HomeMy WebLinkAboutItem 02 Council Goal Setting Followup AGENDA ITEM SUMMARY Meeting Date: 2/4/2013
Meeting Type:Work Session
Staff Contact/Dept.: Jeff Towery, City
Manager’s Office
Staff Phone No: 726-3627
Estimated Time: 30 Min.
S P R I N G F I E L D
C I T Y C O U N C I L
Council Goals: All Council Goals
ITEM TITLE: COUNCIL GOAL SETTING FOLLOW-UP
ACTION
REQUESTED:
Review and discuss the information provided and provide direction as desired.
ISSUE
STATEMENT:
The City Council conducted a Goal Setting session earlier this year with the intent
of establishing several short term goals. This session provides staff assessment to
assist the Council in making its final determinations.
ATTACHMENTS: Attachment 1. Council Briefing Memo
Attachment 2. Glenwood Mobile Home Park Information
DISCUSSION/
FINANCIAL
IMPACT:
Council selected the following 10 goals and directed staff to analyze the items for
cost, opportunities, hurdles or other ways of approaching the goals listed.
One Year:
Complete an intra-jurisdictional agreement to reduce system development
charges to stimulate economic development.
Explore incentives to encourage annexation of improved area developments
just beyond the city boundary.
Identify two large (50 acres minimum) properties for near-term job
development.
Create a Springfield consortium of public and private interests to market
our community.
Two Year:
Hold a city-wide cleanup event twice a year.
Explore the viability of a local voter’s guide for Springfield.
Move jail and police service off the levy.
Form a partnership with TEAM Springfield to host a downtown
multicultural festival.
Three Year:
Complete a signature milestone in Glenwood such as NEPA process
completion, engineering of Franklin Boulevard, or acquisition of right of
way for Franklin realignment, etc.
Develop long-term plan to phase out mobile home parks in Glenwood by
offering replacement housing, counseling, and other options.
If the Council wants to hold a Work Session on any of the goals, staff could also
identify potential strategies, work plan options, budget impacts and influence on
existing projects and work plans. Any Council direction regarding priorities,
including working with Council Leadership to set timing, would assist staff in
planning, follow up and meeting scheduling. After review and discussion of these
staff responses, the Council may also want to discuss the preferred approach for
public review before decisions are finalized.
Attachment 1, Page 1 of 8
M E M O R A N D U M City of Springfield
Date: 2/4/2013
To: Gino Grimaldi COUNCIL
From: Jeff Towery , Assistant City Manager BRIEFING
Subject: COUNCIL GOAL SETTING FOLLOW-UP MEMORANDUM
ISSUE: The City Council conducted a Goal Setting session earlier this year with the intent of
establishing several short term goals. This session provides staff assessment to assist the
Council in making its final determinations.
COUNCIL GOALS/
MANDATE:
All Council Goals
BACKGROUND: Council selected the following 10 goals and directed staff to analyze the
items for cost, opportunities, hurdles or other ways of approaching the goals listed.
One Year:
Complete an intra-jurisdictional agreement to reduce system development charges
to stimulate economic development.
Response: Willamalane Park and Recreation District imposes system development
charges (SDCs) on residential development based on a methodology adopted by the
Willamalane Board in 2006. The fees range from $3,410 for a single family detached
residence, down to $3,021 for multi-family residences. The city, by agreement, collects
those fees for Willamalane, as well as a 6 percent administrative fee. When the Council
temporarily reduced SDCs in February, 2012, Willamalane agreed to offer $1,000
reductions in their SDCs, limited to $40,000 total. Willamalane did not renew that, or a
similar reduction, when the Council acted to extend the temporary reduction in City
local SDCs through June 30, 2013.
The regional wastewater administrative functions are set out in the Metropolitan
Wastewater Management Commission (MWMC) Intergovernmental Agreement (IGA)
and Services Agreement with the city of Springfield. In addition, the MWMC 2005
Financial Plan established the financial management policies to address the long-term
stewardship of the Regional Wastewater Facilities, as defined in the IGA. These policies
include specific language to address sewer user rates and SDCs.
The regional wastewater program is supported by user fees, which are established
annually by the MWMC and reviewed and ratified by the city councils of Springfield,
Eugene and Lane County Board of Commissioners. Capital projects are also supported
by revenue from SDCs. Without the ability to collect the full amount of the SDCs, the
MWMC would have to consider raising user rates to generate the lost revenue from
SDCs.
The complex nature of the rules and policies governing SDCs coupled with the authority
of multiple agencies suggest that a Work Session may provide the appropriate forum to
review details, options and direction to staff.
Attachment 1, Page 2 of 8
Explore incentives to encourage annexation of improved area developments just
beyond the city boundary.
Response: Annexations to cities are regulated by the provisions of Oregon Revised
Statutes, Chapter 222 – City Boundary Changes; Mergers; Consolidations; Withdrawals.
The most significant variable in the process is whether the property owner is petitioning
for annexation or the city is initiating annexation. A property owner actively seeking
annexation - for reasons other than health hazard - is most likely interested in the more
intensive development potential allowed within the city limits or is simply seeking to
become a resident of the city. In either case, if the property is contiguous with the city
limits (an ORS mandate) the property owner submits an application, pays a fee
(generally about $2,500), and then upon council approval of the application, extends
infrastructure to the property at his cost, anywhere from $3,000-$5,000 or more. In
these cases the “encouragement” to annex is provided by the proximity of the city and
its services therefore these circumstances may or may not come under the scope of this
assignment.
In the other example, a city initiated annexation of private property is almost certainly
based on the City’s view that such action should occur rather than this being a
demonstration of property owner preference. Although typically rare, the City has
initiated annexation of private property, but only in areas where city services were to be
extended to or through an area, and only where the presence of signed annexation
agreements and remonstrance waivers applied to the majority of affected properties and
majority of affected property owners. However, during most of the past two decades the
council has been quite deliberate in limiting the majority of city initiated annexations to
public land and public right of way.
In order to identify potential incentives for annexation, the City will need to work with
owners and residents to answer a number of questions: Is there an interest in becoming
citizens of Springfield? Is the cost impact a barrier? Is there an issue of trust (or lack of)
that influences annexation? These complexity and impact of these issues suggest that a
Work Session may provide the appropriate forum to review details, options and
direction to staff.
Identify two large (50 acres minimum) properties for near-term job development.
Response: Staff suggests refining this assignment to “Identify two large (50 acres
minimum) properties most likely to be planned, zoned, annexed and available for the
development of employment uses within one to three years.”
STEPS:
1. Conduct analysis to create a list of suitable (as defined in the 2009 Draft Economic
Opportunities Analysis) vacant or re-developable parcels/holdings 50 acres or larger
inside the UGB and outside the UGB. This may include one or more adjacent
parcels in single ownership that could be combined to create a 50-acre site.
2. Review potential opportunity sites and screen them (with staff technical team)
against the following criteria to select two candidate sites:
a. Within or contiguous with City limits or otherwise easily made contiguous
through right of way “cherry stem.”
Attachment 1, Page 3 of 8
b. Willing property owner(s) – obtaining this information will require contacts
and/or interviews prior to or concurrent to the 2030 Refinement Plan/UGB
expansion public review process.
c. Key urban services are available or can be made available through an
annexation agreement.
d. Development constraints (e.g. wetlands, floodplain, brownfields, need for new
stormwater outfalls, utility issues etc.) and consequences for development are
known and can be rectified in time to enable development of employment uses
within one to three years.
COST/TIME: Steps 1, 2, 3a are already included in Economic and Urbanization
(UGB) analyses already underway (2013 public review process). A draft list of
candidate 50 acre “Opportunity Site” properties will be complete by January 2014.
Additional staff resources (and time) will be required to complete the Annexation
“Development Issues” level of analysis/scoping for Steps 3c and 3d, and to complete
Step 3b earlier than planned. The level of City annexation cost sharing (if applicable)
would be determined through the annexation agreement process.
Create a Springfield consortium of public and private interests to market our
community.
RESPONSE: To provide a knowledgeable and active group of advocates to meet with
prospective firms interested in hearing more about Springfield development
opportunities and provide information about the local area, there are two existing efforts
that might provide a ready-to-go set of representatives for Springfield in the coming
months.
First, the Springfield Chamber of Commerce’s Economic Development Committee is in
the process of doing outreach to several businesses in each of 5-10 industrial clusters in
Springfield. The Committee’s approximately 20 members have been discussing major
development and redevelopment issues and hope to meet individually with local firms in
several clusters on their expansion plans and how other firms may take advantage of
local opportunities within the clusters. Those interviews (to be completed by July 2013)
specifically ask those key people in those firms, if they would recommend, introduce,
meet, discuss, host, or travel to firms interested in investing in our area. The committee
members would then meet with several firms together from a cluster and further discuss
local concerns and opportunities for development and attracting additional firms to the
area and helpful for the growth of each cluster. Here the ready set of representatives
would be those on the committee and interested executives from firms in the several
clusters.
Second, the Quarterly Business Meeting of Downtown businesses provides a good
forum to update the activities in the Downtown and has developed into a supportive,
knowledgeable group of small businesses on small business issues and ways to work
together within a ‘neighborhood’ and the Downtown. Several have been involved in key
new business developments, understand opportunities and limitations of assistance, and
while appreciating the variety of ways firms, the community, and City can work together
to make the best use of opportunities and support from public and private resources.
These private resources include not only several programs NEDCO has now but could
add to complement what the City or SEDA can provide. Here the ready set of
representatives could provide perspective for firms interested distinct market area like
Attachment 1, Page 4 of 8
the Downtown and would include those business and property owners in the Downtown
who often attend the Quarterly meetings as well as the staff representatives of NEDCO’s
many programs within the Downtown.
Team Springfield Joint Elected Officials support this goal and have directed the Chief
Appointed Officials to explore the issue and report back in July.
Two Year:
Hold a city-wide cleanup event twice a year.
Response: For over 25 years now the City has co-sponsored a very popular annual
event tabbed as “Spring Clean-Up” that provides Springfield citizens an outlet to
dispose of and/or recycle their unwanted items free of charge. Citizens that provide
proof of residency can bring their items to the City’s Shop facilities where they are met
by City staff, staff volunteers, and participating non-profit and for-profit recycling
businesses that unload their vehicles for them. The cost of the program is about $25,000.
Two key partners that are integral in the success of Spring Clean-Up are Sanipac and
Lane County Waste Management, both of which contribute significant resources that
defray the City’s cost of providing the service. Other event partners include St. Vincent
de Paul, International Paper Recycling, Lane Forest Products, NextStep Recycling,
Rexius, Schnitzer Steel, Habitat For Humanity ReStore, and Lane County Master
Recycling Program.
What might be the benefits of holding clean-up events twice a year?
o Improved customer service – promotes goodwill and building of relationship with
the community.
o Provides citizens a second opportunity to dispose of large, bulky, and hard to
recycle items free of charge.
o May further reduce incidence of illegal dumping.
o Unwanted items are recycled as opposed to reaching the landfill.
What are the potential challenges to providing this increased service?
o The additional cost of providing a second clean-up event is estimated at $50K (thus
increasing the total cost of providing two events to $75K), because our major
partners, Sanipac and Lane County Waste management are unable to contribute
financially to a second clean-up. They would participate if compensated. Some of
the other partners have indicated that they may not be able to participate as well.
o It is a little difficult to estimate whether City staff volunteers would participate at the
current high level, thereby possibly requiring more paid staff to work the additional
event.
o The additional funding required to put on a second event may require the City to
consider other adjustments to service levels, or development of new revenue
sources, to avoid or minimize impact on user rates.
This project could be accomplished but would require Council decisions related to
redirection of existing staff and financial resources from other work plan items and
project priorities. A Work Session and/or Budget Committee discussion may be
necessary to review details, options and direction to staff.
Attachment 1, Page 5 of 8
2. Pros and cons letters and comments regarding city ballot measure.
garding special
ity Councilor positions, contested races.
itory
candidates, contested races.
The following response came from Beery, Elsner & Hammond LLP:
s that come to mind, in no particular order of importance…
• idate submission,
ngths of materials, etc… , like those that exist for voter pamphlet in order to avoid
s
ity
• You should make sure city staff understand that they are not to edit and/or remove any
this is
re
ave something similar on their Facebook
or
rney’s Office have not dedicated
additional time to the project. These factors suggest that a Work Session may provide
Explore the viability of a local voter’s guide for Springfield.
Response: When this idea was initially discussed, the City Attorney’s Office posted the
following note on the City Attorney’s list serve:
The City of Springfield is considering providing city website space to:
1. Neutral public information city generated document regarding city ballot measure.
3. Neutral public information document generated by special district re
district ballot measure.
4. Pros and cons letters and comments regarding special district ballot measure.
5. “Voter Pamphlet” type submissions for C
6. “Voter Pamphlet” type submissions for state legislature which include city terr
Here are a few quick thought
You’ll want to have procedures in place regarding deadlines for cand
le
having to resolve controversies related to these issues in the middle of an election;
• You’ll have to permit any person who has qualified as a candidate to submit and post
materials – you can’t cherry pick which candidates you will include – to that end, I
would look at and be prepared with an idea of how to deal with write in candidates a
well. This might be something you want to address in the procedures suggested above;
• In conjunction with the issue above, you should figure out a procedure of how to
notify/invite state legislature candidates who don’t file nomination papers with the c
about the opportunity to participate in order to avoid any complaints that you are
supporting some candidates over others;
comments or pro/con letters without first discussing the issue with your office, as
any area ripe with potential legal pitfalls – to that end, you’ll probably want to come up
with some rules of conduct to be placed on the webpage that people must read befo
posting comments/letters – several cities h
pages, which might be something you can borrow;
• You should require that “neutral” documents about measures drafted by the City and
the Special District are also vetted by the Secretary of State’s Office – the last thing you
want is for City staff to get in trouble for something drafted by District staff.
Given the work entailed, the potential for error, the need for oversight, and the need f
development of criteria, City staff and the City Atto
the appropriate forum to review details, options and direction to staff.
Attachment 1, Page 6 of 8
nd has been
newed by voters in 2006 and in 2012. The current 2012/13 fiscal year is the last year
f the 2006 levy and the recently approved levy this past November is a five year levy
eginning on July 1, 2013 and expiring on June 30, 2018. The current rate is $1.09 per
nually in property taxes while the renewed
enerate about $3.7M annually.
s
epartment, both levy funded and general funded, and identify what those services
here are four potential strategies to consider:
hese complexity and impact of these options suggest that a Work Session may provide
and direction to staff.
ntown multicultural
ltural Outreach
Initiative. The CEOs agreed upon two related themes/action items:
assist with a multicultural community dinner, possibly in the downtown area.
Other partners would also participate. As work proceeds, consideration will be
s
t Island Park, is a
great opportunity for sharing and learning across cultures. If the event could expand
wn
Move jail and police service off the levy.
esponse: The Police & Jail Services Levy was first passed in 2002 aR
re
o
b
thousand generates approximately $2.7M an
levy beginning in July 2013 is expected to g
A study to consider the ability of the City to reduce the its reliance on the use of a
special operating levy for police & jail services will start with two primary steps to assist
in framing the issues. The first will to financially model the cost of the existing service
that are being provided by the levy over the remaining 5 years of this levy and what the
projected cost be to continue those services at the existing level. The second step would
be to look at the overall level of services that is currently being provided by the police
d
levels are expected to be in 2018.
The current budget for the City’s General Fund is approximately $32.2M with the cost
of the services being provided by the police special levy to be an additional $3.7M or
11.5% more. Upon completing the analysis of the desired service level and cost of
service, the next step will be to explore options for meeting the identified service
requirement without the use of resources currently provided by the levy.
T
1. Reduce expenditures and eliminate non Public Safety services.
2. Pursue formation of a special district.
3. Rely on future property tax reform efforts at state level.
4. Set aside future increases in operating revenue to replace levy funds.
T
the appropriate forum to review details, options
Form a partnership with TEAM Springfield to host a dow
festival.
Response: Team Springfield Chief Elected Officials (CEOs) and Chief Appointed
Officials (CAOs) have discussed this item in the context of a Multi-Cu
1. Host/
given to all cultures. NEDCO is looking at organizing a Springfield dinner. Thi
could be a multi-cultural event. The group agreed to move forward.
2. Increase the promotion of Fiesta Latina. The goal would be to increase attendance
as well as the diversity of those in attendance. The event, held a
and have something in downtown or be in conjunction with other downtown events,
this could provide opportunity. Team Springfield could coordinate with downto
groups and committees.
Attachment 1, Page 7 of 8
Three Year:
Complete a signature milestone in Glenwood such as NEPA process completion,
engineering of Franklin Boulevard, or acquisition of right of way for Franklin
realignment, etc.
Response: The Franklin Blvd. NEPA process is officially underway. Staff anticipates
leting NEPA some time in calendar year 2014. If the City is able to take the
orical Exclusion route, we could be done in calendar 2013. The Project’s current
y
ion application to the Statewide Transportation Improvement
Program (2015-2018 STIP) for a Franklin Blvd. Phase 1 construction improvement in
riority was placed on
athering data for parks in the Glenwood area first.
placement. The intent of
developing a clear understanding of the structures, values, and ownership status of
ific to the 7 mobile home parks in
e Glenwood area but will, once all data is gathered; include park data from all parks in
tures
comp
Categ
goal is to be under construction on a phase of the project in 2016 that has logical
termini, i.e. from Franklin/McVay to a traffic controlled intersection to the west. Cit
has made a $6 mill
FFY 2016. Once we complete NEPA and design we will have a much better sense of
costs for a standalone construction phase of the project. In order to provide local match
to STIP dollars and to close what is likely to be a substantial project funding gap for any
Phase 1 configuration, staff is recommending a loan from the Oregon Transportation
Infrastructure Bank in the range of $3.5 - $5 million. Funding constraint is the big
driver for the Franklin Reconstruction Project. Revenue limitations have prevented the
City from funding a transportation capital program for a number of years. Thus City is
dependent on outside sources to pursue this or any other transportation improvement
project. Staff will continue to explore and pursue any funding opportunity that shows
promise for Franklin efforts. The City has begun planning for the Glenwood Riverfront
path, which will ultimately extend from the I-5 bridge to the southern tip of Glenwood.
In fact, the first phase of the path is incorporated into the Whilamut Passage bridge
project and is now under construction. One of the upcoming tasks in the work program
of the Lane Livability Consortium is the development of a prospectus for a catalytic
project. The work plan contemplates that this project will involve the Glenwood area
and the land south toward Goshen. This could also provide an opportunity to address
this target. A work plan for that task is now under development.
Develop long-term plan to phase out mobile home parks in Glenwood by offering
replacement housing, counseling, and other options.
Response: City staff have been working over the course of the last month to assemble
mobile home park data specific to parks in the Springfield area. P
g
As new development and development interest occurs, some area parks may find
themselves at risk of closure and subsequent resident dis
homes within mobile home parks is to make more informed displacement policy
decisions moving forward. The information provided here is an initial snapshot of the
data gathered thus far by staff. This snapshot is spec
th
the Springfield area.
From this initial inventory, staff understands that the majority of mobile home struc
located in Glenwood area parks are single-wide, with manufacture dates ranging
between 1966 and 1974. The average value on a single-wide structure in Glenwood is
assessed at $6,400. Records indicate that of the almost 330 mobile home structures
Attachment 1, Page 8 of 8
g just over $6,500.
ssion is
RECOMME of the
goals, staff could also identify potential strategies, work plan options, budget impacts and
influenc
includin
up and m Council
ay also want to discuss the preferred approach for public review before decisions are finalized.
located within Glenwood parks, 126 are known to have been sold within the past 5 years
at a sales price averagin
Upon completion of the data collection, staff intends to reach out to area housing
partners to craft policy solution for outreach, relocation services, etc. A Work Se
scheduled on February 25th to review details, options and direction to staff.
NDED ACTION: If the Council wants to hold a Work Session on any
e on existing projects and work plans. Any Council direction regarding priorities,
g working with Council Leadership to set timing, would assist staff in planning, follow
eeting scheduling. After review and discussion of these staff responses, the
m
Approx. 330 Structures Total
Mobile Home Structures
in Glenwood Parks by Structure Width
[GLENWOOD AREA
MOBILE HOME PARK
STRUCTURE
DEMOGRAPHICS]
Number of Mobile Home Structures
in Glenwood Parks by Year of Manufacture
Average Mobile Home Structure Value
in Glenwood Parks by Structure Width
[Type text]
Attachment 2 Current as of: January 2013