HomeMy WebLinkAboutAgenda Packet - 2010-06-28 JointAGENDA
PLANNING COMMISSION MEETING
Monday, June 28, 2010
Joint Meeting with City Council
5:00 p.m. to 6:00 p.m.
Regular Planning Commission Meeting
7:00 p.m.
City Hall - Council Chamber
Contact: Iris McCaleb
Email: imccaleb@ci.oswego.or.us
Phone: 503-697-6591
CITY OF LAKE OSWEGO
380 A Avenue
PO Box 369
Lake Oswego, OR 97034
503-635-0290
www.ci.oswego.or.us/plan
Also published on the internet at:
www.ci.oswego.or.us/plan/planning_commission
The meeting location is accessible to persons with disabilities. To request accommodations, please contact
Iris McCaleb at 503-697-6591, 48 hours before the meeting.
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7.1
CALL TO ORDER
ROLL CALL
JOINT PLANNING COMMISSION/CITY COUNCIL WORK SESSION
Comprehensive Plan Update and Direction
Discussion regarding outcomes/end products, process/schedule; draft vision, public involvement
strategy, sustainability framework, Citizen Advisory Committee, branding and roles and
responsibilities between the City and Consultant.
REGULAR PLANNING COMMISSION MEETING
CITIZEN COMMENT— Regarding Issues Not On the Agenda (3 minute limit per individual)
This is an opportunity to raise issues regarding Planning or Citizen Involvement.
COUNCIL UPDATE
MINUTES
April 26, 2010; May 10, 2010 and May 24, 2010
PUBLIC HEARINGS/WORK SESSION
LU 08-0052 (Ordinance 2525) — Community Development Code - General Housekeeping and
Minor Policy Amendments.
Amendments (Chapter 50) for the purpose of clarifying, correcting, formatting, updating sections,
and discussing minor policy changes. This hearing is continued from June 14, 2010. The
Commission will continue their review of Ordinance 2525 - Attachment B (dated to August 8, 2008)
Staff coordinator is Debra Andreades, Senior Planner.
FOR MORE INFORMATION VISIT- httD.%!1WWWi. SW 40 o US/pId CU52f
Select LU 08-0052
Philip Stewart, Chair ■ Julia Glisson, Vice Chair ■ Adrianne Brockman
Jon Gustafson ■ Jim Johnson ■ Russell Jones ■ Lynne Paretchan ■ Bill Tierney, Council Liaison
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8. OTHER BUSINESS — PLANNING COMMISSION
8.1 Findings, Conclusions and Order
LU 08-0052A (Ordinance 2556) — Zoning Code text amendment to Oswego Lake setback.
8.2 Appointment of Planning Commissioner to Citizen Advisory Committee for Periodic Review.
9. OTHER BUSINESS — COMMISSION FOR CITIZEN INVOLVEMENT
10. SCHEDULE REVIEW
11. ADJOURNMENT
LAKE OSWEGO
Centennial 1910-2010
COUNCIL REPORT
TO: Jack Hoffman, Mayor
Members of the City Council
Members of the Planning Commission
Alex D. McIntyre, City Manager
FROM: Sidaro Sin, Senior Planner
Laura Weigel, Associate Planner
SUBJECT: Cqmprehensive Plan Update (PP 10-0007)
DATE: June 21, 2010
ACTION
CITY OF LAKE OSWEGO
3 80 A Avenue
PO Box 369
Lake Oswego, OR 97034
503-675-3984
www.ci.oswego.or.us
Staff is providing this information to update the City Council and Planning Commission on the status of the
Comprehensive Plan (Plan) update process. Staff is also seeking additional input on key items before final
preparations are made.
INTRODUCTION/BACKGROUND
On April 27, 2010, the Council and Commission held a joint meeting to receive information and provide
direction regarding the Plan update. Topics addressed included: the timeline, public involvement strategy,
the citizen advisory committee, and a speaker series. Staff noted that additional details on key items would
be provided at a later date.
This memorandum provides additional details on several key items. The Council's and Commission's input
are important to moving forward as preparations are being made for the first outreach event scheduled for
July 17, 2010, at the Luscher Farm Centennial Festival Future Pavilion.
DISCUSSION
Pursuant to State Periodic Review requirements, the plan update process is required to be completed three
years from the date the work program is approved. The City's work program was approved on April 15,
2010. The deadline to complete Periodic Review is April 15, 2013.
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While compliance with Periodic Review is a requirement, it is not the only outcome. The process
represents an outstanding opportunity for the City to provide added value by:
Actively and effectively engaging the public, especially those that have typically not participated in
the past, resulting in community ownership of the process and plan;
Producing a forward -thinking, easy -to -read community plan that maintains and improves the City's
quality of life to 2035 and beyond, with an action plan to get the community there; and
Developing a "Community Plan"' that becomes the Oregon model on how to integrate sustainability
into comprehensive planning.
The following tasks will help the City achieve these outcomes.
Sustainability
This is the community's opportunity to be a leader in planning for a sustainable future. Sustainability
means planning for people, places and prosperity for the needs of the community today, without
compromising the needs of future generations. It's a way of thinking about the triple bottom line without
compromising the quality of life of the community, but rather assuring its continued success and
improvement.
The City Council has included sustainability in its goals since 2002. In 2007, the City of Lake Oswego
Sustainability Plan was adopted (the plan focuses on City operations not the broader community). The
Sustainability Plan utilized the Natural Step (TNS) framework as guiding principles for sustainability. In
addition, several City departments and the Council have gone through TNS training, The WLLO process
builds upon the City's familiarity with the TNS and will use it as the framework for the overall plan process.
Staff, in coordination with the Sustainability Advisory Board will work to develop:
• A strategy and outreach materials to engage the community in understanding and thinking about
sustainability;
• A sustainability decision tool to look at policy decisions through the sustainability lens for the WLLO
process and future Council decision making;
• Questions for the vision survey that would begin informing the public about what a sustainable Lake
Oswego means; and
• A format to integrate sustainability throughout the final adopted Community Plan (Attachment 1).
We Love Lake Oswego
In order to engage the public in planning for the future of the community, this process has to be about
more than just the statewide planning goals. We want to go beyond the typical planning process and
engage the public in a way that will excite them about planning for this community.
Staff is recommending that the name of the final document be changed from the Comprehensive Plan to the "Community
Plan". Community Plan will better reflect the spirit and intent of the document.
The triple bottom also known as "People, Planet and Profit" are criteria to evaluate and measure socioeconomic impacts of
choices. The triple bottom line in this case has been modified to better reflect the community; People, Places, and Prosperity.
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We intend to start this process on a positive and inspiring note by exploring community values and focusing
on what community members love about Lake Oswego. To initiate the process we will use the slogan "We
Love LO — Planning for People, Places, and Prosperity" (WLLO) as a catchphrase or brand to capture the
Lake Oswego spirit and to serve as a unifying call -to -action for this process. (Attachment 2)
Public Involvement Strategy
The public involvement strategy is designed to include as many people as possible in a fun, engaging
process that fosters citizen ownership of the plan and its implementation. Public involvement for the Plan
is designed to achieve five objectives:
• Engage Those Who Aren't Usually Involved.
• Foster Community Ownership of the Process.
• Build on Existing Networks and Information Channels.
• Educate the Community about Sustainability and the Natural Step Guiding Principles.
• Create Enthusiasm and Excitement about Planning for the Future.
A number of approaches for meeting these objectives are outlined in the Public Involvement Overview
(Attachment 3). For example, during the summer and fall staff and possibly Council members will be
visiting a wide range of community organization meetings and events with a "We Love LO" road show that
will include a video, a presentation, a survey (on laptops), and an invitation to participate in the planning
process. The approaches are designed to engage a variety of interests and ages of people.
Process & Timeline
The draft timeline (Attachment 4) identifies the milestones over the next three-year period. Milestones
include:
• July 17, 2010: Centennial Celebration Future Pavilion at Luscher Farm — Launch public involvement
(Inform, Engage, Solicit Vision Information)
• October 2010 Community Meeting #1
o Continue Inform, Engage, Solicit Vision Information
o Visual preference/interactive polling (possible) to shape future scenarios
• November 2010: Develop 3-5 future scenarios based on Community Meeting #1
• December 2010:
o Vision Validation Process
o CAC, TAC & Council Work Session: Select 3 scenarios
• February 2011:
o Council Endorsement of Preliminary Community Vision
o Community Meeting #2 — Open House to review 3 scenarios that reflects the preliminary
endorsed vision (did we get it right?)
• March 2011: Refine the alternatives and have CC/CAC identify a preferred alternative
• May/June 2011: Community Meeting #3 — Preferred Alternative/Establish Plan Map and Policy
Direction
• August 2012: Public Hearings for Plan Amendments (concluded by April 2013)
• April 2013: Action Plan development/implementation (Action items, indicators, benchmarks,
targets)
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Citizen Advisory Committee (CAC)
The purpose of the CAC is to help ensure the Plan update represents and balances the interests of the
community at large, and to provide the Planning Commission and City Council with recommendations on
key elements of the update process, such as the community vision and plan map and policy amendments.
On April 27, the Council and Commission provided staff with direction on the composition of the CAC. It
included nine members from existing city boards/commission and three at -large positions (two
neighborhood association representatives and a business community member). It was also assumed that a
Council member would serve on the CAC as the Council liaison, for a total of 13 members. However, upon
further review, to represent major stakeholders and those that typically do not participate in the
community, staff is recommending two additional at -large positions, one to represent the school district
and the other to represent the interests of young adults (21-35 yrs. old), for a total of 15 members on the
CAC. Included as Attachment 5 is the draft CAC charge statement. A final list of CAC recommendations will
be forwarded to the City Council in early July. The first CAC meeting is anticipated to be in July or August.
The City has also created a Technical Advisory Committee (TAC) comprised of members from different
departments and Metro, Department of Land Conservation and Development (DLCD), and County staff
(Attachment 6). Members will play an integral part in the City's internal coordination efforts and serve as
the point of contact for information, attend key public events, and make recommendations to the CAC on
draft Code/Plan amendments.
Community Vision
A key element of this process is to have a resilient 25 -year vision endorsed by the community and Council.
The vision will serve as the starting point to develop alternative scenarios for the future, which will
ultimately lead to possible plan map and policy amendments. The adopted vision will be prominently
stated at the beginning of the Community Plan, setting the direction for the plan by informing readers
where this community collectively wants to be in 2035.
Over the last several months, the city's boards and commissions have had the opportunity to provide input
on a draft vision initially developed by a previous council in 2002 and last updated in 2008 (Attachment 7).
The intent was not for boards and commission to rewrite the vision, but to ensure that the vision includes
the right topics and represents a compelling vision for the future. The comments received (Attachment 8)
were synthesized into a framework for the vision (Attachment 9). The vision framework tries to get at the
community's values through a broad and comprehensive introductory statement that is intended to
capture a forward thinking future for the community. The vision is further refined into specific topic areas
with survey questions. The draft is a balance between something for the community to respond to and
seeking their input on the topic areas through questions (letting the community shape the specific vision).
The community will have the opportunity to respond to the ideas outlined in the vision framework
throughout the summer and early fall at different outreach events. The data will be shared and refined at
the public engagement meeting in October, validated through a process in December, and will be presented
to the Council in February 2011 for endorsement.
The public involvement strategy and vision framework provide a structure for collecting information about
the values and aspirations of the community. Are there any particular topics or issues that the Council or
Commission would like to include or emphasize that have not been addressed?
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Consultants - Cogan Owens Cogan
The City has selected the consulting firm Cogan Owens Cogan (COC) to assist staff with key tasks during the
WLLO process under an on-call service contract. Under an on-call service contract, tasks are identified on a
phase -by -phase approach (coordinated with the overall timeline for the project). The City and COC are
currently working on a final scope. The attached draft scope (Attachment 10) provides the preliminary
direction for key tasks through fiscal year 2010/2011. It is expected that a final contract will be forwarded
for Council's approval in July.
The update project is a collaborative effort between the City and consultants. The consultant's expertise
will be used to fill in gaps in staffs' skill set in the areas of scenario modeling, graphic illustration, survey
development, and overall expertise in other fields, such as economic development, transportation,
housing, etc.
ALTERNATIVES & FISCAL IMPACT
The City budgeted $100,000 for consulting services for the Plan update for fiscal year 2010/2011 out of the
Planning and Building Services Division.
Due to the depth and breadth of the Plan, the WLLO process will look for efficiencies to coordinate
meetings and outreach efforts amongst City departments and projects, as well as seek shared funding
opportunities. Coordinated projects will include the Parks and Recreation Master Plan, Wastewater Master
Plan, and Transportation Systems Plan.
On June 16, the City received confirmation from the DLCD of a grant award in the amount of $74,000 for
addressing the Periodic Review tasks related to Goal 9 (Economic Development) and Goal 10 (Housing).
The City's match is $24,000. The grant agreement will be forwarded to the Council for acceptance in' July.
RECOMMENDATION
Staff recommends that the Council direct staff to continue moving forward with the Plan update process as
noted in the memorandum.
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ATTACHMENTS
1. Community Plan Outline
2. Logo/Slogan
3. Public Involvement Strategy
4. Timeline
5. Draft CAC Charge Statement
6. TAC Members
7. 2008 Council Developed Vision
8. City Board/Commission Comments on 2008 Council Vision
9. Draft Vision with Topic
10. Draft Cogan Owens Cogan Scope 201012011
Reviewed by:
Department Director
Finance Director
Alex D. McIntyre
City Manager
Lake Oswego Community Plan
Draft Outline
6/21/10
I. Adopted Vision
II. The Case Study for Sustainability
III. The Natural Step Framework
IV. Topics Areas: goals and policies
• Healthy Ecosystems
• Healthy, Safe People
• Connected Community
• Inspiring Spaces and Places
• Economic Vitality
• Complete Neighborhoods & Housing
• Community Culture
Action Plan
(Not adopted as part of the "Community Plan" - - Annual Review by PC?)
• Indicators
• Benchmarks
• Target
• Implementation Items
o What Action
o Who's Responsible
o Timeframe
o Funding?
Attachment 1
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Planning for People, Places and Prosperity
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Attachment 1
Overview of Public Involvement Objectives and Approach
Community Plan
"We Love Lake Oswego"
Planning for People, Places and Prosperity
The We Love Lake Oswego Plan (Plan) will represent the City's statement of aspirations for the future and will be
the basis for all land use planning and growth management actions in Lake Oswego for the next 25 years. At its
best, it will inspire community pride and a commitment to. realize the future it describes. Therefore, creating an
outreach strategy that is designed to engage as many people as possible in a fun, engaging process that fosters
citizen ownership of the plan and its implementation is of utmost importance. The public involvement for the
Plan is designed to achieve five objectives:
Engage Those Who Aren't Usually Involved. Involving citizens who do not have time to attend City
events is a considerable challenge. Parents with very young and school -aged children, young adults,
those under the age of 18, and citizens who are heavily involved in "other" community activities, such as
parent -teacher, business or sports organizations are often too busy to attend "yet another" event.
Therefore, instead of expecting citizens to come to us, we will go to them physically and electronically.
Foster Community Ownership of the Process. At the end of the Comprehensive Plan update project, the
community should feel that this is their plan, for their community, for their future, and be poised to take
responsibility to ensure its success. Although the review of the City's Comprehensive Plan is a task
required by the State of Oregon, it is also a wonderful opportunity for the citizens of Lake Oswego to
assess their values examine how those values are reflected in future plans for the built and natural
environment. The City has dedicated staff to the planning process, but their role is to support and help
guide the process, not make decisions. These decisions will be made and implemented by the citizens
and the elected and appointed leaders of Lake Oswego.
3. Build on Existing Networks and Information Channels. Lake Oswego has highly involved, very organized
networks including City -appointed boards and commissions and over 90 community organizations. To
maximize limited resources, it is critical to reach out to citizens through these and related channels.
4. Educate the Community about Sustainability and the Natural Step Guiding Principles. The City is part
of a global movement to create a more sustainable future. The planning process should provide a
common understanding of sustainability and how the four system conditions outlined in The Natural
Step can help guide policy choices through the process and into the future.
Create Enthusiasm and Excitement about Planning for the Future. The We Love Lake Oswego planning
process is a unique, once -in -a -generation opportunity to inspire citizens to think about possibilities for
the future of the City. While planning is a serious subject and tough topics have to be tackled, planning is
also the foundation for creating the vibrant, inspiring spaces and places that Lake Oswegians value.
People have a love for and enthusiasm about living in Lake Oswego. The planning process should build
upon that rare and valuable community culture.
It is important to note that each phase of the planning process will require unique tasks to achieve the
involvement objectives; therefore each phase of the plan will have specific involvement strategies. Phase two
tasks will be outlined towards the end of 2010.
Attachment 3
6/23/2010 1
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Approach
Achieving these objectives will require creativity and flexibility. This will include approaching the outreach
process in the following ways:
• Use both high-tech (electronic) and high -touch (personal) methods to solicit input and disseminate
information.
■ Actively seek out the opinions of those who can not attend City sponsored meetings.
• Encourage interactive, participatory workshops as an important component of the engagement
program.
• Use respected leaders and organizations to help disseminate information and solicit public outreach.
• Plan fun activities that will engage different ages of people who have different desires for the future.
Outreach and Project Communication
• Send press releases to the LO Review regarding public events and updates on planning progress.
• Develop a website for both disseminating and collecting information. In addition to having the ability to
post comments, people will be able to post videos and photos about what they love about Lake Oswego.
■ Develop an inspirational video encouraging people to talk about what they love about living in Lake
Oswego and show the video at meetings and post on-line.
• Develop mailings/invitations to participate in City planning events including a mailer/poster that
provides an overview of the project.
■ Provide frequent project updates to existing organizations for distribution through their newsletters and
on their websites.
• Provide the City Council with brief, monthly update about the status of the project.
■ Attend Sustainability Advisory Board meetings frequently to garner feedback and solicit ideas.
Techniques to Solicit Public Input
Appoint a Citizen Advisory Committee (See Attachment 4 of main report).
Attend meetings to generate interest.
Staff will attend meetings of City appointed body boards and commissions and community organization
meetings as well as City sponsored events to garner enthusiasm and to encourage people to participate in the
planning process. At meetings and events, encourage people fill out the survey (see below) on laptops.
Additionally, at the community Centennial Celebration in the Futures Pavilion there will be a We Love LO booth
where people will be asked to describe their vision of the future of Lake Oswego. We intend to videotape many
of the responses for use in informational videos and on the website.
Develop a highly interactive website. ,
The website will include the ability for staff and the community to post videos, photos, and questions and
comments. The site will link to a Facebook page as well as an RSS feed.
Survey and Focus Group.
Administer a values survey based on the draft vision throughout the summer at meetings, events and online.
Impanel a random -sample focus group to compare to the qualitative work to date.
Community Workshops/Meetings.
Please see the Scope of Work and Public Involvement Phase One timeline for details.
Organize a 'Think Tank" Summit.
The City has a highly talented, knowledgeable citizenry with skills in sustainability, urban design, architecture,
landscape architecture and development, which could be a high-value, low cost resource for developing and
6/23/2010
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testing forward thinking concepts, as well as engaging sectors of the citizenry who aren't necessarily involved in
local planning and implementation.
Partner with the School District.
Develop fun and educational opportunities for students to get involved in the planning and process.
Create Enthusiasm
■ Develop a new logo based on the "We Love Lake Oswego" theme for the planning project.
■ Decorate a "We Love Lake Oswego" bicycle to ride to meetings and display at events.
■ Create pins and give them to people after they complete the survey that read "I Love L0."
■ Wear "We Love LO" t -shirts at all planning and community events.
■ Orchestrate a flash mob!
Roles
Staff will develop and administer the public involvement program with the strategic advice of the Cogan Owens
Cogan (COC) team to ensure that a successful program is implemented. COC will facilitate the Citizen Advisory
Committee and play a key role at the larger public meetings.
Monitoring and Evaluation
This plan will be reviewed and evaluated every three months. If the objectives are not being met, ,new strategies
will be identified.
6/23/2010 3
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Lake Oswego Comprehensive Plan Update
Citizen Advisory Committee
"We Love LO"
Planning for People, Places, and Prosperity
PURPOSE
The purpose of the Citizen Advisory Committee (CAC) is to advise staff and provide recommendations
to the Planning Commission and City Council regarding the update of the Lake Oswego Comprehensive
Plan. The Comprehensive Plan represents the long term vision for the City and includes planning
policies that guide City decisions on land use, transportation systems, utility systems, and other aspects
of City government.
The City of Lake Oswego has not conducted a major update of its Comprehensive Plan since 1994. In
April of 2010, the Oregon Department of Land Conservation and Development approved a "periodic
review" work program requiring that the City update the Housing, Economic Development,
Transportation, Public Facilities, and Urbanization sections the Comprehensive Plan., The City
Council has directed that that the update of the plan be broacerthan what is required under the state -
mandated periodic review process. The Council directed that all sections of the Comprehensive Plan
be updated and that the update b.e conducted in a manner that integrates sustainability into the plan.
The overall objective oftl #update`is to plan for people, places, and prosperity in such a way that we
address Lake Oswego's present needs without compromising the needs of future generations.
COMMITTEE CHARGE
The Citizen -Advisory Committee serves at the request and direction of the City Council. The charge of
the committee is to:
■ Provide thoughtful and creative recommendations to the Planning Commission and City Council
regarding:
o A broad community vision;
o Background elements of the plan;
o New or amended comprehensive plan goals and policies;
o New or amended comprehensive plan maps; and
o Plan implementation actions.
Update the Goals of the 1994 comprehensive plan (and the Special District Plans) and
incorporate principles of sustainability into the comprehensive plan. Consider the changing
circumstances since the 1994 plan was completed including changes in the regional planning
context, climate change, and demographic shifts.
Make recommendations that assist the City in meeting state -mandated planning requirements,
Statewide Planning Goals and Administrative Rules, and Metro functional plan requirements.
Act as the liaison between their constituent group and the CAC. CAC members shall engage
their constituencies in the update of the Plan, by encouraging them to participate in public
Attachment 5 Page 1 1
17
events, read background materials, attend hearings and other events, and submit public
comment.
■ Help engage the broader Lake Oswego community in their review and comment on
recommended plan products, with special attention given to underrepresented categories of
Lake Oswego citizens including children, young adults, working parents, and the elderly.
■ Form and work with subcommittees, if necessary, to address specific issues such as affordable
housing, sustainability, urban service area expansion, or other issues that require concentrated
or focused attention.
MEMBER COMPOSITION AND SELECTION
The CAC will consist of 15 members. Nine of the members will be from the City's Boards and
Commissions (that meet on a monthly basis); five of the members will be at -large positions, and one
member from the City Council. It is desirable that the at -large positions include representatives from
two neighborhood associations, the school district, a business, and a young adult. Some members may
fill more than one qualification. The City Council will appoint the members via -resolution.
The Council Liaison will serve as the chair of the CAC and will be the primary liaison between the
committee and City staff, as well as serve as an ambassador for the committee throughout the process.
In the event that the term of a Board, Commission or Councilor position expires during this project,
they should, if possible, continue to serve on the CAC until such time that the project is completed.
Additionally, the member should continue to report back to the committee they originally represented.
In the event that a member cannot serve out the term of this appointment or fulfill their
responsibilities, the City Council shall appoint a successor at its discretion.
MEMBER RESPONSIBILITY
The Citizen Advisory Committee is expected to:
■ Make recommendations that reflect the values of the community as a whole.
■ Listen carefully, educate themselves, and ask questions so that they may make informed
choices.
■ Serve as host at public events, encourage other community members to attend and help
present information or facilitate discussions, where appropriate.
■ Provide updates and solicit feedback from the constituencies or interest groups which they may
represent, including making presentations to those groups about the project, when possible
and appropriate
■ Review and comment on work products in a timely manner. Come to meetings prepared to
make recommendations to staff, the Planning Commission, and City Council at key junctures
throughout the process, including at adoption of the vision and the final Plan.
■ Understand that the City has a limited budget and a three-year state mandated deadline.
Decisions will need to be made at times with limited information, therefore it is important to
remain on schedule and within the scope of work.
Page 12
18
Attend and participate in the meetings of the CAC. Any member who misses three consecutive
meetings, without an excused absence may be removed from the committee. Excused
absences may include illnesses or other absences excused by the Advisory Committee Chair. If
a vacancy exists on the committee, the City Council shall appoint a successor.
QUORUMS AND DECISIONS
A majority of the members shall constitute a quorum for the conduct of CAC business. Members shall
strive for consensus but in the event consensus cannot be reached, the vote of the majority shall
represent a decision of the CAC
the majority recommendation.
TIMEFRAME
For controversial issues, the CAC my include a minority opinion with
The timeframe for the plan update is three years.
CAC shall remain active until the plan is adopted.
At times, more or less meetings may be required.
A final plan is expected to be adopted in 2013
The
The CAC is expected to meet at least once a month.
54y,.
` `ti .�11R 11
STAFF RESPONSIBILITIES >. •WIC
Lake Oswego staff will be responsible for designing and organizing events, and developing draft goals
and policies for the Plan update process. Staff will prepare: meeting agendas by consulting with the
Advisory Committee chair and prepare meeting summaries that focus.0n discussion topics and key
agreements Staff will serve as the primary contact point for inquiries regarding the activities of the
committee.
may: sS i ht4 LL
PUBLIC RECORDS
Regular meetings of the committee are'not public hearings. All meetings will be open to the public and
subject to Oregon public meetings and records laws. All meetings will be open to the public; however,
public comment will only be received for up to five minutes at the beginning and end of each CAC
meeting.
Page 13
19
CAC Meeting Bylaws
For Review and Agreement by CAC Members
Commitment to Decision-making Process
The CAC will endeavor to reach consensus on decisions regarding the Comprehensive Plan; closely split
votes will not be considered as a strong recommendation. A consensus process will enable the
members to freely discuss issues and to arrive at a decision.
Consensus is a participatory process whereby, on matters of substance, the representatives strive for
agreements that they can accept, support, live with, or agree not to oppose. Consensus means that no
representatives voiced objection to the position and they agree not to oppose the position.
Expectations for the decision-making process include:
A. The CAC agrees that consensus has a high value and that the members should strive to achieve
it. As such, recommendations will be made by consensus of all present participating members
in their representative capacity. They shall be empowered to represent their group, after
agreed upon consultation.
B. Tentative agreements may be made.at meetings pending the opportunity for representatives to
consult with their necessary constituencies. This will be done on a timely basis.
C. The commitment to work for consensus means that members will participate in the give and
take of the process in away that seeks to understand the interests of all and will work together
to find solutions workable for all.
D. When consensus cannot be reached, the facilitator or chair may initiate or entertain a motion
to vote on the issue. Members may make motions and seconds. All motions must be seconded
to be acted upon.
E. If no consensus is reached on an issue or recommendation, minority positions will be
documented. Those with minority opinions are responsible for proposing alternative solutions
or approaches to resolve differences.
F. Meetings will be conducted in a manner deemed appropriate by the chair and facilitator to
foster collaborative decision-making and consensus building. Robert's Rules of Order will be
applied when deemed appropriate by the chair or facilitator.
G. The CAC may establish working groups or subcommittees to address research topics or issues
or to resolve differences about CAC recommendations. Working group or subcommittee
deliberations will be open to all CAC members and the public.
H. CAC members will honor decisions made and avoid re -opening issues once resolved.
I. CAC members will strive to make decisions within the agreed -to timeframe.
Meeting notes will be kept documenting decisions of the CAC. Members will have the opportunity to
review, make corrections and then sign -off on the notes.
Page 14
20
II. Ground Rules for Conduct of the CAC
All participants agree to act in good faith in all aspects of the planning process. This includes being
honest and refraining from undertaking any actions that will undermine or threaten this process. It
also includes behavior outside of meetings.
Expectations for behavior of CAC members during and outside of meetings include:
A. Members agree to be respectful at all times of other representatives, alternates and audience
members. They will listen to each other to seek to understand the other's perspective, even if
they disagree. One person will speak at a time. Side conversations and other meeting
disruptions will be avoided.
B. Members agree to make every effort to bring all aspects of their concerns about these issues
into this process to be addressed.
C. Members agree to refrain from personal attacks, intentionally undermining the process, and
publicly criticizing or misstating the positions taken by any other participants during the
process. Concerns regarding personal attacks or intentional misinformation will be brought to
the attention to chair or facilitator... If evidence justifies, the offending member will be advised
of such concerns. Continued violations of these ground rules may result in a recommendation
to the City Council to remove the member from the -_CAC;
D. Any written communications, including e-mails, blogs and other social networking media, will
be mindful of these procedural ground rules and will maintain a respectful tone even if
highlighting different perspectives. Members are reminded that e-mail, blogs and other social
networking media may be considered public documents. E-mails and social networking
messages meant for the entire group will be distributed via the City staff so that a record is
kept.
E. Individual CAC members agree to not present themselves as speaking for the CAC, without
specific direction and approval by the CAC.
F. Non-members may attend meetings as observers, provide comments during public comment
periods, and submit written comments for distribution to the CAC, but may not otherwise
participate in the CAC deliberations.
G. Requests for information made outside of meetings will be directed to the City staff. Responses
to such requests will be limited to items that can reasonably be provided within a reasonable
amount of time.
H. All participation in this process is voluntary and may be withdrawn. However, members agree
that before withdrawing they will discuss the reason for their withdrawal with the chair and
City staff and will give the CAC the opportunity to understand the reasons for withdrawal and to
encourage continued participation, if appropriate.
Page 1 5
21
Comprehensive Plan Update
Technical Advisory Committee (TAC)
Note: some positions are still "to -be -determined" (TBD)
Name
Department
1) Jordan Wheeler
CMO
2) Christine Kirk
Public Affairs
3) Susan Millhauser
CMO - Sustainability
4) Jane Blackstone
Econ & Capital Development
5) TBD
Finance
6) Phil Sample
Fire
7) Chip Larouche
Information Technology
8) Jackie Rose
Library
10) Ryan Stee
Parks & Recreation
11) Scott Th ran
Police
12) Erica
Public Works/Engineering & LOIS/LOTWP
13) TBD
Metro
14) TBD
Dept. of Land Conservation and Development (DLCD)
15) TBD
Clackamas County
Attachment 6
23
Vision of Lake Oswego in 2028
REVISED 2/09/08
Lake Oswego is recognized nationally as a model of livability—a unified city with a vital
downtown, a strong sense of neighborhoods, and a sustainable environment. Our lives
are enriched by a wide range of choices in transportation, housing, recreation, and
culture. Our infrastructure is sound, our finances stable, and our citizens engaged.
Our full-service downtown is the center of our city, offering business opportunities,
convenient shopping, housing and cultural attractions. Millennium Plaza Park is a focal point,
and a walkway stretches south along the bay. The Foothills district east of Highway 43 has been
redeveloped as a mixed use neighborhood, including affordable, sustainably -constructed
housing. The Lake Grove village center has been improved with multi -modal transportation
options, pedestrian access, gathering places and mixed uses and supports a thriving business
district.
We foster diverse, family -friendly neighborhoods, each retaining its unique
character. Compatible redevelopment in mature neighborhoods is assured through fair and
open processes: Homeowners have some flexibility in upgrading existing stock, and infill blends
with the surrounding environment. Affordable housing choices are available. Stafford is
developed thoughtfully (if at all), reflecting the livability of Lake Oswego.
Residents have a variety of transportation options. Many modes of travel, such as
bus, streetcar, water transportation, bike paths, pathways, and well-maintained roads connect
our neighborhoods, strengthen our sense of community, and offer choices for moving around
and beyond our city.
We grow in harmony with our natural setting. We treasure natural beauty, open
space, and a close connection to the clean water in our rivers, streams, and lake. A green
necklace of trails surrounds us and interlaces our neighborhoods. Our Willamette riverfront
includes connected pathways, marina, and water recreation. Residents enjoy visual access to
the lake along walkways and public spaces. We maintain a strong tree code, and develop
greenways, green boulevards, landscaped medians, and pathways. All new development is
compatible with the environment, and the community has reached its goal of climate neutrality.
We provide a variety of quality recreational and cultural opportunities. Lake
Oswego is a center for entertainment and culture, crowned by the arts center. Our Community
Center is open to all citizens and recreational opportunities are available for people of all ages
and abilities. We value aesthetic qualities that enhance our livability.
Our quality of life is supported by the best infrastructure in the region—
water, sewer, storm water, roads, and public facilities. Our police and fire departments provide
quick response to all calls. The City generates sufficient revenues to guarantee financial stability
and joins with others in the private and public sectors to make the most of our public
investments. We pay City staff fairly and retain quality employees for years.
Active citizens of all ages work together for the good of our united
community
Attachment 7
25
DEFECTS IN
ORIGINAL
DOCUMENT
Draft Vision of Lake Oswego in 2035
Comments and Suggested Revision from Boards and Commissions
Note: Boards and commissions primarily responded to specific sections of the draft vision
statement. The existing draft vision statements (shaded) are followed by comments and
suggested revisions from the boards and commissions.
General Comments on Vision Statement: n' fid' � f �"uk `4 ��;c� cC}'.�. 7, 1 s A. W.
Development Review Commission
■ Fairly comprehensive - - seemed to hit the right points
Natural Resources Advisory Board
■ Vision is all over the place. Disparate ideas stuck together. Need to bring it together in cohesive way.
Is there a typical structure or flow for visions?
■ Should scrap the existing vision and start over.
■ Really like the Boise example. Should use that template.
■ Use backcasting as approach.
■ Statement should reflect the triple bottom line, natural resources as interconnected.
■ Process should define community's core values.
Parks & Recreation Advisory Board
P+R Staff:
■ As a non-resident of Lake Oswego but an employee who has a vested interest in the city, I feel that
the Vision Statement is too ambiguous and I am not sure the differences between where we are
now and will be then. It seems we are already there in a lot of categories.
■ Something that acknowledges the needs of an aging population in LO should be said rather than
implied.
Lake Oswego is recognized nationally as a model of livability—a unified city with a vital
downtown, a strong sense of neighborhoods, and a sustainable environment. Our lives are
enriched by a wide range of choices in transportation, housing, recreation, and culture. Our
infrastructure is sound, our finances stable, and our citizens engaged
Parks & Recreation Advisory Board
■ In the opening paragraph, the vision should add that our strong community and excellent public
schools also enrich our lives.
■ Education: recognition that a strong public school system in LO is vital to the community. Families
continue to come to LO and stay in LO because of the schools.
Sustainability Advisory Board
Suggested revisions:
■ A Specific Sustainability Policy is included in the Comprehensive Plan with "back -casting" from each
section of the plan to insure its inclusion.
Attachment 8
27
■ There is a lens of Sustainability through which we view all items in the Comprehensive Plan, Lake
Oswego is 100% fulfilling the Triple Bottom Line of being fully sustainable Environmentally,
Economically, and Socially ---People, Planet, Profit by 2030 and each year progress toward that goal
is measured and reported. The City has planned for resiliency and adaptability in an unpredictable
and rapidly changing world.
50+ Advisory Board
■ City should maintain its safe, small town feel.
■ Keeping the friendliness and welcoming feel is important.
■ There is value in living in a small community. Easy proximity to everything. Few hassles, low traffic,
sense of community and beauty. Just a community to live in without the big town feel. She fears
that this will change as the high density plans and the need or desire to develop grows.
• Financial sustainability is important for the City.
Our full-service downtown is the center of our city, offering business opportunities,
convenient shopping, housing and cultural attractions. Millennium Plaza Park is a focal point,
and a walkway stretches south along the bay. The Foothills district east of Highway 43 has been
redeveloped as a mixed use neighborhood, including affordable, sustainably -constructed
housing. The Lake Grove village center has been improved with multi -modal transportation
options, pedestrian access, gathering places and mixed uses and supports a thriving business
district.
Library Advisory Board
Suggested revision:
■ Our full-service downtown areas are +s -the centers of our city life,
Parks & Recreation Advisory Board
• In the "full-service" paragraph, we should consider broadening the concept of the center of our city
to include several "hubs", including Downtown & Lake Grove; potentially also including our well
maintained parks and public spaces.
Sustainability Advisory Board (NOTE: These comments also apply to the vision statements about
neighborhoods and transportation)
■ Development, Downtown, shopping, housing, business is cooking and buildings are sustainably
constructed. Diverse neighborhoods, diverse transportation. The City becomes a collection of
sustainable mixed use neighborhoods with many more services within walking or biking distance.
Building and Development Codes are expanded year by year to achieve a Living Building Standard
for all buildings by 2030. Sustainable electric and non -carbon -burning transportation is increasingly
available and ultimately 100% non -carbon burning by 2050 or sooner. An Amsterdam level safe bike
system, truly smart charging stations for cars and delivery vehicles are everywhere. Open space is
expanded and mixed with higher development density for energy efficiency and downsizing of an
aging population. Variable code density developments are allowed and encouraged.
2
28
We foster diverse, family -friendly neighborhoods, each retaining its unique character.
Compatible redevelopment in mature neighborhoods is assured through fair and open
processes: Homeowners have some flexibility in upgrading' existing stock, and infill blends with
the surrounding environment. Affordable housing choices are available. Stafford is developed
thought u I , if at ally , reflecting the livability of Lake Osi.wego. W,.:..
Historic Resource Advisory Board
■ The text of this vision is generally not true in light of the possibility of increased densities in the
Foothills, Stafford Basin and Old Town areas.
■ How are possible increased densities consistent with being family friendly and blending in the
surrounding environment. This passage is not consistent with "Growing in harmony with our natural
setting.
Planning Commission
■ Why include the statement "Stafford is developed thoughtfully (if at all), reflecting the livability of
Lake Oswego if the City's position is to not develop Stafford?
Parks & Recreation Advisory Board
■ Under neighborhoods/affordable housing, I would consider adding something language such as:
"We maintain excellent public schools and strive for affordable housing and recreation options to
keep Lake Oswego affordable to young families and continue to build a multi -generational
community"
50+ Advisory Board
■ Need more options for aging in place
■ Affordability is threatening to seniors. Property taxes will double in the future and the fixed income
seniors will struggle. And she doesn't see how seniors will be able to afford it.
■ Some families are moving away as soon as their children finish school due to affordability and the
changes occurring in the City.
Residents have a variety of transportation options. Many modes of travel, such as bus,
streetcar, water transportation, bike paths, pathways, and well-maintained roads connect our
neighborhoods, strengthen our sense of community, and offer choices for moving around and
beyond our city.
Planning Commission
■ What is the reference to water transportation?
Parks & Recreation Advisory Board
■ Consider moving the paragraph about transportation options to be part of our infrastructure
section.
Transportation Advisory Board
■ I would like to see a statement supporting an efficient transportation system, maintaining capacity
on arterial streets, balancing needs of all transportation modes on local and neighborhood streets
and providing connectivity. This recognizes most residents travel by car and that limited arterial
3
W
capacity results in increased volumes on local streets (as has been seen on Quarry and in First
Addition)
Do we really believe water transportation is an option? I believe it is more of a recreation
opportunity.
50+ Advisory Board
■ Accessible services and stores needed.
■ Ambling little roads
■ No need for sidewalks
• Should decrease traffic
• Topography makes it hard for seniors to get around without a car
We grow in harmony with our natural setting. We treasure natural beauty, open space, and a
close connection to the clean water in our rivers, streams, and lake. A green necklace of trails
surrounds us and interlaces our neighborhoods. Our Willamette riverfront includes connected
pathways, marina, and water recreation. Residents enjoy visual access to the lake along
walkways and public spaces. We maintain a strong tree code, and develop greenways, green
boulevards, landscaped medians, and pathways. All new development is compatiblewith the
environment and the community has reached,its goal of climate neutrality.
Natural Resources Advisory Board
■ Should reflect integrated, comprehensive, holistic approach to natural resource management.
■ Watershed could form context — its unique characteristics, and ecosystem it supports.
■ Clean streams, sensitive lands, water conservation should all integrated as part of watershed health.
■ First thought that Boise put environmental stewardship as their no. 1, top priority goal.
• May want to advocate that NR should be the city's top priority.
■ Natural resource stewardship should form the basis of decision-making for the city. Healthy NR
Community that understands and supports resource protection as a core value (education + action),
so that decision-making relates to this value automatically
■ Personal + shared responsibility for NR stewardship
■ Healthy and accessible lake and Willamette where people can go swimming
■ Safe, local food systems
■ Ecosystem services: ecosystem as green infrastructure, and need to support the benefits it provides
to the community
Parks & Recreation Advisory Board
P+R Staff:
■ Though the wording under "We grow in harmony w/ our natural setting" mentions open spaces,
trails, pathways etc. "Parks" are never specifically mentioned. Parks are part of the natural setting,
Sustainability Advisory Board
• We think of ourselves as part of Nature and not outside it. We think in terms of ecosystems ---we
know that everything and everyone is connected. We move to 100% green chemistry use without
toxic substances within the City based on the Pre -Cautionary Principle ---we have chemical standards
to back it up. We move to 100% atmospheric climate neutrality by 2030 ---as a whole, Lake Oswego
cleans as many global warming gases from the air as it produces. Tree codes expand to deep diverse
0
ecosystem habitat restoration and interact with solar access to produce the best of both worlds ---
clean local energy within biodiversity and cool forests. Local Sustainable Agriculture becomes
increasingly integrated with the community ---local organically grown food becomes the new normal.
The town as a whole becomes part of Nature.
Transportation Advisory Board
■ What do we mean by "all new development is compatible with the environment"? Some would
interpret no development as being compatible with the environment. I think better language would
address a balance between jobs and the environment.
■ How do we define climate neutrality and what needs to be done to meet that goal? Is this really
proper to address at the city level? I would prefer a goal of encouraging sustainable development
and practices and providing/encouraging alternate transportation modes to reduce emissions.
We provide a variety of quality recreational and cultural opportunities. Lake Oswegois a
center for entertainment and culture, crowned by the arts center. Our Community Center is
open to all citizens and recreational opportunities are available for people of all ages and
abilities. We value aesthetic qualities that enhance our livability.
Library Advisory Board
■ We provide a variety of quality recreational, cultural, and educational -opportunities. Lake
Oswego is a center for entertainmentL-a444-culture and eduction, crowned by the arts center and
new library. Our Community Center is open to all citizens and recreational opportunities are
available for people of all ages and abilities. We value aesthetic qualities that enhance our livability.
■ "We envision providing the residents of Lake Oswego an excellent level of services and programs
and to meet the informational, cultural and recreational needs of the community."
■ "The Library will take a leadership role in providing services and programs to meet the
informational, cultural and recreational needs of the community."
Parks & Recreation Advisory Board
■ In the recreational/cultural paragraph: Parks/recreation are not emphasized enough and the
wording "crowned by the arts center" seems limiting. Suggest "We provide a variety of recreational,
entertainment, educational and cultural opportunities through our portfolio of parks, recreation
centers (including golf & tennis), arts center and community programs." "These offerings are
designed to be family oriented and multi -generational".
P+R Staff:
■ I think a little more inclusion of recreation programming, facilities, and community health benefits
language should be included. As the complexities and high costs of health care continue to be a
major issue with people it is important that the City highlight its' commitment to providing healthy
activities and opportunities through its great Parks system. It is also important to highlight the fact
that, with an aging population, we are committed to providing excellent healthy living options for
5
31
our seniors. It seems to us that the best part of living here is the unique lifestyle citizens have come
to expect and are willing to pay a little more for.
■ Health / Wellness for the aging population
■ Pathways that connect natural areas and parks
■ In the natural setting paragraph it is very detailed w/ a list of what this includes. In the recreation &
cultural paragraph it only mentions arts center & community center.
■ Is there a way to explain/enhance in the vision statement what we mean by recreational
opportunities with limited words? (maybe some visionary examples) An arts center and
entertainment come across as the priority in the current vision statement.
■ Instead of stating the basic available to people of all ages & abilities , maybe this could be re -stated
with something about opportunities that meet the changing/aging demographics while still creating
opportunities for kids & teens of this community.
■ In current vision statement it could 'envision' (mention) athletic fields, skate parks/spots
incorporated in master plans of parks.
Sustainability Advisory Board
■ Please add the concept of diverse entertainment, culture and art.
50+ Advisory Board
■ Beautiful natural pathways and parks.
■ LO park system is more than adequate for our city.
Our quality of life is supported by the best infrastructure in the region—water, sewer, storm
water, roads, and public facilities. Our police and fire departments provide quick response to all
calls. The City generates sufficient revenues to guarantee financial stability and joins with
others in the private and public sectors to make the most of our public investments. We pay
City staff fairly and retain quality employees for years.
Sustainability Advisory Board
• Quality of Life supported by great infrastructure --water, roads, sewers, public facilities. City is
financially stable, employees are fairly paid. Police and Fire are adequately funded. Schools continue
to grow in quality and delivery.
■ Infrastructure becomes part of Nature. Water is captured from the sky, used frugally, reused often,
and never wasted. Our drinking water far exceeds the minimum health standards set by law with
lower tolerable levels for a much wider range of toxic chemicals. Storm -water runoff is slowed and
managed everywhere to reduce chemical runoff, flooding, erosion etc. Solid waste is harnessed to
produce methane to power City and Garbage vehicles. Buildings have energy skins and systems that
react to weather. Codes and rates for water, sewer, garbage, and road use are increasingly based on
amount of use--- based on size of the footprint. Energy and water supplies are increasingly
distributed --generated and collected onsite. Redesign, transition to new materials, and thinking in
closed systems without the concept of "throwing away" lead to net zero waste by 2030. The City is
prepared for a world with less water, higher temperatures, economic shortfalls, more disease, and
severe natural disasters like earthquakes, forest fires, and floods.
[:7
32
Active citizens of all ages work together for the good of our united community.
No specific comments on this statement.
RE,
I vp �['Fv';pr 70
i+'hj. �ylLLti '' kr.' r'ik r^v h it i
New Topics or Issues to Address ;�r q . G�t.k�t`iiF€z 6, rmLri1 a 4Mof,,
Parks & Recreation Advisory Board
■ The concept of safety would be appropriate for both transportation (safe mode of travel) and when
we talk about our police & fire departments (e.g. we create an environment of public safety in the
community through our excellent police and fire departments...).
• Strongly support either adding technology as a part of the infrastructure paragraph or creating a
new paragraph addressing technology. One suggestion could be: LO has leveraged advances in
technology to provide universal wireless connectivity and affordable Internet access for its
residents.
Financial stability is a concept that should be included in the document.
P & R Staff:
■ The one thought I had on this is that it lacks an emphasis on education. I recognize that the City
does not directly control the formal education system (so it might not be important from a planning
aspect), but I think that the majority of residents consider it one of their
highest priorities. This community prides itself on having one of the best public education
systems in Oregon, and I know this is essential to future vision.
■ Additionally, education is not just about the youth's public school system --citizens throughout this
community value education as a lifelong journey. LO Residents are very intelligent and well -versed
in numerous topics and issues. I believe this is because there are so many opportunities throughout
the community for educational enrichment. There are classes to improve skills (improve your
financial portfolio, get your boating license, etc.), and opportunities to learn new sports (lacrosse,
yoga, pilates, fishing, etc.). There are even forums to help educate the community (ie. The
Sustainability Department constantly educates the public on how to be more green, the City hosted
a forum to help educate the community on how to handle Coyotes, etc.). A Future Vision should
emphasize a continuation of learning opportunities and educational enrichment.
■ The most important issue is home affordability for both ends of the age spectrum. Retirees need
affordable smaller homes that they can manage. Young families need homes they can afford to buy
and raise families in. Scores of big empty houses and acres of empty apartment complexes do not
generate the tax revenue to pay for the described vision of livability.
Sustainability Advisory Board
■ The City deposits all public moneys in a new Oregon state bank or a community bank backed by the
Oregon state bank (based on the Bank of North Dakota). Leverage is limited, and lenders
concentrate on sustainable local lending.
Transportation Advisory Board
■ 1 would like to see some language in support of business development. The only reference is to a
thriving Lake Grove business district. How will the City encourage/support businesses? LO has
industrial land and the Kruse Way corridor has a lot of employment, but these are not addressed.
7
33
Our Community - Our Vision
Draft 6/21/10
In 2035, Lake Oswego is a sustainable city; a model of livability and recognized for its quality of
life. A unified city in harmony with nature - planning for people, places, and prosperity;
resilient and adoptable in an unpredictable and rapidly changing world.
The city is a rich tapestry of sustainable mixed use neighborl
centers with a diversity of services and activities within walk
enriched by a wide range of choices in transportationhbusi'i
culture. Our infrastructure is sound, our finances stable; and
ds and vibrant commercial
or biking distance. Our lives are
recreation, commerce, and
r.citizens engaged.
[Note: Broad questions will be developed around some of topic area be
more detailed description for the vision.] „
Healthy
Ecosystems:
•
Energy & Climate
•
Drinking Water
•
Urban Forest
•
Biodiversity andanvasve
•
Green Infrastructure
•
Surface and WastiMater
•
Materials
•
Solid Waste 4�
Healthy,
Safe People:
•
Food Access & Nutrition'
•
Police
•
Fire
•
Natural Disaste,rs,& Hazards
•
Toxics
•
Climate Adaptation%Resiliency
Connected Communitv:
• Transportation Choices
• Access
• Proximity
• Technology
1 1 P a g e
es
ageme
to develop a
Attachment 9
35
Inspiring Spaces and Places:
• Excellence in Design
• Natural Landscape
Economic Vitality:
• Local Jobs and Business
• Market Development
Complete Neighborhoods & Housing:
• Neighborhood Vitality
• Housing
Community Culture:
• Education
• Arts
• History
• Recreation
• Civic Engagement
21 Page
36
Revised DRAFT June 22, 2010
Lake Oswego Comprehensive Plan Update
Scope of Work
July 1, 2010 - June 30, 2011
1. Sustainability
1.1 Framework. Develop a sustainability framework for the Comprehensive Plan
that integrates The Natural Step system conditions and/or Triple Bottom Line
principles.
Consultant: Review and comment on preliminary sustainability framework. Advise
on framework and provide examples of sustainability frameworks. Review and
comment on preliminary framework.
City: Prepare a preliminary sustainability framework. Revise based on consultant
feedback.
1.2 Decision-making Tool. Create a sustainability decision-making tool to guide
City Council decisions and Comprehensive Plan goals and policies.
Consultant: Provide advice and examples of sustainability decision-making tools.
Review and comment on preliminary tool.
City: Prepare preliminary sustainability decision-making tool and revise based on
consultant feedback.
Deliverable:
• Sustainability Framework - description and illustration/graphics
(City/Consultants)
• Comprehensive Plan format outline (City)
• Sustainability decision tool to guide the Comprehensive Plan update
process (City)
2. Public Involvement Strategy
2.1 Phase 1 (July -Oct). Develop a strategy to engage public in the
Comprehensive Plan process. Design a program to solicit feedback on a
preliminary vision framework, including activities for the July 17 event, and other
engagement tools.
Consultant: Advise on development of a public involvement strategy. Provide
examples of materials as needed. Review and comment on a preliminary
strategy.
City: Prepare preliminary public involvement strategy and revise based on
consultant comments. Implement the strategy.
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Deliverable:
Detailed Phase 1 public involvement strategy through October 2010 (City)
2.2 Phase 2 (Nov -Feb). Develop phase 2 public involvement strategy to gather
community input on vision and vision scenarios.
Consultant: Advise on development of the phase 2 public involvement strategy.
Provide examples of materials as needed. Review and comment on preliminary
strategy.
City: Prepare preliminary phase 2 public involvement strategy and revise based on
consultant comments. Implement strategy.
Deliverable:
Detailed Phase 2 public involvement strategy through February 2011 (City)
2.3 Phase 3 (Mar -June). Develop phase 3 public involvement strategy to engage
public in developing and refining policy scenarios.
Consultant: Advise on development of the phase 3 public involvement strategy.
Provide examples of materials as needed. Review and comment on preliminary
strategy.
City: Prepare preliminary phase 3 public involvement strategy and revise based on
consultant comments.
Deliverable:
• Detailed Phase 3 public involvement strategy through February 2011 (City)
2.4 Outreach materials. Prepare outreach materials for public involvement
strategy efforts.
Consultant: Design public outreach materials as directed by City and revise based
on City feedback.
City: Advise consultant efforts to prepare outreach materials. Review and
comment on preliminary materials.
Deliverable:
Outreach materials as dictated by subtasks 2.1-2.4 (Consultant/City)
3. Vision/Survey
Develop a survey to gauge community values and to measure support for
preliminary vision concepts.
Consultant: Advise on development of survey questions. Provide examples of
survey questions. Review and comment on preliminary vision/survey.
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Review and comment on revised vision for validation process and preliminary
vision for Council endorsement.
City: Prepare preliminary vision survey questions. Revise based on consultant
comments.
Deliverable:
Preliminary vision survey (City)
4. Project Management and Coordination
Coordinate project activities of communication between City and consultant
team.
Consultant: Coordinate consultant activities. Participate in an average of one
project management meeting and four phone calls per month. Prepare monthly
invoices and progress reports.
City: Coordinate City activities. Participate in an average of one project
management meeting and four phone calls per month.
Deliverable:
• Monthly progress report (Consultant):
o Work completed in invoice month
o Percentage of budget spent overall and by task
S. Citizen Advisory Committee (CAC)
Facilitate monthly (12) Citizen Advisory Committee meetings. Additional CAC
meetings and subgroup meetings will be billed on a per -meeting basis.
Consultant: Prepare for and facilitate monthly CAC meetings. Review and
comment on meeting agendas, summaries and other meeting materials. Prepare
for and facilitate additional CAC meetings and subgroup meetings as agreed to
with City.
City: Attend meetings and prepare meeting agendas and summaries.
Coordinate meeting logistics including communication with CAC members,
scheduling and securing meeting locations.
Deliverable:
• CAC Facilitation (Consultant)
• Agendas and meeting summary (City)
• Meeting materials as needed (City/Consultant)
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6. Community Meeting #1 (October)
Design and host large public meeting to present survey results and gather more in
depth feedback on a community vision and topic areas. The events shall address
community values and community preferences for alternative sustainable futures.
Consultant: Design preliminary meeting format and materials, including an
interactive community preferences exercise (text and visual) and large/small
group exercises. The consultant shall synthesize plan background materials to
focus event activities on key issues related to housing, economic development,
sustainability, and related topics. Revise based on City feedback. Facilitate
meeting.
City: Advise on design of meeting format and materials. Review and comment on
preliminary format and materials. Prepare media releases, flyers and other
outreach materials. Record public comments and prepare meeting summary.
Deliverable:
• Meeting Facilitation - including interactive preference exercise resulting in
direction for scenario development.
• Revised vision for validation process (City)
• Meeting materials as needed (Consultant/City)
• Agendas and meeting summary (City)
7. Scenario Planning
7.1 Proiect Management Team meeting - Lake Oswego Futures Scenarios.
Review the results of Community Meeting # 1 and develop 3-5 scenarios for the
future of Lake Oswego. In preparation for the meeting, gather and review
relevant background information (e.g. Goals 9,10, 11, 12 and 14 and other
Comprehensive Plan chapters as needed): buildable land inventory,
demographics, journey -to -work, housing supply, neighborhood plans,
transportation plans and studies, economic opportunities analysis, housing needs
analysis, etc.). Draft evaluation parameters/criteria for selecting preferred
alternative based on or with consideration of the sustainability decision tool in
subtask 1.2.
Consultant: Review background information and Community Meeting #I results.
Facilitate meeting to develop 3-5 possible futures. Prepare text and graphics for
the agreed upon options.
City: Gather and review background information and Community Meeting # 1
results. Participate in meetings to develop possible futures. Review and comment
on the agreed upon options.
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Deliverable:
• 3-5 possible futures for Lake Oswego - text & graphics (Consultant)
• Draft parameter/criteria for selecting preferred alternative (Consultant)
7.2 Scenarios Charrette (December). Host a charrette to review options and
develop up to three scenarios for further evaluation. Participants should include,
but are not limited to the CAC, TAC, subcommittees, City Council, City staff,
consultants and other major stakeholders. Scenarios will include distinct
possibilities for land use, transportation, economic development, housing, natural
areas and other community elements.
Consultant: Identify major issues to establish parameters for the scenarios. Design
and facilitate a charrette to develop scenarios. Prepare agreed upon scenarios
and revise based on charrette and City feedback.
City: Help consultant develop scenario parameters. Provide logistics for and
participate in the charrette. Review and comment on agreed upon scenarios.
Deliverable:
• Parameters/criteria for scenarios (Consultant)
• Three alternative scenarios for Community Meeting #2 (Consultant)
• Agendas and meeting summary (City)
7.3 Community Meeting #2 (February). Host an open house for the public to
review and comment on the three possible scenarios.
Consultant: Develop support information to describe each scenario. Provide
graphics and analytical data that indicate how each scenario would impact the
community in the future. Analytical categories shall include population, housing
units, city financial impacts, transportation impacts, etc. Design and facilitate an
open house for the public to review possible scenarios. Prepare meeting materials
and revise based on City feedback. Facilitate a CAC meeting (possibly with the
Council) to select a preferred scenario.
City: Provide logistics for and participate in the open house. Record and prepare
a summary of public comments. Advise consultant on scenario revisions.
Deliverable:
• Meeting Facilitation — Community meeting to pursue refinement of the three
scenarios consistent with the vision (Consultant)
• Agendas and meeting summary (City)
7.4 Refine Alternatives. Assess scenarios across evaluation criteria to determine
any fatal flaws and major strengths and weaknesses. Make recommendations
based on analysis and work with CAC, TAC and City Council to agree on a
preferred scenario.
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Consultant: Analyze scenarios and produce report describing the implications of
each scenario on land use, transportation, economic development, housing,
natural areas, and other community elements and which strategies best serve
community vision and values. Work with City staff, CAC, TAC and City Council to
reach a preferred scenario. Conduct additional analysis on preferred scenario as
needed.
City: Review and comment on preliminary scenarios analysis report. Recommend
scenarios for discarding, continuation or refinement. Advise consultant on
preferred scenario recommendation.
Deliverable:
• Scenarios Analysis Report - preferred scenario, implications and trade-offs
(Consultant)
7.5 Community Meeting #3 (Ma /June). Host a Community Meeting to present
the preferred scenario and solicit preferred public scenario.
Consultant: Design and facilitate Community Meeting. Prepare meeting materials
and revise based on City feedback.
City: Provide logistics for and participate in the open house. Record and prepare
a summary of public comments. Advise consultant on scenario revisions.
Deliverable:
Community Meeting - resulting in preferred alternative to develop goals,
policies, and action items (Consultant)
Agendas and meeting summary (City)
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