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Agenda Item - 2022-12-20 - Number 8.05 - Resolution 22-44, Adopting an Economic Development Plan503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY Subject: Resolution 22-44, Economic Development Strategy and Resource Plan Meeting Date: December 20, 2020 Staff Member: Scot Siegel, Director Department: Community Development Action Required Advisory Board/Commission Recommendation ☒Motion ☐Approval☐Public Hearing ☐Denial☐Ordinance ☐None Forwarded ☒Resolution ☒Not Applicable☐Information Only Comments: ☐Council Direction☐Consent Agenda Staff Recommendation: Approve Economic Development Strategy and Resource Plan Recommended Language for Motion: Move to adopt Resolution 22-44. Project / Issue Relates To: Economic Development goal and initiative Issue before Council: ☒Council Goals/Priorities: Support business investment and job creation in Lake Oswego. Council Initiative: Adopt an Economic Development Strategy and Resource Plan. ISSUE BEFORE COUNCIL Whether to adopt an Economic Development Strategy and Resource Plan, or provide direction to staff on other strategies and resources to pursue. EXECUTIVE SUMMARY The proposed Economic Development Strategy and Resource Plan is provided in Resolution 22- 44 for City Council approval (Attachment 1). The Plan is intended to “Support business investment and job creation in Lake Oswego”, consistent with City Council’s goal and study 8.5 Page 2 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY sessions last year, including discussions with the Lake Oswego Chamber of Commerce. The proposal also incorporates input from City departments, as well. (Attachment 2). In summary, staff proposes a partnership between the City and Chamber to carry out specific elements of the Plan that the Chamber is better positioned to lead. For other elements, the City would lead or collaborate with the Chamber and other organizations. The Council has previously approved the Chamber’s grant proposal for using American Rescue Plan Act funds to fulfill its role, consistent with the proposed plan. The Council can further endorse this approach by approving the proposed Economic Development Strategy and Resource Plan. This work is also consistent with the Comprehensive Plan’s Economic Vitality Chapter, which provides recommended action measures (RAMS) to support economic development, including: working with local business organizations to promote discussion concerning land use and other regulations that affect business (RAM D); coordinating with state and regional economic development agencies and groups (RAM E); and, encouraging private investment (RAM H), among other actions. BACKGROUND On September 21, 2021, the City Council received an update on current market conditions and trends, prior City plans for economic development, and options for drafting an economic development strategy. As part of the study session, consultant Mary Bosch reviewed the types of economic development services that cities typically provide, and services that are typically provided by other entities. Chamber representatives shared ideas and recommendations for how the City and Chamber could work together to support the local economy. On December 21, 2021, the Council considered potential goals for an economic development strategy and directed staff to prepare a strategy and resource plan for approval. Toward that end, over the past year staff met with Chamber representatives to identify ways the Chamber and City can work together. Additionally, the Community Development Director facilitated focus groups with staff from all departments to explore ways that city government can best support business expansion and job creation with existing resources (no additional FTE). For additional background, please refer to the December 21, 2021 Council Report, and the focus groups summary in Attachment 2. DISCUSSION As discussed during Council’s prior study sessions, some economic development tasks typically fall under the purview of local government, while others roles are filled by state agencies and non-governmental organizations, including chambers of commerce: City Government Chambers of Commerce Planning and zoning (land supply) Voice of business community Economic vision, goals, strategic plan Business advocacy and networking Business retention, expansion, attraction Small business education Redevelopment Events – community and customers Page 3 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY One-stop permitting Tourism marketing (some cities do this) Policy: transportation, land use, housing RECOMMENDATION The proposed Strategy and Resource Plan is provided with Resolution 22-44 (Attachment 1). ATTACHMENTS 1.Resolution 22-44, with Exhibit 1 2.Internal Focus Groups Summary 3.City Council Report on Economic Development, 09/21/2021 [link only] RESOLUTION 22-44 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LAKE OSWEGO ADOPTING AN ECONOMIC DEVELOPMENT STRATEGY AND RESOURCE PLAN. WHEREAS, it is a City Council goal to encourage business investment and job creation; WHEREAS, the Comprehensive Plan’s Economic Vitality Chapter provides recommended action measures (RAMS) to support economic development, including working with local business organizations to promote discussion concerning land use and other regulations that affect business (RAM D), coordinating with state and regional economic development agencies and groups (RAM E), and encouraging private investment (RAM H), among other actions; and WHEREAS, the City has prepared an Economic Development Strategy and Resource Plan in coordination with the Lake Oswego Chamber of Commerce (Chamber); and WHEREAS, the City approved American Rescue Plan Act grant funds for the Chamber to assist the City in carrying out a citywide Economic Development Strategy; NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Lake Oswego that: Section 1. The Economic Development Strategy and Resource Plan in Exhibit 1 is adopted. Section 2. Effective Date. This Resolution shall take effect upon passage. Considered and enacted at the regular meeting of the City Council of the City of Lake Oswego on the 20th day of December 2022. AYES: NOES: EXCUSED: ABSTAIN: ___________________________________ Joseph M. Buck, Mayor ___________________________________ Kari Linder, City Recorder ATTEST: APPROVED AS TO FORM: ________________________________ Evan Boone, City Attorney Pro Tem Resolution 22-44 Page 1 of 1 ATTACHMENT 1 COMMUNITY DEVELOPMENT 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY ECONOMIC DEVELOPMENT STRATEGY AND RESOURCE PLAN December 2022 1. Business Information Collection and Dissemination. The City can support and encourage business investment and job creation by staying informed on the needs of existing and prospective local businesses and other firms with a local presence. This includes maintaining a business inventory, including commercial vacancies, periodically interviewing property managers and business owners, and monitoring market conditions and trends. Strategy: Collect and disseminate information on existing and prospective businesses and business locations to support business investment and job creation in Lake Oswego: a. Conduct biennial business community surveys (Chamber) b. Maintain list of businesses in Lake Oswego (Chamber) c. Annual business visits/walk and interviews (Chamber) d. Periodically update the City’s Retail and Office Market Studies (City) e. Information sharing between City and Chamber (City-Licenses; Chamber-above data) f. Provide resources to assist businesses interested in locating, expanding or remaining in the city (Chamber-Marketing; City-Permitting) Resources: The City’s role will be accomplished with existing resources in Community Development and Finance. Initial support for the Chamber’s work will be from a $50,000 American Rescue Plan Act Nonprofit Grant by the City. The Retail and Office Market Studies are prepared by a consultant. Metrics: • Business Investment o Building permit valuation, new business licenses, and commercial vacancy rates o Assessed value of real property including appreciation in the urban renewal districts o Retail spending (multiplier) from community events • Job Creation o Business license data o Data from the US Economic Census (5-year cycle) Reporting: Quarterly meetings between Chamber and City to discuss work plan progress. An annual report to include: o An analysis of the specific steps taken to perform the tasks discussed above; o A summary report of businesses that received direct assistance from the Chamber for business retention or expansion. This report should include the total number of businesses that contacted the Chamber or that were contacted by the Chamber; o The number of businesses that received technical or educational assistance either directly from the Chamber or through an agency with which the Chamber has a partnership; EXHIBIT 1 Page 2 of 4 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY o A summary report of prospective businesses the Chamber talked with about relocating or opening in Lake Oswego; and o A report on the variety of specific promotion activities executed for the purpose of attracting visitors to Lake Oswego, especially to attend significant community events. 2. Direct Business Assistance. City staff will assist businesses in accessing city services in the most efficient and helpful way possible while also practicing continuous process improvement with limited resources. Whether issuing permits for building tenant improvements, managing business access during road construction, assisting people at the library as they apply for employment, or managing the Farmer’s Market, city employees play an important role in creating a business-friendly environment. Although Lake Oswego does not have a single point-of-contact, an economic development specialist or manager, for businesses, city staff are responsive and provide high-quality services consistent with the City’s Mission and Values of, Respect, Excellence, Trust, and Service. Because the City does not have inhouse expertise or capacity to provide specialized business assistance, such as connecting business owners to grants and loans offered by county, state, and federal agencies, workforce training, and assistance for dislocated workers, we partner with other entities who have this expertise. Strategy: Provide strategic business assistance including education and training to support business investment and job creation in Lake Oswego: a. Host trainings and workshops to help businesses thrive (Chamber) b. Provide business counseling, technical assistance, business education and business plan review services to small businesses. Develop and maintain relationships with agencies and governments that provide aforementioned services to businesses (Chamber) c. Maintain and disseminate information about available grants and other funding sources in coordination with other agencies, government and nonprofits (Chamber-lead; City-support) Resources: The City’s role will be accomplished with existing resources in Community Development and the City Manager’s Office. Initial support for the Chamber’s work will be $50,000 in American Rescue Plan Act funds. Reporting/Metrics: Same as under Strategy #1. 3. Coordination and Networking. Just as private businesses must network to stay informed and remain competitive, local governments need to engage with other agencies in order to best serve the public, including the business community. This was particularly important during COVID-19, as City staff attended numerous county, regional, and state economic development meetings to secure financial resources and assist the business community. Current partners and resources include Greater Portland, Inc., Business Oregon, and Clackamas County, among others. Strategy: Coordinate with other governments and nongovernmental organizations to support business investment and job creation in Lake Oswego. a. The City will continue to interact with Greater Portland, Inc., and other governments, including counties, the State of Oregon, and federal agencies. Page 3 of 4 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY b. The Chamber will take the lead on business-to-business networking and education. The Chamber should also continue to coordinate with the City when they apply for governmental grants. c. The City should continue to designate high-level management who can attend Chamber of Commerce and Lake Grove Business Association meetings to answer questions and provide updates on City projects and programs. Resources: The City’s role will be accomplished with existing resources in the City Manager’s Office. Reporting/Metrics: Same as under Strategy #1. 4. Permitting. The City of Lake Oswego is known as having a friendly and customer-service oriented staff but an overly complicated development code and high fees. The Planning Department annually prepares amendments to the development code to comply with state mandates, improve the code’s clarity and predictability, and to address issues identified by staff and the public in applying the code. The City also reviews its fees annually and typically increases them based on a regional cost- of-living index. However, the permit process can still be cumbersome, time-consuming, and in some cases cost-prohibitive, particularly for small tenant improvements and other commercial projects that require land use review. Typical impediments to businesses include: o Zoning/Use restrictions. For example, a bakery owner that wanted to open in the Industrial Park zone but could not because the code did not allow bakeries (code has been updated); o Parking requirements can be an impediment where a change of use triggers additional parking, though (effective January 1, 2023) the State of Oregon’s Climate-Friendly and Equitable Communities Rules reduced or repealed some requirements; o Lack of public parking in Lake Grove, as compared to Downtown Lake Oswego; o Development standards that are complex and frequently require design variances, particularly in the Downtown, and lack of flexibility in some zones for granting variances; o Time-costs associated with development review and appeals; o Fees and system development charges. Strategy: Conduct a comprehensive review/audit of the development code and fee schedule as they apply to businesses, and remove impediments to business investment and job creation while maintaining high-quality design and livability. Resources: This initiative would take at least one year to complete and will require additional resources in the Planning Department, possibly including consultant services. Allow $100,000 for a regulatory review and initial recommendations/concepts. Reporting/Metrics: Business investment and job creation. Establish metrics with community input as part of the Audit. 5. Planning and Redevelopment. The City can support local business investment and job creation by making sure that its various land use and urban renewal master plans are current and relevant. For example, the East End Urban Redevelopment Plan was adopted in the 1986, has been updated several times, and has reached its debt limit while several planned projects have not been completed. The Foothills District Framework Plan, adopted in 2011, will need to be updated if the Page 4 of 4 503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY Tryon Creek Wastewater Treatment Plant (TCWTP) is replaced with a new facility. The Lake Grove Village Center (LGVC) Plan and LGVC Urban Renewal Plan should also be reviewed and updated as needed due to completion of the Boones Ferry Road Project and lack of public parking. Strategy: Review and update as needed: a. The East End Urban Renewal District Plan – Update or retire the plan and district. b. Foothills Framework Plan – Revise or replace the Plan and Foothills District Overlay (implementing regulations) following approval of a plan for replacing the TCWTP. c. Southwest Employment Area Plan – Review and update the Plan, including its project list and Southwest Overlay District, as needed. d. Lake Grove Village Center Urban Renewal Plan – Review and update the Plan as needed. Review and update the LGVC Parking Management Plan as needed, and develop a funding strategy for public parking in Lake Grove. Resources: This strategy requires several years to complete and additional resources on the order of $100,000 - $300,000 per year, depending on Council priorities and timing. The work would be led by Community Development and the City Manager’s Office (Redevelopment), with consultant support. Reporting/Metrics: TBD - Goals and metrics with vary by project. 6. Programming and Promotions. Multiple civic organizations produce cultural events and programming throughout the year that are important to Lake Oswego’s quality of life and positively impact the local economy. These include the City, Chamber, Lake Oswego School District, Heritage Council, Lake Oswego Preservation Society, Arts Council of Lake Oswego, and Lakewood Center for the Arts, among others. While each organization is responsible for its own programming, these activities can be coordinated and cross-marketed to maximize benefits to the community including local businesses. Strategy: Coordinate and cross-promote local events to support local business. a. Coordinate an annual City and Chamber events and promotions (Chamber and City) b. Market local businesses to Lake Oswego community and visitors (Chamber) c. Leverage and cross-promote business and community events, including activities hosted by groups that receive grants from the City. Provide accurate and timely information to visitors about businesses and upcoming events (Chamber) d. Provide district-specific engagement with businesses in Lake Grove, Downtown, Kruse, and other areas (Chamber) Resources: The City’s role will be accomplished with existing resources in the City Manager’s Office with support from Parks and Recreation and Library. Reporting/Metrics: Same as under Strategy #1. # Prepared December 2022 Summary of Focus Groups with City Departments for Economic Development Strategy, 2022 ATTACHMENT 2 March 30, 2022 Page 1 of 2 PP 21-0006 Economic Development Strategy (Development Review, Permitting, Licensing, Inspections) Action Minutes Internal Focus Group March 30, 2022; 11:00 am 1.ATTENDEES Brian Don, Building; Todd Knepper, Engineering; Jessica Numanoglu, Planning; Scot Siegel, Community Development; Sid Sin, LORA; Brad Stevens, Finance; Erica Rooney, Engineering/Public Works. 2.ADJECTIVES DESCRIBING CUSTOMER SERVICE APPROACH •Friendly •Solutions oriented •Compassionate •Supportive •Comprehensive •Positive attitude •Responsive •Accessible •Flexible •Available (to explain, guide, answer questions for staff and the public) •Empathetic •Listen •Good direction/helpful •Knowledgeable 3.HOW STAFF ASSISTS BUSINESSES WITH PERMITTING, LICENSING, OR INSPECTIONS; APPROACH TO BUSINESS CUSTOMERS VS RESIDENTIAL, PUBLIC/NONPROFIT CUSTOMERS •Treat everyone the same. •More small businesses than large corporations; typically use existing space – fewer new sites. •Smaller businesses with Tenant Improvements (TI) typically need more assistance than larger businesses using a registered design professional. •Residential development pays full SDCs, but SDCs for businesses cut by two-thirds. •Finance Department has parallel process for business license applications – some customers reluctant to use computer/online option and prefer paper. •Enforcement of business licenses – complaint driven. •LORA – becomes City liaison to businesses with larger projects. •Planning – assist with signs, new businesses for tenant improvements, parking issues, help resolve conflicts between businesses and residents. Would be helpful to capture new businesses at beginning of process. March 30, 2022 Page 2 of 2 PP 21-0006 4.LAKE OSWEGO’S STRENGTHS RELATIVE TO ASSISTING BUSINESSES WITH PERMITTING, LICENSING, AND INSPECTIONS •Engineering – doesn’t charge fees for most permits, just public improvements, no charge for inspections or cost recovery for most of services – fees are very low compared to other cities. In certain areas, tree removal and sidewalk repair assistance provided to businesses, but not residential. •More accountability to public is a strength – not often seen in other government entities. •Attracting new businesses and retaining existing businesses is Council priority, extra effort is made to help. 5.CHANGES TO CITY REQUIREMENTS AND PROCEDURES TO BETTER SERVE BUSINESS •Provide more certainty, increase level of confidence in desired outcome for project. •Consider City liaison with business community. Someone with extensive experience with various city departments, processes, regulatory requirements, connections, etc. •Be aware of delicate balance between residential areas and businesses (concerns about parking, traffic, etc.). •Planning – use table doesn’t adapt well to changing business models, it needs to be nimbler. Parking for businesses continues to be problem; temporary seasonal structures could be friendlier; business information available online is text heavy/wordy – need more graphics and updated brochures. 6.NEXT STEPS Information will be shared with Council and Chamber. Meeting with Gert Zoutendijk, Fire Marshal  4/04/2022      Fire and Life inspections    Maintenance   New construction   New business licenses      Types of inspections   State‐certified entities (annual inspections required by State)  o Assisted living  o Childcare facilities  o Schools   Businesses (local program, every 2‐3 years, but none since 2019 pre‐COVID)  o Retail  o Office  o Restaurant  o Other    Most common violations   Extension cords   Outlet adapters   Holes in walls   Fire door not closed   Fire extinguishers not “serviced” (though cheaper to replace)    Process   Inspect all newly licensed businesses   Inspect all new construction that adds space   Notify registered businesses by mail that inspection to occur in next three months   Mailing includes handout with common Fire Code compliance issues   Business may request certain day of week or time, but this is not the default   Violations are written up and correction required within specified timeframe    Re‐inspections    Ideas for business assistance   Education and outreach – presentations at Chamber and distribute existing handout   Potential self‐certification option for some businesses at time of business license  renewal, maybe where there has been no past violation for certain timeframe?   Work with Planning to develop updated guidelines for mobile food trucks and carts  using new State Fire Code, if City Council considers policy change  March 30, 2022 Page 1 of 3 PP 21-0006 Economic Development Strategy (Events, Programming and Promotions) Action Minutes Internal Focus Group March 30, 2022; 3:00 pm 1. ATTENDEES Scot Siegel, Community Development; Jan Wirtz, Recreation; Jamie Inglis, Recreation; Dave Arpin, Recreation/IT; Melissa Kelly, Library; Todd Feinman, Library; Megan Phelan, City Manager’s Office/HR; Bonnie Hirshberger, Public Affairs; Madison Thesing, City Manager’s Office; Dale Jorgensen, Police and Guilian del Rio, City Manager’s Office (Equity). 2. TYPICAL EVENTS THAT DEPARTMENT LEADS OR SUPPORTS ANNUALLY  Do these events help strengthen local business?  Do any of these events impede or pose an inconvenience to local business? If so, how?  Do these events primarily serve local residents, businesses, visitors or both equally? Parks and Recreation Dept.: • Farmer’s Market-Downtown o Two public parking garages and City Hall parking lot a plus. o Attract approximately 8,000 visitors and 80 vendors weekly. o Large number of visitors shop at local businesses. o Visitors are local and from outside Lake Oswego zip code and other countries (roughly 30%). o Traffic can be an issue. • Farmer’s Market-Lake Grove (Hallmark Drive) o Partnerships with businesses are key to getting approval for permits, especially parking. • Sponsorships are key for various events, $50,000 - $100,000 generated annually and grants from Clackamas County, Whole Foods, New Seasons, Subway and others. • July 4th Parade (anticipating 10,000 people this year). • Summer Concerts (3,000 to 6,000 attendees a week). o Work with local vendors • Tree Lighting o Continues to grow each year. o Shifting to just Millennium Plaza Park this year. o Businesses often stay open late. • Lake Run • Festival of the Arts • Emergency/Disaster Preparedness Fair (local businesses and Chamber also contribute) • National Night Out • Photo Contest (gift cards to local businesses are awarded, but selected by winners) • Community Treasurer Hunt in December (ornaments from local artists hidden in local businesses); City helps promote. • Police provides a support role for many of these events. Traffic and parking is a challenge. • Blood Drive, Food Drive, Community Clean-up: have not yet made intentional effort to partner with businesses. • City can’t promote a business and has to be careful, sponsorship model is alternative. March 30, 2022 Page 2 of 3 PP 21-0006 • Cultural events such as History Month in May, Juneteenth in June, and a multi-cultural celebration in September; reaching out businesses for sponsorships. Library: • LO Reads-biggest promotional annual event, 16th year. o Serves local residents o Many sponsors and promo opportunities, including a title sponsor. o Brings visitors to town and specific businesses o Some businesses provide coupons o Signage and food ordered from local businesses • Summer Library Challenge o Asking for free coupons, etc. can be difficult, some consider it a big ask. • Pumpkin Painting Program o Ace Hardware has donated pumpkins and pumpkins have also been purchased. • Passport Program o Participants visit various businesses depending on the theme. • Reference USA Database (to research demographics, number of employees, other businesses, etc. in area prior to starting a business) • Larger library facility or multi-use facility is needed to offer meeting space, fairs, programs, and more resources such as local financial planners, a community representative/liaison. • Utilize QR codes linking everything together in one place. • Some cities have temporary spaces available for start-up businesses to use temporarily until they are established. • Trivia and film events, fairs, themes for each month that overlap local businesses. • Have businesses visit library and present their services. In the past have had home organizing businesses, leadership coaches speak. • Events and classes teaching job searching and work place skills – offer more programs to help build skilled workforce businesses might need. 3. HOW WOULD YOU CHANGE THE CITY’S EVENTS PROGRAMMING AND PROMOTIONS TO INCREASE BUSINESS INVESTMENT AND JOB CREATION IN LAKE OSWEGO?  Are there other organizations that might be better positioned to take the lead?  How would you measure success with respect to community events and business investment?  Anything else that should have been asked? • Find way to support businesses since the Boones Ferry Road project is completed. Possibly look at “passport” program. Parking is a challenge. • There needs to be a balance of what community (businesses) offer, the City doesn’t want to be in competition with private businesses. • New golf course/recreation center will provide additional event or program space. • After north anchor project is completed, work on drawing smaller conferences, 200-400 people. • Look at various businesses in Lake Oswego and how they can connect, Chamber is one resource. • Police Department doesn’t have staff and financial resources to support all events, especially larger events such as the Arts Festival and Lake Run. • Need to be mindful of minimizing impact of larger events on community. • Find out what businesses are impacted by tourism and how many are home occupations. March 30, 2022 Page 3 of 3 PP 21-0006 • Chamber is member-based organization, need to be thoughtful of other organizations to partner with and that may need resources similar to what the Chamber offers. • Have more amenities to attract employees of businesses, such as affordable places to go to lunch. 4. NEXT STEPS Information will be shared with Council and Chamber. March 31, 2022 Page 1 of 3 PP 21-0006 Economic Development Strategy (Situational Awareness for Business Retention, Expansion, Attraction) Action Minutes Internal Focus Group March 31, 2022; 11:00 am ATTENDEES Scot Siegel, Community Development; Jessica Numanoglu, Planning; Brad Stevens, Finance; Sidaro Sin, Redevelopment; Shawn Cross, Finance; Megan Phalen, City Manager’s Office/HR; Don Johnson, Fire; Weston Pay, IT; Erik Olson, Planning; and Jean Hall, Administrative Support. 1. WHAT ARE WE DOING PRESENTLY TO UNDERSTAND THE NEEDS OF BUSINESS IN LAKE OSWEGO, AND HOW DO WE SHARE THIS INFORMATION WITH COLLEAGUES IN OTHER CITY DEPARTMENTS? • The City is decentralized. Business people come to the Finance Department for a business license. They come to the permit center with different concerns or needs and that may also involve the Fire Marshal or other departments. • The City engaged property managers in regard to capital projects, but they might also need to connect with the business owners/tenants to ensure they were not left in the dark. • Some people might not feel comfortable coming to the City to talk directly about some City projects. • The City was more reactive than proactive in regard to attraction/recruitment. When people contacted the City Manager’s office they activated the rapid response team. • Perhaps it is not entirely the City’s role/responsibility to do recruitment and other organizations such as the Chamber can be part of it. • Chamber communications are now sent out to everyone who is on their list, not just their members. The Finance Department shares business licensing data with the Chamber. • A business that is thinking of moving into or relocating within the City might likely contact the Chamber. • Make it easier for businesses to know who to contact about what. • Fire Department personnel might hear a lot of things from businesses when they do life and safety inspections. • Planners get calls from businesses when they have specific issues such as a problem with sewer line replacement. • When staff contacted the broker after seeing a vacant building they were reluctant to talk about who their prospective client might be. • Businesses need to know there are sponsorship opportunities connected to City events (like Concerts in the Park), programs (such as LO Reads) and the Farmers Market that would give the businesses more exposure. • Lack of trust: Some people might be worried that becoming engaged with the City and disclosing more information about their business would uncover something about them that might result in a fine or permit requirement. Others were comfortable talking with the City about things like business assistance grants. • After the City webpages had been refreshed so they had better content for businesses there had been an increase in calls and emails asking if they were in the City and if they needed a business license. March 31, 2022 Page 2 of 3 PP 21-0006 • Maybe one of the outcomes of the Economic Development Strategy could be to create a “front door” for businesses to let them know what the city has to offer (i.e. services, permitting assistance, sponsorship opportunities). • The fact that the City has re-started the economic development process and made it a goal will be spread over time through word of mouth in part because of the Redevelopment Director’s regular walks through the downtown area to see how businesses are doing and renew/nurture past relationships. • People are surprised to see someone from the City is there to actively listen to them at Chamber networking events. It builds trust and goodwill. 2. WHAT CAN WE DO TO IMPROVE OUR AWARENESS OF BUSINESS NEEDS IN LAKE OSWEGO? • There is a lot of data available for the City to tap into that would help measure how we are doing. For example, partner with and gather more data (such as number of employees and revenue) from the County. • Cast a wider net: Establish relationships with leasing agents, commercial bankers and others who get inquiries from potential businesses in order to engage the owners before they start the business. Let them know the City is open for business and encouraging it so they can pass it on to loan applicants. • Work with groups – for example, builders’ advisory groups – which the City already engages at times when there are potential code/process changes. • Work with groups like realtors’ networks which can pass the word to others. • Ensure that capital projects such as streetscape changes do not negatively affect businesses. • The City could be more proactive in communicating with small business owners that we want to understand their concerns and we want them to be successful. • Make it easy for businesses to know who in the City to contact. • Create a “one-stop” opportunity to provide business licensing. • Ask the County to contact the City when they get calls asking about demographics, disposable income, household size, etc. • Work with staff to provide a clear and coordinated message in regard to how we respond to businesses at the counter in order to be more proactive. • Some messages could be more clearly and concisely presented – perhaps using brochures with graphics instead of long narratives. • One message could be to come and talk to the planning department to make sure your use is allowed. • There are opportunities to be more proactive in learning more about what businesses need when they have come to the planning counter with a particular question/transaction/request (and perhaps at the Finance counter as well). • Establish a channel that staff can use to share insights worth sharing across departments. • Consider how to respond better to trends such as remote working, hybrid use (office/coffee shop) and new business configurations (like a nail salon with independent contractors instead of employees). 3. HOW WOULD YOU MEASURE SUCCESS WITH RESPECT TO THE CITY’S RESPONSIVENESS TO BUSINESS NEEDS GOING FORWARD? • One measure of success is how many people the City has worked with in past years feel comfortable enough to come back and ask a question - no matter what the answer might be. • There is a lot of good data available to tap into to help inform our programming and track how well we are doing. We could partner with the City of Portland and the County, which collect it. In March 31, 2022 Page 3 of 3 PP 21-0006 addition, there is a subscription service that provides specific data on types of businesses, number of employees, and revenue per square foot. • Develop relationships with businesses that are ancillary to business startups, such as property owners, developers, leasing agents, commercial bankers and realtors. They are the ones that receive the inquiries. They can share the message that the City is open for business and encouraging it – that it is a Council goal. • Think about whether there would be value in pulling together a group of experts to advise us in addition to our engagement with people one-on-one. • Think about whether the City should create a more organized networking program. • The City has developed connections through our Emergency Preparedness Program that could be utilized. • Realtors’ networks are a great resource. • The City could work with the Chamber to set up a “one-stop” opportunity to apply for signs and business licenses and to hear about opportunities like sponsorship of events. • When the County gets calls from people about things like demographics of the City are they contacting the City? • Franchises typically have their own consultants provide them with metrics related to data such as disposable income, median income, household size, etc. • What types of businesses are going to want the City to have prepackaged metrics for them? • When people come to the Finance Department they have typically already decided to come here. • One frustration in the Planning Department is that someone has already decided on a space before they talk to us about zoning. Callers can be encouraged to talk to the Planners about zoning. • Have a really clear and coordinated message to help staff be more proactive in learning more about a business’ needs when they contact Planning for a specific, necessary, transaction. • Our website could present things better. For example, easy to understand graphics that show “If you want to open a business here…Step 1…Step 2…Step 3…” • When planners at the planning counter get a good sense of what business needs are they do not have channels to share with other departments what they have heard that is worth sharing, such as new trends and new types of configurations of businesses. 4. IS THERE ANYTHING ELSE WE SHOULD HAVE ASKED? • Send a “Thank you for doing business here” message with each business license. • Each city councilor could pair up with the Finance Manager (or some other department/program head) and regularly arrange to walk to businesses to talk with them. • Perhaps The City or LORA could regularly feature a local business, recognizing them for things such as a beautiful display/sign. • Publicize a message from the City Manager that we rely on businesses and we want them here. • Make it easier for businesses to pass a fire plan check (perhaps make it a self-check process). That would not disrupt a business as much as a visit from a group of Fire Department personnel. 5. NEXT STEPS • Scot will keep staff updated on how this information is being compiled into a message for the City Council before any message is presented to the City Council. • The next step will be to scope outreach for engaging with businesses. Scot will seek focus group members’ input on that as well. The meeting was adjourned at 12:00 p.m. April 5, 2022 Page 1 of 3 PP 21-0006 Economic Development Strategy (Capital Projects) Action Minutes Internal Focus Group April 5, 2022; 3:30 pm 1. ATTENDEES Stephan Broadus, Engineering*; Anthony Hooper, City Manager’s Office; Scot Siegel, Community Development; Sid Sin, Redevelopment; Ivan Anderholm, Parks*; Erica Rooney, Engineering/Public Works. *Participated Remotely 2. DESCRIBE CIP PROCESS AND ITS STRENGTHS AND WEAKNESSES WITH RESPECT TO MEETING THE NEEDS OF LAKE OSWEGO’S BUSINESSES • Parks: capital projects can support the economic vitality of the community, it’s not the driving purpose for the projects, but has ancillary benefits. • Redevelopment: o East End Plan, Lake Grove Plan have identified capital improvement projects that LORA does. Public improvement and redevelopment can be tied back to economic development. o A weakness – All the money has been spent in the East End and there are $50 million worth of projects that won’t be completed unless there is an extension or [Council] finds money, which is unlikely. o Working on projects that provide a physical presence downtown and an opportunity to interact with businesses. o Challenging to get businesses to trust government. Façade improvement program (inactive) built goodwill and trust. • Engineering: o Wastewater Treatment Plant – plant is being designed to look like a commercial building and there will be an opportunity for business development around it. o Utilities/Streets – have guiding documents, Transportation System Plan, Pavement Management Plan, Right-of-Way Barriers Assessment. Transportation most complicated. Also have Wastewater Master Plan, Water Master Plan that include criteria and objectives, model existing system, growth projections, identify deficiencies and needed initial improvement, apply very high-level timeline. Includes short and long-term projects reflected in the CIP. o Weaknesses – plans are subjective; objective criteria helps in selecting projects. o The city’s focus is the rehabilitation of existing facilities and infrastructure, there is not new capital for growth. o Roads are typically not new, but rehabilitation and maintenance. The city tends to align projects in areas with anticipated planned development. o Willamette Greenway – working towards completion, have possession of all easements. As Foothills area develops, will provide vital link to West Linn. This is good example of where recreation and transportation align. o Lakeview Boulevard Realignment (near Jean Road) has been completed per the SW Employment Area Plan. It included pedestrian facilities, stormwater infrastructure, and landscaping; located adjacent to two new flex-industrial/commercial buildings. April 5, 2022 Page 2 of 3 PP 21-0006 o Jean and Pilkington – installation of signal and realignment of Jean Road (Southwest Employment Area) is economic development oriented. 3. WHICH AREAS SHOULD THE CITY PRIORITIZE FOR CAPITAL IMPROVEMENTS, AND WHY? FOR REFERENCE, BUSINESS AREAS INCLUDE: KRUSE WAY, LAKE GROVE VILLAGE CENTER, SOUTHWEST EMPLOYMENT AREAS, DOWNTOWN, FOOTHILLS, MARYLHURST COMMONS-MARY’S WOODS, NEIGHBORHOOD COMMERCIAL AREAS Parks: • Prioritization is guided by planning documents which contain goals, specific implementation guidance; also receive input from Park Advisory Board. • Development of Parks Plan 2025 document cast broad net of outreach that included neighborhood associations, specific stakeholder interest groups and general public. o Plan looks at providing service and filling geographical gaps. o Looks at consistency of maintenance and level of service o Provide spaces for people to recreate. o Most projects are replacement and restoration. • Some projects can be in Urban Renewal Districts; examples include Millennium Plaza Park and Sundeleaf Plaza. Engineering: • New sidewalk by the wastewater treatment plant that will connect areas on Foothills Road. • System Development Charges were reduced by one-third for everything, except housing. This is a business-friendly aspect; however, it reduces City’s ability to implement improvements people want which includes signals and sidewalks. • Marylhurst Pump station – rehabilitated, which is downstream from Mary’s Woods. • Meadows Road – major pavement repair last year, however will eventually need to be reconstructed. • Kruse Way to Boones Way to be repaved this year if project bids come-in (within project budget). • Important to communicate with businesses on construction logistics so businesses are impacted as little as possible. 4. HOW SHOULD THE CITY RESPOND TO REQUESTS FOR BUSINESS AREA AMENITIES? ARE THERE ADDITIONAL OR ALTERNATIVE “DISTRICTWIDE” STRATEGIES (FUNDING, OPERATIONS, MAINTENANCE, ETC.) THAT COULD BE EXPLORED FOR THESE AREAS? • It is very expensive to switch or put up/take down banners. Don’t have resources; Public Works usually does the work. • Need to determine costs related to putting up/taking down banners, lights, etc. • First Amendment concerns in public right-of-way become an issue as well. • Looked at kiosks for Millennium Plaza Park that would provide access to information on events and businesses, but was too expensive, over $100K. April 5, 2022 Page 3 of 3 PP 21-0006 5. IS THERE ANYTHING ELSE WE SHOULD HAVE ASKED? • There is no system in place to cover costs of maintenance for other public spaces like there is for Parks: o Do utility fees need to be looked at that would help pay for maintenance? o Consider implementing an improvement district to help cover ongoing costs of maintenance for certain areas. 6. NEXT STEPS Information will be shared with Council and Chamber.