HomeMy WebLinkAboutAgenda Item - 2020-03-17 - Number 5.2 - City Council 2020 Goals Phasing and Work Plans
503.635.0215 380 A Avenue PO BOX 369 Lake Oswego, OR 97034 www.lakeoswego.city
Subject: 2020 Council Goals and Initiatives Workplans
Meeting Date: March 17, 2020 Staff Member: Martha Bennett, City Manager
Department: City Manager’s Office
Action Required Advisory Board/Commission Recommendation
☐ Motion ☐ Approval
☐ Public Hearing ☐ Denial
☐ Ordinance ☐ None Forwarded
☐ Resolution ☒ Not Applicable
☐ Information Only Comments:
☐ Council Direction
☐ Consent Agenda
Staff Recommendation: Council discussion of the Workplans to implement the 2020 Council
Goals and Initiatives
Recommended Language for Motion: N/A
Project / Issue Relates To:
☒Council Goals/Priorities
☐Adopted Master Plan(s)
☐Not Applicable
EXECUTIVE SUMMARY
On February 4, 2020, Council adopted 19 major initiatives and work items under eight different
major goals. Staff have developed proposed work plans or implementation actions for the
initiatives and work items, and these plans are before Council for review and discussion.
BACKGROUND
The City Council sets goals each year to set strategic direction for the City, to identify the
opportunities and challenges that face the community and the City, and to set priorities for
Council time and City efforts. This work becomes the agenda for Council and staff for the year.
As part of ensuring that these Council goals are implemented, staff have developed work plans
Page 2
503.635.0215 380 A Avenue PO BOX 369 Lake Oswego, OR 97034 www.lakeoswego.city
to identify the scope, proposed schedule, and needed resources to successfully implement each
of the Council’s high priority items.
DISCUSSION
As I reported to you in February after your January goal setting session, I assigned each of the
draft initiatives or work elements to a department or team of departments. I asked the lead
staff person to develop a work plan for each initiative or work item. As we discussed in
February, staff will report to you quarterly on progress towards your goals, and this work plan
discussion is, in effect, the report for the first quarter of 2020.
I recommend that you spend your work session time on the workplans for initiatives that
require policy action, need additional staffing, or may lead to reallocating financial resources.
In particular:
Adopt an Economic Development Strategy (Attachment 1, Page 3). This goal is a significant,
cross-department effort. As outlined in the workplan, the project will be completed with in-
house staff and some consulting resources (largely for analysis and public outreach). It involves
clearly defining the role of the City and of other partners. Did we capture the Council’s i ntent?
Formal DEI Training for Council, Executive Team and Boards & Commissions (Attachment 1,
Page 9) In addition to providing training to the Council and Executive Team, this project plan
envisions training all members of City Board and Commissions. Staff proposes to use the same
trainer to help Council, Directors, and Board and Commission members develop a common way
of talking about diversity, equity, and inclusion. Is this the right approach?
Intergovernmental Strategy (Attachment 1, Page 21) This project can be completed with
existing staffing and budget, but may require additional staffing to implement.
Funding capacity of the Lake Grove Urban Renewal Area (Attachment 1, Page 31) When
Council selected this item, we were operating with the assumption that the area’s debt limit
could be increased by 20% without the concurrence of the overlapping taxing districts. In doing
the research for this project, we learned that in the urban renewal plan for this specific district,
the City required itself to consult with the other taxing districts even though state law doesn’t
require it. Given what we have learned, staff would like to ensure that the Council still wants to
proceed with this initiative, given that there is approximately $30,000 of consulting resources
required to complete it.
Five Year Plan for Pathways (Attachment 1, Page 39) The major item to note here is that the
City has dedicated modest funding in the current biennium to construct pathways. To increase
the number of pathways built, the Council will need to redirect existing funding, seek grants, or
consider ways to increase funding.
Improve Pedestrian and Bicycle Safety and Reduce Auto Congestion on Highway 43, McVey,
and Stafford (Attachment 1, Page41) As with the pathways goal, the City will need to seek
Page 3
503.635.0215 380 A Avenue PO BOX 369 Lake Oswego, OR 97034 www.lakeoswego.city
outside funding for the study’s needed to accomplish this goal. Additionally, the timeline for
this goal is well beyond 12 months.
HB 2001 & 2003 (Attachment 1, Page 43) In addition to completing the work plan, the City will
seek funds to ensure we can do adequate community engagement in completin g this goal.
Additionally, this workplan also extends beyond 2020.
Stafford Areas of Interest (Attachment 1, Page 46) Staff would note that the City of Tualatin
has expressed interest in this same effort in 2020. The City of West Linn, however, has
indicated that this is not a priority. So, the City does not have complete discretion over this
initiative.
Affordable Housing Project (Attachment 1, Page 48) The initial phases of this initiative can be
conducted with existing staff resources. If we move into a construction project, however,
significant financial resources will be needed to build a project.
Ten of the initiatives or work items identified by Council are already underway or scheduled for
Council. Therefore, I recommend that you don’t spend discussion time on March 17 on these
items because you are already actively working on the project or policy and the workplan is
clear. The items I put in this category include:
Select a developer and approve a DDA for the North Anchor properties
Support the DEI Task force and implement their recommendations
Adopt the Climate Action Plan and implement the actions focused on City operations
Provide vigilant oversight of City Hall project to ensure on-time, on-budget delivery
Reduce restrictive and unneeded regulations
Determine the best option for the Tryon Creek Wastewater Treatment Plant
Continue focus on pavement quality and pathways; increase the pavement
management index to 70% or above
Approve a project list for the Parks Bond. Work plan elements include:
o Improve the golf course and driving range
o Develop the Rassekh property as ballfields
o Identifying and evaluating potential strategic parks land acquisitions
Complete plans for a recreation center/community pool and renovated golf course
Respond to the proposed Charter amendment related to Parks and Natural Areas
Additionally, seven of the projects are specific tasks or projects, which probably need very
limited Council direction. Those tasks include:
Develop a calendar of events to celebrate cultural and religious diversity
Improve the ability of the City to preserve big trees by
o Expanding the City’s ivy eradication program
o Protecting large trees on City property
o Updating the list of trees that can be planted in Lake Oswego
Page 4
503.635.0215 380 A Avenue PO BOX 369 Lake Oswego, OR 97034 www.lakeoswego.city
Identify mid-term budget challenges, review options, and develop a plan to address
them prior to FY 2021-2023 budget process
Complete the pathway between Rogers and Foothills parks
Improve the pathway connecting Maple Street to George Rogers to be accessible to
more users
Invite Tri-Met to provide an update the Southwest Service Enhancement plan
Continue Safe Routes to School project prioritization
FISCAL IMPACT
Some of the Council initiatives are already in the adopted budget. Others have a fiscal impact.
RECOMMENDATION
Staff recommends that the Council discuss and provide feedback
ATTACHMENTS
1.2020 City Council Goals and Initiatives and Draft Work Plans
2.2020 City Council Goals Work Plans - Time Table
2020 COUNCIL GOALS AND INITIATIVES
February 4, 2020
Goal 1 - Support business investment and job creation in Lake Oswego
Council Initiatives
A. Adopt an Economic Development Strategy. Work Plan elements include:
o Increasing the partnership with Chamber of Commerce. Work with Chamber to adjust business
license fees and ensure licensing of all businesses
o Considering a Destination Marketing Organization (DMO) for city of Lake Oswego
B. Select a developer and approve a DDA for the North Anchor properties
Goal 2 - Increase the diversity of people serving on City Boards, Commissions and Committees and
employed by the City of Lake Oswego to meet the needs of all of the City’s residents
Council Initiatives
A. Formal DEI training for Council, Exec Team and Boards and Commissions
B. Support the DEI Task force and implement their recommendations
Other tasks
C. Develop a calendar of events to celebrate cultural and religious diversity
Goal 3 - Protect natural resources in a changing climate
Council Initiatives
A. Adopt the Climate Action Plan and implement the actions focused on City operations
B. Improve the ability of the City to preserve big trees by
o Expanding the City’s ivy eradication program
o Protecting large trees on City property
o Updating the list of trees that can be planted in Lake Oswego
Goal 4 - Support strong operational practices and fiscal policies that increase public trust in the City
Council Initiatives
A. Provide vigilant oversight of City Hall project to ensure on-time, on-budget delivery
B. Develop a clearer intergovernmental policy and strategy to guide our work with our State, regional,
county, and other jurisdictional partners
C. Identify mid-term budget challenges, review options, and develop a plan to address them prior to FY
2021-2023 budget process
D. Reduce restrictive and unneeded regulations
1
Goal 5 - Invest in Lake Oswego’s basic infrastructure to ensure reliable and cost -effective services
for residents and businesses
Council Initiatives
A. Determine the best option for the Tryon Creek Wastewater Treatment Plant
B. Continue focus on pavement quality and pathways; increase the pavement management index to 70%
or above
Other tasks
C. Consider increasing the funding capacity of Lake Grove Urban Renewal Area
Goal 6 - Invest in Lake Oswego’s high-quality parks, natural areas, and recreational amenities
Council Initiatives
A. Approve a project list for the Parks Bond. Work plan elements include:
o Improve the golf course and driving range
o Develop the Rassekh property as ballfields
o Identifying and evaluating potential strategic parks land acquisitions
B. Complete plans for a recreation center/community pool and renovated golf course
Other tasks
C. Respond to the proposed charter amendment related to parks and natural areas
D. Complete the pathway between Rogers and Foothills parks
E. Improve the pathway connecting Maple Street to George Rogers to be accessible to more users
Goal 7 - Improve transportation connections, mobility and safety for all types of trips in Lake
Oswego and reduce automobile congestion
Council Initiatives
A. Adopt a five-year plan for pathways
B. Develop a plan to improve pedestrian and bicycle safety and reduce automobile congestion on
Highway 43, McVey Ave and Stafford Road. Work program elements should address:
o Congestion at major intersections
o A safe walking and bicycling route to Portland
o Traffic conflicts caused by the at-grade railroad crossings
Other tasks
C. Invite Tri-Met to provide an update the Southwest Service Enhancement plan
D. Continue Safe Routes to School project prioritization
Goal 8 - Plan for future population and business growth to conserve the community’s character and
quality of life
Council Initiatives
A. Begin work to comply with HB 2001 & HB 2003
B. Delineate Stafford areas of interest
C. Begin work to construct at least one new affordable housing project by rezoning the Boones Ferry
Road staging area to allow for an affordable housing development 2
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Adopt an Economic Development Strategy – Council Goal 1A
DATE: March 17, 2020
Big Picture Goal: Support business investment and job creation in Lake Oswego.
Council Initiative: Adopt an Economic Development Strategy. Work elements may include but are not
limited to:
1.Increasing the partnership with Chamber of Commerce and other business organizations
2.Licensing all businesses
3.Continuing to provide business assistance
4.Consider creating a Destination Marketing Organization (DMO)
5.Tracking economic progress
6.Recommend best organizational structure for implementing strategy without adding FTE
Lead Department: Planning
Support Departments: CMO/Redevelopment, Parks, Finance, and Public Affairs; Clackamas County
Economic Development Department (partner)
Plan to Tackle the Project:
Scope of work to include:
1.City Council direction and kickoff. Confirm key focus areas; e.g., Downtown and Foothills, SW
Employment, Lake Grove Village Center, Kruse Way Corridor, Marylhurst.
2.Survey other cities’ economic development strategies. Review Lake Oswego’s prior
economic/redevelopment plans - What worked well? What didn’t?
3.Prepare Economic Profile - to be updated regularly and posted online. Consider partnering with
Clackamas County.
4.Identify Strengths, Weaknesses, Opportunities, and Threats (SWOTs) for each area of
focus/sector of Lake Oswego’s economy. Conduct focus groups with business and economic
development stakeholders.
Business Investment and Job Creation
3
5.Economic Forum #1, for feedback on 1-4 and to identify strategic goals. What do we know?
What do we want to accomplish?
6.Draft goals and key performance indicators or benchmarks for monitoring economic and
business activity going forward.
Business retention and expansion?
Assessed value per acre?
GDP (wages) per capita?
Retail inflow/outflow?
Transient lodging taxes?
DEI goals?
Quality of life improvements for employers and residents (e.g., transportation options,
housing, business park amenities)?
Others?
7.Draft Economic Development Strategy. What produces the highest return, based on our goals?
Focus groups provide feedback on a range of fiscally constrained options:
No additional staff or budget
Moderate investment
More investment/highest potential ROI
8.Economic Forum #2, for feedback on Draft Economic Development Strategy
9.City Council reviews and adopts Strategy, including budget and implementation actions
10.Implementation, monitoring, adjustments - update economic profile every two years
Proposed Timeline and Major Steps:
The proposed timeline is 16 months to adopt the final product, an Economic Development Strategy.
Data collection and stakeholder outreach would run April – August, 2020. Based on staff workload and
the need for outside expertise, the City would contract with a consultant to prepare the economic
profile and assist with stakeholder facilitation and economic analyses. The economic profile or baseline
data would be presented to City Council this fall (October, 2020), followed by the SWOT analysis
(November-December, 2020), and community economic forum (January/February, 2021). The draft
strategy and second economic forum would occur next spring (June 2021), followed by City Council
action in late summer of 2021.
The timeline could be accelerated by approximately 2-3 months by delegating all project management
and other responsibilities to an outside consultant.
Proposed Staffing Required:
The economic development strategy will require a combination of staff and consultant resources. The
proposed work plan based on available staff resources and assumes the project is managed by the
Planning Department with key support from CMO/Redevelopment, Parks, Finance, and Public Affairs.
The City should allow 0.20 FTE (approximately 500-600 hours over 16 months) to develop the strategy, 4
and an ongoing investment staff time (to be determined) to implement it. Alternatively, the timeline
could be accelerated by approximately 2-3 months and staff workload could be reduced but not
eliminated (approximately 0.10 FTE) by delegating project management and other responsibilities to a
consultant, limiting staff’s involvement to contract administration and assisting with meeting logistics.
(See financial analysis, below.)
Implementation would require additional staff resources depending on the strategy selected and roles
and responsibilities of other partners. For example, if the City were tasked with creating and maintaining
a web portal with community/economic information, that could require significant staff time. Ensuring
licensing of all businesses would require additional staff resources in Finance for business outreach and
enforcement. New initiatives that are delegated to other partners could require City staff time
nevertheless, as staff may be in a supporting role.
Estimated Financial Need and Alternatives:
Based on the above work plan, allow $20,000 - $30,000 for outside services. This assumes that city staff
lead project management, stakeholder outreach, review of the city’s business license program, and any
financial forecasting tasks. If these tasks (estimated at 250-300 hours of labor) were contracted out, the
total consultant cost could be between $60,000 and $80,000.
The cost of this planning effort should be proportional to the expected return on investment. If the
Council is not interested in taking a more active role in economic development, then there is no need for
more than an economic profile and updates to the City website, and a staff-led process may be more
appropriate. One of the key questions that the strategic planning process will answer is just how much
staff time and other resources is the Council willing to invest in implementation, versus taking a more
passive approach to development.
5
6
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Select a developer and approve a DDA for the North Anchor Project - Council Goal 1B
DATE: March 17, 2020
Big Picture Goal:
Support business investment and job creation in Lake Oswego.
Council Initiative:
Select a developer and approve a DDA for the North Anchor Project.
Lead Department:
Lake Oswego Redevelopment Agency (LORA).
Support Departments:
City Manager’s Office, City Attorney’s Office and Planning Department.
Plan to Tackle the project:
In November 2019, a Request for Proposals was issued for the North Anchor Project. Four proposals
were received by the February 2020 deadline. The Review Committee consisting of Finance, Planning,
LORA staff, the Lake Oswego Chamber and Tourism Advisory Committee members met to review the
proposals and interviewed the development teams. The Committee has since forwarded a
recommendation to the LORA Executive Director who will then make a recommendation to the LORA
Board.
Proposed Timeline and Major Steps:
•March 17: Executive Director recommendation on selected developer to LORA Board.
•April – August 2020: Negotiate and Execute a Memorandum of Understanding (MoU), followed
by a Disposition and Development Agreement (DDA).
•September 2020 – April 2021: Developer initiates and completes development review process
(assumes no appeals).
•May/June – October 2021: Developer submits and approval of building permit.
Business Investment and Job Creation
7
•November 2021 – January 2023: Construction and issuance of certificate of occupancy.
Proposed Staffing Required:
•LORA staff will lead the process with assistance from:
o Owner’s Representative – Assist in proposal review and development of the MoU and
DDA.
o City staff as needed – CMO, CAO, Planning, Building, Engineering.
Estimated Financial Need:
The Owner’s Representative is currently envisioned to only assist in review of proposals and
development of the MoU and DDA. Estimated fee is between $10k-$20k and funds were budgeted in FY
19-20.
8
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Formal DEI Training for Council, Executive Team, and Boards & Commissions – Council
Goal 2A
DATE: March 17, 2020
Big Picture Goal: Increase the diversity of people serving on City Boards, Commissions, and Committees
and employed by the City of Lake Oswego to meet the need of all the City’s residents
Council Initiative: Formal Diversity, Equity and Inclusion (DEI) Training for Council, Executive Team, and
Board & Commissions
Lead Department: City Manager’s Office
Support Departments: Human Resources, Library, Police, Fire, and City Attorney’s Office
Plan to tackle the project:
•Creating a more equitable and inclusive community is vital for our community’s future,
therefore, it is important that the City Council, Executive Team, and members of our various
Boards & Commissions receive training that provides an orientation and clarity around common
principles in DEI work.
•Begin process of selecting a trainer (drafting an RFQ, reviewing proposals, references,
negotiation a contract).
•Council liaison and Department Director assigned to each Board & Commission will meet with
each Board & Commission to inform them of the training and to explain why the training is
being provided. Participation in the training is required for all members.
•Conduct joint DEI training with City Council and Executive Team
•Combine Boards & Commissions for joint training to be effective and efficient. Staff proposes
the following joint training groups:
o Development Review Commission, Planning Commission, and Transportation Advisory
Board
o Historic Resources Advisory Board, Library Advisory Board, and non-Council members of
the Budget Committee
o Parks Board, Sustainability Advisory Board, and Tourism Advisory Committee
o 50+ Advisory Board and Youth Council.
Increase Diversity
9
•Additional trainings may be added as necessary to ensure all Boards & Commissions participants
are able to attend.
Proposed Timeline and Major Steps:
April, 2020: Begin process of selecting a trainer (drafting an RFQ, reviewing proposals, references,
negotiation a contract).
May - June, 2020: Begin outreach to all Boards & Commissions to notify them of the training.
June, 2020: Conduct joint DEI training with City Council and Executive Team
August - October, 2020: Schedule trainings for Boards & Commissions
Proposed Staffing Required:
Selecting a trainer (drafting an RFQ, reviewing proposals, references, negotiating a contract) -
approximately 20 hours. Staff assistance to help coordinate trainings is expected to be minimal.
Estimated Financial Need:
The majority of the financial need will go to compensating a trainer for a minimum of 5 training sessions.
Estimate cost is $4,500 - $6,000 for all training sessions.
10
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Support the DEI Task Force and Implement the Approved Recommendations - Council
Goal 2B
DATE: March 17, 2020
Big Picture Goal: Increase the diversity of people serving on City Boards, Commissions and Committees
and employed by the City of Lake Oswego to meet the need of all the City’s residents
Council Initiative: Support the DEI Task Force and Implement the Approved Recommendations
Lead Department: City Manager’s Office
Support Departments: Human Resources, Library, Police, Fire, and City Attorney’s Office
Plan to tackle the project:
The DEI Task Force will begin their work in February and it is expected they will make their
recommendations to the City Council within 6 months (expected July 2020). To help with this work the
City has hired a facilitator and developed a work plan (attached as Exhibit A).
Council can support the work of the DEI Task Force by receiving regular updates from the Task Force
Liaison Councilor Kohlhoff, and supporting the efforts in the work plan. Council can further support the
work of the DEI Task Force by being a champion for their work should it be met with criticism.
At this time, it is not possible to determine what the DEI Task Force will recommend but it’s likely that it
will range from high-level policy direction to operational level suggestions. For high-level policy
recommendations Council should direct the City Manager to schedule time on the Council agenda to
discuss and provide direction. For operational level suggestions, the City Manager should take the
initiative to determine the best way for the City to implement those recommendations.
Proposed Timeline and Major Steps:
July 21, 2020: Presentation to Council from DEI Task Force representative and facilitator
August 2020: City Manager works with Executive Team to determine best way to implement operational
recommendations
September 15, 2020: City Council study session to consider and provide direction on policy level
recommendations
Increase Diversity
11
Proposed Staffing Required:
At this time, it is not possible to determine what staffing will be required in order to implement the DEI
Task Force recommends. Staff can return to Council with a detailed plan once direction is given.
Estimated Financial Need:
At this time, it is not possible to determine the financial need will be required in order to implement the
DEI Task Force recommendations. Staff can return to Council with a detailed plan once direction is given.
12
DEI Task Force Workplan with Data Integrity Considerations: February-July 2020
December 2019
•Informal Task Force meet and greet without facilitator.
•Discuss how to approach the work.
February 2020
•Overview of local government functions.
•Formal meeting with Task Force and facilitator to:
o Establish ground rules/expectations for meetings
o Review overall timeline
o Equity training to include appropriate ways to address individuals within diverse
populations
o Discussion among Task Force members about leveraging community connections for
future focus group participants
o Task Force and facilitator decide key topics for survey and focus groups to help align
survey/focus group questions with charge of the Task Force.
Task Force Assignment #1: Given the Task Force’s charge, what are some questions to ask
underrepresented communities about barriers to civic participation on Boards and Commissions and
diverse applicant pools for City recruitments? What information is needed to begin this work? Be sure to
allow space for intersectionality (e.g. an individual who is a member of the LGBTQ and POC
communities).
Task Force to send draft questions to facilitator before the next meeting.
Task Force Assignment #2: Additional discussion between Task Force and communities about
intentional outreach to determine preferred methods to foster trust between underrepresented
populations and local government within the focus group/survey setting.
March
•Facilitator guides discussion with Task Force regarding questions for focus group/survey based
on draft questions from Task Force.
•Other Task Force and facilitator topics include:
o Methods of outreach (e.g. snowball method—participation by word of mouth)
o Strategies for advertising events
o Best practices for focus groups, considering location, duration, food, possibly childcare
(based on Task Force’s experience and community discussion).
•Finalize dates of outreach, marketing materials and outreach strategies (where surveys/focus
groups will be advertised).
Facilitator Assignment: Produces finalized survey and focus group questions based on meeting
discussion. Materials include preface for survey regarding the purpose of questions and how data will be 13
stored and used to foster trust among participants. Establish focus group protocol to promote
consistency in data collection.
City Assignment: Create and finalize outreach materials.
April
• Task Force begins survey and focus group work.
City and Task Force Assignment: Advertise survey and focus groups.
May
• Continue/conclude survey and focus group work.
June & July
• Compile and analyze outreach results; draft preliminary report.
• Task Force to send draft of outreach results to participants for feedback.
• Task Force and facilitator revise and finalize report based on participant comments.
• Facilitator and a Task Force representative present to City Council.
Data Integrity Considerations 1:
• Create an interview guide that provides protocol for focus group events. Key components
include:
o Introduction – informed consent and confidentiality measures;
o Interview questions and probing questions (“Can you elaborate on your answer?”); and
o Conclusion – Ask for participants’ contact information for follow up, provide contact
information to participants.
• Record focus groups to capture all comments.
• When Task Force formulates questions, consider:
o Identifying key topics
o Order of the questions
o Avoid leading questions
o Ask questions that allow participants to describe their experiences before giving their
opinions.
• Task Force members/facilitator to be aware of their own identities when interacting with
community and analyzing data.
1 Nishishiba, M., Jones, M. & Kraner M. (2014). Research Methods and Statistics for Public and Nonprofit
Administrators. Thousand Oaks, CA: Sage Publications, Inc. pp. 100-112. 14
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Calendar of Events Celebrating Cultural and Religious Diversity - Council Goal 2C
DATE: March 17, 2020
Big Picture Goal: Increase the diversity of people serving on City Boards, Commissions and Committees
and employed by the City of Lake Oswego to meet the needs of all of the City’s residents
Council Task: Develop a calendar of events to celebrate cultural and religious diversity
Lead Department(s): Library, Parks & Recreation
Support Department(s): Human Resources, City Manager’s Office
Plan to Tackle the Project:
• Ascertain the cultural and religious backgrounds of local residents
o Use school district and census data to identify diverse cultural populations in our
community
o Outreach to groups such as Respond to Racism, LO for Love, and local faith community
to ensure representation
o Communications strategy to inform wider community of project and seek input from
underrepresented community members
• Develop and inventory events that celebrate the diversity of local residents
o Determine a sustainable number of events the city could support
o List already established events, such as Multicultural Children’s Book Day
o List available resources, such as ACLO’s 0.5 FTE focused on DEI through the arts
o Build steering committee and/or coordinate with the city’s DEI Task Force to guide the
planning and decision making
o Collaborate between departments to implement the events
• Continue to engage the community around celebrating diversity
o Create a page on the city website to highlight the diverse cultural and religious
backgrounds of Lake Oswego residents, the goal, and the events themselves. This page
could also include a form for residents to notify the city if their culture/religion is not yet
represented, or if they have any suggestions for future events.
o Explore alternate methods of promoting events to encourage wider participation
Increase Diversity
15
Proposed Timeline and Major Steps:
April, 2020: Gather data to ascertain the cultural and religious backgrounds of local residents. Inventory
established events to identify gaps.
May – June, 2020: Implement outreach and communications strategies to ensure representation.
Analyze community data and develop findings.
July, 2020: Present findings to Council; solicit feedback and adjust plan as necessary.
August – September, 2020: With approval of the Council, build steering committee or request
assistance from the DEI Task force to guide decision making and planning of a representative series of
events.
October – November, 2020: Steering committee meets and develops a recommendation for Council.
December, 2020: Council adopts and directs staff to implement.
Early 2021: Departments collaborate to design events and develop more detailed cost estimates for
Council.
Proposed Staffing Required:
• Staff time for the major steps listed above – estimated 40 staff hours
• Staff time, ongoing, to make the events happen each year (use volunteers!!) – Variable
• Staff time for creating and maintaining the web page – estimated 8 hours to create and 1-2
hours each year to maintain
Estimated Financial Need:
Total cost is widely variable depending upon the number and scope of events. Staff will develop more
detailed cost estimates for Council once the number and scope of events is determined.
16
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Improve the Ability of the City to Preserve Big Trees – Council Goal 3B
DATE: March 17, 2020
Big Picture Goal: Protect natural resources in a changing climate
Council Initiative: Improve the ability of the City to preserve big trees by:
1.Expanding the City’s ivy eradication program
2.Protecting large trees on City property
3.Updating the list of trees that can be planted in Lake Oswego
Lead Department: Parks and Recreation
Support Departments: Planning and Public Works
Plan to Tackle the Project:
1.Parks, Planning, and Public Works will evaluate existing ivy eradication programs, and look for
opportunities to expand them.
2.Parks, Public Works, and Planning will develop a database (using LIDAR) identifying all large
trees on public property and establish guidelines and policies related to preservation of these
trees.
3.Planning will continue to monitor data relevant to effects of climate on trees and periodically
update the City tree list every 5 – 10 years.
Proposed Timeline and Major Steps:
1.Evaluation of existing programs; May 2020, recommendations for expansion; September 2020.
2.Database; October 2020, guidelines for managing large trees; January 2021.
3.Initial review of City tree list; March 2020.
Proposed Staffing Required:
1.Public Works and Parks program managers will merge into existing work plans.
2.GIS, contract arborist, and Parks Manager will develop database and guidelines.
3.Contract Arborist, Public Works Arborist, and Parks Manager will complete City tree list review.
Protect Natural Resources
17
Estimated Financial Need:
1. TBD, based on evaluation of existing program and future determined approach.
2. Covered under existing contract and work plans.
3. Covered under current contract and work plans.
18
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Provide Vigilant Oversight of the City Hall Project to Ensure On-Time and On-Budget
Delivery – Council Goal 4A
DATE: March 17, 2020
Big Picture Goal:
Support strong operational practices and fiscal policies that increase public trust in the City.
Council Initiative:
Provide vigilant oversight of the City Hall project to ensure on-time and on-budget delivery.
Lead Department:
Lake Oswego Redevelopment Agency (LORA).
Support Departments:
Finance.
Plan to Tackle the Project:
Although the project officially broke ground in June 2019, in July the LORA Board (Board) approved up to
$43 million for the project, which included $33.3 million for hard costs, $9.7 million in soft costs and
carried an overall project contingency of $4.5 million. Phase 1, moving into the new building, is
scheduled for spring 2021. After moving into the new City Hall, Phase 2 will begin with the
deconstruction of the existing City Hall and construction of the upper parking area and civic plaza.
In January 2020, the Board approved increasing the Guaranteed Maximum Price (GMP) for the
construction cost of Phase 1 from $30.5 million to $31.6 million, however, it is worth noting that this did
not increase the overall project cost since the increase was absorbed by the project contingency. Staff
also reported that the project was on schedule and within the budget approved by the Board. As the
project progresses we will need to return to the Board for additional approvals such as the Phase 2
GMP, change orders as they arise, procurement contracts (i.e. furniture) and potentially personal
services contracts. This will also provide the opportunity to update the Board on the budget and
progress of the project.
Operational Practices and Fiscal Policies
19
Proposed Timeline and Major Steps:
• March 2020: “Topping Out” celebration, when the last beam is raised in place at the highest
point of the building.
• Summer 2020: Request Board approval for: Phase 2 GMP, change order approvals, furnishing
procurement and personal services contracts. (Note: Change orders,
procurement and personal services contracts will occur at other times during
the project until project completion.)
• Spring 2021: Phase 1 completed, move into new City Hall. Begin Phase 2, deconstruction
existing City Hall, construction of upper parking area and civic plaza.
• Fall 2021: Project Completion and ribbon cutting celebration.
Proposed Staffing Required:
• LORA staff will lead the process with assistance from:
o Owner’s Representative – LORA entered into a personal services contract with Day CMP
in March 2017 for $250k; the contract was increased by $200k in December 2018 for a
total contract amount of $450k. This amount is included in the soft cost for the project.
o Finance, Planning, Building, Engineering, Building, and Facilities staff as needed through
the construction process.
Estimated Financial Need:
In July 2019, the Board approved the overall project budget of $42,993,242. Prior to this approval, the
City Council adopted the City and LORA budgets for FY 19-21, which included funding for the City Hall
Project.
20
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Develop a Clearer Intergovernmental Policy and Strategy to Guide our Work with our
State, Regional, County, and Other Jurisdictional Partners – Council Goal 4B
DATE: March 17, 2020
Big Picture Goal: Support strong operational practices and fiscal policies that increase public trust in the
City
Council Initiative: Develop a clearer intergovernmental policy and strategy to guide our work with our
state, regional, county, and other jurisdictional partners
Lead Department: City Manager’s Office
Support Departments: Planning, Engineering, Public Works, Library, Parks & Recreation, and City
Attorney’s Office
Plan to Tackle the Project:
• Reach out to other cities and governmental jurisdictions to evaluate their intergovernmental
policy and strategy.
• Prepare draft policy. Critical elements will include identification of key jurisdictional partners,
roles and responsibilities of existing governmental relationships, anticipated short-term and
long-term projects that will impact Lake Oswego, incorporation of legislative advocacy, and
strategic action items.
• Present draft plan to City Council to solicit feedback and ensure policy and strategy are on the
right path.
• Adjust policy as necessary.
• Adopt and implement policy.
Proposed Timeline and Major Steps:
March/April, 2020: Reach out to other cities and governmental jurisdictions.
May, 2020: Prepare draft policy.
June 16, 2020: Study session with City Council; solicit feedback and adjust as necessary.
July, 2020: Adopt and implement policy.
Operational Practices and Fiscal Policies
21
Proposed Staffing Required:
The policy and strategy will be developed by City Manager’s Office staff with assistance from
departments that rely on or are impacted by state, regional, county, and other jurisdictional partners.
Estimated staff time from policy development to adoption is 30 – 40 hours. Depending on the final plan,
implementation of the policy will require more time and potentially additional staff resources though
contracted services or additional FTE.
Estimated Financial Need:
Initial primary cost is staff time. Long-term estimated financial cost is unknown and will depend on City
Council feedback on draft policy.
22
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Identify Mid-Term Budget Challenges, Review Options, and Develop a Plan to Address
them Prior to the Bn2021-23 Budget Process – Council Goal 4C
DATE: March 17, 2020
Big Picture Goal: Support strong operational practices and fiscal policies that increase public trust in the
City.
Council Initiative: Identify mid-term budget challenges, review options, and develop a plan to address
them prior to the Bn2021-23 budget process.
Lead Department: Finance.
Support Departments: City Manager’s Office and Fire.
Plan to Tackle the Project:
Hold a mid-cycle budget committee meeting. Discussion to include, but not limited to, budget to actual
for the biennium to date, update on PERS and where the City is heading, and a deep dive into a specific
department, most likely Fire.
Proposed Timeline and Major Steps:
Budget committee meeting early May 2020.
Proposed Staffing Required:
Finance staff already completing budget related work, CMO staff already completing budget related
work, and Fire upper management and administrative staff.
Estimated Financial Need:
Already funded within department budgets. All staff time.
Operational Practices and Fiscal Policies
23
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Reduce Restrictive and Unneeded Regulations – Council Goal 4D
DATE: March 17, 2020
Big Picture Goal: Support strong operational practices and fiscal policies that increase public trust in the
City Council Initiatives.
Council Initiative: Reduce restrictive and unneeded regulations.
Lead Department: Planning and City Attorney’s Office
Support Departments: All
Plan to Tackle the Project:
As part of the City’s ongoing process improvement efforts, staff collects input from the general public,
customers (e.g., for licenses, permits, etc.), and applicable City boards and commissions, and seeks
direction from City Council, in identifying needed code changes. This process is ongoing.
Our goal is to implement the City’s adopted plans and policies while maintaining a high level of customer
service and efficient business processes consistent with LEAN principles. Where regulations are found to
be unnecessary or overly restrictive, we work with the community and the City’s elected and appointed
officials to recommend code changes to rectify the problem.
The City’s annual code maintenance amendments follow two tracks: Community Development Code
(CDC) Amendments (LOC Chapter 50), and Non-CDC Amendments, both culminating in public hearings
before the City Council each fall. The Planning Commission reviews CDC (land use code) amendments
and makes recommendations on those changes to City Council. Other city boards may be consulted
depending on the topic. For example, the Historic Resources Advisory Board advises the City Council on
historic preservation standards (land use), and the Transportation Advisory Board weighs in on speed
limit regulations (non-land use). The Council may also appoint ad hoc committees to work on other
regulatory and policy issues.
“Unnecessary regulations” are regulations that have become obsolete (i.e., serve no legitimate public
purpose), violate state or federal law, are unnecessarily complicated, or conflict with other City
regulations, for example. Regulations that implement City policy but are unnecessarily restrictive,
Operational Practices and Fiscal Policies
24
ambiguous, redundant, or are overly complicated given the City’s policy objectives and intent, should be
streamlined or removed.
Where proposed code changes may have policy implications, staff works with the applicable City boards
and commissions and the City Council to identify appropriate solutions. The more significant policy
changes, such as those affecting land use and private property rights, typically include broader
community outreach and engagement.
Proposed Timeline and Major Steps:
See model on page three outlining major milestones and timeline.
Proposed Staffing Required:
Current staffing is sufficient.
Estimated Financial Need:
Covered in existing budget.
25
26
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Determine the Best Option for the Tryon Creek Wastewater Treatment Plant – Council
Goal 5A
DATE: March 17, 2020
Big Picture Goal: Invest in Lake Oswego’s basic infrastructure to ensure reliable and cost-effective
services for residents and businesses.
Council Initiative: Determine the best option for the Tryon Creek Wastewater Treatment Plant.
Lead Department: City Manager’s Office.
Support Departments: Public Works, Engineering, Finance, and City Attorney’s Office.
Plan to Tackle the Project:
•Negotiate a term sheet and agreement with the City of Portland, and seek approval from the
Council and the Portland Commission.
•Utilize consultants and in-house staff to develop a number of deliverables, which include an
updated rate model, analysis of public vs. private financing, and comparing in-house vs.
privatized operation/maintenance of a new plant.
•Complete a Request for Proposals document and draft development agreement package.
•Apply for a Water Infrastructure Finance and Innovation Act (WIFIA) grant to keep financing as
low as possible.
•Enter into an agreement with the winning bidder to begin design and start the development of
pricing.
•With the relevant information, Council will need to make a decision as to whether to build a
new plant through a public-private partnership or upgrade the existing plant that is currently
owned by the City of Portland.
Best Option for TCWWTP
27
Proposed Timeline and Major Steps:
• Late April 2020: Finalize the update of the rate model with FCS Consultants for the option to
have the City of Portland upgrade their existing plant.
• Late April 2020: Conclude high-level analysis to compare public financing and private financing.
• Late April 2020: Complete a high-level analysis of doing the maintenance/operations of the new
plant in-house vs. contracting these services out.
• May 2020: Seek Council approval for an agreement with the City of Portland and share the
package of analysis information with the City Council.
• July 2020: Release Request for Proposals (RFP) to the three shortlisted bidders.
• July 2020: Submit letter of interest to the Water Infrastructure Finance and Innovation Act
(WIFIA) program administered by the Environmental Protection Agency (EPA).
• Late August 2020: Select winning bidder to enter into a development agreement package.
• December 2020: Seek Council approval of development agreement package.
• July 2021: Seek Council approval of the Guaranteed Maximum Price (GMP) with selected bidder
and seek an official greenlight of the project from the City Council.
Proposed Staffing Required: Staffing time will be extensive. Staff have already been assigned.
Estimated Financial Need: The City Council approved $450,000 in consulting services to get to the
release of the Request for Proposals & receive bids. At that point, Council will have a decision as to
whether to move forward with a development agreement package with the winning P3 team, which is
estimated to cost an additional $276,000 to finalize negotiations, review design scope, and evaluate the
pricing proposal. The funding is budgeted in professional & technical services section within the Sewer
Fund.
28
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Continue Focus on Pavement Quality and Pathways; Increase the Pavement
Management Index to 70 or Above – Council Goal 5B
DATE: February 10, 2020
Big Picture Goal: Invest in Lake Oswego’s basic infrastructure to ensure reliable and cost-effectives
services for residents and businesses.
Council Initiative: Continue focus on pavement quality and pathways; increase the pavement
management index to 70 or above.
(Note: the pathways portion of this initiative is directly tied another similar initiative titled “Adopt a five-
year plan for pathways”
Lead Department: Engineering
Support Departments: Public Works, and Parks
Plan to Tackle the Project:
• Continue supporting the Pavement Management Program that was started in fall 2017, investing
nearly $40 million in pavement preservation, through 2022.
• Finish Parks Bond measure prioritization list and determine what pathways may be a part of that
package.
• Coordinate with other initiatives and conduct a Council study session on the Street Fund,
Transportation System Development Charges and the Transportation System Plan and Parks Bond
Priorities to solicit feedback on priorities within existing funding constraints, and how to modify
future Capital Improvement Plans to accommodate both pavement and pathways.
• Work with Metro and ODOT to identify sources for grants and other funding opportunities.
• Adjust future budgets and CIPs according to priorities and specific funding levels set by Council.
Proposed Timeline and Major Steps:
2020-22 Finish pavement rehabilitation projects.
May/June: Study Session with City Council, solicit feedback on pathway priorities and funding level
direction
29
Fall 2020: Begin development of new CIP and Budgets with modified priorities as set forth by
Council
Spring 2021 Review Budget and CIP with the Budget Advisory Committee; modify if necessary
June 2021 Adopt new Budget and CIP
Proposed Staffing Required:
Staff time to develop a study session, proposed budgets and CIPs will equate to approximately 60-80
hours, excluding the pavement management effort, which take 0.4 FTE to manage over several years.
Estimated Financial Need:
Primary cost is staff time.
30
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Consider increasing the funding capacity of Lake Grove Urban Renewal Area – Council
Goal 5C
DATE: March 17, 2020
Big Picture Goal:
Invest in Lake Oswego’s basic infrastructure to ensure reliable and cost-effective services for residents
and businesses.
Council Initiative:
Consider increasing the funding capacity of Lake Grove Urban Renewal Area (URA).
Lead Department:
Lake Oswego Redevelopment Agency (LORA).
Support Departments:
Finance and Engineering.
Plan to Tackle the Project: The Lake Grove Village Center Plan was adopted in 2008 with the vision to
transform Boones Ferry Road into a safe, welcoming and convenient pedestrian and bicycle
environment, where auto traffic is accommodated efficiently and safely, stormwater is treated naturally,
and businesses needs are successfully met.
In 2012, the City Council approved the Lake Grove Village Center Urban Renewal Plan (Plan) with a
maximum indebtedness of $36 million to help fund two projects identified in the Plan; the Boones Ferry
Road improvements and to provide additional parking in the area. In 2015, the City Council approved
the first amendment to the Plan which brought into the URA the West End Building (formerly owned by
the City).
The Plan requires that any amendment adding more than one percent of land to the existing district
boundary or an increase in the maximum indebtedness for any amount be processed as a substantial
amendment, which requires the amendment to be processed in the same manner as the original Plan
including notice, hearing and approval procedure. The Plan specifically requires that any increase in the
maximum indebtedness receive the written concurrence of the district that impose 75% of taxes in the
district (ORS 457.470(7)), which in this case would likely be the City, Clackamas County and the Lake
Funding Capacity Lake Grove URA
31
Oswego School District. This requirement was included in the Plan in response to the School District’s
concern that amendments could increase maximum indebtedness and therefore could increase impacts
on overlapping taxing jurisdiction. This requirement goes beyond the State requirement where 75%
concurrence is only required if the maximum indebtedness is increase more than 20%.
The approach is as follows:
• Determine the amount of additional funding is needed for the remaining projects (Boones Ferry
Road Phase 2 and parking) by work with Engineering staff or other resources to update project
costs.
• Determine the best funding approach; increasing maximum indebtedness, other funding source
or combination of both.
• Consider including any other changes to the project list to this amendment such as affordable
housing.
• Determine the process and timeline. Substantial amendment can take between three to six
months or more depending on the level of public process, amendments, and complexity.
For consistency and to ensure that ever changing state regulations are met, we would recommend
working with Elaine Howard Consulting (EHC), LLC, to work through this process. EHC worked on the
original Plan and subsequent amendment and having done most of the urban renewal plans in Oregon is
a recognized expert in this field.
Proposed Timeline and Major Steps:
• April 2020: Meet with EHC to scope approach.
• May: Present the recommended approach to the City Council.
• June – December: Move forward and complete the substantial Plan amendment to increase
maximum indebtedness.
Proposed Staffing Required:
• LORA staff will lead the process with assistance from:
o Elaine Howard Consulting, LLC – Personal services contract not-to-exceed $30,000 and
can be terminated at any time if the Council does not wish to proceed with the
amendment.
o Finance and Engineering to review financial feasibility and estimated construction costs.
Estimated Financial Need:
EHC has submitted a proposal to process the substantial Plan amendment for approximately $30,000.
32
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Approve a Project List for the Parks Bond – Council Goal 6A
DATE: March 17, 2020
Big Picture Goal: Invest in Lake Oswego’s high-quality parks, natural areas, and recreational amenities
Council Initiative: Approve a project list for the Parks Bond.
Lead Department: Parks and Recreation
Support Departments: CMO, Finance, Planning
Plan to Tackle the Project: Work with Parks, Recreation and Natural Resource Advisory Board to
prioritize Parks CIP list and present to City Council.
1.Improve golf course and driving range
a.Create public engagement process to bolster support for improvements.
b.Determine improvements based on Pool/Recreation Center decision.
2.Develop the Rassekh property as ballfields
a.Update 2005 concept plan and create public engagement process to refine plan.
b.Develop plan that balances community needs and available resources.
3.Identifying and evaluating potential strategic parks land acquisitions
a.Create list of priorities based on Parks Plan 2025 and opportunities.
b.Complete the Parks Acquisition Policy.
c.Actively engage in preliminary discussions with owners of targeted properties.
Proposed Timeline and Major Steps: Present Parks, Recreation and Natural Resource Advisory Board
Parks CIP prioritized list; March 3, 2020 Council Meeting. Ask for project list approval; March 17, 2020.
Proposed Staffing Required: Parks and Recreation Director.
Estimated Financial Need: Golf Course; $3,000,000, Rassehk; $7,000,000, Acquisition; $3,800,000. Bond;
$8,300,000, SDC; $3,500,000, Metro; $2,000,000, Total; $13,800,000.
Approve Project List for Parks Bond
33
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Complete Plans for a Recreation Center/Community Pool and Renovated Golf Course –
Council Goals 6B
DATE: March 17, 2020
Big Picture Goal: Invest in Lake Oswego’s high-quality parks, natural areas, and recreational amenities
Council Initiative: Complete plans for a recreation center/community pool and renovated golf course
Lead Department: Parks and Recreation
Support Departments: City Manager’s Office, City Attorney’s Office, Finance, Planning
Plan to Tackle the Project:
1. Continue the cooperative efforts with LOSD and Pool/Recreation Center Task Force toward a
recommendation to City Council and School Board regarding a combined center or separate
pool and recreation facilities.
2. Complete IGA with LOSD regarding combined center capital and operational cost sharing and
facility prioritized use.
3. Solicit RFP for design and engineering of either a combined Pool/Recreation center and select a
Golf Course Designer.
4. Design through public engagement a recreation/aquatic center and golf course improvements
that balance community’s needs and resources available.
5. Implement and build the center and renovate golf course.
Proposed Timeline and Major Steps:
1. Task Force presentation at March 3, 2020 City Council Meeting, City Council and School Board
make decision at combined meeting on March 16, 2020. (CMO and Parks)
2. Complete IGA with LOSD Spring 2020, LOSD. (CMO, Parks, CAO, Finance)
3. RFP solicitation and award completed Late Spring 2020. Golf Course Designer selected - Spring
2020. (Parks, CAO)
4. Design and engineering; Summer 2020 – Early Spring 2021. (Parks, Planning)
5. Bid Project Spring 2021. (Parks, CAO, Finance)
6. Construction Spring 2021 – Spring 2022. (Parks, CAO)
Recreation and Aquatics Center
34
Proposed Staffing Required:
Parks and Recreation Director will act as Co-Project Manager with LOSD Project Manager, Parks Project
Manager will be assistant project manager, assigned planning staff member, and contracted
communications manager for public outreach.
Estimated Financial Need:
Recreation and Aquatic Facility; $30,000,000
Bond $11,000,000
General Fund $ 1,000,000
SDC $ 3,000,000
LOSD $15,000,000
Golf Course $ 3,000,000
Bond $ 3,000,000
35
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Respond to the Proposed Charter Amendment Related to Parks and Natural Areas –
Council Goal 6C
DATE: March 17, 2020
Big Picture Goal: Invest in Lake Oswego’s high-quality parks, natural areas, and recreational amenities.
Council Initiative: Respond to the proposed charter amendment related to parks and natural areas.
Lead Department: Parks and Recreation, City Attorney’s Office
Support Departments: City Manager’s Office, Planning
Plan to Tackle the Project: Work with Parks Board, Parks Friends Groups, Neighborhood Associations
and Watershed Councils to develop a regulatory alternative to the proposed charter amendment.
Proposed Timeline and Major Steps: Conduct public work session in April at Parks Board meeting to
develop alternative. Draft proposed alternative by July 2020.
Proposed Staffing Required: Work will be incorporated into existing work plans.
Estimated Financial Need: None.
Respond to Proposed Charter Amendment
36
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Complete Pathway between George Rogers and Foothills Parks – Council Goal 6D
DATE: March 17, 2020
Big Picture Goal: Invest in Lake Oswego’s high-quality parks, natural areas, and recreational amenities
Council Initiative: Complete pathway between George Rogers and Foothills Parks
Lead Department: Parks and Recreation
Support Departments: City Attorney’s Office, Engineering, Planning
Plan to Tackle the Project: Complete negotiations with property owners for remaining two easement
segments. Design, engineer and build the pathway.
Proposed Timeline and Major Steps:
1. Complete easement negotiations by September 1, 2020.
2. City Council approval: September 1, 2020.
3. Design and engineering: September – December 2020.
4. Bid and construction: December 2020 – June 2021
Proposed Staffing Required: Parks and Recreation Director and City Attorney will complete acquisition.
Parks Manager will be project manager.
Estimated Financial Need:
Easement acquisition $ 70,000 - $90,000
Design/engineering $ 30,000
Construction $300,000
Willamette Greenway – George Rogers to Foothills Parks
37
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Improve Pathway Connecting Maple Street to George Rogers Park to be More Accessible
– Council Goal 6E
DATE: March 17, 2020
Big Picture Goal: Invest in Lake Oswego’s high-quality parks, natural areas, and recreational amenities
Council Initiative: Improve pathway connecting Maple Street to George Rogers Park to be more
accessible.
Lead Department: Parks and Recreation
Plan to Tackle the Project: Parks Department will work with a design build contractor to achieve greater
accessibility between Maple Street and George Rogers Park.
Proposed Timeline and Major Steps:
1. Host a site tour for City Council and staff; February 2020
2. Engage design/build trail contractor for solutions; March 2020
3. Construct improvements; March – April 2020
Proposed Staffing Required: Parks Manager will be the project manager.
Estimated Financial Need: Trail design and construction estimated at ~$2,500.
Maple St. to George Rogers Pathway Connection
38
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Adopt a Five-Year Plan for Pathways – Council Goal 7A
DATE: March 17, 2020
Big Picture Goal: Improve transportation connections, mobility and safety for all types of trips in Lake
Oswego and reduce automobile congestion.
Council Initiative: Adopt a five-year plan for pathways
Lead Department: Engineering
Support Departments: Planning, Public Works, Parks, and Finance
Plan to Tackle the Project:
•Complete the prioritization of the school pathways list, as directed by the Council in 2019.
•Conduct a Council study session on the Street Fund, Transportation System Development Charges
and the Transportation System Plan and Parks Bond Priorities to solicit feedback on priorities within
existing funding constraints, and how to modify future Capital Improvement Plans (CIP) to
accommodate both pavement and pathways.
•Work with Metro and ODOT to identify sources for grants and other funding opportunities.
•Adjust future budgets and CIPs according to priorities and specific funding levels set by Council.
Proposed Timeline and Major Steps:
March: Transportation Advisory Board finalizes the pathway priority list
April: Review the list with the School District
May/June: Study session with City Council, solicit feedback on pathway priorities and funding level
direction
Fall 2020: Begin development of new CIP and budgets with modified priorities as set forth by
Council
Spring 2021 Review budget and CIP with the Budget Committee; modify if necessary
Five-Year Plan for Pathways
39
June 2021 Adopt new Budget and CIP
Proposed Staffing Required: Staff time to develop a study session, proposed budgets and CIPs will
equate to approximately 160-180 hours
Estimated Financial Need: Primary cost is staff time.
40
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Develop a Plan to Improve Pedestrian and Bicycle Safety and Reduce Automobile
Congestion on Highway 43, McVey Ave and Stafford Road – Council Goal 7B
DATE: March 17, 2020
Big Picture Goal: Improve transportation connections, mobility and safety for all types of trips in Lake
Oswego and reduce automobile congestion.
Council Initiative: Develop a plan to improve pedestrian and bicycle safety and reduce automobile
congestion on Highway 43. Wok program elements should address:
• Congestion at major intersection
• A safe walking bicycling route to Portland
• Traffic conflicts caused by the at-grade railroad crossings.
Lead Department: Engineering
Support Departments: Planning, Public Works
Plan to Tackle the Project:
• Support West Linn’s T2020 funding request for Hwy 43 Improvements, which also includes $300,000
for a corridor study to continue the improvements from the southern city limits to the Oswego
Creek Bridge (TSP Project No. 142)
• Conduct Corridor Analysis for Hwy 43 from Oswego Creek to Terwilliger (TSP Project No. 232)
• Identify a corridor project for McVey and Stafford, and amend the Transportation System Plan to
include this new roadway project.
• Identify what parts of the corridor improvements can possibly be broken down into smaller, interim
improvements, such a signals or crossing improvements.
• Prioritize the various projects, using the Transportation Advisory Board (TAB) for that effort, and to
make recommendations to City Council.
• Seek funding options for financing the studies, including regional, state, or federal funding options,
depending on the size of the improvements. Work with Metro and ODOT to identify sources for
grants and other funding opportunities.
• Adjust future budgets and CIPs according to priorities and specific funding levels set by Council.
Highway 43 – McVey - Stafford
41
Proposed Timeline and Major Steps:
March/April: Support West Linn’s T2020 funding request that includes Hwy 43 corridor study for part
of Lake Oswego
Fall 2020: Amend the Transportation System Plan (TSP) to include a roadway project for McVey
and Stafford.
2021: Hire consultants and conduct study for Hwy 43 (extension of similar improvements as
currently planned in West Linn).
2021/22: Hire consultants and conduct corridor study for McVey and Stafford Road. Solicit
feedback from the School District
2020-22: Ongoing interaction and feedback with TAB and City Council on both corridor studies.
Spring 2022: Share project details with City Council to solicit feedback and direction for final
budgeting and prioritization of projects.
2023: Earliest start for possible design of improvements
Proposed Staffing Required: Staff time estimated to be 1.0 FTE for a two-year period, shared between
Engineering and Planning, to develop and manage this effort up to the beginning of actual preliminary
design. Currently, there may not be sufficient staff resources within Engineering or Planning to take this
effort on in addition to current workloads.
Estimated Financial Need: Consultant costs: $300,000 for Hwy 43, and $200,000 for McVey/Stafford
studies to identify major improvements and constraints. Actual engineering, design, and construction
for all improvements will be anywhere from $50 to $80 million per corridor, depending on magnitude
and scope of improvements. Smaller interim improvements could be considered, such as signals or
signalized crosswalks ranging from $100k to $1.0 million, depending on the location and improvement.
42
TO: Mayor and Council
FROM: Executive Team
SUBJECT: HB 2001 & HB 2003 Compliance – Council Goal 8A
DATE: March 17, 2020
Big Picture Goal: Plan for future population and business growth to conserve the community’s
character and quality of life.
Council Initiative: Begin work to comply with HB 2001 and HB 2003.
Lead Department: Planning
Support Departments: City Attorney and Engineering.
Plan to Tackle the Project: On December 17, 2019, the City Council requested that staff monitor
the State of Oregon’s rulemaking process for implementation of two bills adopted by the 2019
Legislature: House Bill 2001 (referred to below as HB 2001 or the “middle housing” bill) and
House Bill 2003 (HB 2003, or the “housing production” bill). The Council expects to be kept
informed of the process and for the City to participate in it as needed to ensure that the City’s
interests are known and can be addressed.
Staff is tracking the rulemaking process for each bill and providing monthly written updates to
the City Council and Planning Commission. The Commission is also discussing the rules at its
regularly scheduled meetings and providing input to staff on information that would be helpful
to have as the City begins work toward compliance.
This work plan addresses only HB 2001, because HB 2003 does not require the City to take any
action until 2023. The City will be required to update its housing needs analysis and prepare a
housing production strategy under HB 2003 at that time, pursuant to rules that are to be
developed after the Legislature reviews a statewide housing needs analysis in 2021. This work
plan should be updated, accordingly, at that time.
House Bills 2001 and 2003 Compliance
43
There are three key decision points for the City, as follows:
1. Infrastructure capacity. The City will need to assess its infrastructure and determine
whether it has sufficient capacity to absorb the increase in development densities
mandated by HB 2001. This will be done well ahead of June 30, 2022 deadline for
implementing the HB 2001’s middle housing requirements. HB 2001 provides for time
extensions for local jurisdictions that are unable to meet the deadline, however,
extension requests must be filed by June 30, 2021, and the State Land Conservation and
Development Commission (LCDC) is not expected to adopt the bill’s implementing rules
for middle housing rules (model code) until December 2020. Staff is working on this
now, though the full impact on our infrastructure will not be known until late this year.
2. Duplexes in single-family (Low Density) residential zones. The City will need to review
and update its development code as it applies to duplexes in compliance with the
State’s minimum requirements (model code) for duplexes by June 30, 2022. Duplexes
must be allowed on every lot where zoning currently allows a detached single-family
dwelling. This work will require extensive community engagement. Staff proposes
beginning the process after the State adopts the model code (minimum standards) for
large/Metro area cities, which it is required to do by the end of 2020.
3. Other middle housing in single-family (Low Density) residential zones. The City will need
to review and update its development code as it applies triplexes, quads, cottage cluster
development, and townhomes, in compliance with the State’s minimum requirements
(model code) for middle housing by June 30, 2022. Middle housing must be allowed in
“areas” (not every lot) where zoning currently allows detached single-family dwellings.
The term “area” has not yet been defined. This work will require extensive community
engagement. Staff proposes beginning the process after the State adopts the model
code (minimum standards) for large/Metro area cities, which it is required to do by the
end of 2020.
Proposed Timeline and Major Steps:
Intergovernmental Strategy
1. Monitor the State’s rulemaking process and provide monthly updates to the City
Council and Planning Commission.
2. Coordinate with other jurisdictions and the League of Oregon Cities. (Director Siegel
serves on LOC’s Community Development Policy Advisory Committee.)
3. Track legal actions take by other cities, if any.
44
Staff and Planning Commission
Jan-Jun 2020 Attend rulemaking committees and review draft model codes.
Apr-Jun Identify existing examples of “middle housing” in Lake Oswego.
Apr-Jun Review existing CC&Rs related to middle housing.
Jul Check-in with the City Council.
Aug-Sep Review neighborhood plans and existing neighborhood character.
Aug-Sep Categorize areas based on infrastructure capacities.
Oct-Nov Audit the development code per final draft of State model code.*
Dec 2020 Check-in with the City Council - Go/No go on infrastructure extension.
Jan-Jun 2021 Infrastructure extension application (if applicable)
Jul 2021-
Jun 2022 Community planning process to amend Comprehensive Plan and
development code.**
*Staff will audit the Community Development Code and prepare options for compliance with
HB 2001 after the State adopts a model code for middle housing.
**A more detailed work plan will be developed per City Council direction and based on the
State model code for middle housing.
Proposed Staffing Required: This project can be completed with existing staff in the Planning
Department with support from the City Attorney’s Office. The department may seek outside
services (architect, engineer, or other consultants) for technical support.
Estimated Financial Need:
Total financial need cannot be estimated until the State adopts rules for middle housing. The
Planning Department has tentatively set aside $20,000 for outside services to assist with
compliance with HB 2001. Potential funding may also be available from the Oregon Department
of Land Conservation and Development.
45
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Delineate Stafford Areas of Interest – Council Goal 8B
DATE: March 17, 2020
Big Picture Goal: Plan for future population and business growth to conserve the community’s character
and quality of life.
Council Initiative: Delineate Stafford Areas of Interest.
Lead Department: Planning
Support Departments: City Manager, City Attorney, and Engineering.
Plan to Tackle the Project: The 3-City Intergovernmental Agreement (IGA) for Stafford Concept Planning
requires Lake Oswego, Tualatin and West Linn mutually agree on Areas of Interest for concept planning.
The cities had not agreed on areas of interest earlier because the IGA requires that the cities may do this
no sooner than 2020.
The following approach is preliminary. It assumes that the criteria for concept planning contained in the
3-City IGA and Metro’s Functional Plan would help guide the delineation of Areas of Interest among the
three cities. . The actual work plan and timing will require concurrence with Tualatin and West Linn and
involve coordination with Clackamas County and other service providers in the Stafford Basin.
Proposed Timeline and Major Steps:
Apr-Jun Map existing and planned infrastructure, including streets, sewer, water, schools,
and fire stations. Review Metro’s Regional Travel Demand Forecast.
Jul-Dec Review public facility master plans and identify high-level feasibility of Lake Oswego
eventually serving some or all of the areas of Stafford north of I-205 in the next 15-
50 years. The purpose of this work is solely to determine Lake Oswego’s potential
“area of interest”, not to develop a concept plan under Metro Code, or to amend
the city’s Urban Services Boundary.
Delineate Stafford Areas of Interest
46
Dec-Mar 2021 Develop Areas of Interest Alternatives for review and refinement by the three cities,
and seek City Council input
Jun-Jul Public forum, and Planning Commission input
Fall City Council approval by each city, and incorporate Area of Interest concept into
Lake Oswego’s Comprehensive Plan.
Proposed Staffing Required: Consultant resources may be required for some tasks. The Planning,
working collaboratively with the Engineering Department and City Attorney, has sufficient staff
resources to complete this initiative without adding FTE.
Estimated Financial Need: None.
47
TO: Mayor and Council
FROM: Executive Team
SUBJECT: Affordable Housing Project – Council Goal 8C
DATE: March 17, 2020
Big Picture Goal: Plan for future population and business growth to conserve the community’s
character and quality of life.
Council Initiative: Begin work to construct at least one new affordable housing project by
rezoning the Boones Ferry Road staging area to allow
for an affordable housing development
Lead Department: Planning
Support Departments: City Manager/Urban Renewal,
City Attorney
Plan to Tackle the Project: The Boones Ferry Road
staging site is located at the southwest corner of
Boones Ferry Road and West Sunset Drive. It is zoned
for commercial use with only limited opportunity for
housing. A zone change is necessary for the property
to be developed with high density housing.
The strategy is to work with Clackamas County and
area non-profit housing developers to determine the
highest and best “affordable housing” use of the site.
The City will seek input from the affected
neighborhood associations, area businesses, non-
profit housing developers, social service providers,
and the school district.
Affordable Housing
48
The City Council or Urban Renewal Agency Board, as applicable, should consider the following
before initiating a zone change:
1. Timing. Is the staging site needed for any future improvements to Boones Ferry Road
(Phase 2) or any other Lake Grove Urban Renewal District project? Development of
affordable housing is not presently included in the Urban Renewal Plan. (See attached
decision tree.)
2. Rezoning. The staging area site is within the West
Lake Grove Design District (WLG) and is zoned
almost entirely Office Commercial (OC). Building
height is limited to 35 feet, as compared to 45
feet in the Lake Grove Village Center General
Commercial zone. The Comprehensive Plan Map
and Zoning Map will need to be amended to allow
higher density housing at this location.
Based on input from housing experts, the City
should consider allowing taller buildings and
reducing the off-street parking requirement for an
affordable housing development in this area. It may also be advantageous to allow but
not require a mix of ground floor commercial uses with housing above. (Though there
may be Low Income Housing Tax Credit barriers to mixed-use development.) Currently,
the Planning Commission and the Lake Grove Business Association are reviewing some
of the WLG building design standards with an eye toward streamlining the regulations
and reducing development costs. Their scope does not include changes to allowed uses,
height, setbacks, etc.
3. Acquisition. After amending the zoning designation for the site, the City will need to
“acquire” the property from the Urban Renewal Agency, unless the Urban Renewal Plan
is amended to include development of housing.
4. Request for Proposals and Development Agreement. Before selling the property to a
housing developer, the City will likely go through a solicitation process for development
proposals, resulting in a development agreement similar to the North Anchor Project.
Proposed Timeline and Major Steps: The following timeline is generalized because the City
Council first should first determine whether the staging site is needed for future improvements
to Boones Ferry Road or any other Urban Renewal project (see attached decision tree).
Months 1-2 City Council initiates project; Planning Commission/Commission for Citizen
Involvement reviews citizen involvement plan.
49
Months 3-5 Conduct outreach/focus groups with affordable housing developers,
neighborhood associations, Lake Grove businesses, social service providers,
school district, and others as applicable.
Months 6-7 Prepare code concepts for joint study session with Planning Commission and
City Council. Illustrate and test the code concepts with design assistance
from an architect with affordable housing experience. This is important to
ensure the regulations (building envelopes, open space, etc.) are compatible
with an affordable housing development program and lending requirements.
Month 8 Initiate Comprehensive Plan, Zoning Map, and Development Code
amendments. Prepare agency notices and public review draft of proposal.
Months 9-10 Planning Commission public hearings.
Months 11-12 City Council public hearing and enactment of ordinance.
Proposed Staffing Required:
This project can be completed with existing staff resources in the Planning Department if the
project commences during the second half of 2020 or in 2021. It will require approximately 0.15
FTE in the Planning Department during Months 1-12, and assistance from the City Attorney’s
Office during Months 6-12.
Estimated Financial Need: The Planning Department has tentatively set aside $10,000 for
outside services, to include design assistance from a consulting architect. Potential funding may
also be available from the Oregon Transportation and Growth Management Program.
50
51
Council 2020 Goals
Work Plan Time Table
Darker shading=Council Action
Lighter shading=Staff Action
February 2020 March April May June July August September October November December January 2021 February March April
Business Investment and
Job Creation
Adopt an Economic Development
Strategy
See work plan for future
timeline dates
North Anchor Project Developer
Selection and DDA Proposer Interviews Executive Director
Recommendation
See work plan for future
timeline dates
Increase Diversity of
People Serving on Boards
and Employed by the City
Formal DEI Training for Electeds,
Executive Team, and Board &
Commission Members
Begin process of
selecting a
trainer
Notify B&C
members of
training
DEI training for
Council and Exec
Team
DEI Task Force
Recommendations
Council
presenation from
Task Force 7/21
CM and Exec Team
decides on
operational
implementation
Council SS on
Policy Level
Recommendations
9/15
Cultural and Religious Events
Calendar Staff gathers data Council
presentation and
findings 7/7
Council adopts
proposal 12/1
Departments design
events and develop
cost estimates
Protect Natural Resources
Preserve Big Trees Evaluate Existing
Programs
Expansion
Recommendation
to Council 9/1
Database
Guidelines for
managing large
trees
Initial review of
City tree list
Operational Practics and
Fiscal Policies
Oversight of City Hall Project Topping Out
celebration
See work plan for future
timeline dates
Develop Clear Intergovernmental
Policy/Strategy
Prepare draft
policy Council SS 6/16
Council adopts and
implements policy
7/7
Identify Mid-Term Budget
Challenges
Budget
Committee
meeting 5/7
Reduce Restrictive and Unndeed
Regulations
Invest in Basic
Infrastructure
Best Option for Tryon Creek
Wastewater Treatment Plant
Finalize rate model
for existing plant
upgrade;public/
private finance
analysis; analysis
of maintenace/
operations models
Council approval
of City of
Portland
agreement 5/5
Release RFP to
shortlisted
bidders; submit
LOI to WIFIA
program
Select winning
bidder; enter into
a development
agreement
Council approves
development
agreement
package
See work plan for future
timeline dates
Pavement and Pathways
2020-22 finish pavement
rehabilitation projects; see
work plan for future dates
Increase Funding Capacity for
Lake Grove URA
Scope approach
with Elaine
Howard
Consulting
LORA Board
recommendation
5/5
Parks, Natural Areas and
Recreational Amenites
Approve Project List for Parks
Bond
Parks Board presents
list; Council approval
Complete Plans for Recreation
Center/Pool and Renovated Golf
Course
Council - LOSD Joint
Meeting
See work plan for future
timeline dates
Carter Amendment Related to
Parks and Natural Areas
Parks Board work
session on
alternative
Draft alternative
proposal
Willamette Greenway - George
Rogers to Foothills Park
Complete
easement
negotiations;
Council approval
9/1
Maple Street to George Rogers
Pathway Connection
Site Tour for Council
and Staff
Engage design/build
trail contractor
Construct
improvements
Improve Transportation
Connections, Mobility
and Safety
Five Year Plan for Pathways TAB finalizes
pathway priority list
Review list with
LOSD
See work plan for future
timeline dates
Highway 23 - McVey - Stafford See work plan for future
timeline dates
Plan for Future
Population and Business
Growth
House Bills 2001 and 2003
Compliance Council SS 7/21 Council SS 12/15 See work plan for future
timeline dates
Delineate Staffor Areas of
Interest
See work plan for future
timeline dates
Affordable Housing Project
Map existing and planned infrastructure, including
streets, sewer, water, schools, and fire stations;
Review Metro’s Regional Travel Demand Forecast
Review public facility master plans and identify high-level feasibility of Lake Oswego eventually serving some or
all of the areas of Stafford north of I-205 in the next 15-50 years
Develop Areas of Interest Alternatives for review and
refinement by the three cities, and seek City Council input
Timeline is generalized because the City Council first should first determine whether the staging site is needed for future improvements to Boones Ferry Road or any other Urban Renewal project (see workplan)
Support West Linn’s T2020 funding
request
Amend the Transportation System Plan (TSP) to
include a roadway project for McVey and Stafford
Attend rulemaking committees and review draft model codes; Identify existing examples of “middle
housing” in LO; Review existing CC&Rs related to middle housing
Review neighborhood plans and
existing neighborhood character;
categorize areas based on
infrastructure capacities
Audit the development code per
final draft of State model code Infrastruction extension application (if applicable)
Complete IGA with LOSD; RFP solicitation and award
completed late spring; golf course designer selected Design and engineering
Council SS for feedback on priorities
and funding - May or June
Begin development of new CIP and budgets with
modified priorities
Design and engineering Bid Construction
Council SS on pathway priorities and
funding level Begin development of new CIP and budgets
Substantial amendment to increase maximum indebtedness
Phase 2 GMP and Change Order approvals
Research
Ongoing staff work with Council approval of code changes
Negotiate and Execute Disposition and Development Agreement Developer initiates and completes development review process; building permit submitted and approved; enfironmental remediation begins
DEI training for Boards & Commissions
Outreach to ensure representation;
analyze data, develop findings
Decision making and planning for
representative series of events
Steering committee develops a
Council recommendation
Council Direction, Kickoff Survey Other Stratagies Economic Profile SWOT Analysis Economic Forum #1; Draft Goals and KPIs
March 2020