CITY OF OREGON CITY CITY COMMISSION WORK SESSION AGENDA
Virtual Meeting Tuesday, June 08, 2021 at 6:45 PM
VIRTUAL MEETING INFORMATION:
This meeting will be held online via Zoom; please contact [email protected] with any questions.
The public is strongly encouraged to relay concerns and comments to the Commission in one of two ways:
• Email at any time up to 12 p.m. the day of the meeting to [email protected]. • Mail to City of Oregon City, Attn: City Recorder, P.O. Box 3040, Oregon City, OR 97045
CONVENE WORK SESSION AND ROLL CALL
FUTURE AGENDA ITEMS
The Commission’s adopted goals and available staff resources shall be considered when recommending future agenda items. The Commission may add an item to a future agenda with consensus of the Commission.
1. List of Future Work Session Agenda Items
DISCUSSION ITEMS
2. Oregon City Parks and Recreation Financial Support & Sustainability Strategy Policy
3. 2021 Oregon City Police Department Annual Report
4. Transportation Demand Management (TDM) Plan Implementation Update: Parking Study (Including a Request to Continue Implementation of the TDM Plan by Reinstating Parking Meter Fees) and the Downtown Pedestrian and Bicycle Needs Inventory and Action Plan
CITY MANAGER'S REPORT
COMMISSION COMMITTEE REPORTS
A. Beavercreek Employment Area Blue Ribbon Committee - Commissioner Frank O'Donnell
1 City Commission Work Session Agenda June 08, 2021
C. Citizen Involvement Committee Liaison - Commissioner Denyse McGriff
D. Clackamas County Coordinating Committee (C4) - Mayor Rachel Lyles Smith
E. Clackamas County I-205 Tolling Diversion Committee - Appointed: Mayor Rachel Lyles Smith Alternate: Commissioner Frank O'Donnell
F. Clackamas Heritage Partners - Commissioner Rocky Smith, Jr.
G. Clackamas Water Environment Services Policy Committee - Appointed: Commissioner Rocky Smith, Jr. Alternate: Commissioner Denyse McGriff
H. Downtown Oregon City Association Board - Commissioner Denyse McGriff
I. Metro Policy Advisory Committee (MPAC) - Appointed: Mayor Rachel Lyles Smith Alternate: Commissioner Denyse McGriff
J. OC 2040 Project Advisory Team - Appointed: Commissioners Denyse McGriff and Rocky Smith, Jr.
K. Oregon Governor's Willamette Falls Locks Commission - Vacant until State Appoints Mayor Rachel Lyles Smith
L. Oregon City Tourism Stakeholder's Group - Appointed: Commissioners Denyse McGriff and Rocky Smith, Jr.
M. Oregon City/West Linn Pedestrian and Bicycle Bridge Concept Plan Project Advisory Committee - Appointed: Commissioner Denyse McGriff
N. South Fork Water Board (SFWB) - Mayor Rachel Lyles Smith, and Commissioners Frank O'Donnell and Rocky Smith, Jr.
O. Willamette Falls and Landings Heritage Area - Commissioner Denyse McGriff
P. Willamette Falls Legacy Project Liaisons - Mayor Rachel Lyles Smith and Commissioners Frank O'Donnell
ADJOURNMENT
PUBLIC COMMENT GUIDELINES
2 City Commission Work Session Agenda June 08, 2021
Complete a Comment Card prior to the meeting and submit it to the City Recorder. When the Mayor/Chair calls your name, proceed to the speaker table, and state your name and city of residence into the microphone. Each speaker is given three (3) minutes to speak. To assist in tracking your speaking time, refer to the timer on the table. As a general practice, the City Commission does not engage in discussion with those making comments. Electronic presentations are permitted but shall be delivered to the City Recorder 48 hours in advance of the meeting.
ADA NOTICE
The location is ADA accessible. Hearing devices may be requested from the City Recorder prior to the meeting. Individuals requiring other assistance must make their request known 48 hours preceding the meeting by contacting the City Recorder’s Office at 503-657-0891.
Agenda Posted at City Hall, Pioneer Community Center, Library, City Website. Video Streaming & Broadcasts: The meeting is streamed live on the Oregon City’s website at www.orcity.org and available on demand following the meeting. The meeting can be viewed on Willamette Falls Television channel 28 for Oregon City area residents as a rebroadcast. Please contact WFMC at 503-650-0275 for a programming schedule.
3 Item 1.
625 Center Street CITY OF OREGON CITY Oregon City, OR 97045 503-657-0891 Staff Report
To: City Commission Agenda Date: 06/08/2021 From: City Manager Tony Konkol
SUBJECT:
List of Future Work Session Agenda Items
BACKGROUND:
July 13, 2021 Comprehensive Plan Update with Joint Work Session with Planning Commission Cost Recovery Policy or Deferred Maintenance Assessment Water Rate Ballot Measure
August 10, 2021 Cross Street and Utility Pole Banners Follow-up on the Request for Recording Pre-Application Meetings Follow-up on Additional Housing Options (HB 2001)
September 7, 2021 Abandon and/or Semi-Abandon Buildings City Commission Policies for Review City Commission Rules of Procedure and Boards & Commissions Orientation Manual Changes
Additional Upcoming Items (These items are in no particular order)
Beavercreek Road Concept Plan (Thimble Creek) Funding Discussion
Canemah Area - Encroachments in the Right-of-Way Policy Discussion
Clackamas County Water Environmental Services (WES) Rate Differential
Clackamette Park Boat Ramp
Climate Action Plan Presentation (City of Milwaukie)
Code Enforcement Complaint Process
Page 1 of 2 4 Item 1.
Commission Policies Review
Construction Excise Tax
Cross Street and Utility Pole Banners
Downtown Oregon City Association – Semi-annual updates
Ethics Training
Land Use Training
Metro Food Waste Program Requirements - Annual Review
Oregon Main Street Update by Sheri Stuart
Parks Special Event Fees and Application Process
Parking Rate Increase for Permitted Parking in Downtown Oregon City (Green, Purple, Orange, etc. Zones)
South Fork Water Board - Mountain Line Easements Vacation
Transportation Demand Management (TDM) Plan Implementation Update
Water System Risk and Resiliency Review
Willamette Falls Legacy Project Operations and Maintenance Discussion
Page 2 of 2 5 Item 2.
625 Center Street CITY OF OREGON CITY Oregon City, OR 97045 503-657-0891 Staff Report
To: City Commission Agenda Date: 06/08/2021 From: Parks & Recreation Director Kendall Reid
SUBJECT:
Oregon City Parks and Recreation Financial Support & Sustainability Strategy Policy
STAFF RECOMMENDATION:
Provide comments regarding the draft Oregon City Parks and Recreation Financial Support & Sustainability Strategy Policy.
EXECUTIVE SUMMARY:
As part of Oregon City Parks and Recreation cost recovery work, the Department is providing two reports this evening. One is actionable, and the other is for information purposes only.
The Oregon City Parks and Recreation Department has completed the 5 phased approach to cost recovery work. We are now before the Commission to review and accept comments regarding the Oregon City Parks and Recreation Department’s Financial Support & Sustainability Strategy Policy. This policy will serve as the Departmental guiding policy to determine the amount of taxpayer support (subsidy) and cost recovery targets available for parks and recreation services.
Additionally, the department has provided, as examples, internal working procedures and tools that will be used as steps to meet the metrics listed in the adopted Financial Support and Sustainability Strategy Policy.
BACKGROUND:
Oregon City Parks and Recreation staff contracted with Amilia Consulting USA to help in a department-wide cost recovery analysis, and methodology creation. This work was completed in March 2021.
This work entailed a 5 phased approach that included:
Page 1 of 2 6 Item 2.
1. Phase 1 was staff education and training as to the ‘why’ of cost recovery. 2. Phase 2 was the development of service categories. This work required a department taskforce to name and define all services provided. After a list of all department services was compiled, the taskforce developed and defined service categories. 3. Phase 3 included a cost-of-service analysis. 4. Phase 4 was the beneficiary of service workshop that included engagement and input from the public, the Parks and Recreation Advisory Committee, and the City Commission. 5. Phase 5 unveiled the Cost Recovery Tool and the results of cost of service.
After the completion of the phases, Oregon City Parks and Recreation Department wrote the Financial Support & Sustainability Strategy draft policy. Alongside the policy creation the Department constructed internal operating procedures ensuring a mechanism to meet metrics listed in the draft policy. On April 22, 2021, the Department brought the draft policy to the Parks and Recreation Advisory Committee (PRAC) for review and comments. PRAC unanimously supported the policy as written and has supplied a letter of support which is attached to the Commission packet.
The draft “Oregon City Parks and Recreation Financial Support & Sustainability Strategy Policy” (Attachment A) needs Commission input and feedback. This feedback will be incorporated into the final policy which will be brought before the Commission in a resolution.
Second, Oregon City Parks and Recreation will provide examples of operating procedures that will help the Department reach targets codified in the policy (Attachment B). These operating tools will be the steps that the Department will use to obtain the goal of becoming more fiscally sustainable and ensure that the Department operates in a more equitable and inclusive manner.
OPTIONS:
1. Support the Oregon City Parks and Recreation Financial Support & Sustainability Strategy Policy as stands. 2. Support the Oregon City Parks and Recreation Financial Support & Sustainability Strategy Policy with suggested edits. 3. Do not support the Oregon City Parks and Recreation Financial Support & Sustainability Strategy Policy.
Page 2 of 2 7 Item 2. Parks and Recreation
1211 Jackson Street | Oregon City OR 97045 Ph (503) 657-8273 | fax (503) 656-0037 | www.orcity.org
ATTACHMENT A DRAFT – June 8, 2021 PRAC INPUT Commission Work Session Edits/Discussion
City of Oregon City Parks & Recreation Financial Support & Sustainability Strategy Policy
Background Oregon City Parks and Recreation has limited procedures for establishing fees and charges for programs and services offered by the Parks & Recreation Department. The current fees and charges structure have been created through informal and arbitrary methods that do not provide a clear approach to cost recovery, priority of service delivery or ensuring access to public spaces or programs. The need for setting a sustainable financial model for operating, maintaining and reinvesting in the future of the parks and recreation department’s system is important. Maintaining and ensuring equitable and continued access to current parks, recreation facilities and public programs is important as well.
Objective(s) With multiple benefits accruing to both personal and public interests, it is appropriate for public parks and recreation services to be supported by a blend of participant fees and taxpayer funding. The City’s biennium budget determines the amount of taxpayer support (subsidy) that is available for parks and recreation services. Charging fees is a way to ensure the availability of parks and recreation services and programs that supplement limited taxpayer dollars.
As of 2021, the City Oregon City Parks and Recreation Department is shifting towards a fiscal management philosophy that is focused on a “beneficiary of service”. In this conceptualization, each type of service has a set of specific characteristics that provide a rationale for who should pay (e.g., taxpayers, the individual, or both) and to what degree. This approach aligns the allocation of tax dollars and cost recovery expectations with beneficiary of service.
Policy Statement The City of Oregon City Parks and Recreation Department’s Financial Support and Sustainability Strategy Policy intends to create organizational resilience by way of logical, intentional, and thoughtful guidelines for investment and spending decisions. The policy sets up a mechanism for revenue generation strategies, and revenue to expenditure comparisons. The policy establishes metrics to assess individual activities and subsidy goals, and it encourages the achievement of future programs and services to meet subsidy benchmarks and cost recovery targets. The policy promotes practices that are fair, equitable, and responsible. This direction is required in order to sustain the Department and its expectation as a provider of parks and recreational services. The justifiable recovery of costs as detailed in this policy is necessary to ensure the Department’s financial stability in the near and long term.
Cost Recovery
8 Item 2. The degree to which the cost (direct and indirect) of facilities, services and program is supported or paid for by user fees and/or other designated funding mechanism such as grants, partnerships, etc. versus the use of tax subsidies. For example, a cost recovery level of 75% simply means that for each dollar spent on a service, $.75 was generated from a revenue source with the remaining $.25 was covered by subsidy dollars (i.e., taxes).
City of Oregon City Parks and Recreation’s Service Categories The development of categories which include like services are important when it comes to the justifiable and equitable allocation of subsidy and cost recovery levels. Service categories, and the associated subsidy and cost recovery goals, help the department assign budget projections and meet established fiscal performance (i.e., like services for the service category “Skill-based Beginning/Intermediate Activities” include swim lesson levels 1- 5, school swimming lessons, entry level senior/aging adult contracted classes.)
The benefit of this type of approach are many. This approach improves efficiency and it fundamentally starts to breakdown systemic inequity issues and promotes a culture where the focus is Department-wide financial sustainability. Evaluating each of the Department’s services, programs and activities is inefficient, unequitable, and does not promote Department-wide sustainability practices. Categorizing by “type of service” or “likeness of service” discourages attempts to set fees and charges based upon special interests, age-based services, or individual values.
The City of Oregon City Parks and Recreation Department provides hundreds of services annually to the community. The following Service Categories represent the Department’s service menu and include Service Category definitions as well as example services.
Service Categories
Community Events includes annual events that are appealing to a majority of, or the entire community regardless of age, ability/skill, family composition, etc. These events are large-scale and highly intensive, and typically occur on an annual basis. [Examples include: summer concerts, movies in the park, arbor day/enhancement day, Memorial Day Celebration, Day of Remembrance, Heritage Day, 175th Celebration]
Drop-in access includes activities which do not require registration, are non-instructed yet self-directed, and include staff/volunteer supervision or oversight. [Examples include: public swim, indoor playground, Pioneer Center billiards, board games]
Enrichment & Wellness includes classes, clinics, workshops, and other led/or supervised activities in which pre- registration is required and the primary intent is to provide socialization, interaction, and life skills development with a focus on education and lifelong learning. [Examples include: day camps, pre-school enrichment, youth, and adult field trips]
Food & Beverage includes the availability of consumable goods for purchase at various department facilities. [Examples include: vending, event vendors, Pioneer Center coffee station]
Human Services focus on prevention as well as remediation of life challenges and maintaining quality of life, independence, and connection to the community by linking and/or providing resources for those in need. [Examples include: home visits, transportation services, meal services, case management, information and referrals, Veterans counseling, footcare]
2 9 Item 2. Inclusion provides access for individuals who require reasonable accommodations to participate in city services. Inclusion complies with the federal Americans with Disabilities Act (ADA) mandate. [Examples include: inclusion assistance for participation in any City activity]
Merchandise for Re-sale includes non-consumable goods for purchase at various department facilities. [Examples include: swim goggles, maps, and brochures at Ermatinger House]
Open Access includes open access to parks and park amenities and does not include staff/volunteer supervision or oversight. [Examples include: outdoor basketball, outdoor tennis, playgrounds, spray parks, public art, trails, pickle ball courts (non-tournament)]
Rentals includes park, shelter, and facility rentals providing exclusive use of public spaces and places in the system. [Examples include: aquatic facility rentals, Pioneer Center rentals, park shelter rental, historic house rentals, RV rentals, City owned house rentals, Sportcraft park rentals, End of the Oregon Trail Interpretive Center rentals, athletic field rentals]
Skill-based Advanced/Competitive Activities includes classes, clinics, workshops and other led and/or supervised activities in which pre-registration is required and the primary intent is to enhance, further, or master a skill. [Examples include: personal training, private swim lessons, adult sport leagues, contracted advanced yoga]
Skill-based Beginning/Intermediate Activities includes classes, clinics, workshops and other led and/or supervised activities in which pre-registration is required and the primary intent is to acquire or learn a skill. [Examples include: swim lesson levels 1-5, school swimming lessons, entry level senior/aging adult contracted classes]
Special Events includes events that are intended to serve a target market and/or special interests and may require pre-registration. [Examples include: pool easter egg hunt, swamp swim, Daddy Daughter Dinner Dance, , Pioneer Center Health and Wellness Fair, Garage Sale]
Specialized Services This service category includes services that are commercial in nature and whose operations align most with those offered by the private sector. [Example: cemetery operations]
3 10 Item 2. Parks and Recreation
1211 Jackson Street | Oregon City OR 97045 Ph (503) 657-8273 | fax (503) 656-0037 | www.orcity.org
Oregon City Parks and Recreation Financial Support & Sustainability Strategy
11 Item 2. Parks and Recreation
1211 Jackson Street | Oregon City OR 97045 Ph (503) 657-8273 | fax (503) 656-0037 | www.orcity.org
The Strategy illustrates the degrees to which financial resources will be spent and expenses will be recovered. It is grounded in the differentiation of parks and recreation services on the basis of who benefits and who should pay. Economists have differentiated goods and services in the economy in this manner for decades and have designated three types of goods and services: community benefit, dual benefit, and individual benefit.
The City of Oregon City Parks and Recreation Department’s Financial Support and Sustainability Strategy is grounded in a philosophy that acknowledges varying levels of service. This strategy shifts from philosophical underpinnings suggesting that all services should be provided at no or low cost for everyone to an equitable and just philosophy where subsidy allocation decisions are based upon “beneficiary of service”. In this conceptualization, each type of service has a set of specific characteristics that provide a rationale for who should pay (e.g., taxpayers, the individual, or both) and to what degree. This aligns subsidy allocation and cost recovery goals and expectations with beneficiary of service. Those who benefit from a service should pay for that service.
A Financial Support and Sustainability Strategy Policy includes the Service Categories and realistic subsidy (tax dollar) allocation goals and expectations. The Model is a graphic representation of the Department’s investment and revenue enhancement strategy.
The City Council, Parks and Recreation Advisory Committee, and community stakeholders provided input on criteria to define Community Benefit and Individual Benefit as they apply to the City of Oregon City. These criteria guide the placement of Service Categories on the Model and ultimately, tax dollar investment and cost recovery expectations (goals).
Community Benefit (justification for greater subsidy investment) Community building Provides accessibility to marginalized/under-represented populations Broad appeal to a wide audience
Individual Benefit (justification for greater cost recovery expectation) Exclusive; special interest Requires higher competency/ability level to participate Private sector competition exists Specialized activities
Updating Subsidy Investment Expectations Service category cost recovery performance levels should be updated annually, and subsidy (tax dollar) investment goals should be reviewed, analyzed and updated at least every three years or more frequently as necessary.
Pricing – Setting Fees & Charges Several pricing methods exist that will help Department staff in establishing fees and charges. The principal method for establishing services fees will be cost recovery pricing and expense management. Cost recovery
12 Item 2. pricing is defined as determining a fee based on tax investment/cost recovery goals (targets included as part of Financial Support and Sustainability Strategy).
Other pricing methods may be utilized by the Department, however, any strategy or method used will ultimately require that cost recovery goals or subsidy allocation expectations are met. Common alternative pricing methods include:
Market (demand-based) pricing results in pricing based on demand for a service or what the target market is willing to pay for a service. The private and commercial sectors commonly utilize this strategy. One consideration for establishing a market rate fee is determined by identifying all providers of an identical service (i.e., private sector providers, other municipalities, etc.), and setting the highest fee. Another consideration is setting the fee at the highest level the market will bear.
Competitive pricing established prices fee based on what similar service providers or close proximity competitors are charging for services. One consideration for establishing a competitive fee is determined by identifying all providers of an identical or similar service (i.e., private sector providers, other municipalities, etc.), and setting the mid‐point or lowest fee.
Value-based pricing is a pricing strategy in which the price of a product or a service is decided on the basis of perceived value or benefit it can provide to a customer. Value-based pricing is more evident in places or markets where exclusive products are offered which offer more value than the generic or standard products.
Penetration pricing has the aim of attracting customers by offering lower prices on services. While many may use this technique to draw attention away from the competition, penetration pricing often results in lost revenue and higher subsidy requirements. Over time, however, an increased awareness of the service may drive revenues and help organizations differentiate themselves from others. After sufficiently penetrating a market, organizations should consider raising prices to better reflect the state of their position within the market.
Premium pricing establishes prices higher than that of the competition. Premium pricing is often most effective in the early days of a service’s life cycle, and ideal for organizations that offer unique services. Because customers need to perceive products and services as being worth a higher price tag, an organization must work hard to create a value perception.
Bundle pricing allows for the sale of multiple services for a lower rate than customers would pay if they purchased each service individually. Bundling can be an effective way of selling services that are poor performers and can also increase the value perception in the eyes of customers - essentially giving them something for a reduced rate.
Differential pricing follows the "law of demand” by supporting a key pricing principle: some customers are willing to pay more than others. Differential pricing is the strategy of selling the same service to different customers at different prices. Differential pricing enables organizations to “profit” from their customers' unique valuations (ex. Prime time or surge pricing).
In the event a Service Category’s tax dollar investment/cost recovery goal is higher than current cost recovery performance and fee increases are required, prices may need to be raised incrementally over time in accord with market acceptance to optimize revenue generation. However, if the market does not respond favorably to the
6 13 Item 2. increase, the service may require divestment if the subsidy investment required cannot be justified based upon beneficiary of service.
In the event a tax dollar investment/cost recovery goal is less than the current level of recovery, the established fee will remain the same to ensure that there is no loss of revenue or negative impact on the Department’s financial condition.
Financial Assistance – Reduced Rates As part of its service delivery mission, the Department will continue to ensure that services are accessible to those who are socio‐economically disadvantaged. This will require that funds are appropriated and available, and that they are fairly and equitably distributed throughout communities and groups in need.
Scholarship applications will be made available and will allow for the neediest individuals and families in Oregon City to have access to scholarship funds that can both satisfy need for assistance as well as provide equitable subsidies across the system (e.g., center to center, program to program).
The Department shall track scholarship funds awarded and provide an annual report. This process of tracking and reporting will aid in future planning of projected financial aid needs, award thresholds, and anticipated total population needing to be served based upon previous year’s requests and results. Furthermore, tracking methods will be documented through needs quantification such as government assistance programs, but not limited to, Temporary Assistance for Needy Families (TANF) or Oregon City School District Federal Free/Reduced Lunch programs, individual’s/family’s location of residence, unemployment benefits, etc.).
Service Performance Measures Methods that will be employed by the Department to evaluate the value and intended community impact of investment and spending choices are listed below. Metrics will be used to evaluate which services have significant relevance to the Department’s fiscal condition due to efficiencies, customer retention and satisfaction. Service performance analysis should include, but are not limited, to, the following metrics.
Success Metric 1: Financial viability: a service must meet its minimum tax dollar investment/cost recovery goal and as noted on the Financial Support and Sustainability Strategy
Success Metric 2: Market position: the capacity (maximum) of a service must be @ 75% or more.
Success Metric 3: Increase in new users (or specific target populations): an increase in the number of participants from a special target market or market niche.
Success Metric 4: Participant retention: retaining current participant numbers.
Success Metric 5: Participant (customer) satisfaction: overall participant (customer) satisfaction must meet a minimum of 85% satisfaction or higher.
Resident & Non-Resident Rates | Setting Fees
Residents of Oregon City pay property tax that are used to subsidize Department services. Therefore, it is important to establish a methodology to subsidize programs at a higher rate for our non-residents participants.
Divisions should set non-resident and resident rates when charging for services, activities, and programs. The Department should uniformly set resident and non-resident rates should follow the below procedures. A resident is defined as an address or location that is within the Oregon City, City limits. 7 14 Item 2.
Establishing residency can be conducted utilizing the City’s GIS mapping resource. (https://maps.orcity.org/Html5Viewer_4_12_2/index.html?viewer=OCWebMaps.OCWebMaps)
Programs and activities: when creating a new program or activity there should be a resident and non- resident fees. A non-resident rate should be 50% greater than the resident fee with a max cap of $20. Rentals: A non-resident rental rate should be 50% greater than the resident fee with a max cap of $20. Setting fees and determining subsidies: Refer to the cost recovery policy.
Addressing Gaps between Existing Cost Recovery Rates and Target Rates for Existing Programs 1. Analyze success metrics for activities and programs not meeting cost recovery goal. 2. Analyze direct and indirect cost for providing activity or program. a. Measure ratio of direct and indirect cost. b. Identify cost reduction opportunities. c. Implement cost reduction opportunities. 3. Suggest market increase commensurate with cost recovery goals. a. Conduct market analysis of activity or program b. Identify opportunities for capturing larger market. 4. Identify potential sponsorship, volunteers, donations, or pay-it-forward opportunities for supporting activity or program. 5. Consider divestment of program at end of 2 -year strategy term or sooner.
END DRAFT POLICY
8 15 Item 2. Parks and Recreation
1211 Jackson Street | Oregon City OR 97045 Ph (503) 657-8273 | fax (503) 656-0037 | www.orcity.org
ATTACHMENT B EXAMPLE OF INTERNAL WORKING PROCEDURES
Oregon City Parks & Recreation Department Operational Tools & Procedures
DRAFT: Department Cost Recovery Procedures and Tools
Background Oregon City Parks and Recreation has limited procedures for establishing when an event is Department sponsored event, and when a rental fee should be waived. The Department does not have a Master Fee Schedule and scattered fee-based resolutions. This operational tool will be used to guide the Department to make operational decisions in a clear and uniform way. It removes the uncertainty of making informal and arbitrary decisions and establishes a method that it equitable and provides a clear approach to cost recovery, priority of service delivery or ensuring access to public spaces or programs. This Department procedure is important and will ensure that our Divisions are maintaining and ensuring equitable and continued access to current parks, recreation facilities and public programs.
Tools & Procedure Objective(s) 1. Utilize the Department procedure to decide when and if an event is considered a Department sponsored event. 2. Apply a Departmental standard to determine when a rental fee is waived. 3. Create and update a Department Master Fee Schedule. 4. Consolidate and list existing fee-based resolutions and utilize those that are still active.
Procedure Statement This procedure lists “how” to carry out the codified Oregon City Parks and Recreation Department’s Financial Support and Sustainability Strategy Policy. The intention is to establish steps needed in order to create organizational resilience by way of logical, intentional, and thoughtful guidelines for investment and spending decisions.
The Department procedures promote practices that are fair, equitable, and responsible. This direction is required to sustain the Department and its expectation as a provider of parks and recreational services. The justifiable recovery of costs as detailed in this policy is necessary to ensure the Department’s financial sustainability in the near and long term.
1
16 Department Sponsored Events and Subsidy/Cost Recovery Item 2.
At times, the Department enters into a partnership, agreement, or relationship with not-for-profits, community groups, or private business where taxpayer resources are allocated to support various services, events, programs, and/or to waive rental fees. Utilizing the beneficiary of services approach requires that a standard is established so there is an understanding when the department will assume the budgetary burden of all indirect and direct costs and is not expected to meet the established cost recovery/subsidy targets.
Department Sponsored Event Non-Department Sponsored Event City logo is on all publications No City logo on publications Department is advertised as a co-sponsor Department is not listed as a co-sponsor or partner The event, program or service is listed on all City Not advertised by the City or Department marketing tools Is open and inclusive to all – unrestricted access for The service, event or activity is not fully inclusive all and serves a special interest where there is limited access Department plays a support role, not a lead role The Department has no role in the service, program, event, or activity Is approved and recognized as a Department Is not approved and recognized as a Department sponsored event on the Parks Special Event event on the Parks Special Event Application and Application and Permit Permit A series or portion of onsite logistics are managed by All onsite logistics are managed by the user group. the Department A percentage of indirect and direct costs are All cost associated with the event, program or dedicated to the event, program, or activity. activity are to meet cost recovery target listed on the Financial Support & Sustainability Strategy Rentals fees for facilities, shelters or green space are Rentals and permit fees are collected. Fees for waived facilities, shelters and green space are not waived. There is an understanding and expectation that the The Department will strive to meet cost recovery Department will not meet cost recovery targets and a targets and utilize less tax subsidy by collecting fees larger portion of tax subsidy will be used to cover the based on the Finical Support and Sustainability event, activity or program costs. Strategy.
2 17 Rental Tiers and Subsidy/Cost Recovery Goals Item 2.
The Department has many rentable shelters, athletic fields, green space, facilities, and rooms. At times, the Department enters a partnership, agreement, relationship with not-for-profits, community group, or private business where a rental fee is waived, or a discount is applied. This procedure provides a methodology to meet rental cost recovery targets and subsidy goals, while also taking into consideration a defined and equitable approach to waiving rental fees.
Tier 1 Tier 2 Tier 3 Tier 4 Standard Rentals Private Event Rental Fee Waived Re-occurring Use/Rental Under 100 attendees Rentals Agreements Over 100 attendees Definition Standard one time or Private rental, Federal or State funded Re-occurring Use Rental periodic rental with under with over 100 service; purpose or mission to Groups- An organization that 100 attendees attendees serve adults and underserved books on a consistent daily, populations, and/or weekly, or monthly basis. No alcohol Rental use Department sponsored event. extends beyond Non-Competing Programs – Does not require a Parks the shelter and Non-profit, mission of Program must be open to the Special Event Permit. affects properties organization strategically public and not competing with Strictly considered a and areas outside aligns with Department goals Department programming. rental of Department- of parks oversite. and objectives and/or long- Program Manager must owned property or assets. term historical partnership approve program’s mission, With or without goals, and objectives; cannot go If rental requires alcohol Rental must be open access to against City’s public image or additional insurance due all, fully inclusive and serve negatively impact the City. to Insurance Could require a the greater community. Requirements including Parks Special the consumption of Event Permit. May or may not require a alcohol, move to Tier 2 Application is Parks Special Event Permit. required. Must fill out and get approval Reservation can be made through the “Rental Fee online, over the phone, or Application can Waiver Request”. Exhibit A in-person be emailed, mailed, or faxed . for approval consideration.
Reservation can be made over the phone or in- person only
Price Standard Rental Rate as Rental Rate (as Fee Waived Fee is based on the annual listed on the Master Fee listed on the usage of the group and the Schedule Master Fee terms listed in the agreement. Schedule)
3 18 Space As available – first come As available – As available – first come first Priority is set up in the userItem 2. Allocation first reserve first come first service. 1st priority goes to agreement between the reserve Department rentals. Department and user group. Payment Deposit and rental fee due Deposit and Fee waived – no deposit Billed according to the at time of booking* rental fee due at required. agreement terms. See supervisor with any time of booking, concerns Or payment remittance can be set up through an invoice process and paid 30 days prior to the rental See supervisor with any concerns Agreements Sportsman/Peak Software Sportsman/Peak Rental Agreement Rental Agreement and Required Rental Agreement Software Rental Insurance may be required Insurance required. Agreement and Special Event Insurance as applicable Included in Recreation No No No Yes, if listed in the agreement Guide & OC and considered a partner Marketing program.
No, if re-occurring rental is special interest user group where the Department has no connection other than the user group is renting a park, shelter, field, facility or green space. Fee Waived No No Yes No Subsidy Meet or exceed cost Meet or exceed Department will not meet cost Department should set up an Use/Cost recovery target cost recovery recovery target and will apply agreement to incrementally Recovery target a larger portion of tax funds to meet cost recovery targets, limit Targets subsidize this rental. subsidy, and apply the Financial Support and Sustainability Strategy reflected in an annual agreement.
4 19 Department Fee Schedule & Setting Fees Item 2.
The Department has a series of existing resolutions that have been used to raise fees dating anywhere from 2005 to 2020. Resolutions have been the existing mechanism to change division related fees. In order to formalize practices, encourage consistency, and promote department financial sustainability, the following will occur on an annual or biennium basis.
Setting Fees: The Department shall set fees using the “Financial Support & Sustainability Strategy Policy”
Department-Wide Fee schedule: The Oregon City Parks and Recreation Department will create and have available a current a Department-wide fee schedule. The fee schedule will include a list of all fees collected by the Department. A current fee schedule will be published on the Department’s website. Information available to the public will include the Departments tax subsidy goals reflected in the “Financial Support & Sustainability Strategy Policy”. The fee schedule and policy will be a transparent communication tool that staff will use to set fair and fiscally responsible fees.
Biennium Fee-Schedule Analysis and Update: The Department, on a biennium basis, will analyze cost recovery and subsidy allocation and with this information update the Department’s fee schedule. The Department will update the fee schedule based the metrics listed in this policy and the codified “Financial Support and Sustainability Strategy”.
Existing Resolutions: They are several existing Resolutions that supply an annual mechanism to raise rates. Refer to Exhibit B to reference of all existing fee-related Department Resolutions. Once an annual or biennium fee list is created, the Department will use existing resolutions to increase fees due to inflation.
Updating Subsidy Investment Expectations
Service category cost recovery performance levels should be updated annually, and subsidy (tax dollar) investment goals should be reviewed, analyzed, and updated at least every two years or more often as necessary.
Guiding questions to address during annual cost recovery performance level evaluation should include, but are not limited to:
What is the organization’s current cost recovery performance? Can the Department sustain the current reliance it has on taxpayer resources (subsidy)? What operational changes need to be made including adjustment to pricing strategies in order to shore up the cost recovery targets not met. Do any activities appear to receive an unreasonable amount of subsidy? If yes, can it continued to be justified? Are resources being directed unfairly or unjustly to a special interest area? Which service area and service category produces the least amount of revenues? Is this justifiable? If not, what operational adjustments should be made? Which service area and service categories handle the largest percentage of the organization’s revenues? Is this sustainable? If not, what operational adjustments should be made?
5 20 Exhibit A Item 2. Rental Fee Waiver Request
Oregon City Parks and Recreation may offer rental rates free of charge to groups who meet certain requirements and whose Mission and Values align with that of Oregon City Parks and Recreation. If your organization is publicly funded, has a historic relationship with the Department of 15 years or more, and/or is considered a resident of Oregon City and a non-profit organization, your rental fee may be waived, and is the activity or rental considered a Department sponsored event.
All Fee Waiver Requests must be submitted no less than 60 days before start date and approved by the Department Director & Site Manager. Completing this request does not guarantee your rental fee will be waived.
Organization Name: ______
Organization Contact: ______
Organization Address: ______City: ______State: ______Zip: ______
Email: ______
Phone: ______
Check all that apply: Publicly funded agency Non-Profit Resident of Oregon City Historic Relationship with the Department Rental use is fully inclusive and provides access to anyone and all community members. Rental use helps the greater good and is not for a special interest or restricts access to all
Please describe how your organization aligns with the Mission and Values of Oregon City Park and Recreation District. Attach additional sheet if necessary. ______Reviewed by:
Signature:
Date: Directors Review & Recommendation: Tier 1: Standard Rental Tier 1: Standard Rental Tier 2: Private Event Rental Tier 2: Private Event Rental Tier 3: Rental Fee Waived Tier 3: Rental Fee Waived Tier 4: Reoccurring Use/Rental Agreement Tier 4: Reoccurring Use/Rental Agreement
Managers Review & Recommendation: 6 21 Item 2. Parks and Recreation
1211 Jackson Street | Oregon City OR 97045 Ph (503) 657-8273 | fax (503) 656-0037 | www.orcity.org
CODIFIED FEE-BASED DEPARTMENT RESOLUTIONS
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Re: The Parks and Recreation Advisory Committee (PRAC) support regarding the Oregon City Parks and Recreation Financial Support and Sustainability Strategy Policy
Dear Oregon City Commission and Mayor Lyles Smith,
I am writing to you on behalf of The Oregon City Parks and Recreation Advisory Committee (PRAC) in support of the Oregon City Parks and Recreation Financial Support and Sustainability Policy as written and presented. PRAC has been involved in the Department’s cost recovery work and has been updated throughout the process. PRAC understands that currently Oregon City Parks and Recreation has limited procedures for establishing fees and charges for programs and services offered by the Parks & Recreation Department. The current fees and structure have been created through informal and arbitrary methods that do not provide a clear approach to cost recovery. PRAC supports the need for setting a sustainable financial model for operating, maintaining, and reinvesting in the future of the Parks and Recreation Department through a codified cost recovery policy.
The Parks & Recreation Department has done great work thus far and we are confident they will continue to do so going forward. We believe that the work they have done with the Oregon City Parks and Recreation Department’s Financial Support and Sustainability Strategy Policy efforts will create organizational resilience by way of logical, intentional, and thoughtful guidelines for investment and spending decisions. The policy, as presented, sets up a mechanismfor revenue generation strategies, and revenue to expenditure comparisons. The policy establishes metrics to assess individual activities and subsidy goals, and it encourages theachievement of future programs and services to meet subsidy benchmarks and cost recoverytargets.
PRAC supports the proposed Parks and Recreation policy because it prioritizes practices that are fair, equitable, and responsible. We believe this policy is necessary to ensure the Department’s financial stability in the near and long-term future.
On behalf of the Parks and Recreation Advisory Committee, I would like to thank you and encourage you to support the Oregon City Parks and Recreation Financial Support and Sustainability Strategy Policy as written and stated.
Sincerely,
Troy Bolinger Chair, Oregon City Parks and Recreation Advisory Committee
40
Doc ID: 2798b4a0f22ab8706d627fa528b8f165d8b9dfc1 Item 2.
Parks & Recreation Financial Support & Sustainability Strategy Draft Policy Rochelle Anderholm-Parsch, Aquatic & Recreation Manager
41 Item 2. Tonight's Presentation & Discussion
•Two objectives to this evening's •Quick overview of where we are at presentation with cost recovery work
•Objective 1: We ask Commission to •Take notes and discuss the draft provide input and feedback regarding policy the draft policy •Objective 2: OCPR will give examples • of internal procedures that will help us Review internal procedures and meet policy objectives. efforts that the department is taking to be more fiscally responsible, equitable, and sustainable
Draft Cost Recovery Policy Discussion 42 Item 2. Cost Recovery Timeline
•Oct. 2020: Entered Contract with •Phase IV: Beneficiary of Service 110% Amilia Consulting Workshops
•Phase I: Staff Education and Training •Phase V: Unveil the Cost Recovery Tools and Results of Cost-of-Service Analysis •Phase II: Service Category Development •Feb. 25, 2021 Presented Update to PRAC •April 22, 2021 Brought Draft Policy to PRAC for comments and edits. •Phase III: Cost of Service Analysis •Future Agenda Item: Bring policy to Commission as a resolution for adoption
Draft Cost Recovery Policy Discussion 43 Item 2. Draft Policy – Review the layout
•Review the layout •Updating Subsidy Investments
•Policy Objective •Pricing – Setting Fees & Charges
• •Policy Statement Success Metrics
•Addressing Gaps •The Model
Draft Cost Recovery Policy Discussion 44 Item 2. Draft Policy – Review the layout
•Policy Objective •Policy Statement • OCPR shifting towards a fiscal • Policy’s intent to create organizational management philosophy that is focused resiliency on “beneficiary of service”. • Sets up a mechanism for revenue • Helps us determine who should pay (e.g. generation strategies, and revenue and taxpayers, the individual, or both) and to expenditure comparisons what degree. • Establishes metrics • Ensures the departments financial stability in the near- and long-term future
Draft Cost Recovery Policy Discussion 45 Item 2. Draft Policy – Review the layout
•The Model •Updating Subsidy Investments • Service category cost recovery performance levels should be updated annually, and subsidy (tax dollar) investment goals should be reviewed, analyzed and updated at least every three years or more frequently as necessary.
Draft Cost Recovery Policy Discussion 46 Item 2. Draft Policy – Review the layout
•Pricing – Setting Fees & Charges Success Metrics • Principal method will be cost recovery • Success Metric 1: Financial viability: a service must meet its minimum tax pricing and expense management dollar investment/cost recovery goal and as noted on the Financial Support and Sustainability Strategy •Cost recovery pricing is defined as determining a fee based on tax • Success Metric 2: Market position: the capacity (maximum) of a service must investment/cost recovery goals (targets be @ 75% or more. included in the model) • Success Metric 3: Increase in new users (or specific target populations): an increase in the number of participants from a special target market or market •Other pricing methods (to name a few) niche. •Market (demand-based) Pricing • Success Metric 4: Participant retention: retaining current participant numbers. •Competitive Pricing • Success Metric 5: Participant (customer) satisfaction: overall participant •Value-based Pricing (customer) satisfaction must meet a minimum of 85% satisfaction or higher.
Draft Cost Recovery Policy Discussion 47 Item 2. Draft Policy – Review the layout
• Addressing Gaps 1. Analyze success metrics for activities and programs not meeting cost recovery goal.
2. Analyze direct and indirect cost for providing activity or program. 1. Measure ratio of direct and indirect cost. 2. Identify cost reduction opportunities. 3. Implement cost reduction opportunities.
3. Suggest market increase commensurate with cost recovery goals. 1. Conduct market analysis of activity or program 2. Identify opportunities for capturing larger market.
4. Identify potential sponsorship, volunteers, donations, or pay-it-forward opportunities for supporting activity or program. 5. Consider divestment of program at end of 2 -year strategy term or sooner
Draft Cost Recovery Policy Discussion 48 Item 2. Internal Working Tools and Procedures
Department Sponsored Event Non-Department Sponsored Event City logo is on all publications No City logo on publications What is a department Department is advertised as a co-sponsor Department is not listed as a co-sponsor or partner sponsored event The event, program or service is listed on all City marketing tools Not advertised by the City or Department
Is open and inclusive to all – unrestricted access for all The service, event or activity is not fully inclusive and serves a special interest where there is limited access Department plays a support role, not a lead role The Department has no role in the service, program, event, or activity Is approved and recognized as a Department sponsored event on Is not approved and recognized as a Department event on the the Parks Special Event Application and Permit Parks Special Event Application and Permit A series or portion of onsite logistics are managed by the All onsite logistics are managed by the user group. Department A percentage of indirect and direct costs are dedicated to the All cost associated with the event, program or activity are to event, program, or activity. meet cost recovery target listed on the Financial Support & Sustainability Strategy Rentals fees for facilities, shelters or green space are waived Rentals and permit fees are collected. Fees for facilities, shelters and green space are not waived. There is an understanding and expectation that the Department The Department will strive to meet cost recovery targets and will not meet cost recovery targets and a larger portion of tax utilize less tax subsidy by collecting fees based on the Financial subsidy will be used to cover the event, activity or program costs. Support and Sustainability Strategy.
Draft Cost Recovery Policy Discussion 49 Item 2. Internal Working Tools and Procedures
•Rental Tiers & Rental Fee Waiver
Different Tiers Tier 1 Tier 2 Tier 3 Tier 4 Standard Rentals Private Event Rentals Rental Fee Waived Re-occurring Use/Rental Agreements Under 100 attendees Over 100 attendees
Draft Cost Recovery Policy Discussion 50 Item 2. Internal Working Tools and Procedures
•Master Fee Schedule • Department-Wide Fee schedule: The Oregon City Parks and Recreation Department will create and have available a current Department-wide fee schedule. The fee schedule will include a list of all fees collected by the Department. A current fee schedule will be published on the Department’s website. Information available to the public will include the Departments tax subsidy goals reflected in the “Financial Support & Sustainability Strategy Policy”. The fee schedule and policy will be a transparent communication tool that staff will use to set fair and fiscally responsible fees.
• Biennium Fee-Schedule Analysis and Update: The Department, on a biennium basis, will analyze cost recovery and subsidy allocation and with this information update the Department’s fee schedule. The Department will update the fee schedule based the metrics listed in this policy and the codified “Financial Support and Sustainability Strategy”.
Draft Cost Recovery Policy Discussion 51 Item 2. Internal Working Tools and Procedures
Brief Overview of Existing Fee-Based Resolutions
Draft Cost Recovery Policy Discussion 52 Item 2. Implications After Policy Implementation
Total Revenue if CR 2019 Expenses Midpoint Target is Revenue Increases if Department Wide Service Category 2019 Revenue (direct & indirect) 2109 Cost Recovery Mid-Point Target Met Mid-Point is Reached Cost Recovery Inclusion $0.00 $24,080.43 0% 0% $0.00 $0.00 Open Access $0.00 $1,552,283.65 0% 3% $0.00 $0.00 Community Events $36,930.00 $110,164.08 34% 17% $36,930.00 $0.00 Drop-In Access $77,169.00 $570,722.33 14% 30% $165,362.14 $88,193.14 Human Services $159,233.91 $531,486.99 30% 30% $159,233.91 $0.00 Enrichment & Wellness $84,188.00 $216,592.86 39% 55% $118,726.67 $34,538.67 Skill Based Beg/Int $109,524.00 $136,268.98 80% 80% $109,524.00 $0.00 Special Events $8,320.00 $81,258.60 10% 80% $66,560.00 $58,240.00 Skill based Adv/Compt $51,086.75 $80,566.78 65% 110% $86,454.50 $35,367.75 Specialized Services $379,327.50 $307,385.79 125% 125% $379,327.50 $0.00 Rentals $273,297.00 $765,274.71 36% 135% $1,024,863.75 $751,566.75 Food & Beverage $883.76 $418.81 221% 185% $0.00 $0.00 Merchandise/Re-sale $2,222.00 $10,960.62 20% 185% $20,553.50 $18,331.50
Total: $1,182,181.92 $4,387,464.63 27% NA $2,167,535.97 $986,237.81 49%
Draft Cost Recovery Policy Discussion 53 Item 2. Input – Draft Policy
Discussion and feedback of the draft “Financial Support & Sustainability Strategy Policy”
Draft Cost Recovery Policy Discussion 54 Item 2. Next Steps
1. Incorporate feedback from Commission into the “Financial Support & Sustainability Strategy Policy”
2. If necessary, and for additional review by Commission, bring edited draft policy to Commission work session
in July.
3. Bring a resolution to City Commission that codifies the “Financial Support & Sustainability Strategy Policy”
4. Goal is for policy to become effective summer of 2021
Draft Cost Recovery Policy Discussion 55 Item 2. Questions?
Draft Cost Recovery Policy Discussion 56 Item 3.
625 Center Street CITY OF OREGON CITY Oregon City, OR 97045 503-657-0891 Staff Report
To: City Commission Agenda Date: 06/08/2021 From: Chief of Police Jim Band
SUBJECT:
2021 Oregon City Police Department Annual Report
STAFF RECOMMENDATION:
This is just a presentation.
BACKGROUND:
This will be a general presentation on the initiatives, statistics, and challenges of the Oregon City Police Department.
Page 1 of 1 57 Item 3.
2021 Annual Report Oregon City Police Department
58 Item 3. Patrol:
• Calls for service: • Police reports/cases taken: • 2020 – 26,034 • 2020 – 3,856 • 2019 – 34,315 • 2019 – 4,381 • Arrests/custodies: • 2020 – 1168 • DHS/Child Abuse reports: • 2019 – 1647 • 2020 – 539 • 2018 – 1486 • 2019 – 601
59 Item 3. Patrol continued:
• CPR/AED responses: • Death investigations: • 2020 – 45 • 2020 – 39 • 2019 – 28 • 2019 – 42 • Suicide threat: • Naloxone deployments: • 2020 – 241 • 2020 – 10 • 2019 – 258 • 2019 – 3 • Suicide attempt: • 2020 – 61 • 2019 – 67
60 Item 3. Dispatched call numbers (top 40):
Dispatch Call Types 2019 2020 Dispatch Call Types 2019 2020 TS - TRAFFIC STOP 8611 4697 XPT - TRANSPORT 790 339 FOL - FOLLOW UP 2468 2064 FRD - FRAUD COLD 387 333 SSP - SUSPICIOUS PERSON 1352 1312 CC - COMMUNITY CONTACT 242 321 WCK - WELFARE CHECK 1136 925 HRN - HIT / RUN NON-INJ 368 299 CIV - CIVIL 1099 891 PROP - PROPERTY LST/FND 337 292 ASP - ASSIST PERSON 902 729 UNW - UNWANTED 243 289 DIS - DISTURBANCE FIGHT 314 282 DOM - DOMESTIC 732 712 TRP - TRESPASS 617 646 AOA - ASSIST AGENCY 394 264 ALA - ALARM AUDIBLE 675 614 CRM - CRIM MISCHIEF 263 258 THF - THEFT COLD 659 609 NOI - NOISE COMPLAINT 286 255 TRF - TRAFFIC COMP 701 602 SUT - SUICIDE THREAT 258 241 WSV - WARRANT SERVICE 370 235 SV - OUT WITH SUSP VEH 870 589 ANM - ANIMAL COMPLAINT 371 232 SS - SUBJECT STOP 956 560 BHI - BEHAVIORAL HEALTH 370 210 PRM - PREMISE CHECK 566 506 TAN - TRF ACC NON-INJURY 267 204 HAR - HARASSMENT/THREAT 558 505 DETAIL - DETAIL 237 193 HAZ - HAZARD 488 452 AFD - ASSIST FIRE 218 191 DHS - DHS REFERRAL 362 449 PRK - PARKING COMPLAINT 234 183 SSV - SUSPICIOUS VEH 495 444 INC - INCOMPLETE 911 119 168 SSC - SUSPICIOUS CIRC 520 440 MOA - MOTORIST ASSIST 208 162 HMV - HOME VISIT 718 347 Total Calls* 34,315 26,034
* Not all calls represented on chart 61 Item 3. Narcotics in Clackamas County:
• Clackamas County saw a 39% increase in drug related deaths in 2020, from the previous year. • Deaths including fentanyl more than tripled in 2020; heroin deaths remained stable. • Opioid-related hospitalizations increased 46% in 2020; of these, those involving fentanyl doubled. • Similarly, medical calls related to overdose more than doubled the first quarter of 2021.
62 Item 3. Behavioral Health calls:
Mental Health Calls
2019 2020
BHI - BEHAVIORAL HEALTH 370 210
SUA - SUICIDE ATTEMPT 67 61
SUT - SUICIDE THREAT 258 241
Grand Total 695 512
63 Item 3. Traffic crashes and enforcement:
Call Type Traffic Citations 2019 2020 HIT / RUN INJURY 4 1 2019 2020 HIT / RUN NON-INJ 368 299 Patrol 1835 1515 HIT / RUN UNK INJ 3 Traffic Team 6749 4232 TRF ACC INJURY 58 44 TRF ACC NON-INJURY 267 204 Grand Total 8584 5747 TRF ACC UNK INJ 211 155 TRF ACC ENTRAPMENT 1 4 Grand Total 912 707
64 Item 3. 2020 Detective Division:
• Total cases: 129 • Children: • Cases cleared: 105 • 61 cases with juvenile victims • 38 kids seen at Children’s Center • Reports written: 876 • 5 CP cases referred from ICAC • Search warrants: 50 • DHS referrals: • Len Bias inv.: 6 • 2020 - 539 • 2019 – 601 • Callouts: 21 • MCT callouts: 9
65 Item 3. Detective highlights:
• Sex Abuse of minor: Conviction and 30-year sentence. • Assault I/arson of homeless victim: Pled guilty, sentenced. • Stabbing of two people: Convicted, sentenced. • DV kidnap/assault: Pled guilty, sentenced. • Robbery and armed assault by four suspects: Pending trial. • Arson I at the mill property: Pending trial. • Multiple CP cases pending trial. One suspect 57,000 images. • Aggravated ID theft case: Pled guilty, sentenced to 90 months. • Detective Wadsworth polygraph school (Cape Coral, Florida). Funded by Clackamas County Major Crimes Team.
66 Item 3. Code Enforcement Cases:
Code Enforcement Case Types 2019 2020 900 Building 26 33 800 Development (interdepartmental) 12 8 700 Health/Safety/Sanitation 203 189 Noise 78 71 600 Property Maintenance 20 54 500 Public ROW Other 25 34
Public ROW Sidewalks 38 89 400 # of # Cases Public ROW Street Trees 22 13 300 Sign 24 45 Stormwater/Erosion/Grading 3 4 200 Vegetation 188 196 100 Vehicles/Traffic/Parking 776 683 0 Zoning/Land Use 52 68 Grand Total 1467 1487
Type of Case 2019 2020
67 Item 3.
Transparency
68 Item 3. What is Statistical Transparency of Policing (STOP)
The STOP program stems from the 2017 Oregon Legislative Session, where HB 2355 was enacted and signed into law. This bill had two parts. One part changed the classification of certain drug rimes and the second part of the bill requires all Oregon Law Enforcement Agencies to collect certain data elements from officer-initiated pedestrian ad officer-initiated traffic stops.
The data elements are: (a) The date and time of the stop; (b) The location of the stop; (c) The race, ethnicity, age and sex of the pedestrian or the operator of the motor vehicle stopped, based on the observations of the law enforcement officer responsible for reporting the stop; (d) The nature of, and the statutory citation for, the alleged traffic violation, or other alleged violation, that caused the stop to be made; and (e) The disposition of the stop, including whether a warning, citation or summons was issued, whether a search was conducted, the type of search conducted, whether anything was found as a result of the search and whether an arrest was made.
69 Item 3. 2019 Data: July 1, 2019 to December 31, 2019
• Of the 3,996 people stopped: • 3,456 were White – 86.5% • 301 were Hispanic – 7.5% • 105 were Black – 2.6% • 61 were Asian – 1.5% • 37 were Middle Eastern - 0.9% • 19 were Pacific Islander– 0.5% • 17 were Native American– 0.4%
70 Item 3. 2020 Data:
• Of the 5,139 people stopped: • 4,307 were White – 83.8% • 467 were Hispanic – 9.1% • 176 were Black – 3.4% • 87 were Asian – 1.7% • 42 were Middle Eastern - 0.8% • 39 were Native American – 0.8% • 21 were Pacific Islander – 0.4%
71 Item 3. Total Use of Force (UOF) Incidents in 2020:
• 42 incidents total (2019: 41 incidents; 2018: 55 incidents). • 73 separate UOF reports written. Reports approved by entire chain of command. • One suspect shot at an officer with a rifle. The suspect was Tased and taken into custody with no injuries. • 5 Officers Injured: • 4 minor injuries (One incident a CCSO deputy sustained minor injury) . • 1 major injury (broken bones in hand). • 11 Suspects Injured or Complained of pain • 9 minor injuries (majority were K-9 or Taser related). • 2 complaints of pain.
72 Item 3.
Takedown/Limb 41 Force Application: Control/Joint Manipulation • OCPD had 1,168 arrests for 2020 Digital Control 3 • 386 Warrant arrests K-9 4 • 297 Probable cause arrests Firearm (pointed at) 7 • 247 Cite and releases Firearm used 1 • 199 POH/Civil Holds Strike/Focused Blows 2 • 39 Juvenile custodies Pain 3 • 2 Sanction/Sentence orders compliance/Pressure • We used force 3.5% of the time Points when making arrests (2.5% in 2019 Taser 7 and 3.7% in 2018) 40mm/Baton 1 • Used spit hood/hobble 9 times OC 1 • 6-foot pursuits PIT 0 Spikes 2 73 Item 3. Use Of Force Incidents by Type:
• Mental Health: 7 • Property Crimes (misd): 5 • Person Crimes (misd): 7 • Person Crimes (fel): 3 • Property Crimes (fel): 7 • Traffic Stops: 1 • Assist Agency: 6 • Municipal Ordinance: 0 • Domestic Disturbances: 6 • Warrant Service: 0
74 Item 3. 2020 UOF Themes Identified:
• 36 out of the 42 UOF incidents • K-9 Officers reports are very involved officers using hands-on detailed and include a follow up physical force techniques interview with the suspect after • Small number of cases where force is used officers pointed firearms at • Tools: pepper spray, baton, and subjects. 40mm were each only used once • The taser was effective about during 2020. 58% of the time.
75 Item 3.
OCPD was an early adopter of body and car cameras. We are in the process of implementing mandatory cameras
76 Item 3.
Department
77 Item 3. Diversity, Equity, and Inclusion:
• Department-wide bias training • Partnership with Word is Bond • Training • Engagement • Internship program • Hiring • Community engagement • Policy Review
78 Item 3. Employee Wellness:
• In-house peer support team • Annual spouses’ dinner, focus on family support • Nutritionist • Voluntary Wellness Incentive: About 1/3 of employees participate annually: • Complete 2,000-meter or 500-meter row based on Texas DPS program • Check-in with psychologist/counselor who specializes in first responders • Workout facility
79 Item 3. Future challenges:
• Succession planning • 14 sworn that can retire within the next 4 years • 1 Chief, 1 Captain, and 5 Sergeants can retire within the next 3 years • Hiring • The continual evolution of policing • Qualified immunity • Meeting the changing needs of this City
80 Item 3.
Questions?
81 Item 4.
625 Center Street CITY OF OREGON CITY Oregon City, OR 97045 503-657-0891 Staff Report
To: City Commission Agenda Date: 6/8/2021 From: Community Development Director Laura Terway
SUBJECT:
Transportation Demand Management (TDM) Plan Implementation Update: Parking Study (Including a Request to Continue Implementation of the TDM Plan by Reinstating Parking Meter Fees) and the Downtown Pedestrian and Bicycle Needs Inventory and Action Plan
STAFF RECOMMENDATION:
No decision is requested, though staff recommends that the City Commission allow staff to continue implementation of the Transportation Demand Management Plan by reinstating parking meter fees by July 1, 2021.
EXECUTIVE SUMMARY:
The City adopted a Downtown Transportation Demand Management (TDM) Plan in 2018 (Resolution 18-04) to guide future transportation and parking decisions and investments downtown. The goal of the plan is to efficiently manage parking and transportation downtown, and to expand the universe of trips by supporting travel options, in order to address and prepare for future increases in downtown tourism and activity due to the Willamette Falls Legacy Project.
Staff will update the City Commission on:
The TDM Working Group will be collecting parking occupancy data this September, which will result in a set of recommendations to the TDM Working Group and the City Commission to implement the TDM Plan. For a variety of reasons identified below, staff will be asking that the City Commission allow staff to continue implementation of the Transportation Demand Management Plan by reinstating parking meter fees by July 1, 2021. The Downtown Pedestrian and Bicycle Needs Inventory and Action Plan implementation process.
BACKGROUND:
Page 1 of 3 82 Item 4.
The City adopted a Downtown Transportation Demand Management (TDM) Plan in 2018 (Resolution 18-04) to guide future transportation and parking decisions and investments downtown. The goal of the plan is to efficiently manage parking and transportation downtown, and to expand the universe of trips by supporting travel options, in order to address and prepare for future increases in downtown tourism and activity due to the Willamette Falls Legacy Project.
The TDM plan notes that expansion of the residential parking permit program may be needed, as well as a revision to on-street parking hours, durations, fees, and permit programs to catch up with the changing dynamics of Oregon City’s successful downtown. Expansion or changes to the City’s parking program are not made in a vacuum, rather, they are based on the utilization of parking spaces – when occupancy of parking spaces is above 85%, that tells us that it is time for a revision. A parking study gives us the data we need to understand where and when we are at 85% occupancy.
Other parking issues that the TDM working Group frequently hears about from the community include: There are no ADA parking spaces downtown – these are sorely needed The two-hour limit for on-street parking is too short for some areas of downtown Employees often park in prime on-street spaces, leaving customers to search elsewhere. This is especially problematic in the evening dinner hours. There is a need for more or better long term/all day parking options for employees to use.
The TDM Working Group will be collecting parking occupancy data this September, funded primarily by the City’s Regional Travel Options grant. The study will result in a set of recommendations to the TDM Working Group and the City Commission, including:
Where/how many ADA spaces should be added? What is the optimal time limit for on-street spaces? What is the optimal price for parking throughout the day and by location? Where should we add pick/up drop off spaces? Is it time for expansion of the residential permit program on the bluff? Staff is requesting that the Commission reinstate parking meter fees downtown at the beginning of the fiscal year, on July 1, 2021. One of the reasons that meter fees were suspended in March 2020 was to support restaurants offering take out. This decision was no doubt helpful for customers and businesses during the lockdowns and COVID restrictions. Now that those restrictions are lifting and the public feels more comfortable going downtown, we are starting to hear complaints of congestion and employees utilizing the on-street parking in locations that make it difficult for visitors to find available spaces. Meter fees are helpful to keep parking available for customers. Meter revenue has also been vastly decreased for the past 15 months. Lastly, using the parking meters downtown would provide an opportunity for behavior to steady in Page 2 of 3 83 Item 4. advance of the parking study in September. The parking study is conducted periodically, and was delayed last year due to COVID. In order to be most effective, and to make informed decisions about parking for the next few years, the meters must be in use with enough time before the study for consistent behaviors to be analyzed. Staff proposes to provide a brief grace period during which non-payment violations receive a warning instead of a parking ticket, at the discretion of OCPD parking enforcement. Approach in Other Jurisdictions The City of Salem has been charging meter fees since July 2020 after suspending them in March 2020. They have temporarily converted some spaces to 15-minute drop-off/pick-up to support takeout restaurants. The City of Vancouver reinstated parking meter fees in 2020 after suspending enforcement in March 2020. The City of Hood River suspended meter fees in March 2020 and reinstated them during summer of 2020. They only gave warnings for the first month after reinstating fees.
Staff will also present a brief update about the Downtown Pedestrian and Bicycle Needs Inventory and Action Plan. Through the TDM Working Group, the City has engaged downtown stakeholders and community volunteers for the last 6 months to conduct a Needs Inventory of downtown and the bluff area. The results are currently posted online to seek community input to help prioritize the Action Plan.
OPTIONS:
N/A
Page 3 of 3 84 Item 4.
2017
City of Oregon City, Oregon Transportation Demand Management Plan
PROJECT SUMMARY AND RECOMMENDATIONS FOR TRANSPORTATION DEMAND MANAGEMENT
FINAL REPORT November 2017
85 Item 4.
TABLE OF CONTENTS
I. BACKGROUND ...... 1 II. PROJECT SIGNIFICANCE ...... 1 III. DECISION-MAKING ELEMENTS ...... 2 City & Regional Improvements ...... 2 Downtown Oregon City Parking Study (2016) ...... 3 Public Outreach Process (2017) ...... 4 Workshop Schedule ...... 4 Open House Schedule ...... 4 IV. INDUSTRY BEST PRACTICES...... 5 V. APPROACH ...... 17 VI. RECOMMENDATION STRATEGIES ...... 18 Strategy Summary Table ...... 18 Near-Term Strategies ...... 20 Mid-Term Strategies ...... 27 Long-Term Strategies ...... 32 VII. TDM Strategies in Action ...... 35 VIII. RECOMMENDATIONS ...... 39 TDM Management Plan Adoption: ...... 40 Data Driven Actions ...... 40 Oregon City as a Whole: ...... 40 IX. APPENDICES Appendix I. 2016 Oregon City Parking Study Appendix II. Stakeholder Engagement Summary
86 Item 4.
87 Item 4.
City of Oregon City: Transportation Demand Management Plan
I. BACKGROUND
The City of Oregon City Figure A: Project Study Area commissioned a Transportation Demand Management (TDM) Plan to examine opportunities and challenges in parking, access, and transportation related to the redevelopment of the Willamette Falls Legacy Project, which is directly adjacent to existing downtown
Oregon City. The plan outlines and prioritizes TDM strategies for Oregon City, leveraging existing conditions and providing the flexibility to respond to opportunities for action as they arise. These strategies will help guide the City toward efficient,” right sized” parking while integrating reasonable, attractive, and effective alternative mode options into the project study area. That area is bounded by the Willamette River and Oregon Route 99E, as illustrated in Figure A.
Incorporating industry best practices along with input from local stakeholders, the plan provides the foundation for a new multi-modal vision for the greater Oregon City downtown.
II. PROJECT SIGNIFICANCE
In addition to astounding natural beauty, Willamette Falls possesses a rich history that predates the establishment of Oregon City in 1842. Since time immemorial, the falls have been an important cultural and fishing site for Native American tribes. By the late 1800s the area around the Falls had been settled by pioneers and was home to numerous mills, including the Oregon City Paper Manufacturing Company. The company changed hands several times, then eventually closed. In 2014, privately owned Falls Legacy LLC purchased the 22-acre mill property out of bankruptcy.
Recognizing the tremendous potential of the Willamette Falls Legacy Project to redefine Oregon City, community groups and partners including Oregon City, Metro, Clackamas County, and the State of Oregon have been working together to develop a vision for the site that recognizes the significance of its past while embracing a bold and innovative future. Ensuring public access to the site is one of the four core values that underpin this vision. Public access will be established through the construction of a public riverwalk that offers views, connections to the river, and restored habitat along the shoreline.
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The four public partners have adopted a design for the riverwalk, have obtained an easement on the property for the project, and have amassed almost $20 million to begin construction. The riverwalk will be built in phases and is expected to catalyze private redevelopment of the remainder of the former mill site.
Creating safe connections to the riverwalk and full site through multiple transportation modes and efficient parking standards will complement the Falls area and Downtown Oregon City for years to come.
“It was a beautiful sight when viewed from a distance, but it became grand and almost sublime as we approached it nearer.’ John Kirk Townsend, 1835
III. DECISION-MAKING ELEMENTS
The outline of the decision-making elements below is intended to summarize the important aspects that have influenced and guided the recommended multi-phased strategies. Again, these elements have helped place parameters on achieving realistic programs and projects that would be appropriate for the development site and its intended users. Figure B: 2016 Parking Study Area
City & Regional Improvements
Capitalizing on local and regional land use and transportation improvements as they occur allows for greater efficiencies and more successful TDM programs. Creating meaningful partnerships and tracking projects will be vital to the future of the Willamette Falls Legacy Project.
Proposed safety improvements include:
Intelligent transportation systems designed to warn traffic approaching the 99E tunnel of hazardous conditions ahead.
Prohibition of left turns northbound from OR 99E to Main Street, and modification of the right-turn geometry from 99E to Railroad Avenue to allow turning traffic to slow and maneuver outside the travel lanes on a curve with limited sight distance.
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A pork-chop island (or raised median) at the intersection of Water Avenue and OR 99E to prevent unsafe movements and reinforce right-in, right-out access.
McLoughlin Boulevard Enhancement Plan – Phase 3
The McLoughlin Boulevard Enhancement Plan (2005) is a conceptual design for long-term roadway improvements that coordinate with property redevelopment to create a multi-modal friendly environment that connects downtown Oregon City to the Willamette River waterfront. The overall project will be implemented in several phases. Phase 1 – 10th to I-205 (2011) and Phase 2 – I-205 to Gladstone Bridge (2015) have been completed. The remaining phase (Union Pacific Tunnel to 10th Street) will be implemented as funds are available. During design of each phase, the City will work with pre-existing uses to develop access and design approaches that maintain and enhance safe access and circulation that will accommodate the needs of the pre- existing uses. However, as redevelopment occurs along the corridor, property orientation and access restrictions to McLoughlin Boulevard will be pursued to fully implement the conceptual design and meet ODOT access spacing requirements.
Highway 99E Viaduct repair/replacement. The Highway 99E viaduct & partial viaduct structures are 75 years old and are currently identified as functionally obsolete due to width and deck geometry, as well as substandard railings. Highway 99E is a major arterial roadway, classified by ODOT as a Tier 2 Lifeline route with no accessible parallel routes, and a 4.7 mile detour to bypass. Unfortunately, the structures are also considered seismically vulnerable and the October 2014 Oregon Highways Seismic Plus Report identifies the viaducts in Phase 5 of the unfunded program. The proposed project would replace the viaducts with context sensitive modern bridges meeting all current standards and evaluating the opportunity to include: raised center medians, new pedestrian refuges and turn lanes, 8-foot parallel parking, 10-foot wide walk on southeast side and 18-foot wide multi-use path on the northwest side. Viaduct construction is preliminary estimated at $38M, the remaining Phase 3 is estimated to be an additional $8.5M.
These efforts will create a safer traffic flow in and around the development site.
Downtown Oregon City Parking Study (2016)
Building upon a similar effort in 2008, in 2016 Oregon City conducted a parking study that concentrated on the historic downtown area, as seen in Figure B. The study collected data for on- and off-street parking on both a weekday (Thursday, July 7th) and weekend (Saturday, July 9th). A comparison of the 2008 and 2016 findings was made, and a” high-occupancy node”, a small portion of the study area demonstrating high parking use, was evaluated.
Given the proximity of the study area to the Willamette Falls Legacy Project site, findings from the study can provide valuable guidance on managing parking at the site. For additional information on the 2016 Oregon City Parking Study, please see the attached Appendix – Parking Study Findings.
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Public Outreach Process (2017) In coordination with Oregon City staff, a public outreach process was developed to understand and incorporate local stakeholders’ views on transportation, access, and parking related to the Willamette Falls Legacy Project. Workshops and open houses provided a forum for local residents and business owners to share their thoughts and opinions.
Workshop Schedule
Meeting 1 Meeting 2 Meeting 3
Date Wednesday, April 26th Wednesday, May 24th Wednesday, July 26th
Time 6:00-8:00PM 6:00-8:00PM 6:00-8:00PM
Location Oregon City, City Hall Oregon City, City Hall Oregon City, City Hall
Open House Schedule
Open House
Date Wednesday, July 12th
Time 4:00-8:00PM
Location Oregon City, City Hall
Outreach workshops began with an overview of the Willamette Falls Legacy Project. Participants were then given an introduction to TDM and parking best practices to help focus discussion and provide a common language from which to offer feedback on the site’s strengths, weaknesses, opportunities, and challenges.
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IV. INDUSTRY BEST PRACTICES
To help guide the stakeholder outreach effort, industry best practices were presented to inform the discussion on transportation, access and parking issues pertinent to the Willamette Falls Legacy Project site. An overview of applicable Transportation Demand Management (TDM) programs, projects and services were provided as a starting point from which the outreach effort evolved, with the notion that additional local ideas were welcome. Parking management best practices were also presented along with the 2016 Oregon City parking study results.
Below is an overview of both the best practices framework for TDM and parking management practices which helped guide the Oregon City outreach process for the Willamette Falls Legacy Project.
Transportation Demand Management (TDM) Strategies:
Transportation Demand Management increases the efficiency of transportation systems by shifting trips from single-occupant vehicles (SOV) to non-SOV modes, or from peak to non-peak periods. TDM seeks to increase the universe of trips by increasing travel options, encouraging individuals to modify their travel behavior, or reducing the need for travel through efficient land uses. TDM programs often cost little while yielding high impacts, and are typically implemented by employers or public agencies, or via public-private partnerships.
This section provides a summary of TDM strategies for consideration as applies to the Falls Legacy Project Development Strategy and future citywide demand management initiatives. Strategies were selected based on the development potential at the site, applicability to Oregon City and direction provided by Oregon City project and design team staff. The following strategies, as well as others, are presented as an introduction to TDM and used to facilitate/create a customized implementation timeline for prioritized projects/programs/services specific to the Willamette Fall Legacy Project site. Summary of TDM Best Practices Categories
TDM Industry Best Practices
Transit Connectivity and Frequency
Transit Incentive Programs
Bicycle Infrastructure and Access Network
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TDM Industry Best Practices
Carsharing Services
Parking Management
Walkability and Wayfinding
Transportation Management Association (TMA)
Transit Connectivity and Frequency
Growth in employment and tourism at the Willamette Falls Legacy Project site will necessitate better connections to the regional transit network. Transit infrastructure likely cannot be provided through the project itself, and will require discussions and planning among the developers, Oregon City, Metro, and TriMet. At present, connections to transit service are not strong, with the transit center located at the eastern end of the downtown. Improved connections and frequencies between the transit center and the site could significantly augment other supportive TDM strategies that might include transit subsidies/incentives, parking pricing and right sized parking.
The following bus routes currently serve the transit center:
• 32-Oatfield • 35-Macadam/ • 99-McLoughlin Greeley Express • 33-McLoughlin • 79-Clackamas/ • 154-Willamette • 34-River Rd Oregon City
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Opportunities Challenges
Proximity to McLoughlin and Transit Primary and secondary access from 99E Hub. Southbound
Extension of the 33 line along Main Street (in Willamette Falls Master Plan (CP 14-02)
Transit Incentive Programs
Incentive programs are generally implemented at the local level by transit providers or individual employers, or through Transportation Management Associations (TMAs). The most common incentive is a discounted fare program. For example, TriMet’s Universal Pass offers unlimited use of regional transit services at a highly discounted rate for employees whose employers purchase the program. The feasibility of such programs and their impact on parking demand are heavily influenced by both the amount of available parking and the out-of-pocket cost of transit versus the cost of parking for a similar trip.
Opportunities Challenges
Formation of TMA through Lack of high-quality transit lines development. currently.
Downtown Business Association Uncertain of employer/employee could potentially help coordinate an numbers. incentive program.
Bicycle Infrastructure and Access Network
Successful programs to reduce auto trips through increased bicycling generally include four components:
(1) Safe access through the public right-of-way.
This includes bike lanes, sharrows and other networks of public right-of-way access that ensure a reasonable means of using bikes in a manner that connects users to local and regional origins and destinations. The Willamette Falls Legacy Project will need to evaluate how bikes are linked to adjacent areas and how bikes can access the site from external locations.
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Opportunities Challenges
Create a shared street design Auto speeds along McLoughlin/OR99E.
Multi-use path implementation. Limited width of right-of-way and crowded sidewalks.
Mixed use urban form. Recent Multi- Intersection safety (28 crashes in past 5 modal mixed use designation years at Main & McLoughlin/OR99E (MMA). intersection).
Reintroduction of Water Few safe bike/pedestrian crossings across McLoughlin.
Planned riverwalk Bike/Ped bridge over McLoughlin /OR99E to Promenade
(2) Safe and secure bike parking at the destination
Bicyclists should feel that they can access their destinations as conveniently as someone arriving by car. On-site bike parking should be tailored for both commuter and visitor bike trips, and may include ground or wall racks, lockers, or bike hubs, conveniently located and adequate to demand. Existing bike parking requirements may need to be reevaluated.
(3) On-site bike/pedestrian amenities
Amenities may include shower and locker facilities for commuters as well as bike repair stations.
(4) Information and incentives
Bike trips can be encouraged and supported through incentive programs as well as outreach and communications that inform users on how to access the site—e.g., trip planning, maps, website, etc.
Opportunities Challenges
TDM welcome packets to employees Bike/pedestrian-friendly infrastructure to encourage non-auto travel
Wayfinding & information kiosks
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(5) Bike Sharing
A bike share system, or public bicycle system, is a public transit service where bicycles are made available for shared use to individuals for very short trips for a price. Bike Share systems allow people to use a bike from point A to point B. Bike Share systems are a great complement to transit and are popular with both local residents and tourists alike.
Carsharing
Carsharing programs provide access to a fleet of centrally owned and maintained vehicles located near homes, workplaces, or transit hubs. Members typically reserve shared vehicles for a specific timeframe and pay for use through some combination of hourly, overhead, and mileage-based rates
Carsharing offers compelling TDM and parking management benefits. By distributing the fixed costs of car ownership across the marginal cost of every trip made, carsharing reduces the total number of trips made by participants. By offering an alternative to individual ownership, carsharing contributes to lower ownership rates. By increasing the number of users per vehicle and encouraging more frequent use throughout the day, carsharing reduces parking demand while preserving the convenience and flexibility of automobile use.
In the Portland metropolitan area, services such as ZipCar, Car2Go, ReachNow, Turo, and Getaround are options to explore. For the Willamette Falls Legacy Project, carsharing programs could be offered through individual businesses, the property owner, or a Transportation Management Association (see Item 6 below). Some municipalities and developers own and operate their own carsharing service for residents through Turo or Getaround, which provide software, insurance, and customer support services.
The Willamette Legacy Falls Project development team could work with carsharing companies to provide services by reserving parking spaces in prime locations for carsharing vehicles. There are opportunities for collaborating with these companies on discounted introductory memberships for residents and businesses.
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Opportunities Challenges
Partnerships with carsharing Car2Go’s boundaries do not extend to companies. Oregon City.
Developer or business could Need density for the system to work. potentially own and operate local carshare program.
Walkability and Wayfinding
Better pedestrian environments, including good signage and wayfinding, are essential to encouraging walking. The Willamette Falls Legacy Project will need to enhance pedestrian connections to transit, the historic downtown, and the water.
Opportunities Challenges
Unique branding opportunity on Competing transportation options- signage to create on-site circulation, friendly infrastructure (e.g., signage, as well as directing people to and from messaging, etc.). destinations.
Transportation Management Association (TMA)
A Transportation Management Association, as outlined in the Transportation Demand Management Encyclopedia (Victoria Transport Policy Institute, 2010), is a nonprofit, member-controlled organization that provides transportation services in a particular area, such as a commercial district, mall, campus, industrial park, or transportation corridor. A TMA’s particular focus is on more efficient use of transportation and parking resources to improve access and support economic development. It is generally a public-private partnership, consisting primarily of area businesses with local government support. For the most part, TMAs form as 501(c)4 or (c)6 organizations under Federal nonprofit statutes.
TMAs in the Portland metropolitan area include Go Lloyd, Explore Washington Park, South Waterfront TMA, and the Central Eastside Transportation and Parking Management Association, all in Portland, and the Westside Transportation Alliance in Washington County.
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A TMA framework can create economies of scale, leverage, and equity, and enable smaller entities to provide trip-reduction services comparable to those offered by large entities. TMAs build partnerships and community within defined boundaries, which allows them to be proactive rather than reactive to transportation concerns. TMA services can include:
Access management Pedestrian and bicycle planning Advocacy Rideshare matching and vanpool Education and outreach coordination Flextime support for employees Shared parking coordination Emergency Ride Home programs Shuttle services Incentive and reward programs Telework support Individualized trip-planning services Transit fare products and incentives Marketing and promotion Transit improvements Parking management Transportation access guides
The Willamette Falls Legacy Project could be greatly facilitated by a TMA, particularly if such an organization included a partnership with the downtown, possibly through the Downtown Oregon City Association.
Opportunities Challenges
TMA could be supported through a Creating ongoing public and private shared LID/BID mechanism to grow partnerships to leverage for TDM with the community’s needs. success.
Parking Management Strategies
Parking Management encourages more efficient use of parking facilities, reduces parking demand, and shifts travel to non-SOV modes. Smart management of parking helps ensure access to businesses and attractions and supports neighborhood vitality.
The availability of free or inexpensive parking is cited as a key factor in choosing to drive a personal auto rather than travel by another mode. In addition, free or inexpensive parking is often abused by long-term parkers who occupy valuable spaces at the expense of short-term parkers.
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Parking demand that exceeds supply leads to the common phenomenon of circling—cars going around and around the area searching for parking, leading to congestion and delay. Several recent studies show that circling accounts for between 30% and 45% of all traffic in dense urban districts.
Parking Management strategies include:
Shared Parking/Park Once Parking Ratios (Minimums and Maximums) Parking Districts Timed Parking Priced Parking Monitoring of Parking Occupancy and Turnover Parking Enforcement Unbundling Parking Residential Parking Permits Bicycle Parking Electronic Parking Guidance Systems Parking Lot/Garage Design and Placement
Shared Parking/Park Once
Shared Parking/ Park Once seeks to shift parking into shared public facilities rather than a proliferation of dedicated accessory lots, reducing the volume of parking and vehicle trips as well as the number of curb cuts on sidewalks. It allows people to park their car once and move throughout an area on transit or on foot.
This strategy can be accomplished by brokering shared-parking agreements among private lot owners1 or through construction of public facilities in areas of dense, mixed land uses. Overall, shared parking creates
1 Shared parking agreements are typically established in conjunction with new development. However, they can also be established when an existing development is redeveloped or changes use. Shared-parking agreements can be formal and documented in the deed, lease, or contract as required by city code, or informal.
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an efficient parking system, allows for denser development, and reduces the amount of land required for parking.
Opportunities Challenges
A shared facility could allow for Determining applicable funding efficient, centralized parking that is mechanism and shared-use less burdensome than individual on- agreements. site parking and lowers development costs.
Parking Ratios (Minimums and Maximums)
Parking ratios are used to determine the minimum number of stalls needed to support new development and the maximum number of stalls allowed. Parking minimums ensure that developers provide enough parking to satisfy demand, while parking maximums ensure that developers do not overbuild parking. Oregon City currently has parking minimums and maximums as described in Title 17 of the municipal code (17.52.020).
As the Willamette Falls Legacy Project evolves, the City and project partners should evaluate current parking requirements to ensure that the supply of parking meets the project’s needs.
Parking Districts
Parking districts can include permit programs, meters, and other programs to manage parking demand, and may place restrictions on who can park, when they can park, and for how long.
The most common types of parking districts are residential and commercial districts where parking is managed through permits and/or pricing. Priced parking and parking permits are described below. Parking benefit districts dedicate net revenue from the sale of permits or from meters to improvements such as pedestrian/bicycle amenities, information systems, or new parking supply. Parking benefit districts can also be a source of ongoing support for TDM programs (see TDM Strategies section).
Parking benefit districts are in place in Portland’s Lloyd, Central Eastside, and Northwest Parking Plan districts. Revenue is shared with stakeholders, generally through a TMA format, and invested directly in transportation programs and infrastructure. Examples of investments made by Parking Benefit Districts are:
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New and improved crosswalks Transit information screens – with ‘real time’ arrival information Clean and Safe program, i.e. street cleaners Improved wayfinding and signage for all travel modes Discounted transit passes and bike share memberships for residents and employees Purchase bicycle infrastructure – racks, bike cages, work/maintenance stations, compressed air station, etc.
Timed Parking
Timed parking limits the amount of time a vehicle can remain in a parking space. It requires signage and enforcement to ensure that regulations are followed. Limits of 15 minutes to one hour should be used only in areas where land uses require high levels of turnover; otherwise, these shorter limits do not provide sufficient time for visitors and patrons of local businesses. Longer time limits between two and eight hours should be used in areas that require longer stays for visitors and employees.
Priced Parking
Priced parking charges motorists fees for using parking facilities. Priced parking programs can be used to manage parking demand, recover the cost of construction, and generate revenue for TDM programs and TMAs. Priced parking is already in place in the Oregon City downtown.
Priced parking is often difficult to implement, and may require a political process to transition an area from free to paid parking. However, when high demand, low turnover, and generally poor parking conditions exist, it is often the most effective way to change travel behavior, manage the available parking supply, and support alternative travel modes. The fact that pricing is already in place in the downtown supports employing a similar strategy for the Willamette Falls Legacy Project. This would create a seamless transition between areas and support TDM programs and measures to increase use of alternative modes.
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Monitoring of Parking Occupancy and Turnover
Monitoring the performance of the parking system will ensure that it continues to meet the needs of its users. Monitoring programs typically involve the collection of parking data on a routine basis. Using locally derived data provides the most accurate information on parking use and need.
Monitoring programs need not be elaborate, but they should be consistent, routine, and structured to answer relevant questions about occupancy, turnover, duration of stay, patterns of use, and enforcement. A methodology for collecting and analyzing parking data is provided in Parking Made Easy: A Guide to Managing Parking in Your Community.
The City has already collected parking data on its downtown as part of this project. Information from that study will inform ideas, strategies, and programs for the Willamette Falls Legacy Project.
Parking Enforcement
Parking enforcement often carries a negative connotation, but when performed properly it can manage demand, improve turnover, deter habitual offenders, and improve the efficiency of the entire parking system. Proper enforcement should be focused on education and promoting behavioral change, rather than generating additional revenue.
Enforcement systems already in place in the downtown can be expanded as appropriate to the Willamette Falls Legacy Project site.
Unbundling Parking
Unbundling parking separates the cost of a parking space from the cost of a building lease or purchase agreement, often for residential or commercial uses. It monetizes the parking space, allowing tenants to pay only for the parking they need.
Requiring new developments at the Willamette Falls Legacy Project site to unbundle parking would likely necessitate changes to the municipal code. Such a requirement could also be negotiated as a part of a larger master plan or development agreement for the site.
Unbundling parking is an equitable way of distributing parking resources. It promotes alternative mode choices by equalizing the cost of parking and other modes, and reduces parking demand and vehicle miles traveled.
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Residential Parking Permits
Residential parking permit programs work to distribute parking resources across a variety of users, primarily residents and commercial visitors and employees. Such programs allow permit holders to park on-street in residential areas and limit the stays of non-permit holders (e.g., employees and visitors) during enforcement hours. They are particularly effective in areas where commercial development creates parking overflow in residential neighborhoods. This could become an issue with the Willamette Legacy Falls Project, as growth in the number of employees and visitors may impact adjacent residential areas.
Bicycle Parking
Bicycle parking facilities provide safe and secure places for people to park their bikes. Bicycle parking is critical to promoting bicycling as a viable transportation option.
Bicycle parking is already required for new development in Oregon City’s municipal code (17.52.040). These requirements may need to be reevaluated given the Willamette Falls Legacy Project’s vision for attracting a high number of visitors and supporting increasing use of non-auto modes. Biking will be a key component of this vision.
Electronic Parking Guidance Systems
Electronic Parking Guidance Systems direct motorists from main access roads to parking facilities with available spaces. Information for a specific facility or for a defined area is displayed on signs, and may also be presented via phone, internet, or in-vehicle navigation systems. These systems are sometimes called Dynamic Parking Guidance Systems, as the numbers change every few minutes. This strategy reduces traffic, which leads to a reduction in emissions, fuel consumption and wasted time. It promotes better use of parking capacity and can direct parking traffic onto dedicated roads.
Such systems, provided at the front end of development, can effectively distribute traffic within the Willamette Falls Legacy Project site, but also offer the opportunity to link the site to parking resources in the larger downtown. For more information on these types of systems, see the SFpark Technical Manual. http://sfpark.org/resources/docs_techmanual/
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Parking Lot/Garage Design and Placement
Design standards for parking facilities can help to ensure that off-street parking will accommodate access and circulation while meeting the needs of the development. Placement standards can help to ensure that facilities do not impact existing or future development, or the sharing of parking between developments. Both standards can also help to ensure that parking facilities meet the aesthetic vision of the community.
Oregon City’s current code focuses on design, placement, and landscaping of surface lots (17.52.060) and some architectural requirements in (17.62.050) it does not provide a lot of direction for the development of successful garages. Guidance on exterior design, access points, integration with other modes, shared parking, and ground-floor active uses is lacking. All elements of the City’s code for parking facility design and location should be reevaluated to ensure that off- street parking facilities will be designed appropriately, will accommodate vehicle access and circulation, and are placed to optimize land-use efficiency.
V. APPROACH
An “Inside/Outside” methodology was used to prioritize TDM and parking management strategies and create a timeline to inform decision-making and implementation.
The Inside/Outside methodology aims to maximize existing infrastructure through easy-to-implement programs, services, and projects, building on what municipalities already have “inside” their City. Stakeholders also mentioned the desire to implement strategies based upon development plans. Without a more concrete timeline and land use plan, a rigid TDM plan is difficult to determine. A key aspect of this plan is its emphasis on flexibility based on many factors including by not limited to:
Land use development (residential vs. commercial needs) Local/Regional capital improvement projects (99E improvements, local street improvements)
Downtown parking operational/management changes (time stays, permit zones, rates, etc.) Local transit changes (bus lines)
After “inside” strategies are implemented, “outside” TDM and parking management strategies should be explored. These are often costlier, longer-term projects requiring outside funding sources and partnerships. Examples include major capital improvements such as transit expansion and regional bicycle/pedestrian connections, and links to remote infrastructure like shuttles or additional parking facilities.
The following diagram below graphically illustrates the “Inside/Outside” approach.
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Light-Rail Expansion
'Inside' Approach Additional - transit subsidies Regional Parking - bike parking Bike/Ped Facilities - parking management strategies connections - carpool matching - trip planning
Shuttles
VI. RECOMMENDATION STRATEGIES
Guided by the Inside/Outside approach and industry best practices, stakeholders prioritized TDM and parking strategies into near, mid and long-term solutions. Likely strategies were categorized into theme areas (i.e. Pedestrian, Information & Options, Parking, Bicycle, Transit). Additional strategies were added by stakeholders. The implementation of strategies is not meant to be completed step-by- step in order, rather the strategies work to complement each other and can be implemented based on need and/or opportunities. However, the near-term strategies must be completed before the mid and long-term strategies can be effectively implemented, again reinforcing the ‘inside/outside’ approach.
Strategy Summary Table
Strategy Category Timeline Page
Near-Term Strategies
Centralize Coordination and Implementation of the 1 Coordination Near-Term 20 TDM Plan
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Strategy Category Timeline Page
2 Develop Ongoing Monitoring Data Collection Plan Coordination Near-Term 21
3 Provide Interim Onsite Parking (Pay to Park) Parking Near-Term 21
Develop Needs Inventory of Walking and Bicycling Walking & 4 Near-Term 22 Infrastructure Bicycling Walking & 5 Walking & Bicycling Infrastructure Action Plan Near-Term 22 Bicycling
6 Wayfinding Action Plan Info & options Near-Term 23
7 Coordination with Tourism Groups Coordination Near-Term 23
Coordination with Downtown Oregon City 8 Coordination Near-Term 24 Association (DOCA) Shared Use Parking Agreements with Private 9 Parking Near-Term 24 Owners of Off-Street Supply Enhance/Expand Existing Residential Parking 10 Parking Near-Term 25 Program (RPP) Price Parking to Demand-Tiered Rate Systems for 11 Parking Near-Term 25 On and Off-Street Public Supply Extend Bus Service from Existing Downtown 12 Transit Near-Term 26 Transit Center Closer to the Site
13 Create Online Resource Website Info & Options Near-Term 26
Mid-Term Strategies
14 Improve Pedestrian Infrastructure Walking Mid-Term 27
15 Improve Bicycling Infrastructure Bicycling Mid-Term 27
Identify Potential Remote Parking Sites to Support 16 Transit Mid-Term 28 Future Shuttle Opportunities
17 Customer Validation Program Parking Mid-Term 28
18 Calm Traffic On 99E Walking Mid-Term 29
Explore Formation of a Transportation 19 Coordination Mid-Term 29 Management Association (TMA)
20 Shuttles Transit Mid-Term 30
21 Private Development Onsite Implement TDM Tools Info & Options Mid-Term 30
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Strategy Category Timeline Page
22 Explore Carshare agreements and spaces Info & Options Mid-Term 31
23 Improve Information Technology Info & Options Mid-Term 31
Long-Term Strategies
24 Build Parking Garage Parking Long-Term 32
Extend High Capacity Transit (HCT) Line to Oregon 25 Transit Long-Term 33 City
26 Water Taxis Transit Long-Term 33
27 Bikeshare Program Bicycling Long-Term 33
28 Form a TMA Info & Options Long-Term 34
Near-Term Strategies
The following near-term strategies (immediate – 4 years after riverwalk opening) focus on creating a baseline for ongoing monitoring, management and implementation of TDM strategies. The projects/programs aim to target ‘low-hanging fruit’, in other words, transportation options solutions that focus on simple changes that can be implemented in the near future.
Near Term Strategies 1. Centralize Coordination and Implementation of the TDM Plan Most strategies require ongoing monitoring, especially measurement of onsite parking usage, parking pricing, Rationale walking and bicycling access improvements, off-site parking and shuttle programs, residential parking permits, and hours of parking enforcement. Priority #1 Effectiveness **** Relative Cost $ Triggers Plan approval/adoption.
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Near Term Strategies Implementation steps: ▪ Within six months of plan adoption, designate a single staff person (interim TDM manager) responsible for plan implementation. ▪ Establish a representative TDM access plan implementation. ▪ Establish a staff working group that will look at a public’s ability to plan for and support completion of near, medium and long term projects. ▪ Advisory committee to be charged with assisting in the coordination and implementation of the TDM plan. ▪ Initiate routine meeting schedule, provide consultant support as needed. 2. Develop Ongoing Monitoring Data Collection Plan Ensure stakeholder coordination and forward movement of Rationale TDM plan.
Priority #1 Effectiveness **** Relative Cost $$ Triggers Plan approval/adoption. Implementation steps: ▪ Review existing monitoring methods and determine what is missing (approach, level of detail). ▪ Include as an annual or biannual budget item. ▪ Identify stakeholders who can provide paid or volunteer support for data collection tasks. ▪ Identify staff to own and manage project. ▪ Determine appropriate schedule. ▪ Hire consultants as needed.
3. Provide Interim Onsite Parking (Pay to Park) Provide limited onsite parking opportunities for riverwalk Rationale visitors to promote transportation options but still accommodate vehicle trips. Priority #1 Effectiveness *** Relative Cost $$$ Triggers Opening day of riverwalk.
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Near Term Strategies Implementation steps: ▪ Evaluate code provisions to allow for interim conditional use of commercial parking (non- accessory) at the site. ▪ Identify location of interim parking (parcel or existing building) on site. ▪ Initiate necessary improvements (e.g., paving, striping, lighting, signage, pay stations) ▪ Initiate operations.
4. Develop an existing condition report and Needs Inventory of Walking and Bicycling Infrastructure Need to improve access for people walking and biking. First Rationale need an inventory to identify top projects. Priority #1 Effectiveness **** Relative Cost $$ Triggers Plan approval/adoption Implementation steps: ▪ Review existing city inventories to date for downtown area. ▪ Hire consultants and solicit volunteer help as needed. ▪ Develop report on existing conditions, identifying sidewalk, bike lanes, connectivity, ADA, signage, lighting and other barriers to a walkable and bikable connected environment through site and between site and other downtown destinations. Review and provide a priority list for implementation. 5. Walking & Bicycling Infrastructure Action Plan
Improve safe access and multimodal connections. Beneficial Rationale to existing Downtown. Priority #1 Effectiveness **** Relative Cost $$ Triggers Plan approval/adoption
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Near Term Strategies Implementation steps: ▪ Finalize an action plan for addressing barriers and recommended improvements in the existing conditions report, including estimated costs and potential funding sources/processes. ▪ Ensure plan is regional in scope and takes advantage of nearby trails such as the Trolley Trail. ▪ Present Action Plan to City Council for review and approval. ▪ Work with affected City divisions and TDM Manager to coordinate and prioritize projects with internal planning and funding.
6. Wayfinding Action Plan
Improve wayfinding for people walking and bicycling, Rationale especially connections to elevator. Priority #1 Effectiveness ** Relative Cost $ Triggers Opening day of Riverwalk Implementation steps: ▪ Using the walking and biking needs inventory plan, develop a plan to improve wayfinding system. ▪ Coordinate and partner with stakeholders currently investing in wayfinding downtown (DOCA, Tourism, Public Works, ODOT etc.). ▪ Develop a list of downtown destinations to be used in wayfinding signage that can be located at the elevator and repeated at strategic locations throughout the downtown. ▪ Identify funding sources
7. Coordination with Tourism Groups As the site develops, ensure visitor access is well coordinated Rationale and efficient.
Priority #2 Effectiveness ** Relative Cost $$ When on-site parking is over 85% occupancy and there is overflow on nearby streets, Triggers OR when additional development on-site generates a significant number of new trips.
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Near Term Strategies Implementation steps: ▪ Engage with Tourism Plan project now and continue to integrate plan goal and strategies. ▪ Engage with Mt. Hood Territory organization and local tourist destinations. ▪ Identify shared needs and goals; identify opportunities for collaboration and coordination especially around large events. ▪ Continue wayfinding and online resources website coordination. ▪ Consider formal tourism position on the TDM Access Plan Implementation Committee to act as a liaison between the City’s TDM effort and the tourist groups. 8. Coordinate with Downtown Oregon City Association (DOCA) Creating useful and up-to-date information by coordinating Rationale with the Downtown Association is necessary and will benefit both destinations. Priority #2 Effectiveness *** Relative Cost $ Triggers Opening day of Riverwalk Implementation steps: ▪ Set up a plan with DOCA and relevant stakeholders to identify common goals and opportunities for collaboration. ▪ Hold regular meetings with DOCA and stakeholders for information sharing and to monitor programs and initiatives. ▪ Consider DOCA position on the TDM Access Plan Implementation Committee to act as a liaison between the City’s TDM effort and the Main Street association.
9. Shared Use Parking Agreements with Private Owners of Off-Street Supply Facilitate shared-use parking agreements for existing off- Rationale street private parking lots Priority #1 Effectiveness *** Relative Cost $ Begin process now, implement when off-street parking occupancy is regularly above Triggers 85%.
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Near Term Strategies Implementation steps: ▪ Evaluate and possibly amend code provisions to ensure that shared-use non-accessory parking is or becomes an allowed use downtown. ▪ Use data from the 2016 parking study to identify facilities that could serve as shared-use “opportunity sites.” Criteria could include proximity to downtown, a meaningful supply of empty stalls, pedestrian/bike connectivity, walk distance/time, safety and security issues, etc. ▪ Based on the above, develop a short list of opportunity sites and identify owners. ▪ Establish a target goal (number) of downtown employees to transition into opportunity sites. ▪ Through DOCA, begin outreach to owners of private lots. ▪ Negotiate shared-use agreements through DOCA or an appropriate private entity. ▪ Obtain agreements from downtown businesses to participate in employee assignment program. ▪ Incorporate program information, including identified shared-use lots, on the resources website.
10. Enhance/Expand Existing Residential Parking Program (RPP) Expand the residential permit program to manage on-street Rationale parking in residential neighborhoods.
Priority #2 Effectiveness *** Relative Cost $$ When on street parking occupancy in upper neighborhoods is above 85% and/or the Triggers neighborhood requests such a program. Implementation steps: ▪ Begin conversation on current protocols and processes related to existing RPP. Provide a revised outreach packet for neighborhood education. ▪ Reaffirm and/or revise current protocols to limit RPPs to block faces zoned Residential. ▪ Consider implementing a monthly or annual fee for residential permits to provide support for administration of RPP program and stronger localized enforcement. ▪ Implement revised program.
11. Price Parking to Demand-Tiered Rate Systems for On and Off-Street Public Supply Ensure that on- and off-street parking stalls are priced to Rationale efficiently distribute demand and encourage use of transportation options. Priority #1 Effectiveness **** Relative Cost $
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Near Term Strategies Triggers When parking occupancy on street is above 85% Implementation steps: ▪ Evaluate distribution of parking demand in downtown per 2016 parking study. ▪ Conduct demand analysis of Bluff parking. ▪ Re-calibrate on-street parking to demand using the 85% occupancy standard. ▪ Consider pricing on commercial streets on Bluff, coordinated with residential permit parking re-evaluation. ▪ Review pricing of existing City off-street permit program to ensure market pricing of off-street permits. ▪ Provide outreach to visitors and business owners on benefits of demand pricing.
12. Extend Bus Service from Downtown Transit Center to the Site Extend bus service closer to the site. The current stop is too Rationale far for most people to conveniently walk.
Priority #2 Effectiveness *** Relative Cost $$ Triggers Opening day of Riverwalk Implementation steps: ▪ Begin discussions with TriMet. ▪ Identify location for bus stop and route access to bus stop ▪ Implement necessary infrastructure (striping, shelter, signage). ▪ Work with TriMet to launch service change.
13. Create Resource Website Create online information resource website outlining Rationale transportation options, routes, links, etc.
Priority #1 Effectiveness *** Relative Cost $$ Triggers Opening day of Riverwalk
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Near Term Strategies Implementation steps: ▪ Convene a group of stakeholders to identify target audiences and key information. ▪ Develop a list of transportation resources for employers, employees, and visitors. ▪ Identify and procure funds for website development and maintenance. ▪ Link to social media to keep it fresh. ▪ Promote launch of website and find influential stakeholders and community leaders to drive traffic to the site. ▪ Regularly monitor and evaluate the site’s information and usability.
Mid-Term Strategies
Mid-term strategies (4 – 10 years after riverwalk opening) present a mix of infrastructure improvements and program management solutions for both TDM and parking. These strategies require a bit more time, coordination and, in some cases, funding; therefore, developing them may take more time and resources.
Mid Term Strategies 14. Improve Pedestrian Infrastructure Increase the number of visitors accessing the site on foot, Rationale improve safety and comfort for people walking
Priority #2 Effectiveness *** Relative Cost $$ Triggers Approval of the Walking & Biking Action Plan Implementation steps: ▪ Using the Walking & Biking Action Plan, prioritize projects that improve pedestrian access: additional wayfinding signage, improved crossings, pedestrian scale lighting, etc. ▪ Review TSP for previously identified pedestrian infrastructure projects. ▪ Pursue funding.
15. Improve Bicycle Infrastructure
Rationale Increase the number of bike lanes, paths, bike parking, etc. Priority #2 Effectiveness *** Relative Cost $$
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Mid Term Strategies Triggers Approval of the Walking & Biking Action Plan Implementation steps: ▪ Using the inventory and needs plan, prioritize projects that improve bicycle access: add bike parking, repaint sharrows, improve wayfinding and crossings, etc. ▪ Review TSP for previously identified bicycle infrastructure projects. ▪ Identify funding.
16. Identify Potential Remote Parking Sites to Support Future Shuttle Opportunities Reason(s)/ Ensure successful multi-modal routes and efficient parking Rationale Priority #2 Effectiveness ** Relative Cost $ Triggers On-site and downtown parking exceeds 85% with new tiered pricing implemented Implementation steps: ▪ Use the TDM implementation Committee to work with DOCA, area property owners, developers, etc. to: ▪ Identify opportunity sites (e.g., West Linn, Oregon Trail Interpretative Center, Clackamette Park, Amtrak station, etc.) ▪ Assess actual parking use at sites to determine whether surpluses are available. ▪ Evaluate code provisions to allow for commercial parking (non-accessory) at opportunity sites. ▪ Engage property owners in agreements for use. 17. Customer Validation Program Reason(s)/ Encourage longer-term parking off-street as site/downtown Rationale develop
Priority #1 Effectiveness ** Relative Cost $$ When off-street parking remains under-used but on-street occupancies are above Triggers 85%
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Mid Term Strategies Implementation steps: ▪ Convene businesses to determine validation program parameters. ▪ Conduct research on best practices of validation programs. ▪ Through DOCA on behalf of the Implementation Committee, draft agreements on how much and how businesses will refund the city’s parking fees. ▪ Draft marketing materials and conduct focus groups on best messaging techniques. ▪ Plan a program roll out media event. ▪ Regularly monitor program effectiveness with DOCA, businesses, etc.
18. Calm Traffic on 99E
Rationale Vehicular traffic is felt to be unsafe for pedestrians Priority #1 Effectiveness ** Relative Cost $$ When development of projects in adopted Willamette Falls Framework Plan is Triggers triggered by onsite redevelopment, or when funding is acquired for TSP street- calming projects downtown Implementation steps: ▪ Implementation of planned safety projects: A. Tunnel illumination & Intelligent transportation signage improvements in spring 2019 at 99E, B. Railroad realignment at 99E, C. Right in and right out at 99E and Water Ave. ▪ Coordinate with Oregon City Public Works and ODOT on proposed and planned Transportation System Plan (TSP) projects in the downtown that support pedestrian comfort and safety. 19. Explore Formation of a Transportation Management Association Incentive programs encourage people to use transportation Rationale options.
Priority #1 Effectiveness **** Relative Cost $$ Significant development on-site and in downtown and/or continued parking Triggers constraints.
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Mid Term Strategies Implementation steps: ▪ Have TDM Implementation Committee work with DOCA, property owners, and the City to identify concerns and goals for a possible TMA. ▪ Conduct Business Improvement District feasibility study to be a primary funding source for the TMA. ▪ Research other TMAs. ▪ Identify project champions and empower them to lead the charge.
20. Shuttles
Rationale Encourage a “park once” philosophy. Priority #1 Effectiveness *** Relative Cost $$$ When on-site parking is over 85% occupancy and there is overflow to nearby streets, Triggers OR when additional development on-site generates a significant number of new trips. Implementation steps: ▪ Research other shuttle programs (e.g., Explore Washington Park, BUZZ Bus in Palm Springs, Columbia River Gorge Express). ▪ Reach out to partners such as tourist locations (End of Oregon Trail Museum, DOCA, etc.) to gauge interest and explore possible funding opportunities. ▪ Identify possible routes and stop locations. ▪ Identify funding. ▪ Develop RFP for operators. ▪ Launch shuttle service with big media event. ▪ Monitor shuttle performance regularly.
21. Private Development Onsite Use of TDM Tools Provide incentives for employees and visitors to use alternate Rationale modes onsite and ensure full use of parking spaces
Priority #2 & 3 Effectiveness *** Relative Cost $$$ Approval of private development on the Willamette Falls Legacy Project site will Triggers require a TDM plan.
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Mid Term Strategies Implementation steps: ▪ Private development will provide proportional support to the TDM plan. Tools could include: - New employee welcome procedures explaining transportation options - Installing bike parking and changing rooms on-site - Discounted/subsidized or pre-tax transit passes for employees - Bike/walk bucks using the federal biking transit tax benefit program - Annual travel surveys of employees - Workplace challenges to raise awareness about options and ”gamify” commuting.
22. Explore Carsharing Agreements
Rationale Add more transportation options to support multi-modal access
Priority #2
Effectiveness ***
Relative Cost $$ When on-site parking is over 85% occupancy and there is overflow to nearby streets, Triggers OR when additional development on-site generates a significant number of new trips. Implementation steps: ▪ City to begin dialog with regional carsharing companies to understand potential marketplace barriers (for private development sites and for public on/off-street locations) ▪ City/DOCA to facilitate conversations with private developers to incorporate dedicated carsharing stalls into their properties – could be strategy to reduce minimum parking requirements ▪ City to negotiate agreement with carsharing operators to deploy vehicles in public parking supply (with supportive parking utilization and market demand data) 23. Improve Information Technology Rationale Improve information technology infrastructure Priority #2 Effectiveness *** Relative Cost $$$ Increased private development onsite. List can be developed in conjunction with Triggers shared use parking agreements and tiered parking pricing options.
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Mid Term Strategies Implementation steps: ▪ With TDM Manager, develop a list of technology applications that enhance the user experience and improve information delivery. ▪ Technology improvements could include: o Pay by phone payment service o License plate reading technology for enforcement o Off-street sensors and real-time availability information via web and mobile apps. o Evaluate list of technology applications for feasibility including cost, maximizing user coverage, return on investment, and ease of adoption. o Prioritize list based on factors above.
Long-Term Strategies
Long-term strategies (10 – 20 years after riverwalk opening) require the greatest amount of coordination, organization, and often, funding. Below are a number of strategies that may be applicable in the future as the Willamette Fall Legacy Project is developed and as Oregon City continues to thrive.
Long Term Strategies 24. Build Parking Garage As the site becomes a popular destination, vehicle parking Rationale will become a concern
Priority #1 Effectiveness *** Relative Cost $$$$ Triggers When new development on the site generates a significant number of additional trips. Implementation steps: ▪ Identify potential locations future public/private parking garage in downtown and or mill site. ▪ Conduct market and feasibility study. ▪ Determine base parking rate to cover construction and operating cost. ▪ Identify possible locations. ▪ Develop pro forma for construction. ▪ Identify possible public and private funding sources. ▪ Develop RFP for operator and construction company. ▪ Monitor parking garage performance regularly and adjust rates.
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Long Term Strategies 25. Extend High Capacity Transit (HCT) to Oregon City
Rationale Extend MAX Orange Line or Bus Rapid Transit to Oregon City Priority #2 Effectiveness *** Relative Cost $$$$$ When significant dense development generates enough trips to and from the Triggers Downtown area. Implementation steps: ▪ Oregon City continues role in regional planning for line extension. ▪ Collaborates with stakeholders, when needed to show support.
26. Water Taxis Reason(s)/ Create transit connections across and along the Willamette Rationale River Priority #2 Effectiveness ** Relative Cost $$$ Triggers Driven by outside investment in this mode (tourism or transportation based). Implementation steps: ▪ Build proposed boat dock onsite or provide shuttle service from Jon Storm dock and or other docks along both sides of the lower Willamette.
27. Bikeshare Program Create a bikeshare program to facilitate multi-modal Rationale transportation option
Priority #2 Effectiveness ** Relative Cost $$ When additional dense mixed-use development on-site generates a significant Triggers number of new trips.
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Long Term Strategies Implementation steps: ▪ Conduct feasibility study. ▪ Identify key partners (City, DOCA, tourist groups, etc.) ▪ Procure funding for planning (federal or regional grants, Bikeshare Foundation, etc.) ▪ Develop RFQ for bikeshare operator. ▪ Identify possible operators and negotiate contract. ▪ Work with operator to determine best funding mechanism and price structure. ▪ Work with operator to determine station locations. ▪ Procure necessary permits and/or agreement for station locations. ▪ Roll out marketing campaign and media event. ▪ Monitor program regularly.
28. Form a Transportation Management Association (TMA) Have a central organizing group responsible for implementing Rationale and monitoring transportation demand programs and access.
Priority #2 Effectiveness ***** Relative Cost $$$ When there is development on-site and continued strain on parking and Triggers transportation access. Implementation steps: ▪ Use key findings from earlier feasibility study to develop strategy and work plan for a TMA, with timelines and milestones identified. ▪ Establish a Business Improvement District (BID) to fund TMA. ▪ Develop language to codify the BID. ▪ Recruit board members to oversee the TMA. ▪ Develop organizational framework, bylaws, goals, etc.
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VII. TDM Strategies in Action
The following examples provide an overview summary of a Transportation Demand Management program put into practice, specifically shuttles, which the community expressed high support for through the public outreach process.
Transportation Management Associations (TMAs)
While Transportation Demand Management programs can be effective implemented through employers or business associations alone, often the impact is greater when multiple entities work cooperatively. Transportation Management Organizations or Associations or TMO/TMAs are typically nonprofit organizations charged with coordinating a neighborhood, district, or regions Transportation Demand Management programs. Since they are independent entities pooling resources and convening stake holders they can take advantage of government grant funds and are able to do more creative marketing and outreach activities reaching a wide range of individuals.
There are a few creative funding mechanisms for TMAs, from membership dues, parking revenue, district assessments/taxes, and grants.
• District assessment/tax ‐ an assessment or additional tax can be levied through a business improvement district to help fund a TMA’s program. These are often the largest source of revenue for organizations.
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• Parking revenue ‐ Parking revenue can be used to help pay for TDM programs as well infrastructure in a neighborhood or district. This requires coordination, collection and oversight from the City. • Membership Dues or Direct employer contributions ‐ Direct dues are often a common way to start or fund a small organization. • Local government contributions ‐ for start-up funding or for special projects, local or regional governments often provide grants. These are often given out on a short term basis.
For more on forming a TMA visit the Association for Commuter Transportation’s website and look for their TMA Handbook- http://actweb.org/wp-content/uploads/2016/11/tma_handbook_final.pdf
Community Funding Organization Location Impact Served Sources North Shore TMA Salem, Beverly, 10,000 • Membership Compliance Danvers, Lynn, employees + dues assistance with and Peabody, 10,000 Massachusetts • State grants MA students Rideshare Regulation
“We want to grow. We need Suburbs/small Roundtables for new businesses coming here, towns property managers, but how do we manage all developers, and that traffic and flow? The Founded in 2008 facility managers TMA evolved from those kinds of discussions.” Telework support
Mayor Kimberley Driscoll City of Salem, Mass.
Go Lloyd Lloyd 25,000 • Parking Meter Since 1997, Go Lloyd Neighborhood, employees Revenue has reduced Portland, OR • Business employee drive alone 3,000 Improvement trips by more than Neighborhood residents District Funds 25% in mid-size city • Transit Pass 18 million + Sale 4.5 million lbs. Founded in 1994 visitors each Commissions reduction in year greenhouse gas “You guys are the best! emissions annually Seriously, I wouldn’t have bike commuted if it wasn’t for 1,200 few vehicles your help.” driving to work daily
PacifiCorp Employee
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Community Funding Organization Location Impact Served Sources Boulder Junction TOD Large (160 Currently • Parking Meter Their goal is 45% SOV acres) Transit operational: Revenue rate. They are at 58% TDM Access District Oriented • Development now, but just opened Development 400 residential fees known as this year.
Site in Boulder, units “TDM Access CO 2 restaurants District” 1 hotel • City grant Small City funds In development/ construction:
800+ units 400,000+ sq ft of commercial space
Shuttles
Shuttles can be very effective at moving people to destinations, especially popular sites such as Multnomah Falls in the Columbia River Gorge. They can, however, be expensive to operate and require both sufficient ridership demand and sustainable funding to be effective. The table below offers a few examples of shuttle programs in small cities and regional tourist destinations.
Shuttle Name -- Location Operating Funding Sources Direct Schedule Operating Expenses Columbia Gorge Express—Portland to Pilot started in A combination of: • $225,000 per Gorge, Oregon 2016 • Local and regional season Destination-based economic Seasonally development funds (May- (e.g. Travel September) Portland) • Federal Highway Friday, Administration Saturday, funds Sunday only • Friends of the Columbia Gorge Hourly, 9am- and more 7pm • Passenger fare: $5 per person round- trip
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Shuttle Name -- Location Operating Funding Sources Direct Schedule Operating Expenses BUZZ Trolley–Palm Springs, Started in 2014 • City sale & use tax • $847,000 per California passed for year Loop/Circulator Year round downtown revitalization Thursday- purposes, 1% Sunday (Measure J) • Business Every 15 minutes sponsorship from 11am-1am coming soon • Free rides to anyone Explore Washington Park Shuttle— Started in 2015 • On-site parking • $330,000 per Portland, OR fees fund the TMA, year Loop/Circulator Seasonally Explore April- October Washington Park. Weekends only which operates and 9am-7pm pays for the shuttle
May-September Daily 9am-7pm
Every 15 minutes CCC Xpress Shuttle—Clackamas County September-June • $60 per Shuttle Community College, OR hour for 2 Destination-based Monday-Friday shuttles running daily, plus a 3rd Every 15 minutes shuttle during during peak, peak hours then every 30 • $180,000 per minutes school year
6:45am-6:45pm Mt. Hood Express – operated by 7 days per week Public/Private • $558,298 per Clackamas County between Sandy and partnership – year Government Camp 5:15am-6:15pm Timberline Lodge, Mt. Hood Ski Bowl, and 6 runs per day, Resort at the one additional Mountain are major run Dec 1 – contributors March 31
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Shuttle Name -- Location Operating Funding Sources Direct Schedule Operating Expenses Passenger fare: $2 one-way, $5 round- trip
Parking Permit Programs
Area parking permit programs seek to manage on-street parking spaces and encourage visitor turn over so local residents can access spaces more easily. Permit programs are intended for residential/business use within a defined boundary. Area permit programs are requested by neighborhood stakeholders to address an access issue. Programs are administered by the City with permit fees coving the cost of administration and some base level of enforcement. Typically visitors can only stay 30 minutes to 2 hours in an on-street space unless they display a permit for that zone. While the primary role of the parking permit program is to manage demand, some cities have used parking permit revenue (with an added surcharge) to fund local street improvement projects and encouragement programs. Examples of encouragement activities include discounted or free transit passes and bike share memberships to local residents and employees, improved wayfinding signage, new and improved crosswalks and bus shelters, etc.
NW Parking Permit District
The NW Portland neighbors recently agreed to price their permits based on parking demand to better manage their on-street parking supply. They agreed to add a surcharge to the permit fee to help fund area improvements. If residents chose not to purchase the a permit at the new price, they could opt out and receive a $100 transit card with a free annual Bikeshare membership or 50% discount on an annual transit pass. This is an example of a city working with neighbors to help resolve an on-going parking program with an innovate approach that directly funds solutions (alternatives to parking).
VIII. RECOMMENDATIONS
The Willamette Falls Legacy Project presents an opportunity to transform the Oregon City waterfront and write an exciting new chapter in the site’s long history. Incorporating the valuable input of local stakeholders and guided by industry best practices, TDM and parking strategies provide an important set of tools with which to shape land use and infrastructure development for the betterment of the site and of Oregon City. General recommendations include:
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TDM Management Plan Adoption:
❖ Adopt and actively manage the Oregon City Transportation Demand Management Plan to guide TDM and Parking Management strategies for the Willamette Falls Legacy site, as well as for Oregon City as a whole. Continue to collect data, coordinate with local and regional agencies and governments, and “right-size” parking.
Data Driven Actions
❖ Use this document’s strategies and recommendations not as a step-by-step prescription, but as a guide on how to react when changes occur or opportunities develop. Near-, mid-, and long-term strategies should be viewed as a set of tools to be used when most beneficial for Oregon City, not as a chronological checklist.
Oregon City as a Whole:
❖ As the Willamette Falls Legacy Project evolves, TDM and parking solutions should complement and support the success of Oregon City as a whole.
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IX. APPENDICES
Appendix I. 2016 Oregon City Parking Study
On-Street Findings:
2016 On-Street Parking Hourly Utilization
Key findings include:
Survey Period Peak Occupancy (Peak Hour)
Peak Occupancy - Weekday 66.2% (2:00 – 3:00PM)
Peak Occupancy - Weekend 59.5% (1:00 – 2:00PM)
• The weekday peak hour is 2:00 to 3:00 PM, when occupancies reach 66.2%. • The weekend peak hour is 1:00 to 2:00 PM, when occupancies reach 59.5%. • Hourly occupancies are higher throughout the day on the weekday compared to the weekend. • Hourly occupancies are substantially higher in the morning and late afternoon/evening on the weekday.
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• Both the weekday and weekend show a small spike in the evenings after 4:00 PM, indicating that the downtown experiences a resurgence of activity at dinner time. The spike occurs earlier on the weekday (between 5:00 and 6:00 PM) than on the weekend (between 6:00 and 7:00 PM).
On-street parking in downtown Oregon City is efficient and occupancy levels are not constrained. Parking metrics indicate a vibrant downtown that is well managed through metering and enforcement. These characteristics will allow for increased parking demand from neighboring developments to be absorbed, and provide a sound baseline for on-street parking management as the downtown grows.
Off-Street Findings:
2016 Off-Street Parking Hourly Utilization
Key findings include:
Survey Period Peak Hour Occupancy (Peak Hour)
Peak Occupancy - Weekday 53.4% (2:00 – 3:00PM)
Peak Occupancy - Weekend 25.5% (12:00 – 1:00PM)
• Weekday peak occupancy is 53.4% and occurs between 2:00 and 3:00 PM. • Weekend peak occupancy is 25.5% and occurs between noon and 1:00 PM.
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• Hourly occupancy rates are higher throughout the day on the weekday compared to the weekend. • Hourly occupancy rates are relatively consistent on the weekday and taper off after 4:30 PM. • Both weekday and weekend occupancy rates are not constrained and show ample room to absorb additional vehicles. • At the weekday peak hour, 405 vehicles are parked, leaving 353 stalls empty. At the weekend peak hour, 193 vehicles are parked, leaving 565 stalls empty. Both days yield surplus space to which existing or new users could be directed.
The off-street parking supply is not constrained and, through shared-use agreements, can absorb a significant number of additional vehicles throughout the week. These findings are particularly relevant as the Willamette Falls Legacy Project considers short- and long-term off-street parking facilities for the Riverwalk and related developments.
2016 Oregon City On-Street Peak Hour Parking Utilization Comparison
2016 Oregon City On-Street Parking Utilization – Comparative Peak Stalls Average Violation Stall Type Year Stalls Peak Hour Occupancy Available Length of Stay Rate
2008 392 10:00 – 11:00 AM 72.7% 107 2 hr/ 10 min. 9.6% On-Street Peak 2016 408 2:00 – 3:00 PM 66.2% 138 1 hr/ 53 min 10.8%
2016 vs. 2008 Oregon City On-Street Hourly Parking Utilization Comparison
2016 Oregon City - Downtown Parking Utilization 2008 vs 2016 On-Street Occupancies (408 stalls) 100% 90%
80%
72.7%
66.2%
64.8%
64.0% 63.3%
70% 63.0%
61.7%
61.3%
61.0%
59.7%
59.3%
56.9% 56.9% 56.9%
56.8% 55.4%
60% 54.9%
51.5% 49.0% 50% 47.3% 40% 30% 20% 10% 0% 8:30 AM 9:30 AM 10:30 AM 11:30 AM 12:30 PM 1:30 PM 2:30 PM 3:30 PM 4:30 PM 5:30 PM 6:30 PM
Appendix I 3 130 Item 4.
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Appendix II. Stakeholder Engagement Summary
There were opportunities throughout the process for community members to provide feedback on this plan, both online and in person. The City held three public meetings that acted as workshops, one open house, and two online surveys. Input from these were incorporated into the plan.
Meeting # 1 (April 26, 2017)
Challenges/Concerns
• Transit o No bus or transit access to site o No MAX or high capacity transit (HCT) connection • Highway 99E o High traffic speeds make it feel unsafe and unpleasant to walk or bike • Pedestrian access & comfort • Bicycle access & comfort • Connection to Downtown • Neighborhood parking overflow • Lack of information or signage • Constrained site generally
Tools/Ideas
• Improve pedestrian access and comfort o Calm traffic on 99E o Pedestrian overcrossing from 99e to promenade • Build/expand bicycle infrastructure o Bike lanes, paths, bike parking and wayfinding signage o Bikeshare or bike rental programs • Think outside the box(car) o Encourage people to get there without driving, limit onsite parking • River access o Water taxis • Residential Parking Programs o Especially in McLoughlin and Canemah neighborhoods • Shuttle service • Coordinate tourist attractions and access o Use parking lots at nearby museums for a shuttle • Traffic calming on Highway 99 • Smart parking pricing • Charge for parking
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• Customer validation program • Encourage employees to park elsewhere • Improve parking information and wayfinding signage • Work with TriMet on expanding service to site
Meeting # 2 (May 24, 2017)
The community was asked to prioritize TDM strategies. There was strong support for most, and many community members were eager to implement them sooner rather than later. The chart below shows the top ten strategies as identified by meeting attendees and online survey respondents. Extending MAX to Oregon City was the most controversial.
Preferred TDM Strategies
Walking infrastructure – widen sidewalks, safe crossings, … Extend MAX to Oregon City Improved pedestrian connections to elevator Bike infrastructure – bike lanes, paths, bike parking Pedestrian bridge to promenade over 99 Water taxis Shuttle – use parking lots at nearby museums Limit onsite parking – promote transportation options Price parking to demand Transit stop at Riverwalk
0 2 4 6 8 10 12 14 16 18
Meeting # 3 (July 26, 2017)
At this meeting, the draft plan was presented to the community to ensure that all ideas and concerns had been captured. Community members were generally in agreement with the strategies and timeline. Comments included:
• Work with regional trails such as Trolley Trail to improve bike access. • Work with Downtown Oregon City Association on advisory committee and ongoing monitoring. • Important to identify funding for city staff time early on.
2 Appendix II 133