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HomeMy WebLinkAboutItem A: Downtown Strategies ECC UGENE ITY OUNCIL AIS GENDA TEM UMMARY Work Session: Downtown Strategies Meeting Date: October 21, 2009 Agenda Item Number: A Department: Cross-departmental Staff Contact: Amanda Nobel Flannery (PDD) www.eugene-or.gov Contact Telephone Number: 682-5535 ISSUE STATEMENT This work session is a continuation of the council’s discussion of downtown economic development and will specifically address downtown strategies. The draft strategies will be a starting point for the work session discussion (Attachment A). The four strategies are grounded in the recent downtown collective statements, public input from the downtown revitalization survey, prior public involvement, and planning documents. BACKGROUND The council’s discussion of downtown revitalization is part of a larger conversation on local economic development actions. The council unanimously approved a City of Eugene Mayor and City Council Economic Development Statement in January. The local economic stimulus discussion continued at work sessions on April 13 and May 27, 2009. On May 27, the council approved actions on three economic development related items: 1) sale of surplus City real estate for identified development projects; 2) initiation of amendments to extend the expiration period for approved land use applications; and 3) consideration of an amendment to the Downtown Urban Renewal Plan. On July 8, the council held a follow-up work session on methods to reinforce existing programs and businesses downtown and to create a series of stimulus actions to strengthen the City’s role in community economic development. No formal action was taken on July 8; however, the council did express interest in talking about desired downtown outcomes prior to resuming discussion on the various tools available for achieving the outcomes. At a workshop on August 10, the council discussed and categorized desired downtown outcomes after reviewing a summary of the current downtown-related policies, plans, and prior public involvement efforts. Following the workshop, staff compiled councilors’ outcomes into collective statements using the model from the City Council Consensus Workshop Report February 6-7, 2009, prepared by Consensus Associates. (See Attachment B for the “Planning & Public Involvement Efforts Summary for Downtown” and Attachment C for the collective statements.) On September 14, the council reviewed initial results of a downtown revitalization survey conducted by Strategy Research Institute. Similar to the survey conducted last year for the road bond, the downtown survey was conducted to provide the council with specific information on the level of community support for particular policies and actions under consideration. The full set of survey questions, response percentages, and a sample cross tabulation by council ward were all attached to a memo the council received, dated October 1. Z:\CMO\2009 Council Agendas\M091021\S091021A.doc Proposed Downtown Revitalization Process Attached is a proposed “road map” for continued downtown revitalization actions that is a suggested process for linking desired downtown outcomes to specific strategies, projects, and tools (Attachment C). The goal of this process is to utilize public input and past planning efforts and documents to create a downtown revitalization package of projects and tools for the council to consider. The process map illustrates a series of potential action steps and provides a time frame that would allow the City to consider options for assisting with pending downtown projects, including Lane Community College’s (LCC) downtown campus expansion. LCC has indicated its interest in having the new downtown center project under construction in spring 2010. Draft Strategies The draft strategies are designed to be a cross-departmental approach to downtown revitalization. The four strategies are grounded in the recent downtown collective statements, public input from the downtown survey, prior public involvement, and planning efforts and documents. Each strategy is summarized in Attachment A and includes the lead department(s), connection to prior planning and public involvement, and example projects for implementation. (The strategies were also provided in a memo dated October 8, 2009.) The projects listed are for example purposes only. Next Steps In keeping with the proposed downtown revitalization process, staff will present the downtown strategies and a public involvement plan to the Planning Commission. Staff will also review the strategies and the downtown revitalization survey results with the Eugene Redevelopment Advisory Committee. The next work session on downtown will focus on specific projects and potential tools for implementation based on the strategies and input from the council and the public. COUNCIL OPTIONS 1.Move forward with the strategies and downtown revitalization process, as presented. (Approval of the strategies does not imply a commitment to the listed example projects.) 2.Modify the strategies and proposed downtown revitalization process. (Approval of the strategies does not imply a commitment to the listed example projects.) 3.Take no action. CITY MANAGER’S RECOMMENDATION In order to act on key projects and provide near-term local economic stimulus, the City Manager recommends continuing with the proposed downtown revitalization process including public input. SUGGESTED MOTION Move to proceed with next steps on downtown revitalization as outlined in the revitalization process included in Attachment D, including public input; bring back for council consideration specific projects and potential tools to implement the strategies proposed in Attachment A. Z:\CMO\2009 Council Agendas\M091021\S091021A.doc ATTACHMENTS A.Draft Downtown Strategies B.Planning & Public Involvement Efforts Summary for Downtown C.Collective Statements – Desired Downtown Outcomes from the August 10, 2009 Council Workshop D.Proposed Downtown Revitalization Process FOR MORE INFORMATION Staff Contact: Amanda Nobel Flannery Telephone: 682-5535 Staff e-mail: amanda.nobelflannery@ci.eugene.or.us Z:\CMO\2009 Council Agendas\M091021\S091021A.doc do wntown ATTACHMENT A DRAFT Downtown Strategies The draft strategies are designed to be a cross-departmental approach to downtown revitalization. The four strategies are grounded in council’s recent downtown collective statements, planning documents, public input from the downtown survey and previous public involvement initiatives. Each strategy is summarized below and includes the lead department(s), connects to previous planning and public involvement initiatives, and example projects for implementation. The projects listed are for example purposes only. Excerpt of Council 2009 Vision: …foster a vibrant downtown… encourage a strong, sustainable, and vibrant economy, fully utilizing our educational and cultural assets, so that every person has an opportunity to achieve financial security. Strategy #2: Strategy #1: Create jobs & safety Improve redevelopment support (Police & PDD) (PDD & PW) Foster a vibrant Strategy #4: Provide Strategy #3: Ensure attractions & amenities to parking convenient enliven downtown and while promoting enhance revitalization alternative modes (PDD) efforts (LRCS & PDD) Create Jobs & Support Redevelopment Strategy #1: Lead Departments: Planning & Development and Public Works Summary: Facilitate job creation by supporting development that fills vacant spaces; Support current businesses to stay downtown and encourage new businesses that support more people living and coming downtown. Connection to prior planning & public involvement: This strategy is supported by the Downtown Plan; Downtown Code Amendments; West Broadway Advisory Committee Recommendations; Park Blocks Master Plan; Downtown Urban Renewal Plan; Central Area Transportation Study; Downtown Vision; City Council’s Downtown Collective Statements; Cultural Policy Review; Mayor’s 2004 Committee on Economic Development; Growth Management Policies; Sustainable Business Initiative; and JEO’s regional economic development principles. Example Projects: a) Make targeted investments and provide incentives to support projects like Beam’s revitalization at Willamette and Broadway, Lane Community College’s new downtown center, a Veterans’ Affairs clinic downtown, matching grants for retail, restaurant, and office, and housing; and b) decrease regulatory and redevelopment barriers (e.g. code and fee changes). Strategy #2 Safety Lead Departments: Police and Planning & Development Summary: Enhance public safety and perceptions of safety in the downtown to improve accessibility and make it a more inviting place for all people to visit, shop, work, and live. Connection to prior planning & public involvement: This strategy is supported by the Downtown Plan element; Central Area Transportation Study; City Council 2009 Vision & Goals; 2004 Downtown Policing Action Plan Strategy Recommendations; JEO regional economic development principles; City Council’s Downtown Collective Statements; and Growth Management Policies. Example Projects: a) Public safety station, b) additional bike or foot patrol officers, c) strategic coordination with other safety providers downtown (red hats, LTD, parking security, etc.), d) crime prevention programs and activities to decrease criminal environment, and e) partnerships with community service organizations dealing with alcohol, drug, domestic, and juvenile issues. Strategy #3 Parking Lead Department: Planning & Development Summary: Provide convenient parking for downtown visitors while also encouraging alternative modes of transportation (biking, walking, carpooling, etc.). Connection to prior planning & public involvement: This strategy is supported by the Downtown Plan; West Broadway Advisory Committee Recommendations; and Central Area Transportation Study. Example Projects: a) Implement parking incentives, b) make user-friendly parking equipment upgrades (e.g. street meters that take credit cards and cell phone options, parking garage gate and pay station upgrades), and c) continued exploration of free parking. Strategy #4 Attractions & Amenities Lead Departments: Library Recreation & Cultural Services and Planning & Development Summary: Enliven downtown with an appealing mix of creative experiences for people of all ages. Enhance revitalization efforts and highlight the value Eugene places on arts and culture. Integrate arts and culture into the fabric of downtown as part of comprehensive revitalization. Connection to prior planning & public involvement: This strategy is supported by the Downtown Plan; West Broadway Advisory Committee Recommendations; Downtown Urban Renewal Plan; Downtown Vision; Cultural Policy Review; PROS plan; City Council 2009 Vision & Goals; Growth Management Policies; Park Blocks Master Plan; Central Area Transportation Study; Broadway Street Reopening and Design Standards, and the Council’s August downtown collective statements. Example Projects: a) Arts and entertainment district features, b) expanded events programming, c) park block improvements for the Saturday and Farmers’ markets, and d) green/open space. ATTACHMENT B Collective Statements – Desired Downtown Outcomes from the August 10, 2009 Council Workshop Collective statements are the result of adding individual statements together, keeping each person's words to the best extent possible, and creating a statement of the total group. Statements made by each individual participant are recorded as accurately as possible. These statements are first segregated into common groups. The individual statements are then added together, keeping each person's words to the best extent possible, creating a statement of the total group. Draw People Downtown – Safe & Mix of Uses Enhance perceptions of public safety downtown to improve accessibility and make it more safe and inviting for all people, including those who have stayed away, to visit, shop, work, and live without fear of harassment or crime. Do this by establishing a consistent police and public safety presence, a public safety center, a park and a youth center that encourages a mix of people, and makes everyone feel safe. Consider sunsetting the Downtown and Riverfront urban renewal districts as a potential option to free-up millions of dollars for public safety and human services. Downtown has a vibrant and successful business district based on local development with a variety of stores, events, and options as well as a combination of arts and residential communities that attract people from all over Eugene. Encourage a medical clinic in the downtown core. Establish a well defined “go to” arts, retail, night club, entertainment, and theater district that encourages high traffic/shoppers all day and evening at businesses and arts venues by transforming West Broadway and providing cultural opportunities that are attractive and accessible. Make downtown an accessible place where people want to go by holding more free entertainment activities at least two to three times a year and creating an annual calendar of events that is scheduled and/or managed by a private/public partnership. Make downtown a happening place to be for all youth, families, and seniors with a youth center and a multicultural center that includes a history of Eugene families where communities of color can join together. Ensure that downtown has vital green spaces, including more parks that lead toward the river and that delight the public. Fix-up Buildings; Local Business Support Help businesses and building owners fix-up or remodel their buildings and spaces. Require empty spaces to look good, so that downtown has attractive buildings and public spaces. Adjust the downtown development code such that desired redevelopment occurs and requires fewer public subsidies. Support current businesses to stay in downtown; encourage new businesses that support more people living downtown (like a Dollar Store or a variety store), and build on and improve businesses and activities that are unique to Eugene like a year-round covered Farmers’ Market, arts and culture district, and local food. Infrastructure, Development & Overall Use of Buildings Ensure that downtown properties are utilized to their best purpose and configuration while maintaining a good balance of public investment in infrastructure and projects that inspire private investment and pride. Refurbish the current City Hall building and do not create another pit by abandoning the building. Establish a centrally located City Hall or civic campus with a public safety station where citizens can go to conduct business with City government Housing Create more housing downtown of all kinds - market rate and affordable - that increases residential opportunities for both ownership and rental, encourages people to live downtown, and might fill both pits if Beam and/or WG fail. Getting Around Downtown Create more positive connections and easier access to downtown and neighborhoods through transit, parking, through-streets, and better bike access that is similar to Sun River’s system of bike and pedestrian only roads. Include free parking or a meter-free zone downtown to make downtown more accessible and inviting. Councilor statements Draw People Downtown – safe and mix of uses ? Make downtown a safer and more inviting for people to visit, shop, work, and live without fear from the criminal element ? Safety center, police presence along with youth center ? Dramatically enhance public safety downtown to improve accessibility and encourage those who stay away to come back ? Safe and inviting place at all times (a park) ? Downtown has mix of public that makes everyone feel safe ? Sunset Downtown and Riverfront urban renewal districts freeing up millions of $ for public safety and human services ----------------- ? Downtown has the variety of stores, events, and options that attracts people from all over Eugene to our downtown ? Encourage medical center clinic within downtown core ? A vibrant and successful business district based on local development ? To have an area in the downtown consisting of a combination of business, arts, and residential communities ? People from all parts of the city come downtown ----------------- ? Downtown has a “go to” arts district, well defined. Downtown has “go to” night club area, fun and safe. ? Theater district ? Transform West Broadway into an active retail, arts, and entertainment area ? Arts and culture opportunities that are attractive and accessible ? Establish an arts and entertainment district ? High traffic/shoppers all day and evening at businesses and arts venues ------------- ? More free activities – entertainment ? Annual calendar of events to be scheduled/managed by a private/public partnership – 2x, 3x year ? A place where people want to go and can easily and conveniently access it --------------- ? A happening place to be for all youth, families, seniors ? Multi-cultural center for communities of color to join together along with a history of Eugene families ? Youth center --------------- ? Downtown has vital green spaces that lead, delight the public ? More parks – linear park toward river Fix-up Buildings, Local Business Support ? Downtown has attractive buildings that we all feel pride in and public spaces that go with it ? Help businesses and building owners fix up or remodel their buildings and spaces ? Empty spaces are required to look good ? Adjust the downtown development code such that desired redevelopment occurs and requires fewer public subsidies -------------- ? New business to support living downtown – aka Dollar Store ? Variety store – everything from scissors to underwear ? Support current business to stay ? Build on and improve businesses/activities that are unique to Eugene. Year round/covered Farmers’ Market, arts/culture district, local food/etc. More people living, more green etc. Infrastructure, development, and overall use of buildings ? Downtown properties utilized to their best purpose and configuration ? Good balance of public investment in infrastructure/projects that inspires private investment and pride --------------- ? Do not create another pit by abandoning City Hall ? Refurbish City Hall ---------------- ? New City Hall and public government spaces ? Establish a centrally located area City Hall or complex for citizens to go to to conduct business with City government ? Civic campus with a public safety station and new City Hall Housing ? More housing downtown (market rate) ? Increase residential opportunities for both ownership and rental ? Affordable housing on both pits – if Beam and/or WG fail ? Downtown has lots of housing – all kinds ? More people living downtown through more DT housing ? More people living downtown Getting Around Downtown ? Create more positive connections to downtown and neighboring neighborhoods ? Create easy access through transit and parking and thru streets ? Better bike access, like Sun River for bikes, peds only ? Free parking ? Create a free parking (meter free zone) area downtown to make downtown more accessible and inviting ATTACHMENT C Planning & Public Involvement Efforts Summary for Downtown Since 2000, Council, staff, and the community have engaged in, created, and prioritized various goals, policies, and recommendations for downtown. Staff compiled a summary of the 21 plans, policy documents, or community involvement efforts relevant to a discussion of desired downtown outcomes. The approval or review status and a summary of the key outcomes for each is provided in this attachment, divided into three categories. Section A summarizes those documents and efforts focused exclusively on downtown. 1.Downtown Plan 2.Downtown Code Amendments 3.City Council Goal 2007 & 2008 – Downtown Initiative: Revitalize Downtown 4.City Hall Master Plan 5.West Broadway Advisory Committee Core Recommendations 6.Park Blocks Master Plan 7.Downtown Policing Action Plan Team Short-Term Public Safety Strategy Recommendations 2004 8.Downtown Urban Renewal Plan 9.Riverfront Urban Renewal Plan 10.Central Area Transportation Study 11.Broadway Street Reopening 12.Broadway Design Standards 13.Courthouse District Concept Plan 14.Downtown Vision Section B summarizes those documents and efforts that reference downtown. 15.Cultural Policy Review 16.Parks, Recreation, and Open Space Plan 17.Mayor’s Committee on Economic Development Section C summarizes overarching Council goals, policies, and values. 18.City Council 2009 vision and goals 19.Growth Management Policies 20.Sustainable Business Initiative 21.Joint Elected Officials regional economic development principles Some of the documents contain policies adopted by ordinance, such as the Downtown Plan; others contain a list of desired results generated through public or stakeholder involvement and subsequently presented to council, such as the West Broadway Advisory Committee recommendations. All of these planning efforts reiterate common themes and aspirations for a vital, economically healthy, and inviting city center. SECTION A – ITEMS FOCUSED EXCLUSIVELY ON DOWNTOWN 1.Downtown Plan Date: Ordinance passed April 2004 Context: In 2001, City Council accepted the Vision for Greater Downtown Eugene and directed staff to use it as the basis to update and replace the 1984 Downtown Plan. (The Vision was created by a City Council appointed committee in 2000.) In 2002, Mayor Torrey appointed Councilors Bettman, Meisner, and Nathanson to join with the City Planning Commission to form the Downtown Plan Update Committee. Public Involvement: The community involvement was extensive and multifaceted, ranging from city initiated events such as design workshops for the Downtown Vision and Courthouse District Concept Plan, to citizen initiated discussions, such as the City Club series on downtown planning. Residents were involved in both long-term vision discussions and specific design decisions. Numerous organizations and agencies partnered with the City in the development and review of the Plan: EWEB, University of Oregon, Lane Transit District, and the Oregon Department of Transportation. A draft of the Plan was released for public review on May 2003 including being posted on the City’s website. That same month, the plan was referred to the City of Springfield, Lane County, all neighborhood groups, and other interested parties. Notice of the proposed adoption was delivered to the Land Conservation and Development Commission and mailed to all owners and occupants of property within the Plan area and within 300 feet of the Plan area. The Planning Commission held a public hearing notice of which was published in the Register Guard. The Historic Review Board also reviewed and commented on the Plan. Two public open houses on the Plan and downtown financial tools were held, one in June and the other in December of 2003. Council Involvement: The policies in the textual version of the Downtown Plan were adopted as a refinement of the Eugene-Springfield Metropolitan Area General Plan for the Downtown Plan Area on April 12, 2004. The implementation strategies were recognized as ways in which to implement the policies, but were not adopted as Council policy. Outcome: The Downtown Plan incorporates the Vision into a framework for public and private decisions affecting downtown in the future. The Plan includes nine related elements as fundamental aspects of downtown urban vitality and economic strength (listed below). The discussion of each element includes policies, implementation strategies, and examples of possible projects. 1)Strong Regional Center – build upon downtown’s role as the regional center, support urban qualities of density, vitality, livability and diversity: support business development 2)Building a Downtown – use of economic tools, collaborative, strategic actions th 3)Great Streets – recognize, create, support: 8 to the River, Willamette and Broadway as the arts th and entertainment district, 5 as a retail destination 4)Special Places – enhance, celebrate, reinforce: Park Blocks, Broadway Plaza in particular, as well as new places and historic places 5)Living Downtown – encourage downtown housing: variety of ownership and cost options, redesign sidewalks and provide park for downtown open space 6)Downtown Riverfront – create a special place, provide access 7)Cultural Center – reinforce arts and entertainment 8)Safe Civic Center – take actions to make downtown safe and inviting 9)Getting Around Downtown – create walkable streets, support transit, take actions to support vital downtown, “park once” concept 2.Downtown Code Amendments Date: 2008 & 2009 Context: The Downtown Code Amendment Project was identified as one of the six Key Next Steps resulting from the Downtown Vision, and is an implementation strategy in the Downtown Plan, adopted in 2004. Public Involvement: The Downtown Code Amendment project benefited from significant public involvement. Twenty-six public meetings have occurred since the inception of the project in 2004, including numerous public workshops and Eugene Redevelopment Advisory Committee meetings, in addition to work sessions and public hearings of the Planning Commission and City Council. Council Involvement: Council took action to initiate the code amendment project in 2006. Council adopted a first round of code amendments for downtown in July 2008 and a second round in June 2009. Outcome: ? Amend code to facilitate desired development ? Consider design review and green building 3.City Council Goal – Downtown Initiative: Revitalize Downtown Date: Goal in 2007 and 2008 Context: In January 2007, council adopted downtown revitalization as one of its ten goals for the 2007- 08 biennium. Public Involvement: The City Council Downtown Initiative Goal Team was in internal team of City staff members from a wide spectrum of departments and divisions led by Fire Chief Randy Groves. Council Involvement: Council received quarterly reports on the progress of the team as well as outcomes of efforts towards revitalizing downtown. In March 2008, Chief Groves forwarded for council review a draft action plan, proposing three priority implementation strategies. No modifications were received from council to the action plan. Outcome: The Priority Implementation Strategies are listed below. ? Facilitate Downtown Redevelopment Opportunities ? Align Downtown Efforts with Community-wide Planning and Development Efforts ? Promote interdepartmental teamwork in support of a revitalized downtown 4.City Hall Master Plan Date: Fall 2005 to Summer 2008 Context: In 2001, the City Council began considering a long-range plan for filling the City’s need for additional office space. In November 2004, the City Council decided to move forward with master planning for a city government complex. In September 2005, the City contracted with Thomas Hacker Architects. The planning process included three phases: 1) policy advisement phase for Council to establish parameters; 2) development plan phase, which culminated with a document to capture the activities and conclusions of the phase; and 3) implementation plan phase. Public Involvement: Extensive public involvement, based on the International Association for Public Participation Core Values for Public Participation, went into the master planning process, the majority of which occurred in creation of the development plan (phase two). The main elements were resident interviews, community forums, specialized input groups for underrepresented groups, neighborhood association and other established civic group outreach, outreach at major community events/festivals, a website, a comment line, tours of existing facility, and efforts to engage print and electronic media. Council Involvement: Council approved the position statements and project values in phase 1. The Development Plan (phase 2) was provided to Council as an attachment to an agenda item summary. Significant changes in the economy required a shift in the City’s problem-solving and spending priorities. As a result, Council decided to postpone potential financing efforts and have not yet adopted a formal implementation plan (the last step for phase 3). Outcome: Generally, the process resulted in a vision for City Hall based on the values and priorities of Eugene residents. A summary of the position statements and project values approved by Council in phase 1 is listed below. ? Consolidate City services to the greatest practical extent (for efficiency and customer service) ? Reinforce the Downtown Plan, particularly 8th Ave. as the “Great Civic Street” and connection to the river ? Enhance downtown ? Inspire civic pride ? Plan for the future ? Be user-friendly ? Embody environmental stewardship ? Strive for simplicity ? Exercise fiscal responsibility 5.West Broadway Advisory Committee Core Recommendations Date: 2007 Context: In May 2007, City Council, acting as the Urban Renewal Agency, selected two redevelopment proposals for West Broadway, Beam Development and KWG Development, and initiated a public involvement process led by a community advisory team. The West Broadway Advisory Committee (WBAC) included eleven members appointed by Mayor Piercy and was charged with the task of providing recommendations regarding redevelopment concepts for West Broadway. Public Involvement: WBAC met nine times over the summer of 2007, sponsored two public workshops, and coordinated with other summer events. The level of public involvement was high; more than 400 community members attended the workshops and hundreds of email comments were received. Council Involvement: Council initiated the public involvement process and focused the work of the committee on five key redevelopment issues. The recommendations of WBAC were presented to the Urban Renewal Agency in September and were subsequently approved with minor modifications. Outcome: The work of the WBAC and additional public involvement resulted in a series of core recommendations and qualifications or elaborations on five areas specific to West Broadway. The six bullets below summarize the core recommendations. ? Encourage mix of uses in each block; maximize residential uses, provide unique entertainment and retail, maximize retail use of the ground floor ? Support the “Park Once” concept; reduce demand and maximize use of existing structured supply ? Provide open space across from library and enhance existing plazas and Great Street Sidewalks as public open space ? Support Great Street concepts, consider design review, encourage quality design and materials ? Support local and existing businesses 6.Park Blocks Master Plan Date: 2006 Context: The plan preceded a proposed bond measure and was developed to: a) address the short- range rehabilitation of existing Park Blocks infrastructure to better support current users while maintaining compatibility with a longer range vision and b) to develop a long-term vision of how the Park Blocks could be used and what kind of improvements could accomplish that vision. Public Involvement: A 16 member committee included representation from user groups (e.g. Saturday Market, Farmers’ Market) and organizations with an interest in downtown improvement, arts, entertainment, neighborhoods, and staff. The committee met five times over three months and both heard from and then shared their recommendations with the public. Council Involvement: Council received updates during the process and the final recommendations. Outcome: The main recommendations are listed below. ? Enhance and support the City’s most vital and active urban space ? Provide improvements for markets ? Encourage desirable adjacent uses, including housing ? Support Great Streets concept ? Enhance Federal Courthouse & River District access ? Support Downtown redevelopment ? Coordinate with new Eugene City Hall planning ? Coordinate with planned conversion of Eighth Avenue to two-way traffic 7.Downtown Policing Action Plan Team Short-Term Public Safety Strategy Recommendations Date: 2004 Context: In February 2004, the Police Commission convened a planning team consisting of representatives from the Police Commission and downtown stakeholders to enhance and formalize the use of community policing strategies in the downtown core. In response to concerns expressed during a 2006 Police Commission meeting, Commissioners who served on the original Downtown Action Plan team were asked to reconvene to assess the implementation status of the plan and determine what existing or new strategies required further attention. In April 2006, the team presented a memo to the Police Commission that emphasized several recommendations in the plan and suggested a new concept that reflected a growing interest among stakeholders to utilize security cameras in hot spot locations. Public Involvement: The Police Commission is a public body and they included downtown community stakeholders in the development of the Plan. Police Commission meetings provided a public forum for members of the community to speak on this topic. Council Involvement: In November 2004, after review and amendment of the team’s draft report, the Police Commission forwarded the Plan to the City Council. No formal action on the Plan was taken by City Council. Discussions did occur during this time period. In May 2006, the Police Commission forwarded updated recommendations to the City Council. Outcome: The recommendations from the 2004 plan are listed below. ? Increase police and security service presence and visibility ? Address specific safety and environment issues ? Emphasize information sharing and collaboration The ad hoc team decided in 2006 to emphasize a few strategies that deserved immediate consideration as opposed to resubmitting an updated version of the original plan. The following four recommendations are the result of that decision. In selecting these strategies, members remained steadfast in their position that real and perceived safety issues are best addressed through increased police and security presence and visibility. ? Increase police presence and visibility in the downtown core ? Increase DEI guide services ? Improve Parking Garage Security ? Consider new technologies to supplement police and security services downtown (targeted use of security cameras in hot spot areas) 8.Downtown Urban Renewal Plan Date: Adopted – 1968; Modified – 1968, 1989, 1998, & 2004 Context: The Downtown District was established in 1968 to redevelop 17 blocks in the downtown area. The original project goals involved land acquisition, building rehabilitation, and construction of public improvements. An update of the 1968 plan was approved by voters in 1990 and was set to expire in FY10. In June 1998, City Council chose one of the options provided by Measure 50 legislation that allowed for a City-wide special levy as well as dividing the taxes collected within the district. Council limited expenditures of new funds to completing existing projects and construction of a new main library. They also approved a plan to reduce district administration over the following three years. By 2004, the library construction was complete. Public Involvement: In addition to the City Council public hearing in August 2004, the amendments were the subject of significant opportunity for public comment. At each of the public information sessions related to the update of the Downtown Plan (see item #1), use of urban renewal funding in the Downtown District was highlighted as a tool. One event “Lookin’ Forward at Downtown” drew over 125 people during the December 2003 First Friday Art Walk. Council Involvement: City Council amended the plan to allow funding for other activities including economic revitalization strategies and to extend the termination date to June 30, 2024. Reviews of the plan are required in 2009 and 2019. Outcome: A summary of the Downtown District Plan goals are listed below. ? Improve the function, condition and appearance of the district ? Eliminate blight and blighting influences ? Strengthen the economic conditions of the plan area ? Improve the downtown’s importance in the region by strengthening its economic base ? Enhance its role as a central location of public and private development and investment 9.Riverfront Urban Renewal Plan Date: Adopted – 1985; Modified – 2004 Context: The Riverfront District was created in 1985 to assist in financing public infrastructure. The development in the Riverfront Urban Renewal District area is intended to play a critical role in the revitalization of the metropolitan area's economy by providing a unique opportunity to develop an area that connects downtown Eugene to the Willamette River, connects to University of Oregon, and will house the new federal courthouse. The area is envisioned to include retail, commercial, housing and recreation. The original district encompassed nearly 148 acres adjacent to and including the University of Oregon’s Riverfront Research Park site. Public Involvement: The update of the Riverfront Urban Renewal Plan was a "substantial amendment" and was treated as a high profile action with significant opportunity for public comment. At each public information session related to the Downtown Plan update (see item #1), use of urban renewal in the Riverfront District was highlighted as a tool. One event, “Lookin’ Forward at Downtown” drew over 125 people during the December 2003 First Friday Artwalk. In January 2004, a letter was mailed to each of the taxing districts informing them of the proposed amendments and inviting comment. The letter included a copy of the draft plan, a copy that showed proposed changes, and the Riverfront Urban Renewal District Report. A postcard was mailed to every household in Eugene with information on the proposed amendments and the public hearing date. Council Involvement: The district plan was reviewed and amended by the City Council in March 2004. City Council amended the boundaries of the district to add another 30 acres, bringing the total area to approximately 178 acres. Major changes in the plan amendments included changing the name of the district from the “Riverfront Research Park Urban Renewal Area” to the “Riverfront Urban Renewal Area,” extending the termination date to 2024, expanding and revising the list of project activities, providing new cost estimates of the projects to be undertaken, establishing a maximum indebtedness of $34.8 million, and providing other information about the impact of the amendments. Outcome: A summary of the Riverfront District Plan goals are listed below. ? Improve the function, condition, and appearance of the development area ? Eliminate existing blight and blighting influences ? Strengthen the economic and environmental conditions of the plan area and the metropolitan area ? Stimulate development activity and amenities near the new federal courthouse ? Stimulate appropriate redevelopment in the Riverfront area currently occupied by EWEB, if EWEB relocates in whole or in part from this property ? Improve connections between the core of downtown, Riverfront, and the University of Oregon ? Protect or enhance the riparian area 10.Central Area Transportation Study (CATS) Date: 2004 Context: The CATS updated the previous plan completed in 1987. The purpose was to provide analysis and recommendations on the role of transportation and alternative modes in supporting efforts for a revitalized downtown, in collaboration with the Downtown Plan. CATS was also intended to incorporate planning ideas from previous downtown related studies, including the South Bank Study, the North End Scoping Study, the Courthouse District Concept Plan and the Downtown Vision. In order to address transportation continuity issues, the CATS boundary is somewhat larger than the Downtown Plan boundary. Public Involvement: CATS was available for public review and comment and was the subject of public hearings and work sessions before Planning Commission and City Council. Council Involvement: Council adopted the final plan in June 2004. Outcome: The implementation strategies contained in the document are recognized as potential means of addressing adopted policies, such as one way to two way conversions, or potential street improvements. ? Enhance livability of downtown ? Improve street systems for walking, transit and bicycle ? Create Great streets to encourage pedestrians ? Support a frequent transit based shuttle service ? Support intensive downtown development; ensure adequate parking supply ? Make parking convenient, affordable, safe, easy to use 11.Broadway Street Reopening Date: 2002 Context: Council approved the appointment of the Ad hoc Committee on Greater Downtown Visioning. The Create Great Streets components of the Downtown Visioning recommendations A@ were presented to Council who accepted a Downtown Visioning implementation work plan for Redesign Broadway, which recommended a public vote on reopening Broadway. The voters strongly supported the street reopening. Public Involvement: In 2001, the Planning Commission reviewed and approved the conceptual design for reopening Broadway. The design was generated by a collaborative design team consisting of City staff (Public Works Engineering, Public Works Transportation, and Planning & Development) and a professional design group including TBG Architects & Planners, WBGS Architecture & Planning, Robertson/Sherwood Architects, Satre Associates, and Balzhiser & Hubbard Engineers. In addition to the design team input, the street design reflects significant public input that occurred before the public vote and during the project design. Public involvement in the design was consistent with the citizen involvement plan presented to Council and the Citizen Involvement Committee, including multiple design workshops, meetings with neighborhood groups, meetings with Downtown Eugene, Inc. board members and the Downtown Advocacy Alliance, meetings with property owners, business owners, and other organizations. The group also conducted a rolling charrette down Broadway to investigate existing conditions, solicit input from A@ street users, and identify design parameters for transforming Broadway into a Great Street. Conceptual st images of Broadway as a Great Street were developed and displayed in conjunction with the 1 Friday Artwalk. The City received comments from over 100 citizens at this event. Additional public involvement occurred after the public vote and prior to final design, including workshops, meetings with neighborhood groups, property owners and others. Council Involvement: Council referred the Broadway street reopening to the voters and approved the funding for the street reopening. Outcome: The street was reopened based on the design standards listed below. ? Lively, active pedestrian destination ? Slow moving two- way vehicular traffic ? On-street parking ? Increase density, mix of uses ? High quality streetscape amenities ? Special treatment at intersections ? Enhance community identity and respect historic character ? Effective use of trees/landscaping to enhance quality of street ? Street integrates with special places ? Use of street for community events 12.Broadway Design Standards Date: 2002 Context: City Council requested that design standards be created to coincide with the Broadway street reopening. The purpose of the standards is to achieve the Great Street proposed in the A@ Vision for Greater Downtown Eugene to create, over time, a pleasant, pedestrian friendly, C interesting and vibrant street with much retail activity. Public Involvement: While developing the proposed standards for Broadway, the City hosted two workshops with its consulting architect, Mark Seder, corresponded with many local design professionals (many of whom are located on Broadway), talked to Downtown Eugene, Inc., Chamber of Commerce, several property owners and tenants, downtown residents, and the Downtown Plan Update Committee. The Eugene and Lane County Planning Commissions held a joint public hearing on the draft Broadway Overlay Zone. Council held a public hearing prior to adoption. Council Involvement: Council provided direction to adopt Broadway design standards to coincide with the Broadway street reopening. Council adopted the Broadway Overlay Zone. Outcome: ? Encourage development and active uses on the ground floor ? Require the key physical attributes that will support retail uses and pedestrian activity ? Restrict uses that deter from active street activity 13.Courthouse District Concept Plan Date: 2002 Context: The Courthouse District Concept Plan was an identified as one of the six “Key Next Steps” prioritized for implementation from the Downtown Vision. Public Involvement: Three intensive workshops were held in August, September and November 2001 to develop and refine emerging design concepts. Council Involvement: Council approved the Plan in July 2002. Outcome: Concepts from the plan were included in subsequent planning efforts, including the Downtown Plan, the Central Area Transportation Study as well as the transportation improvements around the Wayne Morse Federal Courthouse. ? Connect the courthouse area to the core of downtown ? Create a special area around the new courthouse ? Contribute to the vitality of the core of downtown ? Connect downtown to the river in a memorable and accessible way 14.Downtown Vision Date: 2000 Context: Council initiated a Downtown/Franklin Boulevard Willamette River Visioning Project in November 1999. Public Involvement: The Downtown Vision had a significant amount of public engagement, including a community committee, and public workshops, including an all day event that was attended by more than 200 community members. The resulting vision was reviewed by council and discussed over the course of multiple work sessions. Council Involvement: Council appointed a 17 member Greater Downtown Visioning Committee, which included 3 council members. Council received and reviewed the Vision report in November 2000, and reviewed the recommendations in over the course of three work sessions. Outcome: In April, 2001, council identified six priority “Key Next Steps” for implementation: create a design and a process to reopen Broadway, complete an update to the Downtown Plan, create a redevelopment concept for the courthouse and riverfront areas, review the policies regarding housing preservation for residential neighborhoods surrounding downtown, and complete an update to the Central Area Transportation Plan. All of these are complete except the riverfront area plan, which is underway. ? Create great neighborhoods, create great streets ? Create and connect special places ? Connect downtown to the River ? Strengthen downtown as a regional center ? Expand housing cultural and recreational opportunities ? Transform Franklin Boulevard into a gateway into downtown ? Capitalize on development opportunities SECTION B – DOCUMENTS AND EFFORTS THAT REFERENCE DOWNTOWN 15.Cultural Policy Review Date: 2007 Context: City Council authorized a cultural policy review in the spring of 2005. Funding was approved for two years in support of the City Council Goal to promote the Arts & Outdoors, which included the City Council’s endorsement of branding Eugene as the “World’s Greatest City of the Arts Outdoors>” The City contracted with WolfBrown in June 2006 to conduct the year-long process. The purpose was to examine current conditions, services, and gaps in the cultural sector, to identify goals and strategies to strengthen that sector, and to provide options to assist the City in defining its role in support of Eugene’s arts and culture. Public Involvement: The consultants: 1) conducted a cultural assessment through over 50 confidential interviews and a dozen focus groups with representatives of all sectors of the community, 2) Designed and conducted a public process of community meetings, attended by over 300 individuals, 3) implemented a “cultural” consensus” survey of Eugene residents’ interests in an priorities for arts and culture that was completed by almost 2,500 individuals and 4) worked with a specially-appointed Mayor’s Committee that provided community perspectives and feedback. Council Involvement: The CPR report was unanimously accepted by the City Council in __. Downtown Related Outcome: The CPR report provides details of the review and offers a vision, goals and strategies, and an approach to implementation designed to enhance and strengthen the cultural sector. Of the report’s five key findings in issue areas, Downtown and the Built Environment related to art and culture was identified as having the ability to enhance revitalization efforts and highlight the value Eugene places on arts and culture. The summary vision for 2017 includes two sentences on downtown: “…Eugene’s downtown is alive with an appealing mix of creative experiences for people of all ages. The Hult Center, its Resident Companies, and a thriving gallery district provide a downtown anchor for cultural programming…” Of the five goals and sixteen strategies that were identified to strengthen and enhance Eugene’s cultural sector so it can contribute even more to the future vitality of the City, Goal V most relates to downtown: To integrate arts and culture into the fabric of downtown Eugene and other neighborhoods as part of a comprehensive strategy of revitalization. The basic strategies of which are summarized below. ? Enhance public art and culture as a critical catalyst for downtown livability and economic vitality ? Support downtown housing ? Support high quality design, including buildings, streetscapes and signage as downtown draw ? Integrate arts and culture into the fabric of downtown as part of a comprehensive revitalization strategy ? Integrate arts and culture into planning and development activities in Eugene’s downtown ? Establish approaches to cultural development in the downtown that dovetail with community priorities ? Enhance Eugene’s physical environment through public art in downtown and throughout the City ? Enhance Eugene’s urban environment through the use of architecture and streetscape design, signage, public spaces, and other amenities 16.Parks, Recreation and Open Space Plans Date: 2006 Context: The Parks, Recreation & Open Space (PROS) Comprehensive Plan was adopted as an aspirational and guiding document for the City as it conducts long-range planning for parks, recreation and open space. The PROS Comprehensive Plan contains, among other things, goals, strategies and performance measures. The projects identified in the Project and Priority Plan are one way in which the strategies identified in the PROS Comprehensive Plan can be implemented. Public Involvement: Council Involvement: The PROS Project and Priority Plan was adopted by resolution of the Eugene City Council on May 22, 2006. [The City’s adoption of the PROS Comprehensive Plan was appealed to the Oregon Land Use Board of Appeals (LUBA) and LUBA remanded the City’s adoption. The PROS Comprehensive Plan has no legal effect as a land use plan; however, it continues to serve as the City’s aspirational and guiding parks, recreation and open space document.] Downtown Related Outcome: The Parks, Recreation & Open Space (PROS) Project and Priority Plan is an action plan that contains specific project information, including a timeframe for project implementation and cost estimates. To aid in reviewing the plan, the project information is structured in several different formats including tables organized by planning area and tables organized by project type. The Project and Priority Plan also includes maps showing existing and proposed resources for each planning area and for the entire city. ? Provide significant riverfront and urban open space in Courthouse District ? Acquire land to expand park blocks ? Develop pedestrian improvements to link downtown with Skinner Butte, Shelton McMurphey Johnson House and riverfront system 17.Mayor’s Committee on Economic Development Date: 2004 Context: Mayor Torey, with the support of Council, created the Committee on Economic Development with the charge of a) evaluating the strengths and weaknesses of City policies for achieving Eugene’s broad economic development goals and b) providing specific recommendations as to how to best achieve those goals. The Mayor asked the Committee to move quickly to agreement on a few actions that could be accepted by Council and could have immediate effects on economic development in Eugene. Public Involvement: The Mayor appointed 14 community members whose backgrounds represented a diversity of opinions in Eugene. The Committee also formed subcommittees to discuss specific economic development tools, including urban renewal. Council Involvement: Council approved the Mayor’s request to establish the Committee on Economic Development and accepted the recommendations from the Committee. Downtown Related Outcome: ? Support Urban Renewal as an important tool to positively impact economic development and as an active redevelopment strategy. SECTION C – OVERARCHING COUNCIL GOALS, POLICIES & VALUES 18.City Council 2009 Vision & Goals Date: 2009 Context: The Mayor and Council meet annually to establish the overarching vision and goals from which to determine City policy. Public Involvement: n/a Council Involvement: Approved May 2009 Outcome: The Mayor and Council created the vision and goals listed below. ? Vision: Value all people, encouraging respect and appreciation for diversity, equity, justice, and social o well-being. We recognize and appreciate our differences and embrace our common humanity as the source of our strength; Be responsible stewards of our physical assets and natural resources. We will sustain our clean air o and water, beautiful parks and open spaces, livable and safe neighborhoods, and foster a vibrant downtown, including a stable infrastructure; Encourage a strong, sustainable and vibrant economy, fully utilizing our educational and cultural o assets, so that every person has an opportunity to achieve financial security. ? Goals: Safe Community – A community where all people are safe, valued and welcome. o Sustainable Development – A community that meets its present environmental, economic and o social needs without compromising the ability of future generations to meet their own needs. Accessible and Thriving Culture and Recreation – A community where arts and outdoors are o integral to our social and economic well-being and are available to all. Effective, Accountable Municipal Government – A government that works openly, collaboratively, o and fairly with the community to achieve measurable and positive outcomes and provide effective, efficient services. Fair, Stable, and Adequate Financial Resources – A government whose ongoing financial resources o are based on a fair and equitable system of revenues and are adequate to maintain and deliver municipal services. 19.Growth Management Policies Date: 1998 Context: In the Fall of 1995, the City of Eugene began the Growth Management Study. The purpose of the study was to conduct a comprehensive review of existing growth management policies shaping our city and propose options for future growth strategies in the Eugene. Public Involvement: Since its beginning, the study involved the community in every stage of the process from "Setting the Agenda" for the study to community-wide discussion on growth management actions that can be enacted in the future. A series of community forums, city-wide circulated tabloids and surveys were used at each phase of the project to ensure widespread citizen involvement. The adopted policies result from extensive public involvement that included a series of workshops, city-wide distributed tabloids, and random sample surveys. At the last phase of study, Making Decisions, the community was asked its preferences of four scenarios and a series of actions that could be taken to manage growth in the future. The preferences of the community are shown in the Scenario Results, Future Actions, and Demographic Data. These documents can be accessed from the links in the right-hand column. Council Involvement: On February 2, 1998, the Eugene City Council unanimously adopted 19 Growth Management Policies to guide how we manage growth in the coming years. Outcome: The adopted policies are to be used to guide City work programs, the Budget and Capital Improvement Program (CIP). Though not adopted, a set of Example Actions were included that show potential means of implementing the adopted policies. Policy 1 – Support the existing Eugene Urban Growth Boundary by taking actions to increase density and use existing vacant land and under-used land within the boundary more efficiently. Policy 2 – Encourage in-fill, mixed-use, redevelopment, and higher density development. Policy 3 – Encourage a mix of businesses and residential uses downtown using incentives and zoning. Policy 4 – Improve the appearance of buildings and landscapes. Policy 5 – Work cooperatively with Metro area partners (Springfield and Lane County) and other nearby cities to avoid urban sprawl and preserve the rural character in areas outside the urban growth boundaries. Policy 6 – Increase density of new housing development while maintaining the character and livability of individual neighborhoods. Policy 7 – Provide for a greater variety of housing types. Policy 8 – Promote construction of affordable housing. Policy 9 – Mitigate the impacts of new and/or higher density housing, in-fill, and redevelopment on neighborhoods through design standards, open space and housing maintenance programs, and continuing historic preservation and neighborhood planning programs. Policy 10 – Encourage the creation of transportation-efficient land use patterns and implementation of nodal development concepts. Policy 11 – Increase the use of alternative modes of transportation by improving the capacity, design, safety, and convenience of the transit, bicycle, and pedestrian transportation systems. Policy 12 – Encourage alternatives to the use of single-occupant vehicles through demand management techniques. Policy 13 – Focus future street improvements on relieving pressure on the City's most congested roadways and intersections to maintain an acceptable level of mobility for all modes of transportation. Policy 14 – Development shall be required to pay the full cost of extending infrastructure and services, except that the City will examine ways to subsidize the costs of providing infrastructure or offer other incentives that support higher-density, in-fill, mixed-use, and redevelopment. Policy 15 – Target publicly-financed infrastructure extensions to support development for higher densities, in-fill, mixed uses, and nodal development. Policy 16 – Focus efforts to diversify the local economy and provide family-wage jobs principally by supporting local, and environmentally-sensitive businesses. Direct available financial and regulatory incentives to support these efforts. Policy 17 – Protect and improve air and water quality and protect natural areas of good habitat value through a variety of means such as better enforcement of existing regulations, new or revised regulations, or other practices. Policy 18 – Increase the amount and variety of parks and open spaces. Policy 19 – Expand City efforts to achieve community-based policing. 20.Sustainable Business Initiative (SBI) Date: 2006 Context: To help more local firms understand and benefit from the growing field of sustainability, in June of 2005, Mayor Piercy, with support of the Eugene City Council, launched the Sustainable Business Initiative (SBI). The purpose of the SBI was to identify, support, and propose deliberate steps that, by 2020, can make Eugene one of the nation’s most sustainable mid-size communities. Strengthening the economy by finding ways to support businesses and expand quality jobs that use sustainable measures is the heart of the strategy. The SBI seeks to build upon the City of Eugene’s sustainability goals and to capitalize on the community’s long history of outstanding involvement in sustainability activities. Public Involvement: Mayor Piercy named a 16-member citizen Task Force to lead the SBI. She charged the group with obtaining ideas from the public and sustainability experts and then making recommendations to the City Council, the private sector, and other local organizations for retaining, growing, and creating Triple Bottom Line sustainable businesses and jobs. A 50-person Technical Advisory Committee assisted the Task Force. Students and faculty from Resource Innovations at the University of Oregon staffed the SBI. The Task Force developed their recommendations through an extensive outreach process involving over 750 people. This involved two “open houses,” meetings with numerous community organizations and two online surveys. In addition, the Task Force held roundtables on the following 12 key topics/sectors. Council Involvement: The SBI Task Force Report was accepted by the Council on October 23, 2006. Outcome: The Task Force’s recommendations for the City are listed below. ? Publicly commit to sustainable practices and to businesses that produce sustainable products and services ? Establish an Office of Sustainability within City government ? Establish a Sustainability Board or Commission ? Adopt a goal of becoming carbon neutral by 2020 and develop a Climate Action Plan ? Purchase and use sustainable practices and local products and services ? Adopt sustainability criteria for decision making, beginning with triple bottom line policy assessments and purchasing policies ? Adopt goal and develop strategy to achieve zero waste ? Adopt sustainability indicators and a measurement system ? Educate employees ? Provide incentives and awards and remove barriers ? Form partnerships Support the efforts of the Northwest Energy Education Institute at Lane Community College o Convene capital improvement partnerships for large projects such as new hospitals or sports o arenas, with the goal of making those projects more sustainable from the inception 21.JEO Regional Economic Development Principles Date: June 2009 Context: The framework for designing our next economy is a multi-step process and will include input from industry experts, representatives from various organizations/affiliations and outreach to the broader community. The Joint Elected Officials Economic Development Task Force (ED Task Force), composed of members from the City of Eugene Council, City of Springfield Council, and Lane County Board of Commissioners proposed a framework for a regional economic development plan to better position our regional economy to take advantage of economic opportunities that align with our area’s assets and values. The ED Task Force recommended the framework to ensure continued and timely progress on creating a regional economic development plan. Public Involvement: The public will be asked to participate in the regional planning effort this fall. Council Involvement: The Joint Elected Officials approved goals and principles for the regional economic development plan in June 2009. Outcome: The approved principles that will guide the development of the region’s next economy are listed below. ? Healthy Living – Championing businesses and entrepreneurs that promote a healthy, safe, and clean community while enhancing, protecting, and making wise use of our natural resources. ? Smart Growth – Encourage a culture of entrepreneurship and re-investment into our local community. ? Be Prepared – Develop the region’s physical, social, educational, and workforce infrastructure to meet the needs of tomorrow. ? Local Independence – Promote local businesses and entrepreneurs that lead our area to a higher level of economic independence and resilience. ? Regional Identity – Create a stronger economic personality that celebrates our region’s attributes and values. ATTACHMENT D Proposed Downtown Revitalization Process Tentative Milestones Oct. 2009 Downtown Strategies Work session 10/21 – Cross-departmental approach to downtown strategies (Discussion, modification, revision) Public Involvement To include Planning Comm., ERAC, web forum, additional options Mid-Nov. 2009 Projects & Tools Work session – Draft projects and potential tools for implementation (Discussion, modification, revision) Public Involvement To include Sustainability Comm., Downtown Neighborhood Assn, web forum, others Mid-Dec. 2009 Recommended Projects & Tools Work session – Council to recommend specific projects and tools to use Public Involvement on tools (could include urban renewal) Late Jan. 2010 Potential action on tools (could include urban renewal)