implementation Priority/Schedule Priority 1 Actions (6 Total) Action .. ---lr-- Partners Lead City Fundmg r- - - --~--- I I 2,1 Formaaze relationships and roles lor Ashland speclflc strategy implementation among major partners I ; , I , Ii II II -~\_--- -..----- -'I-- Ii 1 II II ii _.'--______J:__ .-;~--.---lr- -~-,----- ---. 1 ',i I' ;1 ,i I 1.1 Conduct a targeted Business I Retention and Expansion (B,R&E) , survey Ln_ r - - --- i 1,2 Designate City Staff "point of contacr tor economic development needslprojectsfmteractions 1 Ii Chamber, City Chamber Econ Dav COntract --.-- -- -'--- Ii Cfty ,I " City Econ Dav budget (stafftme) _ __ ____ _ jl 3,1 Maximize impact of existing City Economic DevelopmenUCultural Grants Process 1 , _J, - -- " , BlzOR, Chamber, City, JackCo, SOREDI, SOU, RCC, SBDC, THRIVE City/SOREDI Econ Dav budget (slafftime) ': I City, Chamber, Grant Recipients,OSF City Econ Day budget I: (staff time) . -- - ..- -- - .'. - "- ----- --,---- 'I 6.1 Evaluate the use of Urban Renewal i I 1 Dlsbfcts to spur private reinvestment In i ~ targeted commerciaJ and employment areas of Ashland (in progress) City Comm OevlEcon Dav budget (Contract + Staff time) c I _:l 7,1 Improve the Land Use Development Procese n ~I 'I , 1 City Comm Dav budget (Staflllme) -~~~-- r; Priority 2 Actions (17 Total) Action , - Partners .--1' Lead City Funding i I Chamber, City, SOU, ' , " THRIVE ;1 I __u_ ,___~~_ _Ji -~~ -- ------ ~-~------~:----lj- -------------- - ,,- --~---"-~- - 1.4 Create/Expand a local busJness ': 2 I Chamber, City, SOUlRCC- TBD r"~lJfce_~ me~oring prog~,,:_ ~ L_ _~ L SOUlRCC-S~D~ __.J: SB~~ _ _J L ____. ~- ;.;~;~~e-~;a~-~~n-;----~!----)~-;~R,~~~be~,C~~ -1i Cit;/~~~E~~-:;-E~~~Yb~get ----- i communication with all regional : ; 2 1: JackCo, SOREDI, sou, : I,:, I, (staff time) economic development partners ; I II RCC, SBDC. THRIVE ' " _i :=~!;~~~:~~=::J 2' -[~~~;;~E~I _:~~~Jl_;~;:)b:~e;--__~ f' 3.4 Creata a coordinated economic L ~ BIzOR. Chamber, CI~:- Chamber/City I Econ- Dev/Adml; - l development infonnalion and SOREDI, SOU/RCC II,,' 'I budget (staff time) I mart<ellng plan to maximize public communication tools 1.3 Increase opportunities for local import substitution and local to local purchasing -~.--- -"- 1 2 THRIVE Econ Dev Grant or contract I' " ': __Jl__ _ __ Page 25 of 40 > Economic DEVELOPMENT STRATEGY fnhOncing eCo~omjc srle~gl~ j~ cOlTlol(lniry 1'''-1 2 -I: ASD SOU/R~~~ 1 r , II Ch";'ber, Job Q,Unell, ,: !I (i SOREDI, City 'i Ii ;1 J~_ 4.1 Develop/expand programs to connect local education partners 'Nith business community for experience and exposure to entrepreneurship, business development & operations ASD/Job Council ~i~-'---'- Econ Day budget (staffUme) 1 ---;r 4.2 Develop, promote, and expand job training programs to meet skill needs identified by local business 2 " I' Chamber. City, Job Council, SOREDI Chamber/Job Council Econ Dev Grant or contract I " "_J '--_ 'i I, , " --- ---lr-- I 5,1 Maximize City funded mar1<etlng I efforts targeted for "year-round- tourism . I l_ _ d _ _ _ _. _ __, . _. _ __ .~l_ ,--- - ,- 'rd 5.2 Determine maritel feasJbility for a ; i convention/community center - -'--l r-- __u_ --- 2 I, Chamber. City Chamber Econ Dey Grant or contract ,. , " 2 .l _ ,_ _ __ __1"__ -,- - - _n ---,- Chamber, City, OSF, " SOU 1:---- City Econ Dev budget (Staff time + contract) I 2 --'1--- ;, City _.L _ --"--'- -- - ----~--- r--'---' --- -. ----~---.--_. ---,( - - ! 5.3 Develop 8 capital Improvement : ! plan and maintenance strategy for the Plaza and downtown " City City budget (Staff time + contract) , Jl .., r~" ~~ L__ -1'-. 6,2 Complete end maintain publtcly accessible reaJ..time online buildable lands inventory " City " City FW budget (Staff time) L i: I, 1.- j ~ ~--- -~.'- " 6,3 Complete transportation and utItity servtce connections to aU commercia! and Industrial lands In the City limits and UGB :: City CIty CIP budget (Staff time + Contract) " p ': 6.4 Pursue the expansion of a State E- Commerce Zone for Ashland - i :' I " BIzOR, Chamber, City, JackCo, SOREDI Clty/SOREDI Econ Dev/Admln budget (Staff time) 7.2 Create Incentives for development applications that meet certain pre- defined economic development I ellglbUlty criteria '---..- _.-- -----~~-~ F I; City " I~ City Comm Dev budget (Staff time) :' I' r I i I; ____ ~'_ _,_'~ ___ _. JL ____ ___ i~--'- -~ ---~~---- - --- --- -----,r - - ---".-lr-.'-" I ::4 ~pdate the Economy Element 01 : I 2 I I City , ' City . ' Comm Dev/Econ Dev ~mprehenslvePlan __ J!_.___JL_ _______Ji______,_:~~ud9~(Staff:lme) -------.' --" ------'- -'1 ~--I'-- ,---- --~-'-il'~- --- -----ir~~.- --- 7.5 Provide public access to J'LJ~I'I' City 111'1 City I, FWbudget development related data sets (GIS, : i II (Staff time) Mapping) ,I 7.3 Consider changes to Land Use Development Code that may be Inhibiting redevelopment or new construction ~"----_._- -11---- I' City ,I Ii "~l__ ',--- , City - -.'j " I Comm Dev budget (Staff time) t__ I I I ---' Page 26 of 40 ) Economic DEVELOPMENT STRATEGY Enhancing economic Slienglh in communi!)' Priority 3 Actions (8 Total) ActIon 1.5 Assist local businesses in energy, wa,ter. waste, supply chain reductions and efficiencies L__ ...---- ---- ---- - - 1,6 Delennlne leaslbUity/demand 10< local business assistance and support . office I, 6.5 Evaluate land availability for business expanaton on lands on or adjacent to existing buslnessas __ _J,__ 6.6 Determine feasibility and c:ostlbenefit for pubUc purchase of key Industrlallands to make -shovel ready- for re-sale for busJness development 7 6.7 Complete and maintain reat-tlme commercial occupancy data (avaUablIity, price, contacts, ate,) - -.- -- - - --- .U _ 7,6 Integrata existing sustainable development concepts & practices into development standards 7.7 Create and define quantifiable community "Quality 01 LWe" indlcatolll to measure economic development strategy success, both monetary and no~monetary 7.8 Develop and Implement a F8~ade Improvement Program - ~ 1 -, " :1 !I -1-- ~" :1 , I: Partners Lead City Fundmg Conservation Budget (Staff lime) " 1 TBD ,C - Camm Dav budget (Staff lime) "r - -, Econ Dey/Admin budget (Staff lime) Econ Dav Grant or contract - --- --- eomm Dey budget (staff lime) Grant or contract Econ Dav/Admin budget (Staff time) Reference Key to Partner AbbreVIations ..- -- - "I --..- -- -- ,_~___~_ JL Astdan~~~_~I~b1~__~ Jl AYIa~ ___j~_~~sta~I~_~N~~~S~I~ r--------'~----"-------~-. ~r ----'r'--~------~- - ._---.-- I BusIness Oregon, SIat8 Econorric OeveIopment , ! I BtzOR : omce I : Chamber : : Ashland CI'Iarmer at Commerce L-__ __,~ __~_____ _ __, ___J____~__ __~___,_ ~_~__ __~__~_ ~-----11-- CltyofAshland -------- 11.~;~--II-O:;,~~En~taJ~~~---~ I __Jl___ _ ___ ___~.L __~,l___~~____.___ ____ __~.__~__ IJackC~_ _JL!~~=--=~-=~i J~Co~CII i[-~~~~~-~_~~--o.~-~~ ~-=~~~ ~--J[_~~"F_' I~~~J~I....~;~~ ~___Jl RogueCorrmmnyColh!ge Il_Recology il RecdCJ]YAshland~I;-~~ce I 8BDC l r sou Small BusIness OeveIopme-;; Center (at RCC) I ~~ II Southern Oregon ~ ~c Development Inc Page 27 of 40 3 ~I " City, Recology. Parks City & Rae, DEQ. Avlsta 3 'I - i;- ~ BIzOR, Chamber, City, " Chamber/SOU SOREDI, SBDC, RCC, ;, SOU II " -- 3 City I City :1 , " " " , ---- ,,--- --- T'-- -11-~- !i 3 " City , City , , " , I' ,I " ---- Chamber, City, I City/Chamber oj SOREDI, Private 3 , " _,Jc____ _ ---_._~~,---- _ ~ .. n 3 City City , , " " it --',,- 3 City i ~ I' I " I, " City " Ii -.'------ : ~I - - :1 City " Jl_ --,,- , 3 Chamber, City I: _J ~i , ) > Economic DEVELOPMENT STRATEGY Enhaociog ~(o~c>mj{ stre~glh j~ commoOily ~--'I - ~r-:;--lrn:;----- -----~-- ~~~ __ ____.J__~~~T~~~^_~L~~__ _JL~m~_~iwnlity _____~_._ L_~~- -_-__-~l[ The~elruuativefora\1tmEcono~ ~l_=JL-~=_==_~~~~~~_==_- - The following table displays the relationship between actions, Many actions are dependent upon other actions being successfully completed. This fact may result in actions being completed in a different order than originally anticipated. Changes in prioritization of actions will be part of the update process to Council, " Phase I Irnplementatlon FY 2011-12 PriOrity 1 Actions Follow-UP/Dependent Actions r- j ,1 CCriduCt Business ReienUon and E""aniilon (lOI&E) Surveys " " i 1,4 Create/Expand a local buslness resource & , mentortng program t-' - i2 Cre~te -~pPortu-niHes -tor InCrea~sedk>caf~~8 to I (un~s_ _. _ u. _ . - "3:3- Create a COOrdinated "economic developrilent . Information and mar1<eting plan to maximize public l com.rTIun1c~lon tools _ _ _ _ _ _ _. i - 4.1 Develop/expand programs to cOrmect local , education partnef8 with business community for I' experience and exposure to entrepreneurship, business development & operations i - 4:2 Develop, piomole, "",f e""and JOb !raining ; programs to meet skill needs Identified by locaf business "--1.2 'DeSiQnate CIfy-Slaff"POlnt ot'oontact.- for eoonomICdevetopment--j '- .- --- - -- - - - - - -. needs/projects/Interactions I . ~ - - - - - - - - ~ -- - - n ~ 1 2.1 Formalize relationships and roles tor Ashland L.:::;> 'specific strategy implementation among major partners I ,. ~ - ---- - cs I 2.2 Create formal and routine communication with aU I regional economic development partners , r--'1lJ Oete~liie'~;t;~Ii)lffiY-andd~-for ioc8l~ : business 8S8tstance and support office ; - 3-.'1"MaiimlZe" impacfOt eXisting ~CitY-Economlc'bevelopmenllCulfiJraf I '[ Grants Process --_.- -.. ------- - - --- -~--_. --- - _.._--~ [ . -6:1-Evaluate-ihe use of Url)an-Renewal"Dlstricts to spur private - - ----: reinvesbnent In targeted commercJal and employment areas of Ashland I ~~~ I ..__ ___ __ ___--------l . : . - .. .. --. -- . - . - . - n ~ .1 6.4 Pursue the expansion of a State E-Commerce J ' L.:::;> Zone tor Ashland ~ - ...-. ----_._-_._- - ~---.- -- _ __l~~~:veloP and Implement a Fa~de1mProvement- --1 li~f.I;n-provethetarnf(Jseoevelopmentprocess "I r -, ~ . Page 28 of 40 > Economic DEVELOPMENT STRATEGY fllltancing ecotH)/llic Well!lllt ill commanilY [S :-r:2 -Create Incentives fur ctevelapment applICations 1hSil i meet certain pre-deflned economic development I ~ellglbllitycriteria_ _. _ _ _ ,_ _ _ J 1- "7.-3 consider Changesto -Land Use- Development-cOde -, ! that may be Inhibiting redevelopment or new construction r- : 7.4 UPaat~-th~ cE~omy Element of the - - . : Comprehensivt) Plt=i" _ ._ : 7.6 Tntegrate- eXisting sustaInable develOpment i concepts & practices Into development standards Follow-UP/Dependent Actions 1.3 Increase opportunfties for local Import substitution and local to ; local purchasing '5TMaxllTiiza -aiY funded maJj,etJog effOrtB iargCiedfoi' 'Ye.,:,oond" tourism -5:-2- Determlne marKet- feasibilitY for a-cOOventlonieommunttY Center 5.3 DevelOp a capitallmprovemeni-ptan and maintenanCe strategyfor the Plaza and downtown ---e:n:omplete aiicfmaintiiln publicly acCeSSible real-line onlina -- --- , buildable lands Inventory L ___ _ [S 6.3 Complete transportation and utility service connections to aU commercial and lndustrlaJ lands In the . Cny limits. and U.GI! r 6:5 Ev8tuate land-availability- for business expanslOn- on lands on or adjacent to existing businesses , ~ 6.6 Detennl.....~aSibllitY and c<,,;tibenefli.lOi- plll>lIc I purchase of key Industrtallands to make -shovel ready- ; for.[C_-~!!~_!Qr.~_l!.Sine!l!~,(~P!'!:!ent _ "". : 6. 7-COmplete -and "maintain reat~iime cOmnlercial I occupancy data (availability, price, contacts, etc.) ..-- - ------------- . - --~ ----~----- i 7.5 Provide public access to development related data ,L..~ts(GIj>.MapplngL _______._~ CeAS8lStiocal'buslnessesIn enel-gy, water, waste, suPPIY-chaln-j I reductions and efficiencies ' L-____.__ __,.~__________"_"._______ _~_--" ,7.7- Create anddCfliie-quantifiablecomrn-unltY"a"amllty of lIfe"----; I indicators to measure economic development strategy success, both Ii I monetary and norHnonetary I I I' Page 29 of 40 ~ EcononUc DEVELOPMENT STRATEOY fllltaociog economic wengllt in comrnuni/y . II.. I I I 2012 I 2013 '....................... l; I I I I I I I I I I I ~ I I I I : I I I I I I I J Ii! ! I I I II I "J . I I ! I !f~~r;~~~~;:1 I I Ili:.I ~fiYrr~ofCDII I. B~~J.o+.1 I PRJORrrv 1" ACTiONS I I' 00 ~ ~:; ~ '''~ - , 'l" ~ OO~ ~ "':'~" . . I .' , I !llJ~. . PRIDRlTY3AC1lOti9 I ! , II ! , , I I I I I I I ~-)m~~~~~~ I OO~,~". 1~~~.~lwlJ-L I Elfe~ilil~J-g~~:iii'~keylbnd IW~.II"",~+ 1111-'~ ~_--:;is9il~!:'dM~medL~ ~)~~~ue-~~';:"'r3 I I I I IB~,,,,,-,,,,p.!!!g!!!!, I I I I I I Page 30 of 40 > Economic DEVELOPMENT STRATEGY fllhaociog economic wenglh in commuMty B. Process Background The 2007 Economic Opportunijies Analysis (EOA) prepared for the City by ECONorthwest served as a foundation document and unofficial starting point for the overall strategy development project. In addition to fulfilling statewide planning Goal 9 requirements for commercial & industrial land availability, future demand and anticipated local job growth estimates, ECONorthwest conducted a public workshop and online survey to assist in preparing a draft implementation plan for Ashland's future economic development efforts, The draft implementation plan presented suggestions for an economic development vision and a set of six strategies and implementing steps based on their review of local data and public input. The strategies recommended included: . Complete and adopt the economic development vision and strategies . Focus on the basic functions of government and do them well . Support efforts to create high-wage jobs in Ashland . Provide adequate infrastructure efficiently and fairly . Maintain quality of life . Take advantage of sustain ability and green development opportunities Due to the significant changes on the national, regional and local economy in late 2007 and further into 2008, the City contracted with E,D, Hovee & Co, in the fall of 2009 to provide an update and analysis of the 2007 EOA. Highlights of the work of E,D, Hovee & Co, include: . Patterns of Economic Change - Global, National, State & Region . Updated State/Regional Employment Trends . Updated Demographic Data & Forecasts with Economic Development Implications . Review and Opinion of EOA Draft Implementation Plan . Recommended Additional Economic Development Data Sources The 2007 EOA, the 2009 Hovee Update and a complete list of other data used in the strategy process can be found in appendix, The committee reviewed existing trends from the data and discussed additional trends worth noting and also conducted a strengths, weaknesses, opportunijies and threats (SWOT) analysis, The results of the Committee's work are detailed below, Page 31 of 40 > Economic DEVELOPMENT STRATEGY fllhancing eCOnomic weng/h in COmmanity Trends Overall lack of capital at the national level may limit business relocating or growing here in the short term Inability to sell residential real estate elsewhere limils in-migration including entrepreneurs who often use house sale equity as start-up business capital -_._.- ------- -.-- ------.---- ---_.._---- --- -- - . - - - ~ , -~ +------- - - ... -- --. -- -~ -~ Drop in housing prices has allowed some folks to buy who previously couldn't, yet housing options in the community remain limited in type and purchase prices are higher than the regional average --- -- .'. --- --..- -- Real estate at high end of the market is stagnant, limiting the movement of real estate investment capital . ---- --,------- -- -- --- - ------,----_. ~--- -"- A growing number (15% currently) of Ashland's employment is small self-employment and often home: based The community, and our visitors/tourists, are aging at a slightly higher rate than the State and National average Different demographic of people who are moving to Ashland, most are active, second career folks The portion of our community below the poverty level is increasing Assumptions Recent School District enrollment declines will stabilize over the next decade Ashland's population growth trend of 1 % to 1.5% will slow to between ,3% and .5% , Ashland's age demographic growthltransition will be into the 65+ age groups Regional job growth will average approximately 1,5% per year Existing Public Policies 1------- .- - -- -- .---, ,. --. - .- ----.-. - --.. <- Ashland Comprehensive Plan - Economy Element (1989) !~.._- -- ~--~--"-- -------------- -- ------- - - ------. r----------- _____.____.___ ___.___ ___'_, L Economic Opportunities Analysis (2007) _...~---_._- - --~----------------- l':oman Mill Master Plan (2009) -- , I _.~~___J ------1 Page 32 of 40 > Economic DEVELOPMENT STRATEGY Ellhoncing economic s[le~glh in community SWOT - Strengths Recreational/cultural opportunities within minutes/miles ___ .__ - - 0'_- -- '-'.---"--~_. --- --'.---'-------.---- Visitor experience excellent, people want to move here permanently People can live anywhere, and Ashland has leveraged tourism and "top places" list Close to airport with growing connections OSF has loyal customer base and growing local customer base --._- -, i I Entrepreneurial mindset and often not first-timers in starting a business here Community supports creativity beyond OSF; retail, restaurants, visual arts, entrepreneurs --1 , Community supports nimble thinking business, not "corporate" thinking ~ -- ---- ------ - n 'i , , - I , , I I - = , , . c - ; i .- - J :- -- I Appreciation for buying local (without sacrificing quality Quality local retail sector without homogenization Growing specialty manufacturing sector, not corporate and tends to be creative Strong sense of preservation of things Ashlanders love High quality public schools Local wealth does exist , Large existing infrastructure that is underutilized (shoulder season/tourist sector) --- ----- .--- - -- .---- - - --- ---..-. -- --- Strong existing citizens/community members/Human Capital Physical location & connection on railroad line -- - -_.~- ----- --.------~-.- ,----------,--------- --------- ----- --.----.,-'- I ___ ___ ____J ---- -, LLoCllI~C~nOmy&re~ide~t~~rn~arat~ely~eSilient__._~_______ _ _ ___ _ __ ____1 ,---- --..-------.---..---.- --- ---.--~-.-._-. ---------- .---- ---..------1 i Excellent public capital (SOU, ACH, ASD, etc) I ~----..----_.----- -.-------____ _______ ____ .____.__________.___ J r--;--------- ---------------- - ~--------- Ls~ong te~hnol~gy capitallfoundati~nwith Ashland Fiber Network (AFN) r--~- -.-- I Strong ~verall community awareness & ~nvolvement !Ashland is "real world", a genuine functioning town ---- ----nul _ m_____ J ----~ J ~ Page 33 of 40 > Economic DEVELOPMENT STRATEGY Enltancing economic srrengllt in communllY r-- --~ , Physical attractiveness - well maintained .~ , I - - -- ... ~-- - - - - --.-.- ---_._-~--_._-_.- ---_._._--~ Strong creative services cluster (Southern Oregon ranked #2 in Oregon for creative arts economy) Located on major interstate transportation route (Interstate 5) Close proximity to "our own' alpine ski area Access to a broad range of commercial resources in Medford SWOT - Weaknesses Seasonality of tourism leaves retail sector vulnerable Housing - High cost and lack of a variety of housing types Displacement - new residents are typically older and less likely to be i~ workforce Constrained land supply - existing available land likely to be expensive/difficult to develop Lengthy land use development process with uncertain outcome - ---- ~ Non-tourism sector operates almost "invisibly", c~izens not conscious of their importance -' Non-tourism sector not valued or appreciated in community culture r -- - - - -.-- -- _.~---_._._._-- ---- No good metrics/tracking of relationship between local economy and community health Lack of slate support for education for K-12 and Higher Ed ($$ funding) Physical distance to/from market hubs (Seattle, Portland, San Francisco, Los Angeles) - , Disconnect andlor lack of awareness of business and economic realities .. -~----- ---- -- , I I - j Airport connections not good enough for many businesses (corporate/internationaltravel) , City lacks economic development coordination , ....._._-~._~._~--- ,.- ---j -------, I ,_ _.-J : Lack of conference/community center meeting space : No existing rail service (freight or passenger) ! , I _____._ ___.___ ___-l :-s~cial caPitaVe~~~~~ak compared to other triple bottom line mea~ures (economic, environm~nt)--l I .~ Page 34 of 40 > Economic DEVELOPMENT STRATEGY fllltancin!l economic srrengrh in community r--"--- -------, ------------ I local retail market deficiencies prevent or reduce local money multiplier i Public infrastructure maintenance needs have been deferred , L._ _ lack of lax or other financial incentives (enterprise zones, etc) - - -- -.-. - - --,- -- - - : Negative perceptionlimage of Ashland from surrounding Rogue Valley communities .--- ---- ~ - ------- ,-______ ___________,____ _______n____________ I Disconnect/Disagreement on density of development (residential & commercial) as a tool for I managing growth r----- ; Higher land/development costs than others in region is comparative disadvantage l____ _ _ _ __ __ __ __ _ _._ _ _______ r-'" : Poor access to local and regional public transportation system --f- ---- -' ~~_.. --- "-- i ___ SWOT, Opportunities , Growing specialty manufacturing sectorlcluster Croman Mill site -- redevelopment potential Railroad Property -- redevelopment potential Expansion of OSF season k_ .Coor place for innovation manufacturing GreenlSuslainable business as a niche cluster Serving the needs of the aging demographic (silver tsunami effect) : Creation of a local angel funding system r--- --------- _u_.__._ ______ = Expansion of AFN due to increased public/business demand for broadband connectivity l ___ __ n __ .___._ _ _ _ _ _ _ _ _ "_ __ _ _ _ ___.._ _ n _ _ _ _ _ __ _ _ _ __ _ _ _ ___ _ _ _ _._ ,--_ ,_ - ___ ___n_ _ ____ ___u_ __,_ ___ '" __ _ _" ,_,__ ___"" Increased partnershiplalignment with regional economic development partners (Chamber, SOREDI, SOVA, Travel Oregon, Business Oregon, etc " I ~_~~d~~~ai~~~~r ou!~or-;~r~a~~n _and~e~~t~rism--== ~ -- ~-=- - -- -- , 1"---- -------------------- - - ---------------'--------, I Improve clarity, responsiveness, certainty of the local land use development process L-_____ _~__.._,.___~________ .____~____._____,j r----- - ----,-- I Growth of SOU in students, programs and other offerings I Page 35 of 40 > Economic DEVELOPMENT STRATEGY fllhancin!l economic srrenglh in CO~H"uniIY SOU Strategic Plan goal "Commitment to the Arts and Region: Community Partner and Catalyst" ---- -------~-_._--- ----_._~--_._----_.- ~..- ----~--_._-------- ----- ---_.-_.__._-_.~_.__._._--~-_._---- ---_._---~- --- ---_.._---~ --... Creation/expansion of retail university sector for SOU student population near campus L._ __ ________. _ __ ________ ___ __ ___ _____._ ._._ ___ SWOT - Threats Watershed fire - Lack of protection I i Lack of available local credit/capital for small business start-up 1____._ _______.~__ ,-- ---- .. - ---- - -- ---- -- Potential railroad line closure L _ __ -- ; Large shift in aging demographic (silver tsunami effect) r--- , Live events as a declining activity type nationally (relating to heavy dependence on live OSF events) Increased cost of entertainment, Le. tickets, food, travel, lodging, etc (heavy dependence on affluent tourist) -- I Perception of Ashland - "Retirement community" "mostly seniors" etc General local high cost of living ~L__=_ _...L __n.' , Business retention or growth beyond Ashland's scale Belief or perception that Ashland can be a self-contained entity insulated from outside i(T1pactslforces Continued deterioration of our K-12 school enrollment figures High unemployment rate , Increasing poverty level of Ashland residents 1_ --, -- -----------..- ------- -----, L Water supply - No back-uP/re~Und~nCy to ~~i~~ng s~urce..<>f water ,____ _ __________,___, ______n ! Great competition for business relocations I I Aging infrastructure (water, sewer lines, streets, etc) Initial technology advantage (AFN) has diminished as others have "caught up" J Page 36 of 40 ~ EcononUcDEvELOPMENTSTRATEOY ElthanCina eCOnomic lfrenglh in CO'l'WwnilY Strategies. The committee, with input and assistance from the community, was charged with developing a set of strategies and corresponding actions that assist in moving the economy towards the shared vision, Of critical importance is the understanding of and alignment with the identified existing and predicted trends as well as recognizing and addressing the strengths, weaknesses, opportunities and threats of our local economy, The most successful strategies and actions should enhance and leverage our strengths, capitalize on opportunities and reduce or mitigate our weaknesses and threats. To connect and be compatible with the overall values and direction of the community, the strategies should also compliment or enhance the existing economic development policies from the Comprehensive Plan. Sample Strategies The Committee conducted several brainstorming exercises to generate and prioritize an initial list of potential strategies that could be considered, The list was substantial and, along with many clear strategies, contained specific actions as well as more broad values statements, The following strategies represent the results of the Committee's initial efforts at organizing and consolidating the initial list of over 60 ideas into 24 potential strategies in five general categories, BUSINESS & ECONOMIC GROWTH , 1, Ensure a wide range of income opportunities, with a focus on growing the total number of family wage jobs in the private sector, 2, Expand on the touristJvisitor and creative arts clusters 3. Provide a system or'mechanism for private investment/capital in local businesses 4, Create and promote a "sustainability cluster" 5, Develop a set of target industry groupings to guide business cultivation, research and job training strategies 6, Increase the viability of the existing tourist based economy by increasing tourism in the fall, winter and spring, as well as by diversifying the types of events and activities for our visitors 7. Develop a program for ongoing and coordinated efforts on local business retention and expansion CIVIC COMMUNITY/COLLABORATION 1. Increase partnershiplinvolvement with local and regional partners, particularly on issues that cross jurisdictional boundaries 2. Take advantage of compatible regional, state and federal economic development efforts 3, Leverage and connect/match up existing local business expertise with small business needs 4. Create an ongoing communication forum/system for community economic development issues (Economic Development Commission, Advisory Board, coalition, etc) 5. Create community "Quality of Life" indicators Page 37 of 40 > Economic DEVELOPMENT STRATEGY fllhancing economic srrenglh in commuMty DIVERSITY/INCLUSION ,1, Ensure that all needed housing types are available across all income levels 2, Increase the availability of more diverse recreational facilities 3, Increase the 'young family" demographic 4, Increase and promote opportunities for community and civic interaction (two-way) for residents (web, kiosk, forums, etc) 5, Embrace and celebrate diversity so all people can succeed in Ashland, regardless of age, income, race, ethnicity, religion, national origin, sexual orientation, physical ability or political beliefs EDUCA TIONIWORKFORCE DEVELOPMENT 1. Provide local educational & technical skills development to match business workforce needs 2. Increase K-l21RCC/SOU student intern work in the community (non-profit, government, private) 3, Connect "budding' entrepreneurs with established businesses and community leaders (local mentoring program) TRANSPORT A TIONIUTILlTY INFRASTRUCTURElPUBLlC SERVICES 1, Provide efficient infrastructure for all modes of transportation for personal, business and visitor uses 2. Ensure Ashland Fiber Network remains current and viable in the telecommunications market 3, Secure long tenm water stability 4, Provide a stable local power grid with competitive rates 5, Create a 'menu' of financing/public investment tools for infrastructure needs for the business community 6. Maintain a 'real-time' available lands inventory to ensure a supply of lands are available for the needs of the business community 7, Ensure Downtown/Plaza is a community hub & vibrant economic center 8, Ensure public facilities are utilized to full extent (land and buildings) 9, Provide a clear and understandable process for all phases of the land development & construction process, including site selection, data collection, zoning approval, construction plan approval and utilitylinfrastructure review, approval and installation, 10, Expand programs that creative incentives for businesses to conserve energy, water, and other natural resources, 11, Ensure the long-tenm viability of public transit services that meet the needs of employers and workers as well as residents, 12, Manage physical development in such a way that provides public services at the lowest responsible cost, improves environmental quality, and enhances Ashland's quality of life, 13. Preserve and expand Ashland's system of parks, trails, and open space, both inside and outside of the fonmal city limits boundary 14, Plan for an identifiable "University District' to strengthen Ashland's feel as a university town, Page 38 of 40 ~ EcononUcDEvELOPMENTSTRATEOY Ellhoncing eCOnomiC llrenglh in commonil)' C. Citizen Involvement To engaging the community and provide context to the input requested, the Committee worked through additional group processes to further narrow and define a set of draft strategies to present to the community for their review and feedback, The draft strategies listed below, along with the 2030 Economic Development Vision, formed the content used in the three citizen involvement elements (focus groups, open houses, online questionnaire) to solicit comment and feedback. &> i 1. > 414 > ... ;a> Page 39 of 40 Business & Economic Growth - SupporVfacilitate a system or program to increase access to private investment capital for local businesses, with a focus on .seed funding" for small business start up and expansion. - Expand the tourism season beyond summer peak months and expand events and activities to attract and retain a diverse tourist demographic - Support/facilitate a system Or program for ongoing and coordinated efforts to assist and encourage local business start-up, retention and expansion - Develop a set of targ9t industry clusters/sectors to support and enhance new and existing business cultivation, research and job training strategies > EducationIWorkforce Development - Support targeted education. skills and workforce development efforts to ensure a high Quality local workforce prepared to meat both the needs of local emplOyers as well as establish new business start -ups. Diversity/Inclusion . - Encourage and support the availability of all needed housing types at price ranges and rent levels that match up with the incomes of Ashland households - Support or provide programs that enhance and increase business development (start -up Or expansion) opportunities across all underrepresented demographic components/elements of our community (age, gender, ethnicity, etc.) - Establish and adopt a plan to provide demographic sustainability for the community, ensuring that the OVGrall age demographics provide a relatively consistent student population fOr Our schools Civic/Community Collaboration - Increase partnershipslinvolvement with local and regional partners to better COOrdinate actions and initiatives where common goals and strategies exist - Develop methods/program to increase availability and access to existing local business expertise with existing and emerging business needs (volunteer, peer, retired, etc providing consulting advice & support) lnfrastructure/Public Services - Assure adequate land supplies are available for needed business start-up, growth and expansion - Continue to improve and develop quality local transportation Systems to ensure a variety of transportation options are available to dtizens, customers and businesses, both for goods receiving/delivery and personal access throughout the communITY - Maintain quality utility systems meeting or exceeding environmental standards for e1ectridty, water, waste water, telecommunications and stann water WITh sustainable rate models > Economic DEVELOPMENT STRATEGY t/lhancing economic slrenglh in cOlllmanil)' The input of well over one hundred participants in the involvement was captured by an independent facilitator and City Staff and presented to the Committee in the report titled "Focus Group Report: Part of the City of Ashland's Economic Development Strategy" by Jon Lange Ph,D with two supporting City Staff documents summarizing the open house and online questionnaire elements of the involvement process, Summary of Feedback Much of the data collected was generated from the ten focus group meetings, The focus groups were held over a three week period and were organized into the following groupings: Creative Arts Development/Construction Healthcare/Eldercare Housing/Diversity Restaurant/Retail/Lodging Specialty Manufacturing Sustainability Workforce Development Venture Capital/lnvestment Each focus group was asked identical sets of questions about the draft vision and strategies ranging from "Is the committee on the right track" to 'What do you think is the single most important strategy or action to improve our local economy" While there was great variety in the responses, several themes emerged regarding the vision, the strategies and potential actions to take, including: VISION . Too general, too vague, too long . Sounds like now, not future vision STRATEGIES . City role should be mostly as community facilitator/collaborator . Greater participation in regional economic development activities and programs . Avoid duplication of economic development programs/services that already exist . Focus on local existing business development and growth ACTIONS . Review and improve land use development process-citizenlcustomerlstaff relationship . Develop specific incentives to encouragelassist the "right kind" of business growthlexpansion . Conduct local supply/demand inventory for import substitution opportunities . Improve/expand City communication efforts to the business community and public on economic development related issues In addition to the primary function of collecting comment and feedback from the community on the work of the Committee to this point, the citizen involvement efforts served as a form of outreach and exposure to the project and generated additional interest and following of the progress of the project. The complete Citizen Involvement Report detailing the focus groups, open houses, online questionnaire as well as focus group meeting minutes is provided in appendix D. Page 40 of 40 > Economic DEVELOPMENT STRATEGY Elthoncing econcmU wenglh in commc,ni(y 1 City of Ashland Economic Development Strategy Policy Group Russ Silbiger John Stromberg Wendy Siporen RicHolt Dean Cropper Mark Marchetti Jim Klein Tom Bradley DeeAnn Everson Pam Hammond Annie Hoy John Fields Emile Amarotico Laurie Gibbs, Owner Member List City Councilor, Chair Mayor Executive Director, THRIVE Southern Oregon University, Economics Dept Owner, Cropper Medical/BioSkin Technologies CEO Ashland Community Hospital Provost, Southern Oregon University Bradley Properties/Board Member Ashland Community Land Trust Executive Director, United Way of Jackson County President, Ashland Chamber of Commerce Board of Directors Board Member, Ashland Chamber of Commerce Golden-Fields Construction Citizen Winchester Inn Technical Adyisory Committee Sandra Slattery Larry Holzgang Mallory Pierce Ron Fox Jim Fong Bill Molnar, John Rinaldi Jeff Griffin Executive Director, Ashland Chamber of Commerce Oregon Business Development Department Marketing Director, Oregon Shakespeare Festival Executive Director, SOREDI Executive Director, Job Council of Southern Oregon Community Development Director, City of Ashland Citizen/Planning Commission Regional Coordinator, Economic Revitalization Team, OR Business Dev Dept CITY OF ASHLAND Council Communication Economic Development Transient Occupancy Tax (TOT) Allocation Meeting Date: June 20, 2011 Primary Staff Contact: Adam Hanks Department: Administration E-Mail: adamlalashland,oLus Secondary Dept.: N/A Secondary Contact: Martha Bennett Approval: Martha Benne Estimated Time: 45 Minutes Question: Does the Council agree with the TOT funding allocation proposed by staff? Staff Recommendation: With the pending adoption of the Economic Development Strategy, staff recommends that Council schedule discussion of a resolution to allocate the $150,000 transient occupancy tax (TOT) previously set aside for City economic development activities to fund staffing for Economic Development Strategy implementation, a business retention and expansion survey and the next step in the creation of urban renewal districts at the June 28, 2011 meeting, Background: Resolution 2011-07 was approved in March of this year to allocate expenditures of TOT funds. As in the previous two years, $150,000 of the total estimated TOT collections of$I,884,600 was approved to be set aside for City Economic Development program activities, Council provided additional clarification that the $150,000 would be set aside until the completion of the Economic Development Strategy at which time allocations to specific actions or projects would be made, As described in the draft Economic Development Strategy, to successfully implement the Strategy, a combination of funding sources will be required over the course of the plan, including the annual City economic development grants, the annual tourism allocation to the ChamberIVisitor & Convention Bureau, City departmental operating budgets, local and regional partner funding, regional state or federal grant funds, etc, The draft Strategy contains six priority level one actions to implement upon adoption, They include: I) Conduct a targeted business retention & expansion survey (B,R & E) 2) Designation of a City staff "point of contact" for economic development related matters 3) Formalizing roles/relationships with local/regional partners for Strategy implementation 4) Maximize impact of the City economic development grant process 5) Evaluate the use of Urban Renewal Districts for key commercial/employment land investment 6) Improve the land use development process Page J of2 ~~, CITY OF ASHLAND Of the six priority level one actions, three require specific funding to implement. I) S, R & E Survey 2) City Staff"point of contact" 3) Urban Renewal Plan $25,000 (contract with the Chamber) $20,000 (Asst. City Admin) $85,000 (Consultant contract) Should Council approve of this proposed allocation, but determine after the August Urban Renewal feasibility report to not move forward with urban renewal, staff will develop options for the urban renewal portion of the allocation and bring it back to Council to determine its desired use of the funds, Discussion Items I, Does Council agree with the proposed allocation? Related City Policies: Economic Opportunities Analysis, March 2007 Ashland Comprehensive Plan Chapter VII, The Economy City Council Goals, 2009-2010 Council Options: I) Request staff to draft an allocation resolution for the June 28, 2011 Council meeting 2) Provide direction to staff on potential alternate funding allocation for the $150,000 Attachments: Resolution 2011-07 Page 2 of2 ~~, RESOLUTION NO. Jo I \ - 01 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ASHLAND ~ REITERATING ITS POLICY RELATING TO THE EXPENDITURE OF MONIES FOR ECONOMIC AND CULTURAL DEVELOPMENT TO THE HOTEL/MOTEL (Transient Occupancy) TAX AND REPEALING RESOLUTION 2010-06. THE CITY OF ASHLAND RESOL YES AS FOLLOWS: SECTION ], That the City Council recognizes that the source of monies for the Economic and Cultural Development Grant program is the HoteVMotel Tax also known as the Transient occupancy Tax (TOT), SECTION 2, The following are the goals which the Budget Coniminee is attempting to meet by granting money to applicants for: a) Tourism Promotion: I. Attract someone who travels to Ashland from more than 50 miles away to attend an event. 2. Attract someone who stays the night in Ashland to attend an event. b) Economic Development: I. Promote increased number, variety and size of employers. 2, Encourage wages at or above median wage, 3, Promote businesses that employ 5 to 100 people or is locally owned, 4, Encourage use oflocal resources. 5. Work with Southern Oregon University, especially for international commerce, 6, Encourage businesses that efficiently use resources and minimize their impact on the environment such as water and air pollution or creation of toxic waste, 7. Promote businesses and institutions that encourage sustainability, c) Cultural Development: I, Incrcasc the number, variety and size of cultural opportunities in Ashland 2, Support diversification of the local economy 3, Showcases local talent 4. Work with Southern Oregon University on cultural programs d) Sustainability With a minimum of$12,500 granted, carry out the following types of projects: actual work; training; conferences; grant writing; research; fund-raisers; invention/development in these categories, including, but not limited to, the examples listed: I, Energy 2. Water 3. Forest Page 1 of4 4, Science 5, Appropriatc tcchnology 6. Gardening & Agriculture 7. Economics 8, Ecology Applications 9, Community building SECTION 3. The City of Ashland has determined that as of July I, 2003, $ 186,657 or 14.23% of iotal HotellMotel tax revenues were cxpcndcd on tourism promotion, as defined in Chapter 8 18 of the 2003 Oregon Laws, and will continue to be spent on tourism promotion increased or decreased annually consistent with the estimated TOT revenues budgeted. Additionally, Chapter 818 requires 70% of any incrcascd TOT revenue generated by a higher tax rate is committed to tourism promotion, Appropriations for tourism are based upon the following percentages established in FY 2009-10 when the rate was increased from 7%-9%: 1. A minimum of 14,23% of the estimated TOT revenue to be generated by the first 7% tax rate for tourism promotion per Chapter 818, 2, A minimwn of 70% ofthc cstimated TOT revenuc to be generated by additional tax rates approved by Council on June 3, 2008 for tourism promotion per Chapter 818, ment Grants - Tourism $293,160 $110,000 $64,423 $14,375 $]9,785 If the actual TOT revenue, dedicated for Tourism, is in excess of the above allocations or if actual, qualifying expenditures in the year are less than the appropriated amount, the additional or unused amount(s) will be reserved for future Tourism related projects or Capital Improvements that qualify per the state definition as determined by Council. The remaining estimated TOT rcvcnuc (not restricted by usc) will be appropriated for other uses through the budget process with the following priorities and dollar amounts as minimums unless insufficient tax roceeds remain after mectin tourism re uirements: ] st Priority General Fund operations - the greater of 70% of Unrestricted $1,] 08,522 funds or 2nd Priority City Economic Development program - the greater of 10% of $] 50,000 Unrestricted funds or 3rd Priorit Cit Grant ro ram for FY 2012 $124,335 Economic Development programs or other projects are City activities unless otherwise specified by Council prior to the budget process, Council may determine that such funds are 'available for Page 2 of 4 Economic granting purposes and they will then be made available for the coming budget process and allocation, If insufficient TOT revenues are generated for the above allocations, the highest priority uses will receive their full allocation before a lower priority allocation, Unrestricted TOT revenue unspent in a budget year becomes part of the General Fund unrestricted ending fund balance unless otherwise determined by City Council. By January 31 of each year each recipient of a grant shall submit a report to the city council setting forth how the grant funds received were expended in furtherance of the goals set forth in Section 2. ~ SECTION 4. The following requirements are established for the Economic and Cultural Development Grants: a) Grantee shall be a 501(c) non-profit agency, b) Grantee shall be a non-governmental agency, c) Grantee shall promote livability for the citizens of Ashland. d) The minimum grant proposal will be $2,500, e) The grant will benefit Ashland in terms of cultural enrichment and/or activities of an economic nature. f) Grantee shall serve the population in Ashland but may encompass other venues in the Rogue Valley, Monies granted are intended to be used for programs, or services performed or provided within the City of Ashland or immediate areas, g) All Grantees shall provide an annual report to be eligible for future funding, ,< SECTION 5. Resolution 2010-06 is repealed upon passage of this resolution, This resolution was duly PASSED and ADOPTED this 1J/!. / , day of , 2011, and takes effect upon signing by the Mayor. ~ Barbara Christensen, City Recorder SIGNED and APPROVED this 2. day of ... !kd- ,2011. Attachment: Page 3 of4 Estimated dollar allocation for FY 2011-2012 only Revenue: Transient Occupancy Tax $ 1,884,600 Expense: Non Tourism: General Fund $ 1,10B,522 Economic Development 160,000 Small Grants (minimum $12,500 for Sustainabilily) 124,335 Total Non Tourism $ 1,362,657 Tourism: Chamber of Commerce VCB $ 293,160 OSF 110,000 Small Grantees 64,423 Public Art 14,375 Qualifying Cily Projects or FY 2012 Grants 19.785 Total Tourism $ 501,743 Total Economic and Cultural Development Funding $ 1,884,600 Page 4 of4