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HomeMy WebLinkAboutItem A: Neighborhood InitiativeEUGENE CITY COUNCIL AGENDA ITEM SUMMARY Work Session: City Council Priority Issue - Launch Neighborhood Initiative Meeting Date: August 10, 2005 Agenda Item Number: A Department: Public Works Staff Contact: Kurt Corey www. eugene-or, gov Contact Telephone Number: 682-5241 ISSUE STATEMENT The purpose of this work session is to review the proposed work plan for addressing the Neighborhood Initiative priority issue. Launching of a neighborhood initiative was identified by the council as one of its eight priority issues. The council is asked to approve or modify the proposed action plan. Specific elements of the action plan that require City Council policy or budgetary action would be brought to the council as separate items. BACKGROUND In February, the City Council met to develop strategic priorities for the community. Out of that session emerged eight priority issues. The priority issues and department leads for each issue are: 1. Launch neighborhood initiative - Public Works 2. Conclude discussion on City Hall/Police Building - Assistant City Manager 3. Facilitate the development of a hospital in Eugene's central core - City Manager 4. Complete and consider Police Department reviews and implement appropriate changes - Police Department 5. Push arts and outdoors as a theme for Eugene - Planning and Development Department 6. Re-staff Fire Station #9 - Fire and Emergency Services 7. Develop City Council position on racial issues - Human Resources and Risk Services 8. Develop a strategy to help the homeless in Eugene - Library, Recreation and Cultural Services The expectation from the council was that the City Manager would develop recommended action plans for each strategic priority and return to council sometime this summer for discussion, input, and adoption of the plans. Subsequent to the council's identification of these issues, a template was developed by the Executive Managers for use by each project team in developing specific action plans. The Neighborhood Initiative Action Plan is included as Attachment A. This action plan identifies the major policy issues to be addressed, the overall description of project phasing, the nature of work to be accomplished, resource needs and proposed project outcomes. L:\CMO\2005 Council Agendas\M050810\S050810A. doc RELATED CITY POLICIES Specific policies related to each priority issue will be addressed in specific action plans. The Neighborhood Initiative Action Plan identifies three major themes. Organized within these themes are nine areas of activity with 39 individual activities that might be undertaken as the action plan moves forward. The individual activities have been prioritized overall by staff. The particular mix and level of activities that will be undertaken will depend on direction by the council and available resources. COUNCIL OPTIONS The council is asked to provide direction on the Neighborhood Initiative Action Plan. The council may approve the action plan as proposed, or make modifications, and its action will give staff direction to continue implementing the action plan. The council could also direct that no additional work be done on an action plan, effectively putting this priority issue "on hold." The three themes of the Neighborhood Initiative Action Plan as proposed are: · Focus service delivery to better meet neighborhood-identified priorities. · Enhance public engagement activities. · Support neighborhood involvement in problem solving. The council may direct that a higher or lower level of priority, or no priority, be assigned to each theme. A higher level of priority will result in a higher level and larger range of activities being pursued within a major theme. A lower level of priority will result in a lower level and smaller range of activities being pursued. CITY MANAGER'S RECOMMENDATION The City Manager recommends that the council provide direction on the proposed Neighborhood Initiative Action Plan. SUGGESTED MOTION Not applicable. ATTACHMENTS A. Neighborhood Initiative Action Plan FOR MORE INFORMATION Staff Contact: Kurt Corey, Public Works Director Telephone: 682-5241 Staff E-Mail: kurt. a. corey~ci, eugene, or. us L:\CMO\2005 Council Agendas\M050810\S050810A. doc ATTACHMENT A Council Strategic Priorities Action Plan Launch Neighborhood Initiative At thc February 2005 retreat of thc Eugene City Council, launching a ~'N¢ighborhood Initiative" was idcntifcd as a council priority issue. A staff team has developed a draft action plan to provide a framework for defining thc objectives and outcomes thc council envisioned when identifying this priority issue. A 3-5 year horizon is used to identify what thc action plan will accomplish with particular focus on thc first 18 months. Because neighborhoods consist of thc residents, property owners and businesses which make up thc community served by our City government, a neighborhood initiative has thc potential of touching every service area of thc city. Recognizing that a multitude of other initiatives, projects and on-going programs contribute to thc overall effort to enhance our neighborhoods, this action plan is intended to identify a variety of efforts to improve services, public engagement and problem solving with a neighborhood focus. A. Planning Horizon and Focus Based on notes from thc Council's priority setting process, staff identified thc following key objectives targeted by thc strategic priority: · Focus service delivery to better meet n¢ighborhood-idcntifcd needs and priorities · Enhance public engagement activities · Support neighborhood involvement in problem solving Given thc potential scope and breadth of thc initiative, related actions and tasks arc planned over a lye-year planning horizon structured around these three objectives. A two-phased approach to launching thc initiative is proposed: Phase One: High priority actions and tasks will be initiated or completed within a two year timeframe assuming resources are available. Phase Two: Continue and complete larger-scope actions initiated during Phase One. Complete additional actions and continue implementation of longer-term efforts assuming resources are available. B. Strategic Priority Outcomes Phase One: · Higher levels of satisfaction on a wide variety of City programs and services. · Respondents to Annual Community Survey are aware of their Neighborhood Association and feel it is having a positive impact on their neighborhood. Phase Two: · Higher levels of satisfaction on a wide variety of City programs and services. · Respondents to Annual Community Survey are aware of their Neighborhood Association and feel it is having a positive impact on their neighborhood. · Less contentiousness around development applications. · Each Association meets all Council criteria for an active association. · Community views associations as an effective tool for impacting decisions that affect neighborhoods. · As part of citizen involvement plans for major projects and programs, identify what type of engagement and when in the decision-making process Neighborhood Associations will be involved. · Neighborhood Scoping Projects identify priority issues for each neighborhood and develop and implement plans to address the issues. · Reduced call for service on park related crime. C. Progress to Date The City Council and organization have an ongoing commitment to the objectives and outcomes identified in this plan. Work activities over the last several years reflecting progress in meeting the three identified key objectives include the following: Focus service delivery to better meet neighborhood-identified needs and priorities. · Central Area Transportation Plan Adoption · Downtown Plan Adoption · Neighborhood-based mixed-use development outreach · Parks, Recreation and Open Space Comprehensive Plan development · Neighborhood-based workshops for specific park plan development · Established two branch Libraries · Established additional police substations · Initiated West University Neighborhood alley & lighting projects · Traffic calming projects · Implemented community/neighborhood-based events such as "We Are Bethel Celebration", Whiteaker River Festival, Multi-Cultural Festival, and Concerts in the Park. · Received federal weed & seed grant for Bethel/Trainsong neighborhoods Enhance public engagement activities. · Developed Citizen Involvement Strategic Plan (CISP). · Redesigned and marketed of City website · Started city-wide newsletter (later eliminated due to lack of funding) · Provided communications training for City staff · Addressed public information staffing needs in Police and Fire/EMS · Increased staffing levels for volunteer coordinators and coordination among them, including a City-wide volunteer recognition event. · Public engagement is a core value for all program and project managers. · Department Advisory Committees established in many areas (e.g., Airport, Cultural Services, Community Development Block Grant) and provide input to program managers. · Ongoing project-specific public involvement activities including forums, workshops, focus groups, design charettes, public meetings, and public hearings. · Changed citizen involvement reviews by reassigning CIC's responsibilities to the Planning Commission (for major land use projects), the Executive Management Team (for DACs), and a peer review staff team (for other citizen involvement plans). Support neighborhood involvement in problem-solving. · Implemented neighborhood program redesign effort, including FY06 funding increase for associations' public information efforts. · Provided training to neighborhood leaders which includes orientation, budget, land use planning, volunteer recruitment, census data evaluation, and newsletter production. · Ninety-five percent of neighborhood association survey respondents were satisfied or very satisfied with the services they receive from Neighborhood Services staff. · Planning staff have engaged in neighborhood-based mixed-use development outreach. · In FY06, Police were allocated one-time money to allow overtime so that patrol officers will routinely attend neighborhood meetings. · The Mayor, City Manager, Police Chief, Traffic Engineer, and Parks and Open Space staff regularly attend neighborhood meetings to hear the neighbors' concerns and ideas. Neighborhood Services staff attend most of the neighborhood meetings (over 250 in FY05) and summarize neighbors' feedback for City program managers. · Other City programs supporting neighborhood problem solving include Neighborhood Watch, Police in the schools, Community Emergency Response Teams, No Fire in My Backyard, Adopt- a-Park, the Good Neighbor Agreement program and the neighborhood radar watch volunteer program. On occasion, Community Mediation Services has been engaged to help with broader neighborhood conflicts (e.g., Monroe Park). D. Action Plan Action Action Step/lask Phase Department Resource Initial # Lead Requirements Priority Public Safety Services '1 Develop a Neighborhood-based Community Phase One Police High High Policing Strategy identified in Police Strategic & Two Plan Planning - Land use 2 Tie in plans for Mixed Use Centers BRT Phase One PW/ENG for Medium to High Medium & Two BP, T, Planning Division for MUC 3 Improve access to land use application and Phase One Planning Current to Low Medium related information on-line & Two Division 4 Shift involvement of neighborhoods to be Phase One Planning Low Medium earlier in the land use process Division 5 P,eview standards for regulating and focusing Phase One Planning High Low Infill Division Planning - Scoping Projects for every Neighborhood 6 Develop scope, process, time line and Phase One PDD/Neighbo High High deliverables for Scoping projects. Establish &Two rhood neighborhood priorities for services Services community-wide and specific to their neighborhood 7 Incorporate consideration of priorities in Phase Two PDD/Neighbo Low High budget process where outside of baseline rhood Services 8 Communicate baseline levels of service and Phase One PDD/Neighbo Low Medium identify areas where levels may be adjusted & Two rhood based on needs and preferences, ensure Services equity of baseline service delivery Parks, Recreation & Cultural Services 9 Implement neighborhood-based services Phase One PW/POS Medium to High High specified in Parks, P,ecreation and Open & Two LP,CS/P,EC Space Comprehensive Plan 10 Improve Park Safety through ParkWatch Phase One PW/POS Medium to High High program, park design and increased & Two LP,CS/P,EC recreation activities by staff and neighbors 1 1 Improve neighborhood identity through public Phase One PW/POS Medium Medium art, park design, and signage. & Two 12 Volunteer programs aimed at neighborhood Phase One PW/POS Medium to High Medium priorities & Two LP,CS/P,EC 13 Neighborhood-specific recreation and event Phase One LP,CS/P,EC Medium to High Medium programming &Two Infrastructure Services 14 Walkable Community Improvements- Phase One PW/MAIN High High Sidewalk Infill, safe walking routes to schools, & Two ADA access ramp upgrades 15 Safe Streets - Upgrade unimproved streets, Phase Two PW/ENG High High incorporate context-sensitive design 16 Volunteer programs aimed at neighborhood Phase Two PW/MAIN Medium to High High priorities, including maintenance needs PW/POS identified by NA volunteers. CS/FAC 17 Safe Streets - Street Lights, Sustainable Phase Two PW/MAIN High Medium Urban Forestry Funding PW/POS 18 Safe Streets - Resolve backlog of deferred Phase Two PW High Medium street maintenance 19 Implement programs to resolve community Phase Two PW/MAIN High Medium private sewer issues (unravel community PW/ENG sewers) 20 Train Staff to be ambassadors for service Phase One HRRS Medium Medium delivery in neighborhoods & Two Broaden Community Involvement and Representation 21 Recruit for participation via demographics Phase One CMO High one-time; High profiles to ensure additional "silent" Medium stakeholders; e.g., revise boards & ongoing commissions recruitment process 22 Additional outreach to diverse communities Phase One CMO High High & Two 23 Encourage new community members to get Phase One CMO Medium to High Medium involved in process Broaden Tool Kit for Public Engagement 24 Confirm/Revise the Citizen Involvement Phase Two PDD/Neigh High High Strategic Plan, include definition of borhood community, neighborhood and public Services involvement 25 Provide informal and interactive public forums, Phase One All Depts High Medium collaborative input & active listening & Two 26 Include feedbackto participants in project Phase One All Depts Medium Medium plans 27 Evaluate current and pilot new public Phase One CS/ADMN Medium to High Medium involvement tools & Two 28 Public Involvement section in council and Phase One CMO Low Medium council committee AlS documents Empower neighbors to do improvements 29 Neighborhood Matching Grants Phase One PDD/Neigh Lowto Medium High borhood Services Enhance Role of Neighborhood Associations 30 Collaborate with Neighborhood Associations Phase One PDD/Neigh Current High on Council's neighborhood initiative and & Two borhood action plan Services 31 Determine the proper number of Phase One PDD/Neigh Low one-time; High neighborhood associations; divide Cai Young borhood ongoing and ABC into smaller associations Services included in #26 32 Develop methods and leadership so that Phase Two PDD/Neigh Medium High associations become forums to bring together borhood divergent views for problem solving; include Services community-wide perspective in neighborhood deliberations 33 Fund four mailed newsletters per Phase One PDD/Neigh Medium High neighborhood associations and NS staff to & Two borhood support more, and more active associations in Services a manner that maintains current satisfaction ratings. 34 Hold Neighborhood Summit with elected & Phase One PDD/Neigh Current Medium appointed public officials borhood Services 35 Update Neighborhood Organization Phase One PDD/Neigh Low one-time Medium Recognition Policy and model charter borhood Services Improve use of Technology & Information Systems 36 Web Portal Enhancements, include My Phase One CS/lSD Current High Neighborhood feature & Two 37 Improve use of GIS with neighborhood focus, Phase One PW/ENG Low High implement web access to GIS & Two 38 City support for NAwebsites Phase One PDD/Neigh Current at level Medium borhood developed for Services Portal 39 Improve use of electronic communication, e.g. Phase One CS/lSD Medium Medium distribute newsletters electronically & Two E. Resource Needs In general, order of magnitude for resource needs are identified in the action plan tasks table above. A designation of"Current" indicates that a task may be feasible to complete within the existing baseline resource with little impact to other existing programs and services, e.g. tasks already being implemented in some form within current work programs. "Low" magnitude resource requirements are those anticipated to be less than one half of an FTE or $50,000. "Medium" is up to one FTE or $100,000 and "High" is greater than $100,000. More specific resource needs and cost estimates will be developed for actions and tasks deemed to be high priority for inclusion in the final action plan by the Council. F. Monitoring and Evaluation Annual Cummunity Servey Performance Measures reported in annual Budget Update table on citizen involvement process table for each department Citizen Involvement Strategic Plan