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HomeMy WebLinkAboutItem C: Downtown Projects ECC UGENE ITY OUNCIL AIS GENDA TEM UMMARY Work Session: Downtown Projects Meeting Date: December 14, 2009 Agenda Item Number: C Department: Planning & Development Staff Contact: Amanda Nobel Flannery 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 focus on downtown projects. The projects described in this Agenda Item Summary will be a starting point for the work session discussion. The council is asked to comment on the identified projects and potential tools and to provide direction for a subsequent work session. BACKGROUND The council’s discussion of downtown revitalization is part of a larger conversation on local economic development actions. (See Attachment A for a summary of the 2009 council discussions.) The overarching goal is to foster a vibrant downtown while boosting the local economy. At the most recent council work session on October 21, the council approved continuing downtown discussions according to a revitalization process and requested staff to return with specific projects and potential tools to implement four strategies for downtown revitalization. (See Attachment B for the process.) The four strategy areas and the related projects are: Strategy 1) Jobs and Redevelopment Lane Community College Downtown Center (Attachment C) o Veterans Affairs Clinic (Attachment D) o Business Assistance & Housing (Attachment E) o Green Infrastructure (Attachment F) o Beam Development (Attachment G) o Strategy 2) Safety Coordination, Physical Space, Illegal Behavior and Consequences (Attachment H) o Strategy 3) Parking Rebranding, Easy Payments and Free Parking (Attachment I) o Strategy 4) Attractions and Amenities. Arts and Entertainment District (Attachment J) o The eight projects were identified based on the recent downtown collective statements and strategies; public input from the downtown revitalization survey; prior public involvement; and planning documents. (See Attachment K for a diagram and Attachments C – J for individual descriptions.) Each project description includes information on the general background, economic impact, specific City actions in support of the project, timing, costs, and related policies/goals. Attachment L provides a summary of possible tools for implementation. Z:\CMO\2009 Council Agendas\M091214\S091214C.doc An update on the current implementation of the Great Streets concept in the Downtown Plan is attached in response to inquiries from elected officials, committee members, and residents. (See Attachment M.) RELATED CITY POLICIES Downtown revitalization and the projects in this AIS are supported by the Downtown Plan, council’s 2009 Vision & Goals, and a number of plans and reports related to downtown. COUNCIL OPTIONS 1.Solicit public input on the projects, as presented, and bring back a recommendation. 2.Solicit public input on a modified set of projects and bring back a recommendation. 3.Take no action. CITY MANAGER’S RECOMMENDATION The City Manager will move forward to solicit public input on projects and bring back a recommendation, tentatively scheduled for January 13, 2010. SUGGESTED MOTION No motion is necessary at this time. ATTACHMENTS A.Summary of Council Discussions of Economic Development & Downtown B.Downtown Revitalization Process C.Lane Community College Downtown Center – project description D.Veterans Affairs Clinic – project description E.Business Assistance & Housing – project description F.Green Infrastructure – project description G.Beam Development – project description H.Coordination, Physical Space, Illegal Behavior and Consequences – project description I.Rebranding, Easy Payments and Free Parking – project description J.Arts and Entertainment District – project description K.Downtown Projects Diagram L.Summary of Possible Tools for Implementation of Projects M.Great Streets Update 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\M091214\S091214C.doc ATTACHMENT A Summary of Council Discussions of Economic Development & Downtown Council’s discussion of downtown revitalization is part of a larger conversation on local economic development actions. Below is a summary of those discussions from 2009. January 2009: Council unanimously approved a City of Eugene Mayor and City Council Economic Development Statement. April 13 & May 27, 2009: Council completed an initial review of possible local stimulus actions on April 13. On May 27, 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 November 9, council approved extending the life of approved land use applications to help projects that may have stalled during difficult economic conditions. The ordinance provides a one-time, automatic three-year extension for certain land use applications that have already gone through a public process and been approved by the City. Council received a memo on strategies for the sale of surplus property dated December 3.] July 8, 2009: 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; however, council did express interest in talking about desired downtown outcomes prior to resuming discussion on the various tools available for achieving those outcomes. August 10, 2009: At a workshop, 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. September 14, 2009: On September 14, council reviewed initial results of a downtown revitalization survey conducted by Strategy Research Institute. Similar to the survey conducted the prior year for the road bond, the downtown survey was conducted to provide 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 attached to a memo for council dated October 1. October 21, 2009: Council approved continuing downtown discussions according to a set revitalization process and requested staff to return with specific projects and potential tools to implement four strategies for downtown revitalization. ATTACHMENT B Downtown Revitalization Process Tentative Milestones Mid-Dec. 2009 Projects & Tools Work session – Draft projects and potential tools for implementation (Discussion, modification, revision) Public Involvement st To include event 1 week of January, web forum, additional options Recommended Projects & Tools Mid-Jan. 2010 Work session – Council to recommend specific projects and tools to use (could include urban renewal) Public Involvement on tools To include Sustainability Comm., Downtown Neighborhood Assn, public event, web forum, additional options Early Mar. 2010 Final Consideration of Projects Potential action on tools (could include urban renewal) ATTACHMENT C Lane Community College Downtown Center – project description GENERAL BACKGROUND Lane Community College (LCC) is in the planning stages for a new 80,000 square foot Downtown th Center. LCC has selected the 10 & Charnelton Development Site as the preferred location for the project. The new facility will house the programs currently located in LCC’s Downtown Center – continuing education, non-credit workforce development programs, English as a Second Language, and Adult Basic Education. In addition, Career and Technical Energy Programs, the Business Development Center and Employee Training, eDev, Senior Companion Program, and Successful Aging Institute will relocate th from LCC’s facility at 14 and Willamette. Career and Technical programs that support training for “green” jobs such as Energy Management and Renewable Resources will be relocated from the main campus to the downtown facility. It is intended that the multi-use facility will include space for lease by tenants and other community uses. For example, the Oregon Small Business Development Center Network, hosted by LCC and currently leasing space from the City of Eugene, will move into the building. The building is projected to have a 100% utilization rate for approximately 16 hours per day, 6 or 7 days a week. A feasibility study regarding the inclusion of student housing in the building is currently being conducted. The new building will be a “state of the art” educational building and a learning laboratory for the Energy Management students to use for experiments and monitoring. LCC is targeting LEED 1 Platinum certification and the Living Building Challenge as standards for the building. Both building programs include standards which will add to the overall cost of construction but will ultimately provide significant operating savings to LCC. To date, LCC has secured approximately $17 million for the project through a local bond measure and state matching funds. Although the total cost of the project is unknown at this time, the most recent estimate is $27 million. Because LCC’s operating funds (used to make debt service payments) are limited, the Downtown Center project is actively seeking alternative, non-debt funding sources. 1 The Living Building Challenge (LBC) was established by the Cascadia Region Green Building Council. LBC goes beyond LEED Platinum certification in terms of sustainability. To date the Living Building Challenge has not been met by any single building. JOBS/ECONOMIC DEVELOPMENT IMPACT ImpactDescriptionTotal Temporary Construction Jobs based on cost of construction project, business purchases 298-406 Related Jobsrelated to construction, and employee purchases Permanent JobsJobs relocated to downtown45+ Job Training ProgramsAt least 6 job training programs servicing 8,000 students Influx of LCC students and employees will attract new Indirect Economic & Other businesses, housing, and related services; exceptional building Impacts replaces the current hole and parking lot. 2 Temporary Construction Related Jobs: Expansion of LCC’s downtown presence will impact downtown’s economy as well as the regional economy. The benefits to downtown will be realized beginning with the construction phase of the building. With a projected total investment of $25-35 million, the project will result in as many as 272 to 380 temporary construction jobs estimated to last 18 months and approximately 26 indirect and induced jobs in areas such as production and transportation of construction materials. Permanent Jobs: The new Downtown Center investment will ensure that LCC’s existing, professional employment base will remain downtown. LCC plans to employ approximately 150 individuals at the new facility, about 45 of these employees will be new or relocated from other college sites. It is projected that a portion of the LCC building will be occupied by tenants. Specific tenants are unknown at this time; however, it can be assumed that one employee per 400 square feet would occupy additional leased space. Job Training Programs: The facility will include programs that lead to degrees and/or certificates in energy management, renewable energy, water conservation, building operations, sustainable building advising, and building auditing/inspecting. These programs represent some of the fastest growing career fields in today’s economy, and the new Downtown Center will be well positioned to prepare the workforce for the rapidly growing green jobs sector. Additionally, core career and technical training programs offered through the Downtown Center create career pathways, enhanced job skills, and retraining opportunities for community members. The Downtown Center will offer education and training in areas such as massage therapy, nutritional therapy, emergency medical technician, fitness education, AutoCAD, graphics, word processing, and English as a second language. In the 2008-2009 school year, LCC served 36,909 individuals. Approximately 3,500 of those students were served through the current LCC downtown center. LCC anticipates serving up to 8,000 students through the programs that will be housed in the new LCC downtown center. Based on the most current data available, in the 2007-2008 school year, LCC awarded 738 degrees and certificates. An average of 84% of LCC’s former career technical students who graduated found employment in jobs related to their LCC training within nine months. LCC reports that its full-time enrollment grew by 15.7% last year and growth is expected to continue as displaced workers return to college to train for 2 Temporary construction jobs were calculated based on the estimated costs of construction. Staff applied the U.S. Department of Energy standard: for every $92,000 invested in a project one temporary construction job will be created. Staff provided the estimated construction costs to the Oregon Employment Department to calculate the number of temporary construction jobs that would be created by “new” money flowing into the local economy. the new economy and as high school graduates seek a quality and affordable post-secondary education. LCC’s programs will have the ability to expand in the downtown building to meet this growing demand. Therefore, more people will benefit from these programs that advance skills, improve salaries and wages, and develop businesses. The living laboratory aspect of the building for the Energy Management Program will further the national reputation of LCC’s Energy Management program and attract even more students to this already desirable field. Of the LCC students graduating from the energy programs, 90% find employment within three months of graduation and earn an annual salary between $48,000 and $50,000. The cultivation of a significant labor pool of highly-trained energy management specialists is in Eugene’s best interest. The presence of these programs and the skilled graduates that the program produces will be assets in attracting new, green industries to Eugene and in advancing the sustainability of our existing businesses. Indirect Economic Impacts: The extensive hours of operation will create both daytime and evening activity at a key intersection of downtown. Economic opportunities for current and future downtown businesses will be created as students, employees, and visitors support restaurants, retail, services and cultural venues. SPECIFIC CITY ACTIONS City Action Estimated Cost* Because LCC’s capital and operating funds Site Prep/Imps, Permits & SDCs $ 7,500,000 available for this project are limited, resources Public Safety Station $ 500,000 from Federal, State, and City partnerships are critical. Described below are potential City Total $ 8,000,000 actions for the LCC Downtown Center project. * General estimates based on costs of similar projects Specifics will be negotiated by the City and LCC. 1.Site Preparation/Improvements, System Development Charges & Permits th LCC has selected the 10 & Charnelton Development Site for its downtown campus expansion. Site constraints, including infrastructure and other impediments, may be present and may need to be addressed to make it development-ready. The City could pay for permit fees and/or SDCs, as well as contribute to construction costs. In total these City provided incentives would enhance the feasibility of the building and help LCC reach its goals for sustainability, high quality design, and a multi-use facility benefiting the entire community. Beyond the sustainable building features and activity generated by the new Downtown Center, it will be important for the project to provide a positive pedestrian experience. The City could consider funding to enhance the public space adjacent to the building, including art, sidewalk features, landscaping, pedestrian cover, and open space. 2.Public Safety Station Preliminary discussions are ongoing regarding the need for a downtown public safety station in the core area of downtown. LCC and the City will explore public uses in the new facility that may also be possible. HOW Project design and construction would be managed by LCC. The City would act in partnership with LCC to convey ownership of the site, provide input on design, and assist with project costs. WHEN LCC selected Gerding Edlen Development Company to be the project manager and has issued a request for proposals for an architect. LCC would like to have the terms of the property transaction with the City negotiated by December. Construction is anticipated to start in late 2010 or early 2011, th for completion no later than 2012. City Council will discuss the 10 and Charnelton Development Site after the new year. RELATED POLICIES/GOALS The new LCC Downtown Center project addresses many goals for Eugene and downtown, including activity in the core, culture and education, employment and job training, and sustainability. This project is supported by the Downtown Plan; Downtown Code Amendments; West Broadway Advisory Committee Recommendations; Downtown Urban Renewal Plan; Central Area Transportation Study; Downtown Vision; City Council’s Downtown Collective Statements from August 2009; Downtown Policing Action Plan Team Short-Term Public Safety Strategy Recommendations 2004; Cultural Policy Review; Mayor’s 2004 Committee on Economic Development; Growth Management Policies; Sustainable Business Initiative; and JEO’s regional economic development principles. ATTACHMENT D Veterans Affairs Clinic – project description GENERAL BACKGROUND The Department of Veterans Affairs (VA) is planning to locate an expanded clinic in leased space in the Eugene area. Downtown Eugene may be an ideal area for the clinic because of its central location and proximity to Lane Transit District’s Eugene Station and the Greyhound Station. PeaceHealth is poised to submit a proposal for the use of their clinic property th at 12 and Willamette. The building is large enough to accommodate the size desired by the VA (an estimated 110,000 - 120,000 square feet). The site also has adequate on-site parking. JOBS/ECONOMIC DEVELOPMENT IMPACT ImpactDescriptionTotal Temporary Construction Jobs related to construction project cost, business purchases related to 148 Related Jobsconstruction, and employee purchases Permanent JobsJobs relocated to downtown & newly created57-100 Better health services for area residents and influx of businesses and Indirect Economic Impactsservices related to the clinic's relocation to downtown (jobs from VA 33 permanent job purchases) 1 Temporary Construction Related Jobs: Retrofitting the downtown PeaceHealth medical clinic into a modern VA Clinic will result in temporary construction jobs. The estimated construction costs associated with the VA Clinic project are estimated to be as much as $12 million. The private investment in this project will result in 120 temporary construction jobs that would last approximately one year and 28 jobs related to indirect business purchases. Permanent Jobs: According to the US Census Bureau’s North American Industry Classification System (NAICS), a clinic like the proposed VA Clinic project has the potential to create as many as 2 370 jobs. The existing VA Clinic has 57 full-time equivalent (FTE) employees on staff. The new facility is expected to approximately double the current staff size when it opens in 2012, with an 1 Temporary construction jobs were calculated based on the estimated costs of construction. Staff applied the U.S. Department of Energy standard: for every $92,000 invested in a project one temporary construction job will be created. Staff provided the estimated construction costs to the Oregon Employment Department to calculate the number of temporary construction jobs that would be created by “new” money flowing into the local economy. 2 Employment density of up to one permanent employee for every 400 square feet, with an estimated 148,000 in total square feet (western section 72,000 sq. ft.; eastern section 69,000 sq. ft.; annex building 7,000 sq. ft.), at full-use the VA Clinic project would result in as many as 370 jobs. expectation to add more staff over time. The jobs will include doctors, nurses, pharmacists, lab technicians, and other medical professionals. Indirect Economic Impacts: Currently, the PeaceHealth medical clinic is mostly vacant and not contributing to the economic growth of downtown. The employees, suppliers, patients, and families that would come to downtown for the new VA Clinic could all be expected to have a positive economic impact on nearby businesses. In fact, 33 jobs related to just employee purchases would be created. Additionally, the area surrounding the VA Clinic could benefit from the development of new industry clusters related to the clinic. Medical-related businesses and services will be more likely to locate in the downtown area. Another indirect impact is the improvement to the overall quality of life for residents and the increase of health care services available throughout Eugene. SPECIFIC CITY ACTIONS City Action Estimated Cost* PeaceHealth anticipates that the Request for Lighting $ 200,000 Proposals (RFP), once issued, will favor a Steam Replacement $ 300,000 building with modern systems and sustainable Tenant Improvements $ 500,000 features. The PeaceHealth clinic is currently Total $ 1,000,000 comprised of a building that was constructed in *General estimates based on costs of similar projects the 1920’s, 1950’s and 1960’s. Substantial rehabilitation is needed to update the buildings and to potentially make it LEED certified. A new HVAC system would replace the EWEB-supplied steam system and new energy efficient lighting would need to be installed. The new clinic will likely include a full pharmacy and laboratory. These functions may require an extra level of security. HOW City assistance, if needed to support the VA locating downtown, would be targeted toward sustainability improvements through a contract with the building owner, as the VA plans to occupy the building through a long-term lease. WHEN In 2010, the VA is expected to issue an RFP. The successful proposal would allow the VA to occupy the new location by May 2012 when the lease on the VA’s current clinic ends. RELATED POLICIES/GOALS The VA Clinic downtown project is supported by the Downtown Plan (Implementation Strategy D: Work with local, state and federal offices to locate, remain or expand downtown; Implementation Strategy F: Work with major medical providers to locate their facilities in and near downtown) and the Growth Management Policies. ATTACHMENT E Business Assistance & Housing – project description GENERAL BACKGROUND The goal of the Business Assistance & Housing project is to strengthen the economic viability for local businesses, downtown properties, and housing developments. Targeted financial assistance is critically needed given the effect of the economic downturn on businesses and employment. City actions could help support investments that would result in additional employment opportunities. Currently, businesses and property owners need assistance with specific building upgrades to improve the look and feel of downtown. As the region’s largest employment center, investment in a healthy downtown supports employment opportunities for the entire community. In addition to business assistance, housing is essential to the vitality and the character of the downtown core. People who live downtown, particularly homeowners and long-term renters, become stakeholders for the health of downtown. The Downtown Plan encourages additional housing units and acknowledges that market conditions and the higher cost of building housing downtown may require public sector financial participation. JOBS/ECONOMIC DEVELOPMENT IMPACT ImpactsDescriptionTotal Temporary Construction Jobs based on cost of construction project, business purchases 301 Related Jobsrelated to construction, and employee purchases 472 Permanent JobsJobs based on filling current vacancies in key areas 150 ResidentsAdditional people living downtown Contribute to a positive perception of the downtown by making downtown more attractive for visitors and employees; Allow Indirect Economic Impacts opportunities for more residents in the downtown area contributing to the sense of community and investment in the area. 1 Temporary Construction Related Jobs: Two housing projects will result in approximately 174 temporary construction jobs, 71 of which would be from new money in the economy. Building improvements of $2 million will result in 20 temporary construction jobs that are estimated to last one year. Both types of projects, housing construction and building improvements, will also result in 67 indirect jobs driven by business purchases related to these projects. The business assistance and housing projects will also contribute to the creation of 40 induced jobs based on employee purchases. 1 Temporary construction jobs were calculated based on the estimated costs of construction. Staff applied the U.S. Department of Energy standard: for every $92,000 invested in a project one temporary construction job will be created. Staff also provided the estimated construction costs to the Oregon Employment Department to calculate the number of temporary construction jobs that would be created by “new” money flowing into the local economy. Permanent Jobs: Building improvements will help attract businesses and investors to the downtown area resulting in an ongoing, positive economic stimulus to downtown. Specifically, building improvements would work toward reducing the retail vacancy to a healthy rate of 3-5%. Currently, an 2 estimated 114,000 square feet of office space and 61,000 square feet of retail space is vacant. Filling 3 these vacancies would result in an estimated 472 jobs in the downtown core. Residents: Downtown businesses, restaurants, retail, and cultural venues benefit from an additional 150 residents and their potential expenditures and presence on the streets. Furthermore, the county and city will benefit from increased property tax revenue in an estimated amount of $140,000 per year. Of course this tax benefit would be delayed for 10 years if the projects receive the Multiple-Unit Property Tax Exemption (MUPTE). Indirect Economic Impacts: Investment in housing and business assistance programs will contribute to a positive perception of the downtown by making downtown more attractive for visitors and employees. The projects will also make it possible for more individuals and families to live in the downtown area. The presence of new residents will also contribute to the sense of community and investment in downtown. SPECIFIC CITY ACTIONS Unfunded City Action Building Improvements: Interior and exterior estimate* improvements to entrances, windows, awnings, and Building Improvements $ 1,000,000 signage are needed to enhance the pedestrian SDC/Permit Credit Pool $ 1,000,000 experience, attract additional business activities, Site Preparation & Improvements $ 1,000,000 increase marketability and attract more customers. Total $ 3,000,000 Providing assistance with funding, technical *General estimates in current dollars information, or financing for building improvements would directly improve downtown’s image and economic health. All existing businesses, arts-related businesses, and start-up businesses would be eligible. Interior and exterior improvements estimated at $100 per square foot will support approximately six projects. Awnings and signage estimated at $300 per foot will assist façade improvements on approximately six block faces. Housing related projects could include the following two city actions. Credit Pool for System Development Charges (SDCs) & Permits: Because there are higher costs to develop housing in the downtown core, public funds could be used to pay SDC’s and permit fees when such incentives are needed to help make a project financially feasible. Site Preparation & Improvements: Existing utility configuration and environmental conditions create financial barriers for the development of new housing downtown. Public funds could offset some of these extraordinary costs such as steam conversion, utility relocation, and environmental contamination. Public funds could also be used to enhance housing projects by providing pedestrian amenities, landscaping, open space and other improvements in the public realm. The projected $1 million in public financial participation for housing is scaled to support two mid-rise housing projects in the downtown core, with the goal of creating approximately 150-200 new housing units within the next several years. 2 E stimate is based on interviews with property owners/leasing agents and from informal observations all focused along West Broadway and Willamette streets. 3 Staff calculated this estimate using the standard of 250 sqft per retail employee and 500 sqft per office employee HOW A matching grants program would be created for property owners or tenants to assist with building improvements. The City could partner in a private housing development or non-profit affordable housing development and contribute the credit pool and site preparation/improvement funds as a grant. WHEN The matching grants program for building improvements could begin immediately and be available until funds are depleted. With adequate resources and improved market conditions, it is reasonable to target two new mid-rise housing developments within the next 5-7 years. RELATED POLICIES/GOALS Business assistance and improvements to the building stock downtown and the addition of new housing units in the downtown core is supported by City Council’s Downtown Collective Statements August 2009; Downtown Plan; West Broadway Advisory Committee Recommendations; Park Blocks Master Plan; Central Area Transportation Study; Downtown Vision; Cultural Policy Review; and Growth Management Policies. ATTACHMENT F Green Infrastructure – project description GENERAL BACKGROUND The goal of the Green Infrastructure project is to increase the energy efficiency and economic competitiveness of downtown properties. Businesses and property owners need assistance with specific building upgrades, such as steam conversion to improve the functionality of operating downtown. Targeted financial is especially needed given the effect of the economic downturn on the availability of commercial financing. The State of Oregon is actively working to be a national leader in the electric vehicle industry. The City of Eugene is a partner in the State’s push to add 100% electric vehicles, as well as supporting infrastructures (such as charging stations), to communities. The current focus is in “electrifying” the I-5 corridor, from Eugene to Portland, with opportunities for local action to assist the effort. JOBS/ECONOMIC DEVELOPMENT IMPACT Impact Description Total Temporary Construction Jobs based on cost of construction, business purchases related 33 Related Jobsto construction, and employee purchases 180,000 therms Energy SavingsSaved from steam conversion annually18 billion BTUs $896,000 Reduced operating costs for businesses; Supports downtown Indirect Economic Impactsas a Green District; Encouragement of electric vehicle related business 1 Temporary Construction Related Jobs: With a projected total investment of $2 million, the Green Infrastructure project will result in as many as 22 temporary construction jobs estimated to last 18 months. In addition to the temporary construction jobs, the construction phase of the project will also create jobs that support the construction industry such as production and transportation of construction materials (a total of 11 indirect and induced jobs). Energy Savings: Once complete, the energy efficiency of the newer systems will reduce utility costs for operation. EWEB estimates that in the downtown area, converting to a gas system will reduce 2 annual therms by 180,000, BTU’s by 18 billion, and costs by $896,000. Indirect Economic Impacts: Energy efficiency projects supported by the City will help to attract businesses and investors to the downtown area resulting in an ongoing, positive economic stimulus to downtown. A focus on supporting redevelopment of existing structures will enhance the density of commercial activity in the core area. 1 Temporary construction jobs were calculated based on the estimated costs of construction. Staff applied the U.S. Department of Energy standard: for every $92,000 invested in a project one temporary construction job will be created. Staff also provided the estimated construction costs to the Oregon Employment Department to calculate the number of temporary construction jobs that would be created by “new” money flowing into the local economy. 2 Project savings is the difference in annual steam cost and the cost of natural gas after transition. The number of jobs created and energy saved from the electric vehicle charging stations have not been determined. Each station, whether located at home or in public, will require trade skills to safely operate. The introduction of electric vehicles is also spurring related industries in the region stretching from Portland to Eugene and within the metro areas themselves. Some of these related industries include the introduction of other electric vehicles, battery technology development, and electric vehicle infrastructure and component manufacturing. SPECIFIC CITY ACTIONS Unfunded City Action Funded Energy Efficiency: Energy efficient upgrades estimate* and steam conversion are needed for Energy Efficiency $ 300,000 $ 1,000,000 downtown properties. Almost 70 privately Vehicle Charging Stations $ 52,600 $ 250,000 owned buildings downtown currently rely on Total $ 352,600 $ 1,250,000 EWEB’s aging steam infrastructure, which is *General estimates in current dollars planned for decommission by June 2012. (Of those, 25 non-city buildings are within the Downtown Urban Renewal District.) Although energy savings result from steam conversion, the cost is quite significant, estimated at $19.6 million (estimated at $2.85 million for conversion of the 25 Downtown District properties). To further add to this expense, the cost of steam operation increases for the remaining customers as each customer leaves the steam system. The City could collaborate with EWEB, who is already working with the Oregon Department of Energy, to secure financing options for building owners. Other green upgrades could also decrease occupancy costs and improve the appeal of downtown buildings. EWEB offers business customers rebates and a streamlined way to upgrade lighting systems, equipment, and windows with energy efficient products. City resources could be coordinated with EWEB to increase the number of upgrades completed in the downtown core. The cost range for steam conversion is $2.70 to $7.00 per square foot, typically $50,000 to $100,000 per building. Other green upgrades would depend on specific building needs and opportunities for coordination with EWEB. The City has received $300,000 from the Federal Department of Energy for a downtown building retrofit loan program through the Energy Efficiency and Conservation Block Grant (Downtown Retrofit Program). An additional $1 million in funds for energy upgrades would accommodate less than half of the estimate for steam conversion in the downtown core. Vehicle Charging: With a grant from U.S. Department of Energy, Nissan and Electric Transportation Engineering Corporation will introduce 1,000 Nissan Leafs (first mass produced 100% electric vehicle) and 2,000 charging stations for the vehicles in December 2010 to I-5 corridor communities, from Eugene to Portland. The Eugene/Springfield metro area is expected to receive about 100 charging stations for public use (on public and private property). Determining optimal locations will be critical, as each publicly available charging station will require proper connection to the power grid. An Oregon Transportation and Education Research Consortium grant will assist with an electric vehicle community needs assessment for the region. Although, the final estimate for local infrastructure costs has not yet been determined by the entity that receives the funding, $250,000 is the current place holder for an estimated 25 stations in the downtown core. (Each station is estimated to cost $10,000 with the potential for an ETEC/Nissan grant to fund up to 50%.) HOW A matching grants program would be created for property owners or tenants for green upgrades. (The grants would be coordinated with other funding sources available through EWEB.) For vehicle charging, the University of Oregon’s Community Planning Workshop will help determine optimal locations for the publicly available electric charging stations. The City of Eugene is a partner with Community Planning Workshop on the project. WHEN Energy efficiency upgrades through the funded Downtown Retrofit Program are anticipated to begin by the spring. Upgrades using other funds could begin at that same time and would be available until the funds are depleted. Vehicle charging stations could be added in installments over the next one to three years. A requirement of the federal grant is that the majority of the stations be installed by fall 2010. RELATED POLICIES/GOALS The Green Infrastructure project is supported by past public involvement and policy documents including the Sustainable Business Initiative; the Downtown Plan, the City Council 2009 Vision and Goals; and the Downtown and Riverfront urban renewal plans. ATTACHMENT G Beam Development at Willamette & Broadway– project description GENERAL BACKGROUND Beam Development owns the Centre Court building and adjacent vacant lot on the southwest corner of Broadway and Willamette. As will be described in detail at the December 14 work session, Beam has proposed to develop the project in phases. The first phase would be to rehabilitate the building for office and retail. The second phase would be to develop the adjacent vacant lot. The Centre Court Building is at the intersection of two Great Streets, the primary crossroads of the urban center. Currently, the vacant condition of this building appears as a symbol of the economic conditions downtown. For this reason, rehabilitation of the Centre Court is a community priority and a critical piece in the forward momentum for a revitalized downtown. The Urban Renewal Agency and Beam Development signed a Purchase and Sale Agreement (PSA) in May 2008 for Beam’s purchase of the Centre Court building and adjacent vacant parcel, and the Washburne Building. Beam purchased all three properties in July 2008. City staff has worked with Beam since that time to structure a financially viable project, using a combination of federal and local funds. In November, Beam proposed to move forward with the Centre Court, and to include the new construction in the vacant site as a second phase. Beam also began interior work including hazardous materials abatement from the building. They anticipate submitting building permits for interior demolition in winter 2010 and construction permits in spring 2010. The rehabilitation is expected to include quality materials that reinforce the historic character of this prominent building. JOBS/ECONOMIC DEVELOPMENT IMPACT ImpactDescriptionTotal Jobs based on cost of renovating and converting the existing Centre Temporary Construction Court building, business purchases related to construction, and 270 Related Jobs employee purchases Permanent JobsJobs based on phase 1 (Centre Court rehabilitation)192 Brings a key corner in downtown back to life, encouraging new Indirect Economic Impacts business and attracting visitors. 1 Temporary Construction Related Jobs : Based on the estimated cost of the project, 184 temporary construction jobs would be created, 64 of which would be from new money in the economy. The 1 Temporary construction jobs were calculated based on the estimated costs of construction. Staff applied the U.S. Department of Energy standard: for every $92,000 invested in a project one temporary construction job will be created. Staff also provided the estimated construction costs to the Oregon Employment Department to calculate the number of temporary construction jobs that would be created by “new” money flowing into the local economy. project will also result in 67 indirect jobs driven by business purchases related to these projects. They will also contribute to the creation of 19 induced jobs based on employee purchases. Permanent Jobs : Based on industry employment standards for office and retail an estimated 192 permanent jobs will occupy the completed Centre Court building. Indirect Economic Impacts: The rehabilitation of the Centre Court brings a key corner in downtown back to life. The newly rehabbed building will enhance the downtown economically and aesthetically, and attract new businesses and area visitors to downtown. SPECIFIC CITY ACTIONS City Action Estimated Cost To finance the Centre Court rehabilitation, the City Construction Financing $ 6,504,000 would provide federal funds from the Department of Total $ 6,504,000 Housing and Urban Development Section 108 (HUD 108) loans and Brownfield Economic Development Initiative (BEDI) grant in the amount of $6,504,000 (assuming the application process is successful, as is anticipated). Private investment will be approximately $735,000. HOW Project design and construction would be managed by Beam. The City would act in partnership with Beam to provide input on design and assistance with construction financing. WHEN Council is scheduled to consider amendments to the Purchase and Sale Agreement on December 14. Council will hold a public hearing on the use of HUD 108 funds on December 14. Following the hearing and public comment period, council would need to consider a resolution authorizing official application for the federal funds. HUD could then make a decision at the end of January with funds available by the end of February. Beam would start construction by in early 2010 and complete occupancy by early 2011. RELATED POLICIES/GOALS Business assistance and improvements to the building stock downtown is supported by City Council’s Downtown Collective Statements August 2009; Downtown Plan; West Broadway Advisory Committee Recommendations; Park Blocks Master Plan; Central Area Transportation Study; Downtown Vision; Cultural Policy Review; and Growth Management Policies. ATTACHMENT H Coordination, Physical Space, Illegal Behavior & Consequences – project description GENERAL BACKGROUND Safety is a cornerstone to fostering a vibrant downtown. All efforts to revitalize and redevelop the downtown depend on a strategy to enhance real and perceived public safety. The City has formed a broad-based Downtown Public Safety Task Team to explore new approaches to downtown safety. In November 2009, the Task Team was convened jointly by the Eugene Police Department and the City Planning and Development Department in recognition of the vital link between safety and other redevelopment efforts. The Task Team will hold its final meeting on December 16 and soon report their findings to the City Executive Managers who will then make recommendations to the City Council. JOBS/ECONOMIC DEVELOPMENT IMPACT ImpactsDescription Safety contributes to an active and economically vital downtown. Improvements to Economic impactsexisting safety activities and related amenities in the downtown support downtown businesses and contribute to the overall positive experience of visitors. SPECIFIC CITY ACTIONS An increased police and security presence Unfunded Item Funded estimate downtown, coordination of existing Coordination of Services & Planning ? ? services and physical modifications to the Accountability & Consequences ? ? downtown area will improve safety and Physical Space/Environment ? ? establish an environment that makes the Illegal & Unpleasant Behaviors ? ? downtown a safe and welcoming place for all community members. The Task Team Cost information will be available once the Task Team completes its recommendations. has identified four key themes to address safety issues: 1) coordination of services and/or a coordinated plan, 2) accountability and consequences, 3) physical space and environment, and 4) illegal and unpleasant behaviors. Below is a brief summary of the theme area and several example city actions that have been discussed at Task Team meetings, thus far. 1.Coordination of Services & Planning : The need to coordinate services with safety providers and stakeholders is a critical component of the strategy to improve downtown safety. The Task Team has identified the need for improved communication between all of the private and public security groups, development of an “Umbrella Concept” to overlay police officers and security providers for maximum coverage of key trouble areas, better coordination of event programming to draw more people to downtown Eugene (addressed in the Arts & Entertainment District project description) and the possibility of focusing some of the City’s Human Service Contributions to downtown issues. 2.Accountability & Consequences: Many of the strategies under consideration by the Task Team include some degree of enhanced police presence in the downtown area to decrease crime and unpleasant behaviors and increase the perception of safety for community members. Some of the proposed strategies include: the establishment and staffing of a downtown public safety station to coordinate bike and foot patrol officers as well as security personnel and crime prevention experts (addressed in the LCC Downtown Center project description); expanding the number of downtown patrol officers, especially during night-time hours; extending the authority for citations and/or complaints to security personnel; and researching the possibility of creating downtown work crews sentenced in Municipal Court to work in the downtown area. 3.Physical Space & Environment: Strategies for the physical space and environment theme area include improvements to lighting and the addition of seasonal lights at other times of the year; improved cleanliness such as more frequent power washing of streets, increased litter and waste pick-up as well as bio-hazard removal; resolving the public restroom debates; and the establishment of a arts and entertainment district to increase activities in the area (addressed in the Arts & Entertainment District project description). 4.Illegal & Unpleasant Behaviors: Strategies under consideration to address illegal and unpleasant behavior include more parole and probation officers downtown and the use of more safety-zone exclusions; housing answers for chronic offenders, especially people with mental illness and/or alcoholism; coordinated efforts to increase jail space options; crime reduction focused on chronic offenders; reducing the number of people supporting panhandlers; and programs to encourage people on the street to respect their own community and change negative behaviors. HOW & WHEN The Downtown Safety Task Team will hold a final meeting on December 16, 2009. Staff will refine the strategies, adding cost estimates and alternative funding possibilities. Finalized strategies will be forwarded to the executive managers for their consideration. The executive managers should receive the finalized strategy recommendations by the first part of January. The executive managers will then consider these strategies in the FY11 budget process and will determine a process to provide City Council with the results of the Task Team’s work. RELATED POLICIES/GOALS Downtown safety is supported by past public involvement and policy documents including several of the Council’s 2009 vision and goals on Neighborhood Empowerment, Arts and Outdoors, and initiatives concerning Police, Homelessness, Downtown, and Sustainability. Public safety strategies are supported by the Downtown Plan, Central Area Transportation Studies, JEO Regional Economic Development Principles, and Growth Management Policies. ATTACHMENT I Rebranding, Easy Payments & Free Parking – project description GENERAL BACKGROUND The City of Eugene’s Parking Services program manages downtown, campus, and neighborhood parking, including the operation of off-street parking facilities, code enforcement, and Municipal Court services. The program also contributes to the General Fund, pays debt service, and strategically manages the long-term parking needs of the community. Currently there are 15,000 downtown parking spaces, 1,000 of which are on- street spaces. With approximately 14,000 people working downtown, the availability of on-street customer parking is a concern for downtown businesses. Additionally, City Parking Services does not have a clear and unified system to help downtown visitors locate parking facilities and understand the free parking program, the business parking validation program, or how economically competitive the City’s hourly and monthly parking rates are relative to other downtown parking operators. A year ago, the city council established a subcommittee to work on downtown parking issues and to support the broader goal of creating a vibrant downtown. Last August, the Downtown Parking Subcommittee reviewed parking ideas and options that could readily be implemented to spur greater use, draw more people, and leverage economic opportunities in downtown. JOBS/ECONOMIC DEVELOPMENT IMPACT ImpactsDescription The availability of parking contributes to a safe, active, and economically vital downtown. Improvements to existing parking and related amenities in the downtown Economic impacts support downtown businesses, contribute to the overall positive experience of visitors, and allow employers with a large employee base to locate downtown. Parking is a development tool that integrates with the vision of an active and vibrant downtown. New and existing public parking can be used to support desired private and public development. Appropriately managed parking encourages downtown business and cultural activities, and creates a positive experience and perception of downtown. A strategic approach to parking management requires a balance of competing priorities. Parking must be perceived by users as easy to locate and readily available. At the same time, businesses require frequent parking space turnover, especially in key locations, such as on-street spaces. Management strategies include coordinating the type and location of parking, hours of enforcement, rates, and signage. Parking is an economic development resource for downtown businesses. The availability of bulk parking permits for spaces in city owned garages supports larger employers, like Enterprise which currently employs 300 people, to locate their offices downtown. On-street parking spaces directly tie to the success of downtown businesses that rely on steady customer demand. On-street parking spaces represent just 6% of the total number of downtown parking spaces. Coupled with the downtown parking exemption that allows a business to not provide on-site parking, on-street parking is very important and valuable to commercial activity. The City of Fort Collins estimates that a parking space in front of a retail establishment can directly contribute up to $300,000 in gross revenue per year. SPECIFIC CITY ACTIONS Unfunded City Action Rebrand the Downtown Parking System: A consistent brand or Estimate* image helps visitors find and remember downtown parking Rebranding $ 500,000 services. Portland’s SmartPark System and Vancouver, B.C.’s Easy Payments $ 100,000 Free Parking $ 200,000 EasyPark have had great success through brand identification. City parking lots and structures would be clearly visible to Total $ 800,000 motorists, as well as hours of operation, costs, and parking *General placeholders options. Currently, the City parking system is often confused with other private parking operators. The City of Eugene operates the majority of the parking structures in downtown Eugene. Improving wayfinding signs and using consistent signage at all City parking facilities would increase their accessibility and help promote the City’s parking services, which offer st business parking validation, 1 Hour Free parking, and evening and weekend free parking. (In downtown Portland, the launch of the SmartPark brand resulted in a revenue increase of 30%.) Specific action steps are to (1) create an easy to identify image for the City’s parking services, (2) market the parking program, which already includes 1st Hour Free and Free Saturdays/Sundays in garages, and parking validation by downtown businesses, and (3) create a clear and unified system to help downtown visitors find City garages (wayfinding), We have completed step one with the brand of “Epark – Its Easy, Economical, and Eugene.” The estimated cost for rebranding the parking system downtown is between $500,000 and $1 million, including garage signs, painting and garage appearance improvement, and street signs. Easy Payments: Many other municipal parking operations have experienced higher customer satisfaction and an increased use of parking when the payment transaction is as easy as possible. When credit card or pay by cell phone options are presented to customers, the payment transaction happens quickly and customers continue to their destination. Easy payment technologies increase the use of parking spaces and therefore increase revenue. The cities of Portland and Boulder have experienced an over 40% increase in on-street revenue after installing multi-space, credit card meters. These systems, however, do increase operating expenses, including maintenance, software licenses, merchant credit card fees, and cellular connections. The estimated cost for easy payment improvements is $75,000 to $200,000. st Free Parking: The City’s current 1 Hour Free Parking, Business Parking Validation, and free evenings and weekend parking are popular programs that are frequently used by the public. Additional ideas for downtown parking incentives are described below and are estimated to reduce parking revenue by $125,000 to $1 million. (In FY09, all downtown on-street meters generated $680,000.) ? First ticket is free! – Give a warning parking ticket for the first parking violation. Subsequent tickets, within the next six months, would include fines that increased with each ticket. The City of Fort Collins, Colorado calls the first ticket an “Oopps” ticket. The system resets itself if the vehicle is parking ticket free for six-months. The impact of this policy change is a citation revenue loss of $125,000. ? Sprinkle “Customer 10 Minute Parking” around downtown – This option would add 10 minute customer parking spaces around downtown to support businesses’ need for parking space turnover. Enforcement of 10 minute parking zones would be challenging. ? Free downtown parking during holidays or targeted dates – In partnership with downtown businesses, create guidelines and a marketing plan for free parking during the holidays and targeted dates to support downtown businesses. (The current holiday parking is one such example of this option.) HOW City actions described above and would be coordinated with Downtown Eugene, Inc., as appropriate. WHEN Staff can implement strategies and projects over time as per City Manager directive and appropriate timing. RELATED POLICIES/GOALS Improvements to downtown parking is supported by City Council’s 2009 goals and vision; City Council’s Downtown Collective Statements August 2009; Eugene City Code 9.6410 (4) – Downtown Parking Exempt Zone; the Downtown Plan; the Central Area Transportation Study; the Growth Management Policies. ATTACHMENT J Arts & Entertainment District – project information GENERAL BACKGROUND Arts, entertainment, and cultural activities make a significant contribution to a thriving downtown and to a healthy local economy. Currently, downtown Eugene is home to a wide array of entertainment options including: theater, dance, concerts, art galleries, and restaurants. Most of these are located along Willamette and Broadway or take place in the Park Blocks. With these great foundations in arts and entertainment, a well-defined Arts and entertainment District with a mix of venues and activities would take downtown’s existing activities to the next level and attract more visitors and foster community pride. Lord Leebrick Theatre Company’s property purchase along West Broadway and the success of The Shedd Institute at the eastern end of Broadway provide significant cultural bookends for this key downtown street. Organizations such as DIVA, local galleries and restaurants provide destinations and desired activity in between. Similarly, the Hult Center and the McDonald Theatre and the galleries in between on Willamette provide downtown destinations for residents and visitors in our community. The initiation and support of an Arts and Entertainment District along Broadway and Willamette, and support for the Park Blocks activities would tap the potential of these events and venues to characterize downtown as a rich arts and culture city center. An Arts and Entertainment District in downtown would encompass thth Broadway, from Charnelton to High Street, and Willamette from 7 to 11 avenues. Creating an Arts and Entertainment District requires a concerted, collaborative effort to support and sustain the programs, events, and accessory uses. In conjunction with the Arts and Entertainment district, improvements to the Park Blocks and expansion of available space will support a cornerstone of downtown activity and one of the most significant public event venues in the city. The Park Blocks are the historic center and most identifiable public space in downtown. For the past few years, the Farmer’s Market has expressed a need and desire to expand its offerings to maintain financial viability and potentially operate year- round. JOBS/ECONOMIC IMPACTS ImpactDescription Jobs created within the arts and entertainment sector itself as well as hotel, Permanent Jobs restaurant, and retail jobs supported by visitors to events and performances. Jobs created by new businesses and professionals attracted to the downtown Indirect Economic Impacts because of a large offering of art and culture activities. The arts and culture sector is a growth industry that supports jobs, generates government revenue, and 1 is the cornerstone of tourism. An art district in the downtown will contribute to a positive public image; business, community, and cultural diversity; and the tax revenue base. According to a study by the US Department of Agriculture, the national average of annual sales at farmers’ markets across the country is $312,000. This national average is thought to be low, and 2 Eugene’s markets are actually considered larger than the average farmers’ market. Money spent at a farmers’ market supports small and medium sized growers in the region who oftentimes are not able to market their produce to larger venues. In many cases, a farmers’ market provides supplemental income or is the small or medium-sized farmer’s sole source of income. 3 Permanent Jobs: Currently in Eugene, 617 arts and culture related businesses provide 2,891 jobs. The majority of these jobs and businesses are clustered in downtown. However, arts and entertainment related businesses do more than provide permanent jobs within that industry. The events and performances sponsored by the arts and culture sector attract visitors to the downtown whose purchases cause rippling economic effects in other sectors. Downtown restaurants, hotels, parking garages, and retail stores all experience positive economic benefits from visitors to arts and culture related events. In turn, downtown businesses are able to retain their employees and to expand their businesses. Indirect Economic Impacts: A vibrant arts and entertainment community is good for local businesses. By improving the quality and livability of downtown with the addition of a designated Arts and Entertainment District, downtown will become more attractive to companies considering relocation. In this way, supporting the District may attract additional sources of revenue and contribute to the overall economic vitality of the area. SPECIFIC CITY ACTIONS Signage & Wayfinding : The Arts and Unfunded City Action Funded Entertainment District needs a distinct, Estimate identifiable character to serve as a local Signage & Wayfinding - $ 150,000 destination, coordinate marketing efforts, Public Art - $ 300,000 and draw visitors to downtown. Overall Public Amenities & Infrastructure - $ 250,000 concept design and installation at key Park Blocks Improvements - $ 300,000 locations would cost approximately Farmers’ Market Expansion - $ 4,100,000 $150,000. Signage for individual Programming $ 15,000 $ 50,000 businesses could be coordinated with the Total $ 15,000 $ 5,150,000 wayfinding system. *General estimates in current dollars Public Art: The installation of additional public art downtown would allow a creative identity and image to define the District and reinforce Eugene’s distinctive community character. Selection of the pieces would be determined by the City’s Public Art Committee and coordinated with the Public Arts Master Plan. Primary locations for the pieces would be along Willamette and Broadway and in the 1 Americans for the Arts, Economic Impacts http://www.artsusa.org/information_services/research/services/economic_impact/default.asp 2 This statement is based on information from Larry Lev, a professor in Oregon State University’s Department of Agricultural and Resource Economics. 3 This statement is based on a presentation by Randy Cohen of Americans for the Arts. (11/6/09, Hult Center for the Performing Arts) Park Blocks. The identified amount of $300,000 would purchase and install an estimated five works of public art. Public Amenities & Infrastructure: Improvements to sidewalk and plaza comfort are envisioned to provide an inviting and safe downtown environment. The identified amount of $250,000 would concentrate on careful additions or upgrades to lighting, landscaping, signage, benches, and paving. Expenditures for improvements to Broadway Plaza could include temporary installations from May to September to support “summer in downtown” attractions, enliven the space, and compliment other efforts in the downtown core. Park Blocks Improvements & Farmers’ Market Expansion: Improvements to the Park Blocks reinforce the continued use of a signature downtown destination. An investment in improvements to the Park Blocks the amount of $300,000 would include a covered stage and lighting to provide a year- round location for downtown venues and attractions. In conjunction with the identified amount for public art, a child-friendly sculpture or interactive water feature could be installed in the Park Blocks for a family-friendly destination. Additionally, $4,100,000 is estimated for the purchase and demolition of the Lane County-owned “butterfly” parking lot that is ideally located for an expanded Farmers’ Market and could provide a year-round venue. Programming: Programming provides a coordinated and strategic approach to enhance the image of downtown as a safe and welcoming destination, supporting downtown businesses, enlivening public spaces, celebrating the unique assets of downtown, and engaging the community through participation in events. Currently, $15,000 is budgeted for annual programming. An additional $50,000 would support programming, marketing, and staging events throughout the year. HOW Public art selection and installation would be coordinated through the City’s Public Arts Committee. Expansion of the Farmers’ Market would need to be coordinated with Lane County and the Farmers’ Market. WHEN Projects would be prioritized over an estimated one to five year period, with public art purchases occurring annually. RELATED POLICIES/GOALS The Arts and Entertainment District concept is supported by public involvement efforts and policy documents including the Downtown Plan, the Cultural Policy Review, and the West Broadway Advisory Committee Recommendations. The Great Streets concept, the backbone of the Arts and Entertainment District along Broadway and Willamette, is an element of the Downtown Plan, adopted in 2004. Adopted policies support connecting special places downtown and reinforcing the creative, distinct culture of downtown as the cultural center for the city and the region. ATTACHMENT K Potential Projects The eight potential projects are grounded in the recent downtown collective statements and strategies; public input from the downtown revitalization survey; prior public involvement; and planning documents. They are designed to contribute to boosting the local economy and fostering a vibrant downtown through the four downtown strategies (jobs and redevelopment, safety, parking, and attractions and amenities). The projects shown below will serve as a starting point for public and council discussions and may be expanded or contracted based on future conversations. Foster a Vibrant Downtown & Boost Local Economy Jobs & Redevelopment Attractions Safety Parking Strategy & Amenities Strategy Strategy Strategy Green Beam / Coordination, Physical Space, Rebranding, Arts & LCC VA Business Assistance Infrastructure Centre Court Illegal Behavior & Easy Payments, Entertainment Clinic & Housing Consequences & Free Parking District ATTACHMENT L Possible Tools for Implementation of Projects Below is a short description of possible tools that could be used to implement desired downtown projects. Where applicable, the description includes information on specific requirements or limitations for each tool. Bond Financing Voter approved General Obligation bonds could be used for capital improvements that meet constitutional and statutory requirements. A property tax levy would be used to repay the bonds. Other types of bond financing may be used where an identified source of repayment is available. For example, a bond issued to assist with the VA clinic project could be repaid through VA lease revenue. Downtown Urban Renewal Funds Downtown Urban Renewal funds (loans and grants) could be used to fund capital improvements and program administration. Funds could also be used to replace capital improvement funds in other city accounts (like parking, Atrium, Hult, etc.) that would then free-up funds that could be contributed to the General Fund for other uses. An example of another use would be for police. However, the District currently has insufficient funds to cover the projects described. Facility Reserve Facility reserve is a potential source for a downtown safety station. Federal Housing-Related Funds Affordable housing developments could be eligible for Federal Community Development Block Grant and HOME funds. Funds from Increased Revenue A few specific examples related to downtown include: increased marketing of City parking options to attract parking customers to parking locations, or parking system rate increases or changes to free and bulk parking programs. General Fund Service Reprioritization General Fund service reprioritization could be used to fund or to supplement funds for identified projects. Grants & Donations Grants and donations may be available to supplement the purchase of public art, to provide additional funding for vehicle charging, and for energy related costs. For example, EWEB and the City are applying for more federal funds from the Department of Energy that would provide an additional $1 million in funding for steam conversion. (DOE anticipates notifying applicants selected for award by March 15, 2010 and making awards by May 15, 2010.) HUD 108/BEDI Federal loan from the department of Housing and Urban Development and federal grant from the Brownfield Economic Development Initiative (collectively the “HUD 108/BEDI funds”) – currently slated for the Beam project on Willamette and Broadway (access to funds requires an application process: public comment period, public hearing at council, council resolution, HUD review and approval by end of January, HUD funding by end of February). Human Services Commission Funds Work with HSC to re-prioritize existing resources to contribute to downtown safety. Local Option Tax Levy Local option tax levy could be used for capital items or programming. Sale of Assets for One-Time Funding Sale of City owned assets could generate one-time funding. An example is the sale of parking assets. Transportation or Public Works Funds Limited transportation or Public Works funds may be available to supplement improvements for sidewalks and plazas. A note about tax exemptions: Tax exemptions support desired outcomes like job creation and housing development. However, tax exemptions do not provide a source of funds for desired projects. For example, the Multiple-Unit Property Tax Exemption (MUPTE) or the Vertical Housing Tax Exemption both support housing downtown, although neither provides a source for paying expenses like SDCs/permits or site preparation. ATTACHMENT M Great Streets – Update Great streets are special places that transcend a transportation function and become destinations in themselves. The Great Streets concept helps connect special places, concentrate investment and activity, and characterize our downtown as an active and inviting city center. When the Downtown thth Plan was adopted in 2004, four Great Street were identified (Willamette, Broadway, 8, and 5) based on historical importance, development pattern and redevelopment opportunities. Willamette and thth Broadway are oriented to cultural activities and retail; 5 is retail focused, and 8leads from downtown to the Willamette River. The Great Streets concept was one of the most widely supported ideas to emerge from the Downtown Vision project and is a key feature of the adopted policies and aspirational goals of the Downtown Plan. The concept continues to guide decisions and discussions on the future of downtown. The proposed downtown revitalization projects reinforce the Great Streets concept and take advantage of existing investment and current momentum for redevelopment. For example, the Arts & Entertainment District project works to establish a creative, active pedestrian area on Willamette and Broadway. Other projects, including those located on other streets, will also positively impact activities and development potential along the Great Streets. Elected officials, committee members, and residents have asked about the current implementation of the Great Streets concept, specifically related to government office space. While moving City offices thth away from 8 does not contribute to the concept of 8 as a civic street, this action could be seen as an interim step, potentially reusing the existing City Hall for publicly supported uses. In addition, efforts to support the Park Blocks, through improvements, activities, and expansion reinforce the civic presence along this key street. The importance of 8th and potentially 5th avenues reaching to the river, and the role of the other Great Streets continue to be supported by the community and a viable decision-making framework to focus investment, stimulate desired activity and revitalize downtown.