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HomeMy WebLinkAboutApproved Minutes - 2025-01-25 --‘(*Ps' IA E � `r�i CITY COUNCIL SPECIAL MEETING ' n MINUTES KC) —/ January 25, 2025 OREGO� 1. CALL TO ORDER Mayor Buck called the special City Council meeting to order at 9:06 a.m. on Saturday, January 25, 2025. The meeting was held both virtually via video conferencing and in- person in the Adult Community Center at 505 G Avenue. 2. ROLL CALL Present: Mayor Buck, Councilors Wendland, Verdick, Corrigan, Afghan, and Mboup. Councilor Rapf was excused. Staff Present: Martha Bennett, City Manager; Ellen Osoinach, City Attorney; Kari Linder, City Recorder; Amanda Watson, Sustainability Program Manager; Jessica Numanoglu, Community Development Director, Weston Pay, IT Director; Erica Rooney, City Engineer I Public Works Director; Ivan Anderholm, PARKS Director; Melissa Kelly, Library Director; Clayton Simon, Police Captain; Don Johnson, Fire Chief; Kris Artman, Assistant Fire Chief; Quin Brunner, Management Analyst; Megan Phelan, Assistant City Manager; Shawn Cross, Finance Director; 3. DISCUSSION OF COUNCIL POLICIES AND AGREEMENTS City Manager Bennett outlined via PowerPoint, the purpose of the Council's goal-setting process and how Council goals and initiatives supported the City's mission. The presentation included a review of the City's mission, values, and preferred future statement, noting the role of Council in setting strategic direction. Of the eight strategic goals established by the City, three had been identified for discussion at the meeting, while the remaining five would continue unless otherwise decided. To support these goals, initiatives served as major policy efforts, typically requiring 12 to 24 months to complete. These initiatives also played a key role in guiding budget prioritization and agenda-setting for City Council meetings. Historically, the Council made significant progress on 17 initiatives per year. Councilors were introduced to the polling tool, Poll Everywhere, which would be used during the meeting to help rank initiatives. 4. DISCUSSION OF COUNCIL STRATEGIC GOALS AND INITIATIVES City Council Special Meeting Minutes Page 1 of 14 January 25, 2025 City Manager Bennett read through the City's eight strategic goals, highlighting the three goals Councilors indicated in pre-goal setting feedback that they wished to discuss. Strategic Goal — Foster a welcoming and inclusive community where all people have the opportunity to thrive and have equitable access to City services. Proposed Alternatives: • Improve the image of Lake Oswego as a welcoming and inclusive community in the region and state. • Attract and support a diverse population where all people have civic agency, the opportunity to thrive, and equitable access to City services. • Delete the goal all together since it should be part of City operations and move any of its initiatives to the public trust goal. Mayor Buck noted he had suggested the second alternative because the current goal was difficult to measure. The revised language aligned with Youth Leadership Council (YLC) suggestions and would provide a more actionable, measurable focus on attracting and supporting a diverse population while increasing civic engagement. Councilors supported the second proposal, agreeing that measurable goals were needed, and it was important to attract a younger, more diverse population. Strategic Goal — Combat climate change and strengthen the community's resilience to climate impacts. Proposed Alternative: • Foster and support sustainability practices and strengthen the community's resilience to climate impact. Councilor Wendland said he had suggested the alternative because it reflected Lake Oswego's community actions better. After extensive discussion about the meaning and implications of the word combat, Councilors agreed to maintain the original goal language. Strategic Goal — Conserve the community's character, sense of place, and quality of life by planning for change and growth. Proposed Alternative: • Plan for change and growth. The Council discussed the potential conflict in the current language between conservation and growth. City Manager Bennett noted this goal had remained unchanged since 2020 during House Bill 2001 implementation. The Council discussed whether conserve was the correct term to use while the City was actively planning for growth in a number of ways, including density increase. City Manager Bennett proposed reframing the goal to acknowledge change while maintaining community character and quality of life. Staff was directed to reword the goal to reflect this consensus. City Council Special Meeting Minutes Page 2 of 14 January 25, 2025 MARKETING City Manager Bennett reviewed four Councilor-suggested initiatives related to marketing (Slide 13) and asked Councilors to focus the discussion by identifying what the City would market, to whom, and for what result. Councilor Wendland reported conversations with the Chamber, LO Center for Performing Arts, and Arts Council about coordinating promotional efforts for Lake Oswego. His vision was for a holistic Lake Oswego brand rather than having a less strategic marketing plan. City Manager Bennett recommended focusing on actively promoting Lake Oswego businesses and maintaining a coordinated strategy. Marketing on behalf of Lake Oswego retail businesses was a different type of marketing than the type to promote free City events. Councilors discussed whether marketing should or could focus on changing public perceptions of Lake Oswego. City Manager Bennett understood some Councilors sought marketing focused on supporting retail businesses while others hoped to change perceptions outsiders may have of Lake Oswego. While these goals could overlap, Staff needed clear policy direction to deliver expected results.The Preferred Future Statement could serve as a foundation for the City's brand. Councilors agreed to pursue a marketing strategy that would help promote the City as a destination for shopping, dining, and visiting. City Manager Bennett distinguished between marketing and improving community communications to residents regarding city services, activities, and programs. The City already invested heavily in communications with its residents and the Council could provide policy direction to the communications. INITIATIVE PRIORITIZATION AND VOTING City Manager Bennett began the discussion on initiatives proposed for each of the strategic goal areas. Councilors were polled following the discussion on each initiative and the results presented following lunch. Strategic Goal: Ensure a Safe, Secure, and Prepared Community • Initiative 1: Continue implementation of the process to increase preparedness of Lake Oswego Residents, especially seniors and people with disabilities. Councilors discussed the need for more targeted engagement strategies to help residents prepare for emergencies. City Manager Bennett stated that while the City would assist residents during disasters, it would not have the resources to meet every individual's needs. • Initiative 2: Develop more specific programs to engage community members on emergency preparedness. Councilor Verdick noted that many community members were not adequately prepared. City Manager Bennett suggested efforts should focus on broad community resilience rather than individual assistance. City Council Special Meeting Minutes Page 3 of 14 January 25, 2025 • Initiative 3: Engage residents and the County to create a community health and resiliency action plan. Mayor Buck stated that this initiative was focused on connecting people to the resources they need rather than emergency preparation. He noted the City's strong relationship with the County and its staff and described this as a continuation of ongoing efforts. He also suggested reframing the 50+ Advisory Board to better facilitate communication and resource-sharing in support of this goal. City Manager Bennett stated that while the County was primarily responsible for mental health services, the City could play a role in connecting residents to available programs and advocating for increased local resources. Councilors expressed interest in exploring capital investment prioritization and expanding access to mental health support within the community. • Initiative 5: Assess the threat of wildfire in Lake Oswego. Councilors discussed the importance of assessing wildfire risks and developing proactive measures in response to recently released state wildfire maps and the situation in Los Angeles, California. • Initiative 6: Develop preemptive disaster housing and planning codes. Councilor Wendland said he felt this initiative was important after discussions of the challenges faced by communities in California following disasters and suggested that the City explore preemptive codes to expedite reconstruction. Director Numanoglu said that current zoning codes allow buildings to be rebuilt as they existed before a disaster, even if non-conforming. Existing building codes also permit immediate cleanup and demolition before obtaining full permits. Councilors discussed how the City would handle a large volume of permit applications following a disaster. City Manager Bennett stated that the City had resources allocated for preparedness and was actively investing in those efforts. Assistant Fire Chief Artman stated that preparation involved coordination across multiple departments, including the Water and Planning Departments. The City was considering evacuation plans for the entire city and most necessary equipment was in place, though there was still work to be done. Mayor Buck suggested that the 50+ Advisory Board could be reframed to serve as a community advisory group on disaster preparedness and resiliency efforts since it was already engaged in related work and could provide valuable input as a sounding board for City staff and leadership. Strategic Goal: Support Business Investment and Job Creation in Lake Oswego • Initiative 1: Continue to partner with Urban Development + Partners on North Anchor Development. • Initiative 2: Begin the update of the Foothills District Plan and continue evaluating the Lake Grove Urban Renewal Plan. City Council Special Meeting Minutes Page 4 of 14 January 25, 2025 City Manager Bennett reminded Councilors that the City received a substantial grant from Metro to update the Foothills Plan. The timing of this effort would align with decisions on whether to proceed with the wastewater treatment plant project. • Initiative 3: Evaluate and update the 2022 Economic Development Strategy and Resource Plan. • Initiative 4: Assess the role of the Chamber in economic development. Councilors discussed whether to combine Initiatives 3 and 4 since the Chamber's responsibilities extend beyond marketing. City Manager Bennett stated that evaluating the Economic Development Strategy was essential, while the decision to merge Initiatives 3 and 4 was at the discretion of the Council. Councilor Wendland asked whether the long-range planning team responsible for the Foothills Plan would also be managing ongoing code review efforts. City Manager Bennett confirmed that the same staff members would oversee both efforts. At the end of initiative rankings, the Council would review all long-range planning projects to assess feasibility and resource allocation. Strategic Goal: (Revised) Attract and support a diverse population where all people have civic agency, the opportunity to thrive, and equitable access to City services. • Initiative 1: Prepare a status report on the 2020 (Diversity Equity and Inclusion) DEI Task Force Recommendations, evaluate which recommendations were completed, which are still in progress, and which are beyond the City's capacity. Recommend a process for a new DEI Recommendations Report. Councilors agreed the DEI Task Force should report to the Council, as other task forces did. • Initiative 2: Develop an antiracism action plan guided by priorities identified in a survey of Lake Oswego community members of color. • Initiative 3: Create a designated multicultural space in a city facility for shared use by organizations serving community members of color. • Initiative 4: Provide and publicize community education on microaggressions including events, educational materials, and other public communications. City Manager Bennett stated that Initiatives 2, 3, and 4 were proposed by Respond to Racism. Councilor Afghan expressed concern that DEI efforts were losing priority, and he believed City leaders should publicly communicate their commitment to these initiatives. Councilor Wendland suggested that the DEI Task Force work with Respond to Racism and other community groups to determine the City's role in implementing their proposed initiatives. Mayor Buck agreed, stating that the City's role was to support a more inclusive community through policies such as expanding housing options. City Manager Bennett stated that Initiative 1 was most relevant to the City's core mission, as municipal services should be accessible to all residents. While the City played a role in fostering inclusivity, many initiatives required partnerships with other organizations. City Council Special Meeting Minutes Page 5 of 14 January 25, 2025 Councilor Corrigan asked for clarification on Initiative 3. City Manager Bennett replied that such a center would most likely happen and in other communities, the spaces were meant for multicultural communities and typically programmed those organizations rather than by the City. Strategic Goal: Combat Climate Change and Strengthen the Community's Resilience to Climate Impacts • Initiative 1: Adopt a sustainable buildings policy to set standards for the design, construction, and operation of City buildings that aligned with the Sustainability and Climate Action Plan. Councilors discussed the potential costs and benefits of implementing a sustainable buildings policy. Councilor Wendland asked whether a cost analysis had been conducted and noted that while he supported sustainability measures, he was concerned about potential cost increases for City projects. City Manager Bennett explained that while sustainable buildings might have higher upfront costs, they were typically more cost-effective over a building's lifecycle. The City did not currently have any policy requiring sustainable building but incorporating such standards into policy would provide clear guidance for future projects. Staff confirmed the policy could be written to allow for flexibility in meeting the requirements. • Initiative 2: Implement action items in the 2024 Urban and Community Forest Plan (UCFP) including an update to City Tree Regulations. Councilors discussed how updates to tree regulations could impact urban forestry management and environmental sustainability efforts. • Initiative 3: Adopt a home energy score program to promote energy-efficient buildings and provide information to residents on energy savings. Ms. Watson provided a summary of the program that would require home sellers to obtain an energy efficiency rating at an estimated cost of$150 to $300. • Initiative 4: Develop an operational plan, potential code options, and a communication strategy to phase out gas-powered leaf blowers. Councilors discussed potential enforcement strategies and the feasibility of expanding the ban to other gas-powered lawn equipment. Mayor Buck suggested expanding the initiative to include other gas-powered lawn equipment, but other Councilors expressed concern that a broader ban would be difficult to implement and enforce. City Manager Bennett stated that enforcement methods would determine how the policy was communicated to the public and that a phased approach might be necessary. City Manager Bennett advised that Council could either pursue Initiative 4 and one additional initiative—either Initiative 1 or Initiative 3—but not all three within the same time. Strategic Goal: Strengthen Public Trust in the City Through Continuous Improvement, Outstanding Customer Service, Infrastructure Investments, and Fiscal Stewardship City Council Special Meeting Minutes Page 6 of 14 January 25, 2025 • Initiative 1: Collaborate with the City of Portland to make a financially and environmentally responsible long-term investment in a wastewater treatment plant. • Initiative 2: Develop a strategy for an all-ages and all-activities community center on the west side of town including event and meeting spaces, public services, and possibly library services. Collaborate with the Lake Oswego School District and other stakeholders as part of this project. Mayor Buck noted that conversations with the School District had evolved and while it was unlikely that a standalone structure would be feasible, the City could explore shared-use spaces such as a public plaza or festival street. City Manager Bennett explained that this initiative created an opportunity to establish a gathering space in Lake Grove and plan for a modern library. The projects could either be combined or pursued separately, depending on feasibility and funding. Councilor Verdick said she had suggested removing west side from the initiative for purposes of flexibility. Councilor Wendland commented that urban renewal funding could influence the location and potentially reduce taxpayer costs. • Initiative 3: Conclude the South Shore Fire Station Needs Assessment and launch a community engagement process. Councilors agreed the South Shore Fire Station Task Force should be asked why the proposed costs were so high. • Initiative 4: Review and update the policy direction and resource plan for City enforcement practices including code enforcement, right-of-way, street tree and sidewalk care, and business license enforcement. City Manager Bennett noted that the City's Executive Team recommended updating the Council's guidelines for code enforcement, after which Staff would build a resource plan and budget. The City had historically enforced codes based on direction from previous Councils, but conversations with the current Council indicated that priorities had shifted. Alignment between the Council's expectations and Staff enforcement practices was necessary. Enforcement was largely complaint-driven, meaning that unless directed otherwise, the City was not proactively addressing issues such as street trees, sidewalks, and right-of-way obstructions. • Initiative 5: Update the Stormwater Master Plan Mayor Buck asked whether updating the Stormwater Master Plan needed to be a Council goal or if it was already planned. City Manager Bennett stated that while the plan was in the budget, prioritizing it as a goal would reinforce its importance. She noted that upcoming regulatory changes and climate-related impacts made the update timely. • Initiative 6: Begin a process to consider a charter amendment to provide pay/compensation to City Councilors City Manager Bennett stated that if the Council chose to pursue this initiative, multiple options were available for structuring the process but any decision on Council pay would need to emerge from public interest rather than direct Council action. • Initiative 7: Invest in a Citywide app providing easy access to basic City information, announcements, data, and customer service functions. City Council Special Meeting Minutes Page 7 of 14 January 25, 2025 Councilors noted that while an app could be useful, rapidly changing technology might make other tools more relevant in the near future. • Initiative 8: Develop and implement a plan to market the City, highlighting accomplishments, programs, engagement opportunities, and available services, including County services. Strategic Goal: Invest in Lake Oswego's High-Quality Parks, Natural Areas, and Recreational Amenities • Initiative 1: Oversee the Beginning of Operations at the Lake Oswego Recreation Center (LORAC) and Municipal Golf Course. Councilor Wendland noted that the community had been engaged in discussions on this project for six years and questioned whether it needed to remain a Council goal, given that it was set to open in six weeks. Councilor Verdick supported keeping the initiative on the list to ensure that operations and partnerships started smoothly and that the Council received updates on implementation. Mayor Buck suggested shifting the focus from the opening itself to periodic check-ins on operations. Councilor Verdick added that given the partnerships involved, the Council would likely need periodic updates on communications and overall function. • Initiative 2: Adopt and implement the Parks Plan. • Initiative 3: Update/adopt/implement the Luscher Farm Area Master Plan. Councilors discussed whether to reopen this process and considered the timing of engaging the County for approval while also updating the plan. City Manager Bennett noted that this was another area where regulatory framework considerations played a role. • Initiative 4: Develop a strategy to address the demand for pickleball courts. • Initiative 5: Fund a cover for the state park. City Manager Bennett clarified the cover was not included in the Parks Plan because it did not come up during discussions. Strategic Goal: Improve Transportation Connections, Mobility, and Safety for All Travelers and All Types of Trips in Lake Oswego • Initiative 1: Continue sidewalk and pathway investments, with a focus on safe routes to schools. City Manager Bennett noted the initiative was a continuation of past efforts. Director Rooney confirmed the City allocated $2 million per year to pathways, which allowed three to four projects annually. The second batch of four was underway with the third planned. Completing a pathway typically took two years and there were still pathways to be completed. Councilors discussed the role of pathways as an ongoing priority but not necessarily a formal Council goal. Mayor Buck and City Manager Bennett noted that it remained a Budget Committee priority and maintaining it as an initiative would signal its importance. • Initiative 2: Implement the "Twenty is Plenty" speed reduction policy. City Council Special Meeting Minutes Page 8 of 14 January 25, 2025 • Initiative 3: Explore a community shuttle service. Councilors discussed delaying this initiative until the following year due to ongoing advocacy for Statewide Transportation Improvement Fund (STIF) funding. • Initiative 4: Prioritize local streets for paving instead of arterials and collectors. City Manager Bennett stated that Staff did not recommend prioritizing local streets over arterials and collectors. City policy had long focused on maintaining roads with the highest traffic volume and Staff assumed the Council expected roads to be kept in good condition, even without a specific Council goal on paving. Council direction was anticipated when developing the Capital Improvement Plan (CIP) Strategic Goal: Conserve the Community's Character, Sense of Place, and Quality of Life by Planning for Change and Growth • Initiative 1: Begin implementation of near-term strategies in the Housing Production Strategy (HPS) report. City Manager Bennett stated that Staff had already provided a reminder of the near-term strategies outlined in the HPS. Mayor Buck emphasized that implementation was necessary. Director Numanoglu noted that the City had set a goal to advance short- and medium-term strategies, with a general work plan outlined. • Initiative 2: Begin a comprehensive review of the Development Code. City Manager Bennett highlighted that the comprehensive review of the development code was a substantial effort, separate from but related to housing production. She advised against combining this initiative with the HPS implementation, as discussions on the Development Code review would focus on broader regulatory changes beyond housing. Councilor Wendland noted that this review had been planned for three years, pending completion of the HPS. Now that the HPS was in place, the focus could shift toward making the Code more efficient and cost-effective. Streamlining the Code would improve housing production and allow Planning Staff to process permits more efficiently. City Manager Bennett indicated that a significant strategy would be needed to guide this effort. City Manager Bennett stated that Planning Staff needed prioritization on Development Code review, HPS implementation, and the Foothills area plan, which was a component of the HPS. Prioritization was necessary as all three initiatives required action, and the Council needed to determine sequencing. Councilor Wendland suggested taking a moment to focus on local priorities, as opposed to exclusively responding to state mandates, noting that Initiative 2 reflected Lake Oswego's unique character and planning needs. • Initiative 3: Explore the feasibility of a food cart program. City Council Special Meeting Minutes Page 9 of 14 January 25, 2025 City Manager Bennett stated that if the Council decided to pursue a food cart initiative, it would need to address both permanent and temporary options. Further discussion was necessary to determine feasibility and regulatory requirements. Work Plan Considerations City Manager Bennett noted two additional work plan proposals that were not included as formal Council initiatives: • Explore the Addition of a Natural Resource Coordinator: Staff was developing a budget for an urban forester to implement the 2024 UCFP. City Manager Bennett suggested delaying further discussion until it was clear whether the urban forester position would adequately address the City's needs. • Evaluate the Cost of Winter Holiday Lights along Boones Ferry Road — Mayor Buck suggested that lighting could be installed on posts rather than trees. City Manager Bennett said Director Rooney had been asked to assess the costs and develop a budget and noted that no Council action was required beyond potential budget allocation. City Manager Bennett resumed the meeting with a review of the initiatives Councilors agreed on: Strategic Goal: Ensure a Safe, Secure, and Prepared Community • Continue implementation of the process to increase preparedness of Lake Oswego residents, especially seniors and people with disabilities. • Develop more specific programs to engage community members on emergency preparedness. Strategic Goal: Support Business Investment and Job Creation in Lake Oswego • Update the economic development strategy and resource plan. • Continue to partner with Urban Development + Partners on North Anchor Development. • Begin the update of the Foothills District Plan and continue evaluating the Lake Grove Urban Renewal Plan. • Develop a marketing strategy to attract visitors and businesses. Strategic Goal: Attract and Support a Diverse Population Where All People Have Civic Agency, the Opportunity to Thrive, and Equitable Access to City Services • Redefine the 50+ Advisory Board to better serve community needs. Strategic Goal: Combat Climate Change and Strengthen the Community's Resilience to Climate Impacts • Adopt a sustainable buildings policy. City Council Special Meeting Minutes Page 10 of 14 January 25, 2025 • Implement action items in the 2024 Urban and Community Forest Plan (UCFP), including an update to City Tree Regulations. Strategic Goal: Strengthen Public Trust in the City Through Continuous Improvement, Outstanding Customer Service, Infrastructure Investments, and Fiscal Stewardship • Collaborate with the City of Portland to make a financially and environmentally responsible long-term investment in a wastewater treatment plant. • Develop a strategy for an all-ages and all-activities community center. • Update the city's communications plan. Strategic Goal: Invest in Lake Oswego's High-Quality Parks, Natural Areas, and Recreational Amenities • Oversee the beginning of operations at the LORAC and Municipal Golf Course. • Adopt and implement Parks Plan 2040. Strategic Goal: Conserve the Community's Character, Sense of Place, and Quality of Life by Planning for Change and Growth • Comprehensive review of the Development Code. City Manager Bennett listed the runner-up initiatives and asked Councilors to narrow the number down, noting that the Council could pursue initiatives not chosen in the following calendar year. Strategic Goal: Ensure a Safe, Secure, and Prepared Community • Expand access to mental and behavioral health services. • Assess the threat of wildfire in Lake Oswego. • Develop preemptive disaster housing and planning codes. Strategic Goal: Support Business Investment and Job Creation in Lake Oswego • Continue to partner with Urban Development + Partners on North Anchor Development. Strategic Goal: Combat Climate Change and Strengthen the Community's Resilience to Climate Impacts • Develop an operational plan, potential code options, and a communication strategy to phase out gas-powered leaf blowers. Strategic Goal: Strengthen Public Trust in the City Through Continuous Improvement, Outstanding Customer Service, Infrastructure Investments, and Fiscal Stewardship • Update the Stormwater Master Plan. City Council Special Meeting Minutes Page 11 of 14 January 25, 2025 Strategic Goal: Improve Transportation Connections, Mobility, and Safety for All Travelers and All Types of Trips in Lake Oswego • Continue sidewalk and pathway investments with a focus on safe routes to schools. • Implement the "Twenty is Plenty" Speed Reduction Policy. Strategic Goal: Conserve the Community's Character, Sense of Place, and Quality of Life by Planning for Change and Growth • Advance other elements of the HPS. Staff responded to Councilor questions regarding workload of the various initiatives as follows: • "Twenty is Plenty" was a political statement rather than a response to a demonstrated safety issue and would not be implemented without Council support. • Mental health services were largely under County jurisdiction, but the City could play a role in connecting residents to resources. • Implementing a ban on gas-powered leaf blowers would require extensive outreach and enforcement considerations. • Stormwater Master Plan updates were necessary but not expected to require significant Council time beyond regulatory compliance. • Some HPS elements were in place and already in progress. However, the City was expected to report to the State in three years and demonstrate progress on its HPS. Councilors discussed wildfire preparedness and preemptive disaster planning codes and agreed the topics were primarily operational and could be addressed through Staff reports rather than Council initiatives. Regarding sidewalks and pathways, Councilors noted that funding was already in place, and the initiative primarily served to reinforce its priority. After further ranking, Councilors selected the following initiatives to pursue in 2025. • Continue to partner with Urban Development + Partners on North Anchor Development • Develop an operational plan, potential code options, and a communication strategy to phase out gas-powered leaf blowers. • Advance other elements of the HPS. • Implement the "Twenty is Plenty" Speed Reduction Policy. • Continue sidewalk and pathway investments with a focus on safe routes to schools. LONG RANGE PLANNING PRIORITIZATION City Manager Bennett explained that there were three major long-range planning projects under consideration but only two long-range planners available. The initial phases of redevelopment City Council Special Meeting Minutes Page 12 of 14 January 25, 2025 efforts for Foothills would be housed within the Community Development Department. Director Numanoglu agreed with the prioritization outlined by City Manager Bennett. Foothills redevelopment had the greatest potential impact on achieving HPS goals because it could increase the land available for housing. Additionally, a Metro grant had been secured to support this work, reinforcing its high priority. Comprehensive Development Code review was another major project that had been a Council priority for some time.While work could begin, it was a large undertaking that required sequencing alongside other planning efforts. Other HPS efforts included lower-effort initiatives such as adopting a Fair Housing Policy, which was already underway and involved incorporating the policy into the Comprehensive Plan. The rezoning effort was a more significant undertaking that complemented the Comprehensive Development Code review and could begin soon to demonstrate progress. The Low-Income Housing Tax Exemption Program required less immediate effort and could be deferred slightly to allow higher-priority initiatives to advance first. City Manager Bennett summarized that the work plan would reflect this prioritization: • Foothills redevelopment would be accelerated at the beginning of the year. • The Comprehensive Development Code review would begin with a Metro grant application, with public engagement on the project likely starting in the summer or fall due to shared staffing between this initiative and Foothills. • The City would apply for a separate Metro grant to support hiring a consultant for the Development Code review. Director Numanoglu noted that the City was required to complete a Housing Needs Analysis every six years and provide annual progress reports to Department of Land Conservation and Development (DLCD) on HPS implementation. While these initial reports were relatively light, more comprehensive reporting would be required at the three-year mark. The City could not accomplish everything in the first year, demonstrating steady progress was essential. City Manager Bennett outlined the next steps: • The goal-setting outcomes would be included in the February 4 Council packet. • Department Heads would use the finalized Council goals to develop work plans, which would be presented for Council action on March 8. 5. DEBRIEF AND WRAP UP Councilors felt participants were well-prepared, discussions remained on schedule, and difficult issues were addressed respectfully and productively. Regarding potential improvements, Councilors noted that seating arrangements should be adjusted to avoid having their backs to the audience. Additionally, audio and visual challenges made portions of the meeting difficult to follow. Councilors felt City Chambers would be a potential option for next year. City Council Special Meeting Minutes Page 13 of 14 January 25, 2025 6. ADJOURNMENT Mayor Buck adjourned the City Council goal setting retreat at 1:41 p.m. Respectfully submitted, Kari Linder, City Recorder Approve' b the City Council on March 4, 2025. Joseph M. Buck, Mayor City Council Special Meeting Minutes Page 14 of 14 January 25, 2025