Loading...
HomeMy WebLinkAboutAgenda Packet - 2001-01-12 Special a e svve o . . it ounc 1 . �� , � e etln o �..�. ��'��1�C1 "�: � 2 �1 �V' ��� i ��1 G J Lake Oswego City Council S�� o Meeting of sir 2001 v�oo� City Councilors Judie Hanrmerstad, Mayor Jack Hoffman, Council President Ellie McPeak Gay Graham Karl Rohde Bill Schoen John Turchi Revised hinuary 8, 2001 CITY COUNCIL GOAL SETTING RETREAT Friday, January 12, 2001 8:00 a.m. OSWEGO HERITAGE HOUSE 398 10`" Street AGENDA Also published on the internet at: ci.oswego.or.us Contact: Robyn Christie, Deputy City Recorder E -Mail: public_atiairs@ci.oswego.or.us Phone: (503) 675-3984 This meeting is in a handicapped accessible location. For any special accommodations, please contact Public Affairs, (503) 635-0236, 48 hours before the meeting. ar,.wad nmr F-00 1. ROLL CALL 2. GOAL SETTING 2.1 Personallntrodtictions * : 2.2 Vision of Lake Oswego's Future • What is your long-term vision of the city? • What elements of your vision are most important to you personally? • What are the most important issues and policy choices in the next four years that "ill affect the future of Lake Oswego? Break (15 minutes) 2.3 Ongoing major projects: Level of prioritN 1hreak at about 11:001 • East End Redevelopment • Master Plans: Parks and Recreation (PRAB 2/10) .� Open Space (NIZAB 1/10) • Library • Cite/School Districl: common interests • Transportation concerns Hwy. 43 Trolley %- Street maintenance funding; Neig;ltborhood traffic calming, • Sister Cities City Council .agenda 11agc I of 2 January 1:., 2001 Revised January 8, 2001 12:30 Lunch 1:15 2.3 Ongoing major projects (continue) As Break (15 minutes) 2: 3f9 2.4 Issues for brief discussion, action, and scheduling, 2001 • Anti -Smoking Ordinance (1/01) • Tree Ordinance (NRAB for revision) • Sign Ordinance • Large House/Small Lot (with U of O, Summer 2001) • Long-term Care Housing (PC Review, then to Council) • Lake Sewer Interceptor (analysis ready early 01) • Canal Area Open Space Plan • Stafford • Quality of Life Indicators • West End Projects • Annexation • Utility Rate Assistance Program (to Council 2/01) • Water Issues ' - Water blaster Plan ie Increased fire flow capacity r Surface water management ESA compliance • Lake Front zoning variance (PC Review, then to Council) • Strategic Financial Plan (ready for Council Study Session) • Lake Forest Neighborhood Plan (PC approval, then to Council) • Childs Rd. pathway • Arts Downtown • Noise Ordinance • Regional Issues (to Council 9/01) Minimum Density .- Transportation Mode Split y Connectivity 4:001 2.5 Prepare to set goals 4:30 3. ADJOURNME:NT City Council Agenda Page 2 of 2 January 12, 2001 City of Lake Oswego City Council 2001 Council Liaisons to Council -Appointed Boards, Commissions, Committees BoardlCommission/Committee Councilor Arts Commission Ellie McPeak Development Review Commission Jack Hoffman Historic Review Advisory Board Karl Rohde Library Advisory Board Gay Graham Natural Resources Advisory Board Bill Schoen Parks & Recreation Advisory Board Jack Hoffman Planning Commission John Turchi Transportation Advisory Board Karl Rohde m\ha� ol.doc Council Member Appointments to Committees as Liaison: Recommended as requested Jack Hoffman: Parks and Recreation Advisory Board Karl Rohde: Transportation Advisory Board Historic Review Advisory Board Bill Schoen: Natural Resources Advisory Board Ellie McPeak: Arts Commission Gay Graham: Adult Community Center John Turchi: Planning Commission A TEMPLATE FOR LOCAL GOVERNMENT SUSTAINABLE DEVELOPMENT PROGRAMS Working Draft (1/2/01) This document is being prepared by members of the Oregon League of Cities. Staffing has been provided by the Center for Watershed and Community Health at Portland State University. It is a work in progress and feedback is requested. The authors include: Steve Bryant City Manager City of Albany Scott Burgess City Manager City of West Linn Wes Hare City Manager City of La Grande Roger Jordon City of Dallas, Gregory Mott Development Services, Planning Manager City of Springfield Cynthia Pappas Development Services, Department Director City of Springfield Karl W. Rohde City Councilor City of Lake Oswego John Schubert City Councilor City or Bend Mike Swaim Mayor City of Salem Scott Taylor Oregon Department of Corrections Willie Tiffany Senior Staff Associate Oregon League of Cities Carole Wheeldon City Councilor City of Ashland For More Information: The Center for Watershed and Community Health P.O. Box 751 Mark O. Hatfield School of Government Portland State University Portland, Oregon 97207 (503) 725-8101 E-mail: cwch@pdx.edu Website: www.upa.pdx.edu/CWCH/ CONTENTS PAGES NEED TO BE REDONE INTRODUCTION AND PURPOSE HOW THIS TEMPLATE IS ORGANIZED 1 FIVE ORAGANIZING QUESTIONS FOR A SUSTAINABILITY PROGRAM 4 SECTION 1. WHAT IS OUR COMMITMENT TO SUSTAINABILITY? 7 Step One: Secure a Commitment From Elected Officials, Agency Directors and/or Community Leaders for Your Sustainability Program. Step Two: Establish a Guiding Policy Framework on Sustainability SECTION 2. HOW SUSTAINABLE ARE WE NOW? 12 Step One: Assess The Sustainability of Government and/or Community Operations Step Two: Identify and Highlight Your Existing Successes and Strengths Step Three: Identify Gaps, Omissions, Needs and Priorities SECTION 3. HOW SUSTAINABLE DO WE WANT TO BE? 16 Step One: Generate a Vision, Goals and Targets for Your Agencies and/or Community Step Two: Innovate to Identify Cost Savings and New Job and Business Opportunities SECTION 4. HOW DO NVE GET THERE? 19 Step One: Decide Who Is In Charge and Form a Team Step Two: Determine Your Priorities Step Three: Develop Implementation Action Plan Step Four: Educate, Train and Reward Employees, Businesses and Citizens Step Five: Involve Elected Official, Senior Management and/or Community Leaders in Continual Review and Improvement SECTION 5. HOW DO «'E MEASURE IT? 20 Step One: Establish Sustainability Indicators Step Two: Implement Mechanisms to Gather Data, Monitor Progress and Ensure Continual Improvement SELECT REFERENCES APPENDIX A: Examples APPENDIX B: Exercises INTRODUCTION AND PURPOSE This document outlines a step-by-step process, or process map, for any local government interested in developing policies and programs for sustainable development. It is intended for use with an introductory companion document Context and Background for Local Government Sustainable Development Programs. It was developed by members of the Oregon League of Cities, with staff assistance from the Portland State University, Center for Watershed and Community Health. Both documents are working drafts, and comments are requested. Local governments are key actors in the pathway toward sustainable development. (Note: see the Context and Background document for an overview and definition of sustainable development). They can lead by example by increasing the conservation and efficient use of energy, water and other natural resources within internal government operations. These steps will often save government money, enhance the public's image of government, and reduce harmful environmental impacts. They can also establish the governance framework necessary to foster and support activities within the private sector, households and non -profits to increase the conservation and efficient use of environmental resources. These activities will help the community reduce costs, enhance jobs and economic competitiveness, reduce environmental impacts and increase quality -of -life. This template outlines a step-by-step process for fulfilling those roles. While organized sequentially here, the development of a sustainability program is usually not a linear process. You can start anywhere you want. Some communities may follow the template step by step, and start by adopting guiding policies or principles. Others may initiate pilot projects in order to get a handle on the costs and benefits of the approach. The more effective sustainability programs usually circle back and forth through the inter -related steps a number of times as they develop the initiative. This template, therefore, simply outlines the common, major components of successful local government sustainable development programs. It offers suggestions for how to approach key issues. It also provides examples of how various communities have approached the issues. Though there are commonalities among strategies, there is no one -size -fits -all design. Each local government must develop a program tailored to the community's unique needs, culture, economy and environment. HOW THIS DOCUMENT IS ORGANIZED There are five key questions that should drive the development of your sustainable development initiative. Each section of this document is organized around the steps required to successfully answer one of the questions. On the left margin, examples are provided of how other communities have answered the question. They are marked with AExamples and more details can be found in Appendix A. At the end of each section, quick "start-up" steps are suggested. They are marked with 0 Start-up Items. At the end of each section exercises are suggested to 2 help you assess your community's past of current approach to the issues. 'these are marked with T Exercises and more details are found in Appendix B. FIVE ORGANIZING QUESTIONS FOR A SUSTAINABILITY PROGRAM This template's five organizing questions and strategies for answering them are shown in Table 1, below. Table 1: Five Questions, Five Strategies. Question Strategy What is our commitment to 4 Develop an initial policy framework that authorizes sustainability? and guides your sustainability program. How sustainable are we now? 4 Develop a baseline by assessing your agency's community's economic, social and environmental conditions, trends and risks. How sustainable do we want to 4 Set measurable goals and targets for what you want to be in the future? achieve in the future. How do we get there? 4 Develop an implementation action plan. How do we measure it? 4 Establish indicators and implement an on-going monitoring system. The balance of this document elaborates on these questions and strategies. SECTION 1. WHAT IS OUR COMMITMENT TO SUSTAINABILITY? Stea One: Secure a Commitment From Elected Officials, Agency Directors and/or Community Leaders for Your Sustainability Program. "Using, developing, and protecting resources at a rate and in a manner that enables people to meet their current needs and also provides that fixture generations meet their own needs" (Brundtland Commission and many others). This definition means that healthy stocks of clean water, clean air, fertile soils, forests, agricultural lands, plants, biodiversity, and other resources should be passed on to future generations. All environmental problems lead to economic problems and all good solutions to environmental problems enhance economic and social well-being. Therefore, your initial definition, goals and principles should underscore that your sustainable development program will seek to address your community's economic, social and environmental problems concurrently. 5 To initiate your program, elected officials and senior agency management need to make a commitment to the sustainability Example 1 program. A formal commitment highlights importance of the Following a series of program, authorizes staff allocations, and ultimately catalyzes work sessions and the action in government and community operations. The initial drafting of a background commitment may involve a resolution from the City Council, or report, the Eugene, Oregon City Council an order from the mayor's or the city manager's office. adopted a resolution establishing a definition At this early point it is helpful to provide an initial community and a set of sustainability definition of sustainability along with the initial goals and principles. See Appendix A. principles that will guide your program. Every community needs to decide what makes sense for its members. An example of a commonly used, broad definition of sustainability is ... "Using, developing, and protecting resources at a rate and in a manner that enables people to meet their current needs and also provides that fixture generations meet their own needs" (Brundtland Commission and many others). This definition means that healthy stocks of clean water, clean air, fertile soils, forests, agricultural lands, plants, biodiversity, and other resources should be passed on to future generations. All environmental problems lead to economic problems and all good solutions to environmental problems enhance economic and social well-being. Therefore, your initial definition, goals and principles should underscore that your sustainable development program will seek to address your community's economic, social and environmental problems concurrently. 5 Sten Two: Establish a Guiding Policy Framework on Sustainability Goals for local government sustainability programs might include the following: • Increase economic efficiency of government and community operations to specific target levels; • Increase economic competitiveness, jobs and the social well-being of all community members to specific target levels; • Increase the efficiency with which energy, water, material resources and land are used within government and by the community to specific target levels; and • Reduce releases to air, water and land of toxic substances harmful to human health and the environment to specific target levels. The targets should define initial success. They are certain to change over time as new information becomes available. Nevertheless, if the targets are established through a scientifically and economically credible, open and democratic process, meeting them should mean that your community has succeeded in achieving its initial goals. 6 Once the leadership has established its commitment to the program and an initial definition, the next step is to establish a policy framework to guide the program. The framework should `-Example 2 clarify your goals (what are you trying to achieve?), describe the In the Eugene case, City programs guiding principles, establish the principle of continual Council also adopted a improvement, and lay out general guidelines for implementation. number of policy goals. It is not possible to predict all the required amendments to These are shown in existing policy, new policies, or code changes. At this point, the Appendix A, Example 2. need is to simply to establish the policy framework to guide program development. Goals for local government sustainability programs might include the following: • Increase economic efficiency of government and community operations to specific target levels; • Increase economic competitiveness, jobs and the social well-being of all community members to specific target levels; • Increase the efficiency with which energy, water, material resources and land are used within government and by the community to specific target levels; and • Reduce releases to air, water and land of toxic substances harmful to human health and the environment to specific target levels. The targets should define initial success. They are certain to change over time as new information becomes available. Nevertheless, if the targets are established through a scientifically and economically credible, open and democratic process, meeting them should mean that your community has succeeded in achieving its initial goals. 6 ► Start-up Items for Step 1 `A Have the mayor or city council organize and host a series of meetings on local government sustainability. YSection t Exercise See Appendix B and answer questions about how your community has or might establish a resolution for sustainability and a complementary policy framework. Invite key officials, agency directors and community leaders. There are nearby communities and businesses that have established sustainability programs. Invite them to talk about their progress. At a second meeting, develop consensus for a commitment to a sustainability program. A Establish a home for the sustainability program. Some communities have used commissions, teams, educational institutions, and/or community-based organizations. These groups can carry the dialogue forward in the community and create buy -in. They will also assist in recommending a framework, initial targets, and goals to council. 7 SECTION 2. HOW SUSTAINABLE ARE WE NOW? Sten One: Assess The Sustainability of Government and/or Community Operations Once the definition, initial goals and policy framework have been established to guide your sustainability program, the next step is to get a handle on how sustainable your agencies and/or community are currently. A baseline of information is needed to help you determine what you are already doing well and what future priorities should be. A useful metaphor here is the "footprint". When we calculate community's footprint, we analyze the extent of resource use and waste production. A community with a sustainable footprint doesn't strain ecosystems beyond their capacity to produce resources and assimilate waste. `Example 3 Input-output analysis, state of the environment reporting and The city of Portland principle -based assessment help communities determine the Pollution prevention "footprint" of government and/or community operations. program has materials illustrating materials flow A. Aeencv or Institutional Level Input -Output Analvsis analysis. See Appendix A, Example 3 "Input -Output Analysis" is useful for assessing the sustainability of internal government operations or community -wide sustainability. This involves quantifying 1) amounts, types and costs of the inputs (raw materials, energy, water, cleaning solvents, products and services that each agency purchases or consumes); 2) amounts, types and costs of the energy, water and raw materials used or generated in ongoing operations and production; and 3) amounts, types and costs of the outputs (the products, packaging, waste, habitat impacts and pollution generated). With a focus on on-going activities, this analysis identifies how and where to reduce unneeded or toxic inputs and how and where to improve materials and energy efficiency. The analysis also uncovers ways to prevent waste by indicating alternative uses for wastes and by indicating input reductions. 8 B. "State of The Environment Reports" or "Sustainability Report Cards" At a larger scale, communities assess community -wide sustainability by completing some kind of a "Report Card" or "State of the Environment Report" (SOER). An SOER first assesses the current conditions, trends, and risks, to the community's environment. Common environmental focal points include the quality of air, water, soils, fish, wildlife, biodiversity, riparian areas, agricultural and forest lands. The SOER then discerns links between environmental conditions and social and economic activities. The selection of key "indicators" (a process described under Section 5) will help community leaders assess conditions and trends over time. With an SOER, communities should uncover key environmental "State of the Environment Reports" or "Sustainability Report Cards" should be updated periodically. information like: What is the condition of local air quality, water Example 4 quality, aquatic resources, soils, agricultural and forest lands? The city of Lake Macquarie, Australia uses Are trends up or down? How do the conditions of key a Divers -Pressures -State- environmental resources (water, soils, air) interrelate? How Impacts -Response might one condition affect another (e.g. is soil erosion causing (DPS1R) indicator fish loss)? What should the key priorities be in terms of framework for its State of protecting and restoring the environment? the Environment Report. See Appendix A The SOER should then describe key links between environmental conditions and socio-economic trends. It should answer questions like: What is the risk that forests and agricultural lands mill loose their capacity to consistently produce goods (e.g. fiber, food) year-to-year? How does population and economic growth impact the environment? How much waste is generated and how much does waste management actually cost the community? How much does soil erosion cost local government and local communities? How does soil erosion relate to water purification costs, sewage system maintenance costs, or fertilizer costs? How much money is "leaking" out of the community due to inefficient use of water, energy or raw materials? I -low much development occurs in floodplains, and what are the true costs of protecting these areas from floods? "State of the Environment Reports" or "Sustainability Report Cards" should be updated periodically. C. Principle Based Assessment M&zample S You can also assess the sustainability of internal agency The Center for Watershed operations or your overall community by determining the degree and Community Health has to which current practices are consistent with or violate developed a set of principles of sustainability. sustainability principles inspired by TNS, ZERI and concepts of Industrial The Natural Step offers four "systems principles" that can be Ecology. used for the assessment. Alternatively, principles of The City of Ashland, sustainability shown in below can be used. These are modified Oregon, adopted Valdez from The Natural Step, The ZERI Principles and Principles of Principles several years ago Industrial Ecology. A detailed elaboration and explanation of as a way for the City Council to keep track of the these principles can be found in Appendix A, Example 5. implementation of an environmental program. . The community maintains the ecological integrity of natural systems, processes and structures King County in . The community reduces use and emissions of toxic substances Washington State has . The community eliminates waste by reducing waste at the source, phased -out toxics and will reuse, remanufacturing and recycling. thus sharply reduce . The community increases efficiency in its use of resources emissions of toxic . The community meets basic human needs and shares the benefits of substances into nature. development, such as improved efficiency and new jobs, fairly and in a manner that supports further progress toward sustainability. 10 Step Two: Identify and Highlight Your Existing Successes and Strengths Every community has a number of past and existing policies and programs that support sustainability, though they may be called something else. It is important to highlight these. This helps to reinforce the understanding that sustainability does not require inventing the wheel. It also allows elected officials, agency personnel and community members to celebrate and build upon past and current accomplishments. Step Three: Identify Gaps, Omissions, Needs and Priorities Finally, your footprint analysis should help target the gaps and omissions in policies, programs and practices and identify areas where significant improvements are required. This should help identify the areas where new programs, practices or policies may be required and also identify first cut priority areas. ► Start-up Items A Gather bills and calculate one buildings or departments for step Section 2 total annual energy or water use. Set a target (e.g. 20% reduction) and ask employees for suggestions on ways to achieve it. Measure the reductions. A Complete a simple input-output analysis for one process to serve as a test model. An energy- and water- intensive facility is a good place to start; choose a facility with high bills and work with staff to model resource use, waste and environmental impacts like greenhouse impact (carbon emissions). Consider the potential of water conservation, alternative lighting, and MVAC technologies. Consider alternative uses for waste products. A Initiate a state of the environment reporting process. The first iteration can be relatively simple. Gather all existing data on air and water quality from state or local environmental agencies. Develop a simple description of the conditions and trends from this data, and share it with the public. You can also choose a set of priority or case ecosystems (e.g. streams and riparian areas, watersheds, airslieds) and choose some priority "pressures" (e.g. toxics releases, solid waste, energy use). A surprising amount of data is available. Fill in the gaps with estimates or principle -based assessments. Explore relationships between sources of environmental pressures, problem solving economic strategies and community well -e. Section 2 Exercise bein See Appendix B and list ` how your community or agencies might assess current community and agency sustainability. 12 SECTION 3. HOW SUSTAINABLE DO WE WANT TO BE? `"Example 6 Portland, Oregon's Bureau of Environmental Services (BES) uses "outcome statements" to formulate agency goals. Santa Monica, California adopted community goals around reductions in resource use, pollution prevention and communin, development, Sten One: Generate a Vision, Goals and Targets for Your Agencies and/or Community Once you have developed a baseline of your strengths and the areas that need focus, the next step is to determine where you want to be in the future. Generating a compelling vision your agencies and/or community with respect to sustainability is perhaps the hardest, yet most important, step. The vision you generate, of course, should relate back to the community's purpose for engaging in the sustainability program and to your core definition and principles of sustainability. Your community's vision for the future should clearly define the: a) levels and types of changes your agencies and/or community will commit to in order to achieve sustainability; and b) the time periods you will work within to achieve those changes. Setting clear, measurable goals and targets is absolutely vital to your sustainability program. They should include both environmental and social -economic parameters. Our review of community based sustainability programs in the U.S. found that few have developed a vision or measurable goals and targets that relate directly back to the implied Brundtland Commission end -goals'. For example, the Sustainable Seattle network states "sustainability is a direction, more than a fixed destination." This is not completely accurate. Science can define the "normal range of variability" to measure ecosystem health in many areas, and there is a growing stream of data showing that the best environmental solutions generate economic benefits. It also is not very helpful from a practical standpoint in guiding agency or community action. Clear, measurable goals and targets are needed. Reminder: An example of a commonly used broad definition of sustainability is ... "Using, developing, and protecting resources at a rate and in a manner that enables people to meet their current needs and also provides that future generations meet their own needs" (Brundtland Commission and many others). 13 Stea Two: Innovate to Identify Cost Savings and New Job and Business Opportunities Sustainable development programs generate cost savings, and business and job opportunities. To achieve this requires "thinking out of the box" and implementation of new approaches. One approach is called "Total Resource Productivity" (ZERI). The key goals of "Total Resource Productivity" are: Outcome or Performance-based Svstems to Set Goals: �Ezampte 7 Some communities, especially in Europe, have found the Santa Monica, California developed clear and greatest results by using "outcome" or "performance-based" quantifiable targets systems to set goals and targets. This means setting goals Namibia. It produces beer focused on what your community would like to achieve within from sorghum without one generation (25 years) to be sustainable (e.g. Zero Waste, generating any waste and Zero Emissions etc), then working backwards from that point to at the same time acts as a protein factory for fish set interim benchmarks and targets for achieving those goals. farming and is producing The Natural Step calls this "Backcasting". This is a common mushrooms for food and strategic planning process used by business worldwide. Rather generates energy for the than focusing on incremental steps forward, this process often local community. See leads to dramatic leaps and improvements as people innovate to .Appendix A. find new strategies and technologies to achieve the goals rather than ways to tweak existing systems. Stea Two: Innovate to Identify Cost Savings and New Job and Business Opportunities Sustainable development programs generate cost savings, and business and job opportunities. To achieve this requires "thinking out of the box" and implementation of new approaches. One approach is called "Total Resource Productivity" (ZERI). The key goals of "Total Resource Productivity" are: • All resources and inputs must be fully used in operations AExample 8 and production processes The 'brewery of the future' • No liquid waste, molecular, gaseous waste or solid waste is found in Tsumeb, must be generated Namibia. It produces beer . When waste occurs. it should be used to create value in from sorghum without other businesses generating any waste and at the same time acts as a protein factory for fish The general methodology for "Total Resource Productivity" farming and is producing (TRP) consists of five key steps. It is based on the mushrooms for food and understanding that the objective of a sustainable economy is to generates energy for the find ways to minimize and detoxify the inputs used in operations local community. See and production processes and then to achieve the maximum level .Appendix A. of value in the use of all outputs. As long as government, community and business fail to achieve maximum value from resources and energy and continue to partially discharge inputs 14 as waste and pollution, they are wasting money and resources. Conversely, achieving TRP can save money and generate new jobs and incomes. In international projects, ZERI has found that TRP can be achieved in agriculture in four to five years. Other sectors may take 5 to 10 years or more. The five steps include: 1) Use Input -Output Models To Achieve "More Efficient and Cleaner Processes. " This is the primary focus of most sustainable development programs in the U.S. and is an important first step. The goal is to detoxify the system and eliminate excess resource use and waste (e.g. materials, water and energy) thus reducing costs and making organizations more competitive. This process is described under Section 2 of this template document. 2) Search Creatively For Ways To Use All "Waste" (Molecular, Solid And Industrial) For Value -Added Uses. While more efficient, cleaner processes are important, they are not sufficient as no industry can achieve Total Resource Productivity unilaterally. Jobs and incomes are consistently lost if government and business continually discharge waste or if waste is simply do�Nncycled without adding value (e.g. incinerating waste to generate power). However, searching for ways to "upcycle" waste turns materials once thought of as waste into valuable commodities for use in new products and services. This requires thinking beyond the core business and often requires identifying the biochemical components of the waste and searching for ways to turn these individual components and elements into new products (much as the petrochemical industry did with oil). 3) Cluster Businesses Together that Can Transfer "Waste" From One Process for Use as Feedstock for Another Process or Product. The clustering of business activities whereby the by-products without value for one are converted into value-added feedstocks for another increases productivity and generates new businesses 15 ► Start-up Items for step Section 3 and jobs. A series of inter -linked business networks evolves. This requires creativity and careful engineering. 4) Identify Breakthrough Technologies. In the process of reducing inefficiencies and developing a network of new businesses and products from "waste", barriers will be identified. Universities and the private sector must develop the breakthrough technologies to eliminate these barriers. Often, these are long -abandoned technologies. If a technology is lacking, this is not a reason to give up. Rather, it provides an opportunity for entrepreneurs to create new businesses. 5) Seek Appropriate Policy Changes. The logic of the process described here is often incongruous with our legal system and community development patterns. Local zoning and building codes do not currently encourage or provide incentives for waste -sharing business clusters. Policy changes will often be needed to adopt more sustainable paths. The TRP approach identifies capital growth opportunities by using materials at high rates of efficiency. It leads to clusters of different industries that are closely linked on the basis of material needs and cycles. TRP generates growth, profits and jobs by identifying a wide range of value added products - while dramatically improving environmental performance and eliminating waste to landfills and emissions to land and water. A Your community vision might include healthy riparian corridors along streams. Use outcome -based planning to envision what you would like your streams to look like in 20 years. Then, generate specific goals (e.g. restore native vegetation) and targets (e.g. 20% of stream replanted within 5 years). You may also want to think about how consensus will be built among landowners, farmers and residents? What sources of value (market and non -market) can be found in healthy riparian 16 YSection 3 Exercise Consider how your community, has or will develop sustainability visions. goals and targets. Consider how your community has or will generate new businesses and jobs through sustainable development programs. See Appendix B Section 3. zones? Think creatively about markets that might develop around stream buffer maintenance and/or ecologically sensitive residential and commercial landscaping. 17 SECTION 4. HOW DO WE GET THERE? Sten Two: Determine Your Priorities Once the implementation team is organized, your priorities must Step Three: Develop Implementation Action Plan Once your priorities have been established, you can develop a complete implementation action plan. The plan should identify the sequence of actions that -Arill be taken, with clear time -tables and lines of responsibility. It should outline how the actions will be integrated with existing operational programs and structures. It should define and document the structure and responsibility for managing and implementing the sustainability plan (lead staff, teams, etc.). It should identify where and how sufficient human, technical and fiscal resources will be provided. It should include operational controls. It should also include documentation, data gathering and monitoring processes for continual improvement. Step Four: Educate, Train and Reward Employees, Businesses and Citizens One of the key determinants of success for your agency or community sustainability program will be the degree of employees and citizen understanding, support and engagement. Throughout the process a major emphasis should be placed on explaining why the agency and community have developed a V. be established. This requires evaluating the range of key A economic, social and environmental issues that have been `' Example 10 in your footprint assessments to determine top he City of Austin uses a he Sustainability "Multi- priorities. Immediate and secondary, longer-term priorities will Attribute Decision Utility emerge. Matrix" to make investment decisions on The first step is to establish criteria. These may include an capital improvements. See Appendix A. it urgency" factor, a financial "hurdle rate" for investments, the degree of public support, the degree to which a project or need achieves environmental -economic -social objectives. You must then establish a method to weigh all possible projects and programs against the criteria. In this way, agency and community priorities can be established. Step Three: Develop Implementation Action Plan Once your priorities have been established, you can develop a complete implementation action plan. The plan should identify the sequence of actions that -Arill be taken, with clear time -tables and lines of responsibility. It should outline how the actions will be integrated with existing operational programs and structures. It should define and document the structure and responsibility for managing and implementing the sustainability plan (lead staff, teams, etc.). It should identify where and how sufficient human, technical and fiscal resources will be provided. It should include operational controls. It should also include documentation, data gathering and monitoring processes for continual improvement. Step Four: Educate, Train and Reward Employees, Businesses and Citizens One of the key determinants of success for your agency or community sustainability program will be the degree of employees and citizen understanding, support and engagement. Throughout the process a major emphasis should be placed on explaining why the agency and community have developed a V. program. They will want to know what you hope to achieve, what the process is, and how they fit in. The initial implementation plan should include continuing education and training opportunities for employees and citizens. It should also provide mechanisms for public recognition and rewards and opportunities for employees and citizens to celebrate successes. Sten Five: Involve Elected Official, Senior Management and/or Community Leaders in Continual Review and Improvement Finally, mechanisms should be established to engage local leaders in progress reviews. At these points, they will consider needed changes and take steps to continually improve it. Start-up Items for step Section 4 A Build on the organization you initiated in Section 1. Formalize your commission, team or community organization and empower it with resources and some kind of authority. `A. Develop an implementation plan to conserve energy and reduce carbon emissions related to your community operations. Use the results of your Step 2 analysis for clues on the best strategies for efficiency and savings. `A Redefine your procurement, recycling, and maintenance procedures to stress source reduction, reuse and "upcycling" of waste. Y Section J Exercise See Appendix Q and describe your sustainability implementation priorities and plans. ME SECTION 5. HOW DO WE MEASURE IT? "&zample 11 The non-profit Sustainable Seattle publishes and applies indicators for the Seattle/King County metropolitan area. The city of Boulder Colorado collects data on a yearly basis to monitor its leadership on sustainable management. YSection 5 Exercise Consider how your community might develop sustainability indicators and monitoring systems Stea One: Establish Sustainability Indicators In order to understand the success or failures of your program you must select key indicators. Indicators are quantitative and qualitative data that are useful for following trends. Some indicators follow resource use, for example, the amount of energy consumed. Other indicators follow resource quality, for example, miles of streams with intact riparian buffers. Still others might measure community behavior or program effectiveness, for example, the percent of residents who participate in recycling programs. Not every resource or issue can be measured. It is therefore important to select indicators that provide a credible overall evaluation of movement towards or away from your community's vision, goals and targets. There are many resources to help guide indicator development. Step Two: Implement Mechanisms to Gather Data, Monitor Progress and Ensure Continual Improvement Once the indicators are established, mechanisms should be developed to continually gather and display the data to evaluate conditions and trends. This allows you to track performance. Staff should be assigned to these tasks. Procedures should be established for ensuring that a data review stimulates continual improvement. Every community should establish a repository where data can be integrated, analyzed, maintained and distributed. Appropriate protocols will ensure that good records are kept on actions, costs, cost savings, returns on investments, resource savings, and payback periods. Periodic completion of performance assessments completed will result in updated "Report Cards" or "State of the Environment Reports" for elected officials and the public. Mechanisms to engage the community and stakeholders must also be established so that you generate continued feedback and views. 21 ► Start-up Items for step Section 5 i Use the Sustainable Seattle, the Santa Monica and the Boulder Colorado examples and your Step 2 assessments to help you to formalize indicators for community -wide and local government sustainability. SELECT REFERENCES Four excellent references on local sustainability programs are: Beatley, Timothy; Green Urbanism: Learning from European Cities. Island Press, 2000. Pauli, Gunter, Upsizing: The Road to Zero Emissions, More Jobs, More Income and No Pollution. Greenleaf Publishing, 1998. Roseland, Mark, Towards Sustainable Communities: Resources for Citizens and Their Governments. New Society Publishers, 1998. 22 APPENDIX A: EXamDIeS SECTION 1. WHAT IS OUR COMMITMENT TO SUSTAINABILITY? Stea One: Secure a Commitment From Elected Officials, Agency Directors and/or Community Leaders for Your Sustainability Program. Example 1: a Local Government Policv Commitment Eugene, Oregon: The Eugene city council adopted a resolution establishing a definition and a set of sustainability principles. Prior to adoption, the council directed staff to gather information on sustainability, prepared a "background document", and held a series of "work sessions" to gain understanding of sustainability and learn how the concept might fit into existing environmental and economic management. A statement of intent and understanding is a necessary first step for strong integration. The Eugene resolution states that the city is "committed to promoting a sustainable future that meets today's needs without compromising the ability of future generations to meet their needs...." (See: httn://www.ci.eueene.or.us/PDD/Sustain/resolution no 4618.htm) Stea Two: Establish a Guiding Policy Framework on Sustainability Example 2: a Local Government Sustainability Goals and Policv Frameivork In their ordinance, the city of Eugene, Oregon, identified the following goals: • Support a stable, diverse and equitable economy • Protect the quality of the air, water, land and other natural resources • Conserve native vegetation, fish, wildlife habitat and other ecosystems • Minimize human impacts on local, regional and worldwide ecosystems They also identified the following principles to guide policy development: • The concept of sustainability guides city policy and actions. • The City will lead by example (e.g. procurement, facility design etc.) • The quality of the environment and the health of the economy are interdependent. • Community awareness and education are fundamentally important to successful implementation of sustainability policies and programs. • Local actions have regional, national and global implications 23 SECTION 2. HOW SUSTAINABLE ARE WE NOW? Step One: Assess The Sustainability of Government and/or Community Operations Example 3: Input -Output Analysis For Ice Cream Afanufacturing (,viMpli red) INPUT:_ COST: milk & cream (cost) sugar (cost) flavorings (cost) packaging (cost) STEP 1: OBTAIN RAW MATERIALS INPUT: COST: energy (energy bill) water (water bill) labor (pay; hours) packaging (cost) STEP 2: MAKE ICE CREAM AND CLEAN dQUIPMENT OUTPUT COST: OUTPUT: COST: packaging (disposal fee) waste heat (energy bili) waste water (sewage bill) waste product (sewage bill?) INPUT: COST: packaging (cost) refrigeration (energy bill) transportation (fuel bill) labor (pay, hours) STEP 3: PACKAGE AND SHIP ICE CREAM TO CU�TOMER OUTPUT: COST: packaging (disposal fee) waste heat (energy bill) happy customer (none) Example 4: "State of The Environment Reports" or "Sustainability Report Cards" The city of Lake Macquarie in Australia uses a Divers -Pressures -State -Impacts -Response (DPSIR) indicator framework for its State of the Environment Report. In its report, the city focuses on the state of air, water, land resources and their relationship to changes in population, industry, transportation and governance. An example of the DPSIR approach based on the findings of the Lake Macquarie SOER is shown below. See Lake Macquerie's SOER http://w-"-xv.lakemac.infohunt.nsw.gov.ati/eiiviron/soe/soe.litm. Also, see information on how to put together an SOER provided by the UN Grid Program in their Cookbook.for State of the Environment Reporting at littp://v%-%k,%N,.grida.no.('soe/cookbook/edbook.12df 24 Example S.• Principle Based Assessment The following table elaborates on principles of sustainability. The principles are modified from The Natural Step, ZERI and concepts of industrial Ecology Principles of Sustainability Conserve, protect, and where needed, restore the productivity and diversity of nature (ecological processes and structure) to levels necessary to maintain ecological health (with special focus on key areas such as riparian areas, Jloodplains, wetlands, native plant habitats etc). Why? Because ecosystem science shows that human health and prosperity depends on the ability of nature to produce a continued supply of physical goods (wood, water, fish) and ecological services (e.g. clean air and water) and on nature's ability to assimilate human waste and turn them into new resources. Today, many resources and ecosystems in Oregon are below the levels needed to provide these goods and services in perpetuity. Reduce the use and emission into nature of toxic Why? Because the first and second laws of thermodynamics minerals, metals and fossil fuels and synthetic, show that to maintain ecological health toxic materials must persistent toxic materials and substances and not be discharged into nature faster than nature can break enhance the use of renewable energy and non- them down and reintegrate them into natural cycles. Today, toxic materials and substances in processes, we are emitting toxic materials and substances faster than goods and services. nature can assimilate them (which causes pollution). 1 3 Eliminate waste through reduction at the source I Why? Because to meet the first two principles, materials and and enhanced reuse, remanufacturing and substances must be used as efficiently as possible to prevent recycling internally within and externally the overharvest of natural resources and to reduce the between agencies, institutions and businesses. discharge of waste and pollution into nature faster than nature can assimilate them. 4 Increase the efficiency by which natural Why? Because to meet the first two principles materials and resources and energy are extracted, processed substances must be used as efficiently as possible to prevent and used by a factor often or more, the overharvest of natural resources and to reduce the y discharge of waste and pollution into nature faster than l nature can assimilate it. Enhance business development, economic competitiveness, job creation, and fairness in the distribution of resources to meet basic human needs, public safety, health care, and education consistent with the principles above. Why? Because to meet all the principles above, Oregon must have healthy economies and communities which benefit all Oregonians. Everyone must be included in Oregon's prosperity to ensure social equity and cooperation, which will lead to better support for and involvement in sustainability programs. This principle is perhaps the most important in terms of setting the overall framework for linking environmental, economic and social goals. 25 Example 5: Principle Based Assessment (continued) Community: The City of Ashland, Oregon, adopted Valdez Principles several years ago as a way for the City Council to keep track of the implementation of an environmental program. Administrative Services Director Dick Wanderscheid updates a list every year. They include: I) Protection of the biosphere; 2) Sustainable use of natural resources; 3) reduction and disposal of waste; 4) \Nrise energy use; 5) Rise reduction; 6) Safe products and services; 7) Damage compensation; 8) Disclosure; 9) environmental director and managers; 10) annual assessment. Contact Dick at Dick@ashland.or.us. Operations: King County in Washington State decided it wanted to reduce toxics and pesticide use. To prioritize which toxics to phase-out, the first thing it had to understand was the types, quantities and potential hazards of the pesticides. It made a list of pesticides used and rated thein based on ingredients and warning labels. This screening process was fairly complex, but illustrates the use of sustainability principles in action. For more information see: http:'//vN-ww.metrokc.j�,ov/liaz\vaste/ipm/ipmback2.lit►n#secl Step Two: Identify and Highlight Your Existing Successes and Strengths Step Three: Identify Gaps, Omissions, Needs and Priorities 6 SECTION 3. HOW SUSTAINABLE DO WE WANT TO BE? Stea One: Generate a Vision, Goals and Targets for Your Agencies and/or Community Example 6: Goal Setting Public Agency: The city of Portland, Oregon's Bureau of Environmental Services (BES) has developed an agency strategy for ecological sustainability. In three categories of agency activity (design and planning, operations, business), they crafted the following "outcome statements". These outcome statements serve as a vision and are linked to set of goals. Community: The city of Santa Monica, California adopted a sustainability program in 1994. The program has centered its sustainability effort on reductions in resource use, pollution prevention and community development. The city adopted the following goals: 1. Resource Promote the use of conservation technologies and practices and reduce the use of non-renewable Conservation resources. Develop local, non-polluting, renewable energy, water and material resources, and expand recycling technology in these areas. 11. Transpor- Maximize the utilization of alternative forms of transportation, including walking, bicycling, ration public transit, and car-pools/rideshare. Develop innovative traffic policies which reduce negative impacts from vehicles and limit pavement area to the minimum necessary. Implement work schedules which reduce the number of employee commute days. Advocate for the regional development of public transportation systems. 111. Pollution Protect and enhance environmental health and public health by reducing or eliminating the use Prevention d of hazardous and toxic materials by residents and businesses, minimizing the levels of pollutants Public Health entering the air, soil and water, and lessening the risks which environmental problems pose to Protection human health. Ensure that no one geographic or socioeconomic group in the City is being unfairly impacted by environmental pollution. IV. Community Encourage the development of compact, mixed-use, pedestrian -oriented projects designed to And Economic maximize affordable housing, encourage walking, bicycling, use of existing and future public Development transit systems and creation of community gardens. Promote the growth of local businesses which provide employment opportunities to Santa Monica residents, including Santa Monica youth, and have positive environmental and social impacts. Facilitate education programs which enrich the lives of all members of the community. (see han:/'nen.ci.santa-monica.ca.us/en+,ironnrent/nolict/adoi)ted2.pdn 27 ExamDle 7: Target Setting: In the Santa Monica case, the City adopted the following targets. I. Resource Conservation 11.7}anspor- tation III. Pollution Prevention & Public Health Protection Reduce energy usage 16% Reduce potable water usage 20% Reduce solid waste volumes at least 50% Achieve 50% average postconsumer recycled and/or tree -free content in all City paper purchases Convert 75% of the City vehicle fleet to reduced -emission fuels Reduce wastewater flows 15% Increase total number of trees on public property by 350 Increase ridership on Santa Monica Municipal Bus Lines (including shuttles) by 10% Achieve average vehicle ridership of 1.5 for all employers with over 50 employees Reduce the total volume of dry weather stormdrain discharges to the ocean 60% Reduce consumption of hazardous materials, including pesticides, 15% Cleanup and close 75% of all known Underground Storage Tank contamination sites IV. Community, Provide 750 additional affordable housing units And Economic Create 3 new community gardens Development Establish partnership with local schools to create and implement a Sustainable Schools Program Increase total public open space area by 15 acres Step Two: Innovate to Save Money and Identify New Job and Business Opportunities Example 8: Innovative Total Resource Productivitv Business and Job Opportunities The'brewery of the future' is found in Tsumeb, Namibia- which produces beer from sorghum without generating any waste and at the same time acts as a protein factory for fish farming and is producing mushrooms for food and generates energy for the local community. The Tsumeb brewery uses a closed-loop system engineered by Professor George Chan, cascading waste from once process into feedstock for another. Spent grain from the brewery (formerly landfilled or used as cattle feed) is used to form the substrate for mushroom cultivation, generating new food sources and jobs. The spent mushroom substrate is fed into a digester which produces methane gas used to generate power and protein rich feed for fish production ponds, again generating revenues and jobs. The fish ponds are stocked with a diversity of native fish that naturally clean and aerate the water, thus allowing it to be reused by the brewery. 28 SECTION 4. HOW DO WE GET THERE? Step One: Decide Who Is In Charge and Form a Team Example 9: A Sustainability Team Structure The City of Portland, Bureau of Environmental Services created a sustainability steering committee and several work groups (Building, Energy/Transportation, Solid waste/Recycling workgroup, Stormwater/Habitat, Toxics/Procurement, Water/Wastewater). The combined structure allows for both focus and integration. Step Two: Determine Your Priorities Example 10: Prioritization Methodoloa Austin Texas: The City of Austin decided to use the CIP Sustainability Matrix to determine priorities. This is a "Multi -Attribute Decision Utility Matrix" because it allows comparison of projects that have multiple and varied attributes. The city evaluates capital improvements and scores different projects in terms of how they impact the following weighted priorities. (See http://www.ci.austin.tx.us/sustainable/matrix.htm) Public Health/Safety (weight 13) Coordination with Other Projects (weight 6) Maintenance (weight 13) Land Use (weight 10) Socio -Economic Impact (weight 10) Air (weight 4) Neighborhood Impact (weight 11) Energy (weight 4) Social Justice (weight 12) Biology (weight 4) Altemative Funding (weight 5) Other Environmental (weight 4) Step Three: Develop Implementation Action Plan Step Four: Educate, Train and Reward Employees, Businesses and Citizens Step Five: Involve Elected Official, Senior Management and/or Community Leaders in Continual Review and Improvement 29 SECTION 5. HOW DO WE MEASURE IT? Sten One: Establish Sustainability Indicators Example 11: Indicators and Monitoring Svstems: Community Level: The non-profit Sustainable Seattle publishes and applies indicators for the SeattleMng County metropolitan area. The project focuses on both social and environmental conditions. The report tracks, among other things, air quality, water quality, and waste generation. Each of the indicators is presented and analyzed under the headings "Description", "Definition", "Interpretation", "Evaluation", and "Linkages". Indicator I Finding Vehicle Miles and Fuel Consumption Fuel consumption per capita and vehicle miles traveled per capita have both increased by 7% over the last 4 years. Voter Participation More residents are voting, but participation levels are still fairly low - with only one-fifth of eligible adults voting in the last primary election. Water Consumption Aggressive rate structures, strong conservation programs, and efficient system operations have reduced total water consumption 12% in the last five years. Wild Salmon Runs Local wild salmon runs have dramatically declined by 50 %- 75% since the 1980s but have leveled off at dangerously low levels over the last six years. Youth Involvement in Community Servicej Almost half of Seattle high school students are involved in community service. City Government: The city of Boulder Colorado collects data on a yearly basis to monitor its leadership on sustainable management. They use the following indicators to provide information to citizens: Water 1 1. Total water consumption by City government Energy Energy 2. Non-renewable energy use in City facilities 3. Percent of energy use that is renewable Materials 4. Total City government trash 5. Recycled or composted materials as a percent of trash 6. Environmentally preferable products as percent of total purchases Transportation 7. City employee commute trips 8. Vehicle -miles traveled for work Ecosystem 19. Total Open Space/Mountain Parks lands Health 10. Quality of habitat 30 (see: http: ci.boulder. co.us%environmentaiatTairs/sustainability/sustainability menu.htm) Agency In the City of Portland, the Bureau of Environmental Services established a set of 73 action items and identified ways to evaluate progress toward goals. For example, the agency decided that success toward storm -,nater management goals would be measured by the following indicators: Annual review of trees and vegetation planted and removed as part of City operations Acres of BES land converted to native plants Percent of impervious area converted to pervious area ate Two: Implement Mechanisms to Gather Data, Monitor Progress and Ensure Continual Improvement Appendix B: Exercises Appendix B, Section 1 Exercise: List Your Communitti, s Authorizing Resolutions or Orders for the Development of a Sustainability Program Here: List Your Community's Sustainability Policy Framework Here: 32 Appendix B, Section 2 Exercise: List the Report Cards or State of the Environment Reports Your Communih, Has Done Here: i I List Your Existing Policies, Programs and Practices That Already Support Sustainability Here: List The Gaps, Omissions and Probable Priority Areas for Your Sustainability Program Hera: 1 l Appendix B, Section 3 Exercise: List the Sustainability Vision, Goals and Targets Your Community Has Developed Here.- List ere:List the Cost Savings, New Businesses and Jobs Your Community Has Generated Through Your Sustainable Development Programs Here: I 35 Appendix B, Section 4 Exercise: Describe your Sustainabilify Implementation Priorities and Plans Here. I i 30 Appendix B, Section 5 Exercise: 37 Memorandum To: Transportation Advisory Board From: Kathy J. Marcott, Traffic Engineering Technician Subject: Year 2000 TAB Annual Report Date: November 22, 2000 Meetings The Board held five meetings this year on the following dates: March 8, 2000, Council Chambers, City Hall, Public Hearing April 5, 2000, Council Chambers, City Hall September 13, 2000, Council Chambers, City Hall October 11, 2000, Clark Commons, Marylhurst College November 8, 2000, Municipal Court Room, City Hall, Public Hearing Applications to Neighborhood Traffic Management Program First Street between B and E An application was received from the residents living along ls' Street to put all way stops at I"' and C and Itis and D Avenues. A study completed by staff showed the streets did not meet :warrants for stop signs. Additionally, a Council resolution in 1992 approved removal of stop signs on I" to deter traffic, cutting off Hwy. 43, from moving further into the neighborhood. Board member, Henry Germond submitted a letter requesting installation of signs on Hwy. 43 at D and E to prohibit right turns between 4:00 and 6:00 pm. City Engineering staff submitted the request to ODOT, which they turned down. Twin Fir between Boones Ferry and Fir Ridge Road This application came before the board at their April meeting. It received 19 total points making ineligible for traffic management devices. Page 2 Year 2000 TAB Annual Report Knaus Road between Boones Ferry and Goodall Road A public hearing was held in March to approve the staff recommendation to install two speed bumps on Knaus Road. A motion to approve the installation of two bumps on the west end of the street was passed unanimously. Specific locations were identified at 2254 and 13010 Knaus Road. Funding has not been received for installation. Oak Street between McVey Avenue and Palisades Terrace A petition was received from the neighborhood asking for closure of Lee Street, squaring up the intersection of McVey and Oak, installing speed bumps, sidewalks, stop signs, and reducing speed limits. The application for speed bumps was rejected by the City for not enough points, however, a decision was made to square up the intersection of McVey and Oak, improve sight distance at McVey and Lee Streets and install a signal ahead sign at Oak and McVey to eliminate traffic turning on to Oak looking for South Shore. The applicant appealed the staff decision to the TAB at their November 8 meeting. At the hearing, the Board awarded the application additional points qualifying it for speed bumps. No funding has been received from the neighborhood to install the speed bumps. Treetop Lane An application was received from citizens on Treetop Lane in September. The application requesting speed bumps received 25 points and was not eligible for traffic calming. Conifer Drive Street Closure In August an application was received from the neighbors living on Conifer Drive requesting that the City close their street at Patton and Laurel. A traffic study was conducted to determine the amount of traffic and speeding on the street. The traffic and speeding was at an acceptable level and the City denied the request. Lakeridge Drive An application was received from citizens on Lakeridge Drive requesting one speed bump midway between South Shore Boulevard and Greentree Road. A traffic investigation of the street assigned 10 points to the application making it ineligible for traffic calming measures. Page 3 Year 2000 TAB Annual Report Ash Street The neighborhood signed a petition requesting stop signs at Ash and Cornell and at Ash and Lee, close Ash Street between McVey and Cornell Street or place speed bumps on Ash, Lee, and Cornell Streets. The speeds and volume of traffic were so low on these streets that they did not meet warrants for stop signs or the criteria for speed bump Overlook Drive Pesidents living between Treetop Lane and Treetop Way on Overlook sent an application asking for a traffic investigation on this stretch of Overlook Drive. Their concerns centered on the lack of a sidewalk in this section, speeding in general and from the High School, violations of the four way stop at Treetop Lane and Overlook, and the blind curve on Overlook at this site. A traffic study was conducted which clearly indicated this street qualified for traffic calming devices. However, it was the determination of the Engineering Staff that the problems related by the neighbors required more enforcement than engineering solutions. The Police Department will follow up with selective enforcement of the area and use of the smart system trailer to monitor speeds. Other Business Paula McHenry resigned her position as Chair of the Transportation Advisory Board at the October meeting. The Board voted for Joe Cosper as the new Chair to replace Paula. Donna Jordan was voted in as Vice Chair. Natural Resources Advisory Board Memorandum Chair: Keith Moe Vice Chair: Christine Roth Members: Sarah Asby Russell Jones Kelly Riordan To: Nlavor Hammerstad and the City Council From: Natural Resources Advisory, Board, Keith N1oe, Chair Y Subject: NRAB 2001 Work Program Date: April 5, 2001 Deborah Shimkus Jonathan Snell Nicholas Vance, Youth Member The NRAB forwarded its goals to the Council in January, 2001. This memo contains a more detailed work program based on those goals, financial constraints and suggestions from Council based on continents received during the adoption of the Open Space Plan and Canal Area Master Plan. Priorities: • Recommendations to Council on property acquisition through the 1498 Open Space Bond Measure • Review/suggest natural resource components of proposed CIP/budget • Begin pursuing priorities outlined in the 2001 Open Space Plan including: • Prioritization of natural areas for master planning (top recommendations include Bryant Woods, Woodmont Natural Park, Iron Mtn Natural Area, George Rogers Park natural areas, Springbro ok Park, Cook's Butte Park). Master plan one natural area this year. • Pursue a thorough inventory of the above -referenced natural areas as funds are available, in preparation for development of Natural Area Management Plans. • F.,laborate/define proposed community forestry program components and ID potential funding sources • Public education and community outreach on Green Neighborhoods concept including establishment of an urban forestry program and a program similar to Portland's ""free Liaison" education program • Request nominal amount of funding fS I0,040N Im Open Space Enhancement Grants • Develop criteria for open space aCtim,mon. In addition, NRAB plans to continue its ongoing responsibilities of: • Responding to requests from Council • Oversight of the Heritage Tree Program • Participation on task forces as requested