City Council - Regular Meeting

Good afternoon everyone. This meeting of the city council is now called to order. Today is Tuesday, April 21st, 2026. And we will start with a roll call. Miss Hawkins. Yes, Mirbuk here. Councelor's Wendland. That would be me. Yes, I am here. Verdict here. Corrian here. Councelor Afan is on Zoom. And councelor Moo here. Thank you. Thank you. Now, everyone, will you please stand, remove your hats and join us in the pledge?

I pledge algiance to the flag of the United States of America. Republic for which it stands, one nation under God, indivisible, with liberty and justice.

Thank you everyone. So this uh in the first week of May, we recognize public uh public service. It's public service recognition week. public employees. They pay play a vital role in delivering services that cultivate an exceptional quality of life for all community members in Lake Asiggo. So, we proclaim the first week of May 2026 as public service recognition week to acknowledge and honor the dedication and often unseen contributions of our city employees. And you'll find this proclamation as well as other city proclamations on the our website. And we also have a presentation as at the top of this meeting from our friends at Meals on Wheels. And I'd like to invite Judy Hathaway and Karen Alice Jones to please come forward. Don't be shy.

Good afternoon to you two. Hi. Yeah, please. Please. Okay. Tell us how you're doing. We'll try not to sit on one another. Yes. Don't do that.

Good afternoon. Hello. Hello. So, good afternoon. I'm Karen Alice Jones, Judy Hathaway. We're co-chairs for Lake Asiggo Meals on Wheels. And thank you very much for having us here today. And we have almost we meaning Meals on Wheels have almost a full house. And as I say your name, please stand up and be recognized. So, we've got Pier Marone, Bob Irvin, gotta see who Nancy Jones, Kelly Lair, Shane Mcarville, um Ria Dialogue back there. And then we have two staff people, our friend Michael Buck, who's direct staffed us, and Maria, head of the adult community center. You know her. Did I miss any of our people? Anyway, almost a full house today, so that's really cool. GOOD

TO HAVE YOU. SO BEFORE WE DO what you want us to do, which is submit to you a supportive check, I just want to give you a few statistics that come from the past 12 months. So first of all, the total meals served from the adult community center during the past 12 months comes in at over, drum roll, 25,000. And that's home delivered and dinin. A lot of meals, but those are the statistics. And Michael, you correct me if I'm wrong, but I used your sheet, so I think I'm right. And the cost of food and food related supplies and the personnel costs, which are the meal program manager, cook, baker, and kitchen help, is those costs are up quite a bit. And yes, all the food that's served at the center is made inhouse. So that's a wonderful deal. Great desserts, great bread products, too.

And then the cost per meal is also up substantially from March of 25, which was $2.69, $2.69. Now March just passed, it was $429. So as you can see, costs of personnel and food and food related are all costs that are up. And related obviously to that the reverse of that is that program revenues are down substantially and um during this past year and some of those revenues in the past we had some co um we had some COVID payments but that's been a few years ago. We also had the older Americans act um and that has gone down quite a bit. So costs are up, revenues are down. So then we come to the four and we're the Lake OGO Meals and Wheels board. Our task is to fund raise and what we want to do is make up the diff the deficit between the city's Meals on Wheels budget and what it costs then to support and run the program. So that's what we're all about. We have several fundraisers a year and we've had a lot of fun. It's a lot of work, but we've had a lot of fun doing it, and we've got a terrific crew and city staff. That's wonderful. So, um, that's kind of the quick overview picture. And, um, that having been said, we have a check here that we're delighted to present to the city for $19,867 that represents that deficit that I just spoke to. So, I don't know who. I guess I'll give it to our mayor. Oh, thank you, Karen Alice.

Thank you very much. Thank you. Thanks so much. Thank you.

Thank you all for your work. Uh I it sounds like what you are doing to help fund raise the program is needed now more than ever and we really appreciate all the uh work you do to involve the community in Meals on Wheels. Obviously to raise uh the funds um but to provide this lifeline to folks in their homes and the um the community gathering at the adult community center is all very important. So thank you all so much for what you do. Really appreciate it. Um, we are now going to move into public uh comment and I have two folks who are signed up, one on Zoom. We're going to start on Zoom and then we'll go to in person. But there's anyone else here who would like to provide public comment and has not signed up to do so can please fill out one of these white forms on the back table and then hand it to Miss Hawkins. But we will go to uh Ryan Roberts joining us on Zoom. Mr. Roberts,

hello there. Oh, that's not Hi. Good afternoon. Good afternoon, Ryan. You can't uh see us here, but you'll have three minutes to uh deliver your comments and uh I can let you know if you go over. Thank you.

Much appreciated. Thank you. And I'm hoping you hold me to it. Um so, thank you for the opportunity to testify here in front of city council. My name is Ryan Roberts. I'm uh with the firm Schwabi Williamson and Wyatt and I represent Public Storage. Public Storage owns property at the 801 North State Street in Lake Asiggo. Um, this property is located in the Foothills District. All of my testimony here today is going to be in relation to agenda item 6.2, which will be discussed by others later, but I wanted to at least offer my portion now. And here, um, our major theme that we want to hit is the pages 56 to 59 of attachment 8 to agenda item 6.2 two addresses two access points for the proposed update to the Foothills District which include the Twiliger Boulevard intersection and the public storage access between avenues D and E. Um, we are standing or sitting here today offering testimony to state that if the city were to modify the public storage access uh between avenues D and E in any way that would modify it from its current condition, that would be considered a taking. Um, and given that the public storage facility is one of the more profitable facilities in the public storage portfolio, such a taking would be um tens of millions of dollars. So, um, what we're hoping to do is engage in a conversation which we unfortunately have been left out of to date so far with with regard to Foothill District planning. Um, despite our numerous attempts to reach out to city planners and to just start the ball and get the conversation going where we can come up with a collaborative approach to the city's overall goal of redeveloping that area. Um we we find that as this is

perplexing and rather unfortunate as uh agenda item 6.2 attachments 3, four and six show numerous community engagement uh numerous uh opportunities for community engagement that have occurred and other uh collaborations with other stakeholders in the area. Um, nevertheless, we are still open to having conversations with the city um and hope to do so um as soon as possible with with the right contact person um and so that we can get into the conversation early and to make sure that everybody including the city um is taking the right steps forwards for everyone's best interests. And with that, I yield my time. So, thank you very much for that opportunity to speak.

Thank you, Mr. Roberts. Good to have you here. Thank you. Uh Lisa Lisa Adado. Hi, Lisa. Good afternoon.

Uh good afternoon. Thank you for the time and energy that you dedicate to our community. I'm Lisa Adado. I'm a co-founder and board member of the Lake Asiggo Sustainability Network, LOSN. and I'm here today. My purpose is to invite you to a presentation that we're hosting about clean energy options in the Foothills area. We support the staff draft Foothills vision and guiding principles and encourage you to do so as well. We thank the city staff and the consulting team for considering our input in crafting the vision and principles. We're pleased to see sustainabil sustainability explicitly called out in the vision. Many of the principles are in alignment with our thoughts and recommendations, particularly the goal that calls for integrating sustainability, climate resilience, including clean energy and resilient infrastructure. As a way to support these ideas, we propose that we collaboratively explore the opportunity to make Foothills a clean energy district. The information informational event that I'm inviting you to will be on June 8th from 3:30 to 5:00 p.m. at Lorac. It will feature speakers who are experts on clean energy including Michael Friels from the Oregon Department of Energy and one of the authors of the state of Oregon's energy strategy. David Curry from EOSmart Solutions which is a national developer and manager of thermal energy networks. They do work around the country. and Conrad Brown from PAE, a Portland-based architectural and engineering firm that has worked with clean energy districts throughout Oregon.

This the purpose of this event is to help ourselves and our audience learn about how this type of district might work and how it fits with Foothills, the goals for Foothills, the goals for Lake Asiggo, and the state of Oregon's energy goals. Thank you. Thank you, Lisa. Thanks for your comments and thank you for the invitation to the event. We appreciate it. Right. Is there anyone else who would like to provide public comment? Okay. And we are going to move into our first of two study sessions of this evening. I'd like to invite firefighter paramedic Nathan Sigler to come forward and going to Oh, and Chief Chief Johnson, good to have you as well. to talk about our senior uh facilities prevention and education paramedic grants grant update.

Good afternoon, mayor and council. Don Johnson, uh fire chief for the city of Lake Asiggo and next to me is Nate Sigler. He is our senior facilities prevention and education paramedic. I'm really happy to be here today to talk to you folks about the gains that we've made in all of our senior care facilities over the past year. Uh I think you might recall that about two years ago the idea for this program came about. Uh and it was a result of other cities and special districts in Oregon starting to do things uh differently than than we were doing. We were trying to do everything we could to support our our senior care facilities where other entities were starting to enact ordinances to charge bed taxes to to do things that weren't as productive as they could be. So we at the time had council discussions and and moved into a different realm and started trying to do training within the facilities and tried to to reduce our call volume and provide a better quality of life. Alongside that, the state came through with a grant program, a two-year grant program for pilot projects. Uh and we applied for that project and got it. And the goal of the project was to enhance uh the the care and outcomes for seniors and to provide preparedness activities at those facilities to make sure that that they are as prepared as they could be. That folded right into the council goal in 2024 and or excuse me 2025 and 2026 to enhance uh safety, security, and preparedness within the uh community especially for seniors. Uh the the each year the department responds to about 5,000 calls per year. 3,600 of those are EMS calls. Of that 3600, about 750 are related directly to the senior care facilities. So it's a good place for us to focus since it's close to a quarter

of the calls that we have there. Um I'm going to turn it over to Nate in a second. Nate's been leading the program for about the last year and he's he's really approached the the program with an imagination and a kindness uh that that I haven't uh experienced. He's big on data. His focus has been on fall prevention at the facilities and emergency preparedness. I would tell you the two things. Uh we're looking for the long-term health of the senior community and we're looking at the long-term preparedness of the community. um the work he's doing. I want to tell you upfront, we were one of four agencies that got a grant across the state of Oregon, and Nate is leading the way with uh the city of Talatin, Eugene, uh especially to to make a difference in the senior communities. So, with that, I'll turn it over to Nate.

Thank Chief. Uh good afternoon, Mr. Mayor, council members. Um as chief said, uh my name is Nate Sigler. I serve as the paramedic prevention education specialist uh here with the Lake Easiggo Fire Department. Um after 10 years of working on the line as a firefighter here in the city, um I stepped into this role in June of 2025. Um I'm here to today to share some updates on the senior uh care initiative grant. Um as chief mentioned, we received the grant funding in 2025 to help focus on the stated council goal of increasing preparedness in the lakego residents, especially seniors and people with disability in the pro uh in the event of a disaster. Um over the past year, uh we've been building and implementing our program focused on just that, improving, uh safety and preparedness in all the licensed areas of the care facilities. Um all while reducing preventable 911 calls. Um the goal of the program is simple but critical. Uh how do we keep our most vulnerable residents safe while making sure our emergency system is available when it's truly needed? So, uh adult care facilities present a unique challenge. Um here in Lake Asiggo we have seven uh facilities located across the city. We count Carman Oaks as just uh one facility based on their the under the banner of the springs at Carmen Oaks. They actually have two buildings but for our program purposes um we have seven here in the fac in the city. Um these these facilities are essentially an entire neighborhood association or community all housed under one roof. Um, they house residents with complex medical needs, mobility limitations, and varying levels of independence. When something goes wrong, staff are often the first line of defense, and their actions in the first few minutes matter tremendously. Um, at the same time, we were seeing patterns uh that created a strain on the system. Um, inconsistent emergency preparedness uh across facilities, uh, high volumes of low acuity 911 calls, and frequent lift assists. So the question for us became

how do we support these facilities better before something goes wrong. Um what we focused on in year one was building a foundation not just training but relationships systems and practical tools that actually work in the real world. Um these included direct outreach and site visits to uh local care facilities as you see on the slide here. Um this is an evacuation drill that we participated at Carmen Oaks. Um, we also uh participated in hands-on training uh with lift assist, CPR, fire response, and evacuation. Here we're at the Stafford doing some uh training on the Samson straps, which are the straps here. We'll go into them a little bit in detail in a moment. Um, they're the the same lifting devices that we carry on all our apparatus. Um, we've also worked on development of standardized tools and planning guides as well as integrating how facility staff and fire crews operate together during an emergency. We also began aligning our training with the incident command system uh concepts so that during an incident staff aren't just reacting, but rather they're understanding roles, communication, and accountability. And when we shifted from just the education to this kind of coordination, that's where we really started seeing some change. Um I want to give you some examples of the impact that we've had over this last uh 10 months with the program. Uh first we'll look at some of the data. Um when I first assumed this role in June, we ran anywhere from 6 to 10 um lift assist calls uh across the facilities in the city per month. Um we started tracking those in July, identified the need. Um, we went out, we started doing training on assessments, training on lift assist. Um, as a program, we went and bought the Samson straps, which you saw on the slide previous. They're also these straps here. We bought those for each of the facilities and went out and trained

them on their use. And with that outreach, we started to see a positive trend in the amount of lift assist calls that we had in the licensed facilities across the city. By the fall we were a and from there on we've been averaging about one uh per month across all the facilities in the city. Um again that's that's not a fluke. It's not by accident you know that's with the training the follow-up and the relationships that we've built in in these facilities. Another example that I wanted to give you is a real world example um that happened uh at Greenidge Estates on the 23rd of this year, February 23rd of this year. Um, February 23rd, our fire department responded to a reported fire at Greenidge Estates. Uh, Green Ridge is located just east of the New Seasons on Boon Ferry, just kind of up the road up the hill from behind the uh, gas station there. Um, staff uh, identified a hazard immediately, which was a malfunctioning washing machine on the second floor laundry room. Um, this had basically charged the entire room with smoke and smoke was starting to filter out into the hallway on the second floor. Staff immediately recognized that there was a hazard and started evacuation of all their residents. A little background of our response. When we get tapped out, we have less than 2 minutes to be geared up and out the door and less than 8 minutes to be at any resident in the in the city. Um, Westlake Fire Station, which is station 210, is the one that services the Green Ridge area. um from door to door it's about a five minute just less than 5 minute response. Um by the time our first arriving crew that was the Westlake station 210 arrived um the staff had evacuated all the residents from the building and had gone through and marked every door, every interior door um on the residents and the offices with a large X. This made our jobs a lot

easier, a lot safer and a lot faster. Um, by doing that, our crews could basically go in, identify and mitigate the hazard, um, versus worrying about trying to evacuate everybody. It also meant less time for us in those IDLH or hazardous atmospheres. Um, we were able to get in, do our job, and get out without any injuries. Um, one thing I'd like to draw attention to is a quote by Lieutenant Langlers. Um, this was an email that he sent to our chiefs after uh, the event and I pulled this quote out of there. Um, Lieutenant Langlers is probably our most senior uh, member of the fire department. It's been serving the city for over 30 years here. Um, and he highlighted the importance of kind of what we're doing in that um, without the training that we had put in place. We were actually at the facility about 3 months prior doing an evacuation drill um, and kind of working through some of the the questions that they had. without that training already in place and had this been a greater incident, we might have seen much less desirable outcomes. Um so that was uh really important. Um equally as important though was what we learned from these incidents. Not just the positives um but we also identified areas where we needed to grow. Um for us at Greenidge, we saw gaps in accountability tracking was once residents were outside. um we identified that they had some confusion with the defined assembly areas and then some communication challenges with the arriving crews. Rather than just noting those, we actually turned them into action. Um we went and we updated all the trainings that we're doing for all the care facilities across the city here. Um focusing a lot on that communication piece. Um encouraging them, uh from the fire side, what we really need is somebody who can give us a clear, concise situation report. Um and and so we updated that training. The other thing we did is we went and uh facilitated an afteraction review with the staff at Greenidge about a week after the fire which gave them a

platform to talk about, you know, kind of what their mission was, what they felt went right, and some areas that they felt they could improve on. Um and then we improved the evacuation communication procedures, you know, with everything that we learned. The point is is it's not a static program. It's constantly adapting um based on real world real world performances. Um so what does this mean for Lake Asiggo? Uh by utilizing the tools that we've created, these afteraction reviews like you see on the poster here, um we are helping better prepare staff to make faster, more effective decisions. This results in safer residents within our care facilities, fewer preventable 911 calls, which equals to more available emergency resources for the true emergencies. Um, we also worked with LOCOM and the uh facilities to identify bedbound and beriatric residents uh within each of the facilities to better assist crew decision making um and ensuring our resources are allocated appropriately by highlighting these. Uh now if a crew uh this is just kind of a sample snapshot but if a crew is to respond to the facility our CAD system will show uh which rooms have residents who are either bedbound or beriatric or both. And in doing so we can we can determine uh ahead of time how we need to allocate our resources appropriately. Do we need to send multiple crews to evacuate a couple rooms or can we focus just on the task at hand? Um this is essentially community risk reduction in its most practical form. Um addressing problems before they become emergencies. So as we move into the next phase uh the focus is on expanding and deepening the work that we've been doing. We want to provide more advanced scenario-based training. Um, some full-scale exercises with other agency partners similar to what we're going to be doing on May 7th when we're going to do an evacuation at

the Stafford utili utilizing uh PD, fire department, EOC. Um, and then uh want to continue data tracking to measure the impact. So now it's about applying uh those lessons more broadly. Um, as you can see by the data in front of you, um, we went through and we did a pie chart of all the facilities and we looked at the 911 utilization uh, in 2025. Um, this kind of gave us uh, an idea of which facilities we wanted to direct certain approaches at. Um, we also created uh, the 911 utilization report which is essentially a report card for each of these facilities. So they can see, you know, have their patient counts and their transport counts increased. We can take a look at, you know, the number of of calls and types of calls. Um, for example, at the Springs, you know, 42% of their calls come from falls. Um, this is looking at the entire facility, both independent, uh, memory care, um, and assisted living. We're our program focuses on just the license areas, but we wanted to look at the entire thing as as a whole picture. And in doing so, we were able to, you know, reduce the falls inside of the licensed facilities or license areas, but then we could we could acknowledge that, you know, 42% of their calls last year came from falls. So now how do we go and how do we talk to the residents about uh increasing their safety within their own uh house you know whether that's improving lighting in the evening time um improving any sort of trip hazards which are you know loose rugs cords anything like that and then grab handles in like bathrooms and stuff like that. Um now it's time to extend preparedness initiatives beyond just care facilities uh to vulnerable residents and private homes and those in the independent living side. We also want to integrate

with our wildland urban interface uh safety effort e efforts and expand community risk reduction through prevention focused uh education. The approach is simple. We just want to take what we've proven works so far and adapt it for broader applications and focus on prevention first with pre-event planning drills clear communication and accountability. These aren't just for care homes. They actually work for any atrisisk resident in Lake Asiggo. So what this really comes down to as mentioned is risk management. With continued support of this program, um we maintain a proactive appro approach, reducing risk before incidents occur, improving coordination, and continuing to see the benefits like fewer low acuity calls, safer residents, and better prepared staff. When a fire starts in a facility, when a resident falls, when something goes wrong, the outcome is often decided before we even arrive. This program is about making sure those first few minutes go right. By utilizing the tools that we've built, the trainings that we've built, um the community risk reduction cycle that you see on the screen in front of you, uh we've been able to move beyond a reactive response and demonstrate measurable progress in reducing low acuity calls, strengthening facility preparedness, and building more effective partnerships across the system. This grant is expiring at the end of this year and we've been looking at uh looking for and continue to explore ways uh that we can continue funding this program and providing the positive results it's had on our community. The foundation is built. We've proven the impact and we're ready to scale ensuring all of Lake Asiggo's vulnerable residents are safer, better prepared, and supported by a system that works efficiently when they need it the most. So, I want to thank you all for your time and we're happy to answer any questions. Thank you so much both of you. It's great. Really good to hear the update on this program. Um could you remind us how so this was the how long was the grant

for? The the grant is a two-year grant um which started January 1st of 2025 and will expire at the end of the year this year. I think it runs about a week into January, but all of the program information, all of our data, everything like that has to be submitted by the end of the year.

Okay. And then how will how will the termination of the grant kind of impact this work going forward? So without without the grant, without the funding from that grant, um we kind of fall back into our our previous model. Um which is again more of that reactive model. Um facilities are still going to operate the way they always have. Um but eventually we're going to probably see a lot of those calls increase again, those low acuity calls. Um without having the coolest thing about my role is I get to be in these facilities every day. I get to talk to the directors. I get to talk with the staff. We to do training. There's interaction with without that relationship piece. We kind of fall back into what we've always done, which is we respond to every 911 call. And every 911 call kind of just comes in as as the siblies decide that they no longer are responsible for her lifting their residence or anything like that. Um the other bigger portion of it is we go back to no longer having as large a preparedness within these facilities. Greenwood is a perfect example of training um showing uh areas where they could improve on and then it happened relatively quickly but only a few months later they had a real incident and staff did amazing.

Yeah. without that constant outreach, you know, we kind of lose a little bit of that. Yeah, it's clearly very, you know, impactful the work that you're doing. Did the state have did they have a broader goal in setting up this program? Like

I think they did. when they set up the the grant program, it came through fines and forefeitures from the facilities and it was as a result of litigation that happened between the Oregon Healthcare Association, which is the legislative body for those facilities, and the city of McMinnville was essentially where it was. And and as a result, they poured money in through fines and forfeitures for this program for a one-time uh ask. and and they had millions of dollars in there and they were only able to issue four grants out of that. It was it was a little bit tedious to to uh go through the grant process because it was new to OA and new to everybody that was involved. So I feel very fortunate that we were a selected group. um their their main goal was to take the work that Nate and others might have done, show a benefit to it, and then try to push that benefit out through the rest of the state. because we're a unique environment here with with the care that our folks take of in the facilities and with this grant program especially.

There are other entities that are just struggling to to try to figure out how to to build for their services because it's a high utilization group. Uh so people want to turf it off onto somebody else and that's not been our goal during any of this. It's to take care of the residents. So,

um, have you, Nate, since you've been in the facilities, have you seen, um, like some kind of systemic changes that you've been like, well, if if you know, long term, like for I mean, I've always wondered why. I mean, it's a, you know, it's a senior, they have seniors who are prone to these type of incidents, yet they seem without this great assistance, wholly unprepared to handle the inevitable essentially, which is odd. It'd be like a hospital calling the fire department say, "Hey, we're having a medical emergency here." It's like, yeah, no kidding, right? I mean, that'd be crazy. Um, so you wonder like, well, how are they getting a license without, you know, like should this not be a part of their lensure that they're able to handle these types of common incidences? Um, and and it sounds like

we're the easy button. Yeah. So, have you seen some things like, well, gosh, like the kind of like aha moments as you've been in the facilities like that perhaps we could help advocate for at the

Yeah. A lot of like uh council member uh council president Wland said is we are the easy button. We've been the easy button for the longest time. Um the other side of that is the the OARS and and everything the rules that the uh facilities fall underneath are pretty vague um in some ways. you know, like they have to have a uh emergency prevention or emergency evacuation plan in place that could be written down on a napkin, you know, I mean, it as long as they have a plan in place. So, what we've been trying to do is kind of standardize a lot of those plans across the board. Um the other thing um that we've identified is on average it's about a 200% annual turnover rate in staffing inside of these facilities.

Um so everybody that we train on Monday is not going to be there in two weeks. Um, so constantly going out and retraining, re-evaluating, you know, what they're doing, what we can help them with. Um, that's been the biggest part of this. Um, but yeah, I think the constant turnover rate and the I don't want to use vagueness as the term, but you know, kind of the loose parameters that that these facilities have to kind of operate under. They have their rules, but the rules don't clearly define every aspect of how they need to run everything. So, it could be tighter.

It could be tighter. And that's kind of where this program comes in. And we're trying to create, like I said, more like accountability and more standardized forms that can be used across all facilities. And the state's looking at that then that they can use them across all facilities across the state. And OA, they're the ones that license and inspect. Yes. Yes. Council, how much was the grant for? $288,000 for for a two-year period. For two years.

And is that the same amount that you would need to continue something like this or have you kind of figured out some different scenarios of how this could work to continue? We'd need about a a fully loaded uh benefited firefighter at at a step that Nate is at is about $190,000 a year. Uh, so we need that plus um the the equipment that might come with it that there's there's things that you have to have. You have to have the Samson drafts, you have to have publications, you have to have all kinds of things like that. So, but I but I think the 190 is is a solid number. Thank you,

Councilwoman. I think it's great. I mean, you're doing fabulous work and I remember um I think you're giving credit. You just showed back to the one one time before you started and it was only nine per month. I've seen graphs where I mean it's a lot more. So, um the work that you're doing is fabulous. One thing that and I agree 100% the turnover problem in care facilities is I mean you can go in there and and have every everybody trained and then you know then you lose your culture because half the people turn over in a six-month time frame. So um the constant reminders are are something that and training is is really important. Uh with that said though, um I'm excited about you said to go into the individual sort of homes next. Um what's kind of the strategy on that? And

I mean you are one person. Um and we have what is it 60% of us are um nearing the stage where we might need you. No, I'm just kidding. Um so what how do we how would we do that as a city? Uh yeah. So, so right now we're kind of uh confined by the parameters that the state has set out in the grants. Um my work really can only be in the assisted living, the memory care, and the skilled nursing uh license portions of any of the facilities. Outside of that, the state doesn't want me going out and doing outreach as far as the state's concerned. Where we see value is partnering with the fire marshall's office um and working on different programs uh doing like neighborhood, you know, uh like a block party where we get together, we can get a whole neighborhood together and we can have them sign up for either wilder interface um or any of those other assessments. We can go in and we can partner, you know, with the FMO's office and um do stuff like that. Um, a lot of what we've set up, like I said, a lot of a lot of the the training, the accountability, the communication stuff that works on a broader scale, not just within the facilities. Um, so, um, Matt Amos, our fire marshall, and I have have discussed a few times of different ways that we can kind of expand that out. Um, but again, right now, because of the parameters that I have with the grant, I'm not able to really get out outside of the license areas of the facilities. I I think we've also got readymade um audiences whether it's at the ACC or whether it's neighborhood associations or I was thinking when Meals on Wheels is here we're not asking them what they need beyond a meal right when it when we deliver the meals. So there's there's room for growth in all of those for especially for the most vulnerable population. Well, I think that that ties in with the

council goal of really trying to do what do we say? No. Know everybody. That's four. No. What's it? What was the four from the door? Four from the door. Four from the door. I mean, I think that's essential. I mean, I I we need to broaden this as far as a city um with more help from just the fire department. um but to incorporate that in because um that's where it's going to gain traction and and you can see the results once people know how to do things um and they get some training then it prevents a lot of um resources from being misused I would I would say and um keeps us ready to respond to things that we really have to respond to. So,

and we've been in partnership with the B2 Weeks Ready group. Um, so a lot of what they do and what we do kind of overlap. And so, keeping that partnership and keeping those lines of communication open, we can help each other and and kind of guide each other where they're needed the most.

You have a booth at the uh the chamber is going the Chamber of Commerce is uh sponsoring a health fair in August. Um, I think we need to be out there front and center. Um, yes, sir. There's going to be a lot of um people that will be possible residents of one of the seven senior housing facilities, but also just uh they're out out and about looking for what we do. So, that could be a good opportunity. And we will be uh this Sunday we'll be out doing an emergency preparedness fair as well um with the book signing for the tilt and everything. Oh, yeah. Thank you. It's great. Councelor Cork,

first of all, I want to say u the human value of what you're doing is huge. It's really really hard to quantify. Um and I'm really impressed with the with the success you've had. It's remarkable. Thinking about not going out and picking up what was it? You went from 8 to one lift assists. So, I guess I'm trying to think about how we could fund this going forward because obviously it's the right thing to do. I'm wondering if you could give us an idea about how much money we're saving with regard to fire um department resources by not going out and picking up those other people because they're handling it in a more proactive, humane way. I mean, do we have any way justification or understanding what this is doing for us so we could continue to continue it? I I think it's it's a little tough to quantify. Um you've got if we can just in those nine uh calls per month, eight calls per month that we can reduce, we're saving a 100 calls a year. And every time the wheels turn on a fire engine, it's wear and tear on an engine that's going to come back to you at some point for a million dollar purchase. So So if we can save money there, that's good. The human value is the is the part that I see is is a real benefit. We're going to pay the firefighters to be there uh over a 24-hour cycle doing different things than this, but it's it's a matter of uh trying to quantify the the state is really interested in us trying to quantify the the fewer trips to the hospital for these folks. Uh less times returning to a hospital after being released because that happens about 35% of the time. somebody gets released from a hospital after a fall, they're back in the hospital within two weeks and then Medicare doesn't kick in and it becomes a state's burden. Uh so there's there's all kinds of things like that that over time we and the other cities are starting to look at the the other grant cities and OA is looking to try to help us with that.

Great. Um one other question I have it has to do with the expansion. So in my neighborhood I have Hollyfield Village and Oakidge and they have people of varying as we go forward is there a way that facilities like that would be able to be involved in this outside of the grant? Yes. Yeah. Outside of the grant. Okay, great. Yeah. Once if if the city was to own this, then there's so much more expansion and so much more that we could do with our program. Um right now, like I said, we just have such strict parameters uh with with the way the grant is written. Wonderful. Thank you very much. Thank you, Councelor B.

Yeah. No, I think you asked the the questions, you know, why people in those facilities are not trained and you know, it's I mean it's like child care, you know, we we do the same I do the same work, but in the lower age, you need Yeah. I mean, you need to have folks who know what they're doing because otherwise every day you call 911. the kids you learn every year there's like those training that sometime you engage

and I think the city should have the a budget where you go to those facilities and make those training but those facilities also the private entities that should have money to pay for those training.

Mhm. like in no one can work in child care if they don't have safe sleep if they don't have CPR first aid with you know infant and pediatrics so I think they should have that because you know when there is an emergency by the time you come they should have mitigate most of the things so I agree we should it's our people I am always for it I never ask for Where we get the money? We should have that. We have money to fight wars. We have money to but when it comes to essential problem. Oh, where we get the money? We get the money. Where we get money to fight wars? We have to have someone there. Whether No, no. Yeah, it's No, there's a war package there. 11 billion in five days of war in Iran. So, I know what I'm talking about. So I I support that this city I don't know where we are going to get that money but we should have what you doing should not stop. It has to continue. We have an aging population and more and more we going to have folks who will need that every single year. So but we also have maybe to talk to those facilities you know either we can help them or you know they have money also then for profit most of them they can train their people to know like the basics so that's but thank you for your work it's very important thank you

thank you councelor bupet councelor Afghan Thank you, Mr. Mayor. I think my colleagues have said what I wanted to say. Uh the the conclusion is the data speaks for itself. The grant has done its job showing that such an effort makes a huge difference in uh what we're doing. And uh Chief, you and your uh team have definitely uh proven that by doing the coordination, by doing the uh collaboration, we can save lives. So from my point of view, uh my colleague said it, this is a program that we will need to take forward and how we make that happen, it will go through the budget cycle. And I don't think you heard any opposition to this. So, uh, Godspeed. Thank you, Mr. Mayor.

Thanks, Councelor Afghan. I think it would be as we go forward, it would be helpful to frame like we seem to have a couple we have, you know, some different, you know, there's some some kind of different elements here. So, councelor Corgan brought up, you know, Hollyfield Village and Oakidge Senior Living, not care facilities, but low-income residential facilities. I don't think they're licensed at all. Um, and I know that there was trouble actually during the storm because there was very low preparedness and the residents were just like stuck, you know, with no medicine or food. And so that was concerning. Um, and so there's like the need there. were like, "Well, yeah, that here's a a housing development run by a nonprofit, you know, versus a private equityowned care facility that's charging residents, you know, many thousands of dollars uh per month and then unable to provide even the basics. So, you know, it's like they seem like two different things to me. So, on one hand, maybe there's work we can do at the or at least advocate for at the state level to make sure we're not subsidizing large corporations um and doing what they should be doing themselves while at the same time directing our limited resources to vulnerable residents who are not under the care of large corporation um who you know could could benefit from that work as well. So then we kind of and then some of the emergency preparedness work versus, you know, the fall prevention and stuff. So maybe we can kind of break it out into what a work plan might might look like and what we can do to reduce I think that subsidy because that's probably what sits uneasy with some of us is, you know, subsidizing that.

I I agree. Well, they should be, but it's one of those things where it's self-prevention for our self-s survival. Um, a lot of people should be doing things. Um, and and I totally get it. Some of our care facilities though are um running uh on on very few resources because uh a lot of seniors are on Medicaid and and and there's a lot of um people that can't afford places to stay. And so there is that even though they may be for private, it's not necessarily always uh they they can't just charge what they want on some of the facilities. In Lake Asiggo, we're a little little different with some of our facilities. But um we also have to recognize that that um there's a lot of seniors that have little money um that are in some of our facilities that are uh subsidized already. So I I think my angle and I agree with you. I I don't really want to be subsidizing private um enterprises, but um I also think it's self um preservation to a certain extent. The more we can train and the more we can get people um uh um up to speed um uh it helps us overall. I mean, it's just like training, you know, just like when you get a a moving citation. Um, it's a training. The whole idea is to train you that you're safe.

Yeah. No, that's fine. I think we just need to see the the the breakout because we're talking about a kind of an array of different things here and I don't want to put it all in the same bucket, you know, we're talking about different kinds of facilities and we're talking about different kinds of services. So as as we're going forward instead of just saying we're going to keep doing the same thing we've been doing with this grant because the grant is very specific to this what I'm hearing comments around the dis like let's there is kind of a need to ex expand the work and then I it would be great for us to have an advocacy agenda so that we can work on making some of these facilities a little more um self sustaining because otherwise we're hearing with the turnover that it's like it will just go right back to the way it was. you know, that's not that's a waste of money. That's not, you know, just we want to be sustainable in what we're doing.

Does that sound like a good plan or agree? Okay. Good plan. Good plan. Well, thank you very much for the update. Thank you for the good work. This is very valuable and we appreciate the uh the outreach and the work that you're doing within the community. Nate, thank you, Chief. Thank you very much. Appreciate you both. Okay. Next we are uh going to hear about the visioning and guiding principles on the foothills district plan and we have our longrange planning manager Mr. Eric Olsen of course our friends first 40 ft. Okay great

our wonderful consultant on this project. We're very excited to have this update. It's great to have you both here. Thank you, Mayor Buck and city council. Um we're excited to be here and to be able to talk with you all about this. Um right now, uh Laurel is handing out a um some instructions, um on how to use this system called Mentometer that we're hoping to deploy with you all today. Essentially, this is similar to systems we've used with you all in the past where we've asked for you to provide input using your mobile phones. I think would be the easiest way for you to do this today. Um, so essentially there's a QR code on those instructions and if you go ahead and um you you know point your camera at that and uh scan that QR code, you should be able to get into the system and follow along answer the questions along with us. So um just wanted to preface things um with that. And there's also a code um on those instructions so that you can um hopefully access the presentation even if the QR code does not work for you. Um, so I'll give you a few moments to get acquainted with that here and hopefully that uh goes all right.

I see the emojis are already rising so it's working. Nice purple.

And you shouldn't see too much on your screen right now. So, we'll have you follow along with the presentation for the most part on their your screens, but we will be asking you questions intermittently um that we'll ask you to um answer on the phone. Um but with that being said, I will just go ahead and um start with our introduction here. So, we're here tonight obviously as as you mentioned uh Mayor Buck to talk about the overarching vision and guiding principles related to the Foothills District Plan update. As I'm sure you're all aware, this relates to the council's 2026 initiative to update the Foothills District plan or continue that update. Um, we last spoke to you all back in January with an overview of existing conditions in the area and an analysis of opportunities and constraints associated with that. Uh, we use that work as a baseline and have since begun to transition into a discussion of what folks hope to see in the area in the future for for the Foothills District. Um so we're here to one present the results of some of the engagement that we've conducted out in the community um since that last uh study session with you all and to get feedback really um more directly from you all on the draft vision and guiding principles that we developed based on those conversations. Um a quick note um though the Foothills neighborhood is about 120 acres in total really we're talking about roughly 16 acres of developable area. So, just some context really for you all to keep in mind that um though we'll be thinking about um expanding that area of course to include some sites in downtown, we're really thinking about a pretty small scale area um when we're talking about actual development potential. So, um, just wanted to, uh, let folks know that, you know, there's, um, some realistic conversations we're going to have to have, uh, further down the line involving the actual amount of tax increment we'll get from a potential urban renewal district in this area and, um, the limitation of just the size of the district in total and what we'll be

able to generate is is going to be real. Um, so with that said, I guess we can move forward. Um, so of course, uh, good afternoon to you all today. Um and I'm joined here um with our consultants uh at First 40T. Um hello. Yes, Jason Graph um project manager for First 40 ft for the Foothills District. Excited to be here in front of you all today. Excited to talk a bit about the vision and guiding principles. So thank you very much.

So Jason will be doing the bulk of the presentation, but I'll go over a few slides with you before then. Uh just really quickly, we're hoping to cover a summary of project progress and the public engagement that we've done in the last few months. Um, specifically, we wanted to share with you the outcomes of the visioning exercises we've done with the community advisory committee that was established for this process. We wanted to present the results of that discussion, um, that draft vision statement and guiding principles and get your feelings on that, see if you're comfortable moving forward with that or if you have any specific input before we move on to the next phase of the project. and we want to check in on the overall project schedule. As you can see, um, right now we're in April, as you all are, I'm sure, very well aware, but, um, you can see that's at the end of the opportunities and challenges phase of the project. So, really trying to transition from this visioning, uh, conversation into some actual concepts hopefully sometime soon. Um, actually starting as soon as next month. So, we'll be back here in May talking with you all about some initial concepts. But um really uh wanted to talk about the vision of course with you first. Um and this is kind of the end of that larger process where we've been talking with the community about that um for several months now. Uh as you can see also we intend to bring a uh final plan to you for consideration for adoption early next year um in uh early 2027. Probably looking a little bit further away from January, but that's our target is January 2027. Next slide. And uh just wanted to give an overview uh not go into too much detail here, but just to talk a little bit about what we've been doing for the last several months in terms of public engagement and the progress we've made on that. Uh one of the biggest elements I think that we've deployed so far is a story map. Um it's a interactive mapping interface website that we've been able to utilize

and we intend to update on an ongoing basis that has presented the existing conditions and opportunities and constraints results of that work um and actually has a lot of questions for folks in the community um to answer as they work through that information. And we've gotten about 50 responses to date of folks that were able to interact with that work and and provide their responses. Of course, we've done a lot of in-person engagement as well. We had an open house in February, late February at the adult community center. Um we've had community advisory committee meetings, two dedicated to visioning alone. Uh one meeting of the technical advisory committee earlier this month. Uh we had a a number of meetings with folks uh in the community's youth groups uh specifically youth action council is a group put together by the parks department and residents nearby as well as uh planning planning commission work session in January. And we also intend to go back to the planning commission next Monday on uh April 27th to have a similar discussion with them about vision and guiding principles. So we've done quite a bit and we provided summaries of that stakeholder engagement uh in the packet for this meeting. So I don't want to get into too much detail there. Uh we will talk about the results of that visioning discussion with the CAC. Uh with that I will hand it over to Jason for the most most of the rest of the presentation here. Thank you.

Sure. Are there any questions before we get started just about any of the engagement? Love to if there's something you want to comment on. Great. I'll go ahead and get started. Um you know the CA the citizens advisory committee visioning was really a process of sort of exploring vision which is the aspirations for the district like like what does it want to be? The guiding principles get into sort of the core ideas that can shape the design of streets and policies and regulations that help define the content and makeup of the district. So it's really important to know sort of where your your starting point is. What are you aspiring to and what are uh sort of the core elements and values that you want to apply to the building of this new neighborhood. So that's the sort of the the value of having a vision and guiding principles. So we went through two meetings with the CAC. We went through an exercise of identifying the vision, looking at 2012 as the base point, but also thinking about the objectives that this council has applied to this update of the district. So, we're we're distilling that original information. We've also rolled in information that we've learned from community engagement in terms of where the community sits today in ter in terms of what the foothills might be. Some of those opinions have changed a bit from 2012. Some of them have stayed exactly the same, but they all inform the update to the vision and essentially a refinement of that piece. So, we come to you today with that vision statement. So, we've done some filtering, done some exploration. We want to share that with you and then we've established six guiding principles. Those also are building off of the 2012 plan, but they are unique to the condition where we are today. And so as we developed the visioning, you know, what we heard in terms of core values in the community is that the waterfront absolutely needs to continue to be public facing. It is a like ago u amenity and it should be open and

accessible to the entire community. Extremely important that that space between the waterfront and downtown is still envisioned as the next great neighborhood. So that that was a carryover from 2012. That was the vision um back then. And obviously there's a goal here to balance livability with economic vitality. You know, bringing in new development is important for the tax base, but certainly the quality of life that people live here, access to the river is really important, access for those res uh new residents to downtown the waterfront is also extremely important. So while we want to bring in uh economic development, we do want to create a high quality of life. And then I think that last piece about distinctly Lake Asiggo goes into the exploration that you've all been going through as you've redeveloped uh First Street over the years and how that's changed the character and form of downtown. But you've been really attuned to creating a style and shape and form and density that feels feels right for Lake Asiggo. So we've been asked to continue to be thoughtful in that process as we move forward. The non-negotiables and the and these are great. We kind of want to know what the community says. We these are must haves. As we advance into the future, we must have public access to the riverfront. We must have public access to Foothills Park. And as we know, some of that access will extend between Foothills and Rogers Park, which is amazing. And maybe future connections across Triion Creek can begin to extend to other open space areas in the community. So that connection to nature then is an obvious another non-negotiable that extends off not just the park itself. So, as we begin to expand into other areas outside the district, highquality design, I think that's pretty obvious. And then community benefit needs to be central to this project given that Foothills Park is such a key component of the district. And then what we heard from an identity standpoint, this blending of of nature and urban life is an important thing. You all have a tremendous tree canopy in

the community. We did a study earlier that, you know, 52 53% of the community here is covered by trees. And this is a void in that canopy for portions of the district. So this is an opportunity to to reclaim that and blend that nature and urban life together. Balancing activity and calm. I think we're all a little bit stressed about what the future might bring in terms of additional people, additional traffic. Those are some of the trade-offs that come with with development. But by preserving your great assets and making sure that the ways you get to the district provide options and choice are one way to help balance not just auto centric but how do we walk? How do we bike and how do we get to services that are close to where we live memorable and authentic character. This is a once-ina-lifetime opportunity to finally connect downtown to the waterfront in a more direct way. And I think that's the the great opportunity and one of the biggest challenges for all of us in the project. And then finally, not overcommercialized. Obviously, we're not trying to bring in a whole slew of chains and national identities that really don't rep represent this community. This is an opportunity to bring housing into the district. It's opportunity for some additional business development near the waterfront. So, um we should take advantage of that as a real opportunity. And then the trade-offs, you know, obviously people are trying to balance with growth and change. how can we create access and continue to have public um space that works for the community. So, we'll we'll explore that. We know that new people are going to come in. The neighborhood's going to have the benefit of being in proximity to the waterfront and the park and the downtown. It's going to be really amazing. Another option, another element that's important is thinking about affordability. and we know that's important to you all as council in terms of housing affordability and being able to provide those options in the district will be something that that we need to weigh into. So there's there's the economics but there's a quality of life associated with that and then you know

concerns of congestion and loss of character. Those are things that we need to manage through the design but those are trade-offs inevitable to any redevelopment plan. So I'll pause for a moment. I'm not going to read this um out loud, but this is a chance for you all to um look at the vision statement. Sort of the first paragraph is kind of the core of that and then um it sort of breaks down some of the component parts into the next paragraph. I I can go ahead and at least read the vision statement here for you all while you're while you're digging through there. So just um uh I I'll start. The Foothills District is Lake Asiggo's greatest opportunity to provide the community with a significant riverfront presence. Building upon the recent success of downtown Lake Asiggo, the district will redevelop in a manner that knits downtown, Triion Creek, Oldtown, the Wamut River, and Oswiggo Lake together, and in the process will establish Lake Asiggo's great next or next great residential neighborhood. Uh the foothills district will become a welcoming inclusive neighborhood that strengthens the existing community and deepens Lake Asiggo's connection to the Wamtt River through clear multimodal access, vibrant public spaces, restored natural systems, and a diverse range of housing options that support community life for all. Guided by the site's topography, its downtown context, and a commitment to long-term adaptability, future development in Foothills will be rooted in sustainability, honoring the land, history, and stories of Lake Asiggo while embracing new residents, cultures, and futures. Uh, a lot in there, but um I think uh hopefully we captured at least what we heard from the CAC. And I will just um reiterate that we are going to go back and sort of confirm this with the CAC. though um you know the CAC has yet to formally sign off on anything. I I don't want to give the impression that that they've adopted this officially. So we are going to go back and u make sure

we're on the right track with them in a third meeting on May 12th but we're going to lead into a couple of questions like generally do you support this statement? It may be that you support the statement, but you may have some conditions that you think are important to consider, or there may be some aspects that you think just aren't important in here. And that's that's generally kind of the next phase that we'll go through here. We created an opportunity to sort of weigh in on that. Um, yes. Yes, with conditions or no. And of course, we can go back uh to the statement if you'd like to look at that. All right. So, that's that's good news. Three of you supported it just right off the bat, but three of you uh supported it with conditions. So, um we're I guess now is the time when we'd ask you to indicate which conditions would be necessary to gain your support. And this would be an open-ended uh response within Mint Meter that you'd be able to provide and it'll come up on the screen. We'll discuss afterwards as well. So we won't just leave it at the screen. All

right. So, I'll just start reading these, I guess, um, while while folks are still answering. Um, one of the conditions would be to better define multimodal. Um, and you know, we can talk about that maybe in a moment. Another one was uh the aesthetic from the top of the hill looking down at foothills. Um and uh the another condition is that neighborhood implies exclusive residential which may be in conflict with other aspects. And I guess, you know, I just ask folks if if you are done um with uh with the vision statement, perhaps not dreamy enough. I like that. And then somebody else said no conditions, which I guess is good news. Maybe a stronger indication about pedestrian access between downtown and foothills. Um I feel like I have more questions about some of these than others. So maybe um if it's okay maybe I can ask about um particularly the the the one about defining multimodal. Um I don't know if anybody's wants to talk about that or would like to indicate you know whether there's anywhere they wanted to take that in particular.

Well I I put it on there. Um I think in this room we know what multimodal sort of means. Um but I think outside of this room uh multimodal could mean uh a tram, a train. Uh there was a lot of uh noise when we did this last time in 2012 about um bus services versus uh max versus you know what are we going to do with the things. So when you say multimodal sometimes that couldn't define when I get when I read through your packet it was really about pedestrian and bike mostly and so I and it's how how big 16 acres I mean it's not exactly a place where we're going to have you know laps around in a in a car. Um, but I I think that's why I'm saying just from a outside viewpoint when you say multimodal, it could mean all kinds of things and people I think need to have the right expectations that like TRED is not going to all of a sudden add a line here. We just found out that they're cutting all the lines out of Lake Asiggo. So, um, I guess that's kind of the um, if you could define that a little bit more. I love the idea that it's a pedestrian sort of free walkway area where you can walk around and not get hit by a car. I mean, that that's kind of the um or zoom through on your bicycle as you're going down uh the connected trailways. I think everybody resonates with those. Um but um I'm not sure if um if that's um uh that's kind of the flavor I got out of the reporting part and the details. I don't if if that could be a little bit more um I don't know defined.

Agreed. And maybe it lacks a little bit of clarity because I think the reality of this is we're not creating a regional destination or pass through here through major infrastructure that releases that type of mo of modal. Um we're really talking about the connection between the waterfront, the core of this district and the downtown. And that is typically within a 5-minute walk, 5minute bike ride. Now, State Street is a regional connection that will come through and it is a conduit that can bring other transportation options. Um, but I think fundamentally we're really talking about walking, biking, and sort of local traffic in and out of the district because the park is an asset to the community. So, we I maybe we should work a little bit harder to kind of clarify that. You're also going to see in the guiding principles a little more detail around some of these sort of aspirational conditions. Neighborhood, what does that mean? do we talk about a mix of uses and those types of things and they they do show up in the guiding principles. So I think it's good to call out what you're not seeing here. We may end up seeing it in that other part and then be able to sort of be comfortable with where we are at the statement or come back and adjust it as you as you see fit. So this is perfect. This is exactly what we're asking of you all is to indicate things that we think might need to change and that gives us an opportunity to adjust that and then share that with the CAC. Um great. I'm going to move on to the next one.

Yeah, I guess is there anybody else that wanted to comment, I guess, on any of the things that um you indicated as a condition or um just more generally, is there anything else that you wanted to say about this vision statement like Gotcha. or yeah, I appreciate that. Councelor Afghan has a comment. Uh, can you hear me? Yes. Yes.

Okay. You're going to have some kind of a view from the top of the hill uh down at the foothills. And what we don't want to see is a whole lot of buildings with rooftop mechanical units and uh the that aesthetic of that area all being mechanical systems as opposed to green roofs, uh rooftops, uh the things that would add to the river view as opposed to all of a sudden bunch of mechanical systems. Did that make sense? Yeah, it does. I think the quality of the view to the river is important. A lot of that is obstructed today. So,

yeah, especially at a street. So, we don't have any view at all. Um, and I So, I Yeah, I think we've made note of that. And I think trying to integrate that in here in this location or the guiding principles is important. I think you maybe hit on something that we haven't touched on. So, thank you.

Yeah. And the the multi-model that we were talking about, this was also on my list, but councelor Wetland beat me to it. Things that maybe not dreamy enough, maybe it is, but we're not seeing it just yet. Like we need to increase the capability of people enjoying that walk or that river uh from downtown. So things like uh Oregon City has the elevators going up and down in the middle of their downtown, making it easy for people to go up and down the hill. Is that something we may be interested? Not definitely not a zipline, but uh things like elevators.

Thank you. You say definitely not a zipline, but that's the first time I've heard that brought up, so it's hard to ignore that. You know, you may have some. I mean, from Millennium Plaza right over State Street. It sounds really fun. So, thank you. Well, aren't it I don't think he has to worry about the roof line because they're like 25tory buildings, so you won't see the roof. I'm just kidding. Just kidding. It's a dreaming. Yeah.

The um you know, we want to in creating foothills, we don't want to just we can't just duplicate downtown, right? So, it's nice that we're trying to I know we're trying to knit it together physically, but we also have to kind of tie it together in a in a complimentary way structurally and kind of from from the land use as well. And so, I don't know what I'm you know, it's like what's going to um you know, what's going to bring people down here? It can't just be like we're expanding downtown basically because that's not we don't want to take existing downtown and just make it because that's not going to work. You know, that will just dilute

um activity in the in the downtown. So, it's like what's gonna what's the draw, you know, what's the draw is it does have to be, you know, it has to bring people in. Otherwise, it's not going to it doesn't work.

I mean, the district has two edges. State Street is still a viable edge and that, you know, commercial development there is viable because it's got driveby traffic. it has access to other businesses and so that that edge will I think continue to have a strong commercial component. I think the riverfront can have some aspect of commercial development because as a destination and being close to the park that would be attractive for a certain type of development. Creating the scale of retail that you see on First Street, First Avenue, First Street is not probably in the cards here partially is because that connection, the most valuable connection for expansion of retail and commercial would be directly from A and B. And due to the rail line and due to topography, it's nearly impossible for for that to happen. And any gaps in the retail string create uh law of diminishing returns as you separate a core over here from a core over there and you lose customer base in inevitably by going through that configuration. So if we can cluster a little bit to state, good deal. Likely in between is going to continue to be more neighborhood scale. I think Curly Q Trail, those things that are some of the calming aspects of of the district and maybe some of the activity is a little more on the edges where there's already access to activity today.

And that is the kind of unique it's there. It's the river, the active recreational component. Yeah. Exactly. Yeah. And and and even some retail that supports like that recreation, you know, that's um unique to that area. Yeah. You you can't get, you know, ice cream and just go right on the riverfront and hang out and put your toes in the in the water necessarily right downtown. So that I guess that would be the unique different draw potentially, right? Yeah. Exactly. Exactly. That's great.

Can I ask a question? So I um so we've had a conversation at council level about this being a um definite chance to add capacity to our housing. I mean a major part. Um it seemed to be that the survey and focus groups were more about um recreation and more parkland and whatever. So, I mean, just after I read through whatever 192 pages or whatever your report, there's a lot of um community input that they really want a bigger foothills park. They want I mean, and they want all this recreation land and all the the type of thing. And I I don't know where um where we're at on h how to define that to make sure that we we meet some housing goals that I think are important for like as we go. But does this change does that change that?

It doesn't. You know, typically the park comes up when you say, "Hey, what's your most exciting thing about that the district is going to offer in the future?" Um, housing certainly came up a number of times in a variety of different groups across the spectrum in our initial survey that just took a core group of Lake Owigans and and sort of determined what what what their vision is and what the need is. There's also the objectives of this project which is to identify housing opportunities in the district. So clearly that's one and the community understands that that is an an upfront objective of this project. So as much as there'll be improvements to the park, we know that the core of the redevelopment is really leaning toward those housing options and opportunities in the district. So okay, we're not losing that. Yeah.

Okay.

Yeah. I think a lot of the reticence you might be seeing in the comments is let's not privatize the river. let's not put so much high-end housing in there that it becomes sort of, you know, somebody's backyard and people feel uncomfortable going and recreating in that area. I think that was kind of the concerns that were surfacing to a degree. I mean, we heard a lot of different perspectives, of course, so I don't want to oversimplify. Um, but that was some of the sort of dynamic of that conversation. Um, and of course, you know, we're talking about the parks plan 20 240 when um, you know, they're talking about expanding Foothills Park to the north, too. So, um, you know, we're including that in our discussions as well as potential things that could happen in the district and folks are, um, I think, you know, encouraged by that and, um, sort of adding on to that discussion.

So, do you think you have to define what housing we're looking at? I mean, we're looking more at multifamily housing, correct? Yes, we're looking at multifamily housing, not single family, right? And I I think that needs to be kind of defined or or um whatever said somewhere along the way.

Yeah. Maybe we should move into the guiding principles because I think that's going to help sort of daylight some things that we can't get it all in one statement. It's really it's really hard as much as we want to. We really tried to work hard to get it even simpler if we could just get it to a couple sentences. But you know how hard that is and we're all sensing it right now in this conversation. the exact same thing we went through with the citizen advisory committee as well. So it took us a while to get through that. Um we didn't see any I think nos in terms of um so I'm going to move past that and go yay we did we didn't have a no um of the six guiding principles you'll see those here. So now we're getting to kind of some of the specifics. What do we mean by multi multimodal? And here creating a walkable mixeduse waterfront district. That's also getting a bit too Oh, it sounded like we were really neighborhood housing focused in that vision statement. And we're clarifying in the guiding principles about um I think to Rachel's point that we're being kind of pedestrian predominant here by making that statement very clear um that we're trying to balance development with the natural river environment not only the Wamtt River but Triion Creek which is another great asset um just to the north um of the district and then supporting this inclusive that gets in to a bit to the housing options and opportunities that might be available in future development and of course economically you know vital community. This is a great opportunity. These are this is a desirable site close to the river and the economics are going to be playing a major factor in that. At the same time it gives us an opportunity because there's so much land there to also consider a variety of housing types. So that gets into the inclusive part. The other inclusive part is don't allow the neighborhood to be so exclusive that the public doesn't have that free access to the waterfront that they've enjoyed um for so long. So we'll keep that whole as well. And then integrating sustainability and ecology and climate resilience are really important. This project is also a major infrastructure

investment in your wastewater treatment plan. Absolutely necessary for the sustainability of the community, sustainability of the district. That transfer from Portland to Lake Asiggo is is a pretty heavy burden to have to bear build that facility and run that long term. So that's really important from that aspect. We know Trion Creek and and the river are extremely important um amenities next to the river. Flooding is a component of that. So climate resilience around how do we create a development area that's not in the flood zone is also important. At the same time, protecting the Triion Creek wershed, making sure that cut and fill is balanced so that if there is flooding, it it can do that appropriately and in the right way and to serve those natural systems. Fish habitat may be another option that we can consider if toiliger becomes an intersection that we think is important because fish passage right now you've got extremely healthy trout um community coming up and down um Triion Creek but the lamper yield and salmon would love to come up here 10 years ago were circling around and just can't get through. There is a project to construct a fish culvert but that is in limbo because there's a lack of leadership in that position. So I think that's something we want to explore from um this sustainability, ecology and climate resilience. I'm getting into a little detail. Sorry about that. But I just wanted to touch on these principles slightly as as we go into the key statements around them. And then finally, plan for adaptability over time. Phasing is going to be essential. Got an urban renewal area that's may or may not have a ton of increment in the in the first few years. So it's going to be like kind of quick and nimble in terms of where u initial development might might happen sort of the lowhanging fruit areas. The biggest question will be after the wastewater treatment plant is up and running and functioning is where is that second point of act access into

the district. That's going to be critically important because that will either open up more opportunities for development or will hinder it from the beginning where if we're stuck to one way in and out then the development capacity will hinge on that limited aspect. Doesn't mean that we're going to be building that second entry in the near term. That may be 10 15 years. We don't know. Um and likely because there's a lot of other things that need to come into play before that becomes a reality. But that initial investment will set the stage then to look at um that second point of access into the district. So that one's going to be pretty challenging. So adaptability we know is going to be long-term um as a part of this project. And as we know as time extends sort of how the plan evolves can change new partners, new way of financing, new opportunities, markets and other things. So there'll be a high level of adaptability. all to say that the plan creates a framework, but it it's going to change over time. So, um, we should all be sort of calm enough that I think we've got the the right bones to get things started knowing that they will shift and change over time. So, let's talk about a couple of the guiding principles. The first two, creating a walkable mixeduse district. Um, you know, human scale is really important as we think about that. You know, you see housing as a key component of that statement. the civic spaces relate to not only the waterfront park but that connection in between because if it's a great walkway or or great trail I think we can we can think about that as connective tissue between the downtown the waterfront and these public spaces that serve either residences or additional activity in the parks I think that's going to be a key component of that human scale civic spaces housing recreation is already a part of the waterfront today um and then local business creation we've talked a little it where maybe that could occur I think on either end of the district closer to State Street or maybe a little bit near

the waterfront. So then balancing development um with the natural river environment. I think I've touched on a lot of that. So, I'll pause for a moment while you uh kind of review these two statements. You can still hopefully read that those statements one and two on the right. But um again, we're curious how well this is resonating. All right. Similar breakdown. Three and three. Three support it outright and three support it with conditions. So for those that supported it with conditions, which are those conditions that would um lead to you supporting the guiding principles one and two, and if you just want to talk about one principle and not

the other, that's fine. Just try to specify that. Well, can I ask where do we tie in? So, in guiding principle number one, is it in a different guiding I'm thinking of the guiding principles, but how do we talk about how the waterfront interacts economically with the rest of the downtown? Is that in this guiding principle one? Could it be? Um, why don't you note that? I mean, I think if it doesn't show up somewhere else, because I can't say specifically that it does. Um,

that's kind of my heartache over one is that it's just standalone, but you know, doesn't talk about the dynamic between the waterfront and downtown. Exactly. It's connected. You're saying? Well, yeah. Not just physically connected, but again, it comes as we don't want to just duplicate the downtown. I mean, I think Jason did a good job articulating, you know, you put these pockets down, you're just splitting demand. We want we need to create either new new demand um or find a way for these spaces to kind of integrate with one another. Mhm.

It's likely that grand connection will be the that's the scene that connects from downtown to the waterfront. We'll be looking at that sort of linear amenity. Um this is a really good strategy. Quite often waterfronts get developed along the edge, right? And they because they capture then they create that wall but and the value is limited to those buildings along that front edge. Right?

If you bring the green corridors in, not only visually I'm connected from downtown to the water, but I'm creating amenities in that rightway, that space between the buildings. I've suddenly now created buildings that have great waterfront value and these internal properties because they're focused on this grand connection and this prominade or tree canopied space. Now, those also have ancillary value that increases above just being out back behind the big wall of buildings that capture the view along the waterfront. That's always been I think preminent even in 2012 because the A quarters and the B quarters were intended to extend through the district. the wastewater treatment plant is going to sort of change that dynamic a bit because that's part of the B corridor, but

um the goal will be to create that sort of water to downtown connection that becomes an amenity for development as much as the waterfront.

Yeah, just a quick summary here. Um folks are saying that we should note that um you know I guess just to summarize what Mayor Buck had indicated just a moment ago that the we should indicate that the um sort of economic and commercial areas uh in in Foothills should be complimentary to downtown and not necessarily just an expansion of downtown. Um uh somebody noted that small town character may be too constricting and should be defined and maybe yeah maybe just it's too constricting. Um maybe we should be a little bit more general um for this purpose. But um there's one that says aesthetic and sustainability ads. So I guess it's a suggestion to add more about the aesthetic character of of this district and sustainability of this district. But it's a question I guess. So just trying to summarize these for conversation um you know for comments later and also the note that we've already talked about a little bit is that need to draw pedestrians down to the water and and have that connecting um aspect that sort of grand access if you will that brings people to the water from downtown. Any comments to support these? Am I completely missing what you're trying to convey here? Anything that I've um mischaracterized? I just want to say it's not I think there's a risk of kind of creating even two sections within the the foothills district. It's like you kind of have the edges and then all a sudden you have this middle. So that's why I'm saying we really need to bring them through

that. It can't just kind of be you know I'm not sure what that is. But it it we can't suddenly have like this neighborhood in the middle because that's going to block. So again it's it's not just like across State Street and down a few steps. is really bringing them all the way all the way through and I think that connective tissue is where we have a gap. I think that's what we've been talking about. So I think integrating that into these statements help organize where development is going to go and it clearly is articulating that that that space then connects downtown through to the waterfront where the neighborhood is not an obstruction to that public we ever get the frog ferry. You know again we want the people who come in through there to be able to go up

right into town. Yeah. really easily. And one comment maybe, and I don't know who said the small town character might be too constricting. I think maybe what some people are concerned about is that we don't look cookie cutter to every other area. So maybe when we start, and again, I don't want to speak to whoever said that, but I think we all kind of when we say small town, it's because we don't suddenly want to be like everybody else. We want to keep our um we want to be unique to our area. Mhm. So, as we're maybe looking at defining that, maybe and again, I don't want to speak to for anyone who said yes, we want small town or but you know, maybe thinking it more in terms of, you know, uh we we want to be unique.

Mhm. Yeah. Yeah. It's a great waterfront neighborhood and destination. Yeah. Now, just add to what you're saying. It sounds like there's an aesthetic component to the connection even. It's not just the commercial and sort of active, what uses are there, but there's, you know, there's the visual component. I mean I think visual we know buildings and architecture and you know uh nature they create a feeling and they can draw you. So I we should not underestimate what that is and what feeling do we want this to have and so and I think we already have a lot we kind of know what Lake Oiggo means to a lot of people and we need to make sure to bring those general concepts to this area.

That's helpful. Thank you. Well, so I was I made the small town character comment. Um, I guess when we did the Winword, I mean, people thought we were building a 40story building that was going to mass out and there was going to be huge traffic problems and everything else. And

in reality, after it was built and things kind of settled down, I mean, people go, "Oh my gosh, how could we live without it? I mean, we have to go get ice cream." Um but I think the big picture is that when you say small town character um I see like a little village um one or two story little buildings you know kind of walking around like an alpine village sort of you know um ski resort sort of and I had you know while I'm not saying this is where I'm standing I do think we need some mass down there in order to to get some housing um in there. Um and it's going to be Winward on steroids and and so there is that

um uh aspect of contradiction that the people that are reading this are going to go, oh yeah, small town character. So, just little cottages like the um

like the little cottages over on on uh First Street or on Well, First and E, those little cluster cottages. People might think, "Oh, yeah, just build a whole bunch of those." Um that would keep us in a small town character versus a fourstory or maybe even we could get height variances because it's down low. a five or six story building that can actually be really cool to live in and interact with all the stuff that's going on in the park. So that's where the dreamy part and the that makes sense. Well, and this presents it like it's like these things are in conflict somehow. Um,

honestly, I think you could just take off the last part. I don't I don't see how ensuring new development, respecting the river, the creek, the canopy, why would that be in conflict with all consistent with the character, right? Yeah, it seems consistent with, you know, consistent with like But I would I think you could just because councelor Winon is right, you know, it's to achieve the the the the public amenities, the park-like feel and everything we want. I mean, the trade-off there is, you know, you're gonna have to make the development dense to pay for it. So, part of the tradeoffs. Yes. Yeah. We don't want to necessarily mislead with any of the phrasing here either. So,

right. But that can also be done. I mean, you can do it with height, but it's again the whole feeling of a building. You can make it feel really massive and big, or I mean, you could still have a sixtories building that doesn't quite be as intrusive. So, I think to me build potentially. We we tried to capture that really. Yeah. So, I think it's maybe getting some clarity because I do think it's important to counselor Wland's point. We don't want people to think that, oh, we're going to have a bunch of one or two story, even maybe three. It's like it it is an area that I think we're going to need density. We'll know how much density it can take once we know access points and different things. So, that's also going to dictate what's safe to have, you know, from a safety perspective. What can we do down there?

That's that's a good comment. I think the small town is one we should revisit. I think it's going to be hard as we evaluate things down the road that that becomes a limus test that's that's limiting in a respect and I think it isn't necessarily characteristic of development in the last 15 years let's say in downtown and certainly where housing and commercial have come together doesn't feel like small town. So appreciate that. Thank you. But I think we can also make it clear that we're not talking 15story buildings. Right. Exactly. Talking south. People kind of know that expectation of it could be approximization.

Well, I mean there's the whole wood um wood construction now. I mean, wouldn't it be cool if we were one of the communities to have one of those wood fivetory wood construction um residential building? I mean, something unique and very environmentally climate. I mean, the whole thing it kind of expands into that thing. Yeah. that's unique and and and uh you know so I don't that's when I I put the may not be dreamy enough. I mean, those are kind of some of the things that I'm looking at of going, hey, this is an opportunity to really um and then I don't know if this is the right time to say this or or not, but do we know from a of a if we talk to the development community or to builders and the business community to say what kind of of what would actually sell? I mean, we can dream all we want and say what what we want to have there, but um somebody has to write the check and it's not going to be us. Sure.

So, I I don't know if there's that counterbalance um uh that we know kind of what if if somebody's one of the big developers says, "Hey, this would be a perfect place for X. I don't know what that X is." Yeah, we've we've been having some of those conversations just initially talking about perceptions about the district if it were open up to open up for redevelopment. So, a couple things play into that. One is what's sort of marketable and accessible today. And quite often you'll see that that is not at the intensity or doesn't offer the product that aspirationally you want to be able to encourage into the district. It might work as an interim development opportunity, but likely the goal here is to build infrastructure that changes the the economics that changes how we envision the districts in terms of the potential for development because that's the other part of the coin. What are you stimulating with the plan? What infrastructure you putting in place to make this more attractive for A, B, and C versus just A. So, I think there's uh we we got to keep the door open knowing that sure developers are looking for, you know, this this five-year window. Um but we may see greater opportunity over time or the urban renewal district can help fund or leverage types of development that maybe initially weren't achievable but will be in the future. So, we're looking at both. We we definitely want to see where where there's lowhanging fruit knowing that if we build value, we can likely strive for other things down the road. Um so I think we we didn't have a no there. So let's move on to guiding principles three and four if that's okay.

Yeah.

Um reconnecting to like asiggo. So that's downtown um the Wamtt River and waterfront. You see that there about creating that welcoming connection. Um, as much as we've also talked about that as being an important aspect of development, that connection and then supporting an inclusive and economically vital community, you see those where it's provide a mix of housing, jobs, amenities, um, that support long-term vitality and makes Foothills accessible to a variety of different people, ages, incomes, and backgrounds. Go to the next one. Yeah, we're going to get quicker at this. somebody really wants to have a condition here. I think

so far there's been zero nos. So that's a it's a good sign. Still waiting on one more answer, but five so far here.

Oh, there we go. All right. Nice. Things simple. no conditions.

It's interesting as we look at all the guiding principles, we what we didn't see in the first two, we finally see it show up and then it sort of it it starts to work a little bit better. These are always challenging like do we dump in all six and just see it all in front of us or do we go through one by one? But thank you all for doing the hard work today. So um we'll move on to the next and and final two guiding principles and there there may be others that you want to bring up beyond this but um integrating sustainability, ecology and climate resilience. Um you know this is an opportunity to look at a variety of infrastructure components that you know create resilience in a community. Um and there's a lot of tools out there for us to explore and and um kind of the basics of how we assemble buildings and streets for instance thinking about storm water tree canopy um those are really important. The wastewater treatment plant is obviously going to be creating an upgraded facility in terms of of that aspect of the community which is important. So um and then you know some of it is aspirational. I think there's so much that we can, you know, build in today, but we can certainly keep the door to explore other opportunities. We know we have groups in the community who are interested in exploring those, and I think um, you know, there's an opportunity to see um, where those ideas might go. We we know we have to build a neighborhood here. We know the wastewater treatment facility needs to be constructed. We know some additional roads and infrastructure that get into the district are vitally important. Those things kind of need to be in place to begin to start the economics and the development of the district. And the goal is to integrate as much as we can in terms of available technologies and things that can really make a climate resilient neighborhood. So we know those some of those tools are readily available. those tools that aren't necessarily readily available. Doesn't mean they need to be precluded, but we may not be able to take them to a level

um in a planning document, but we can certainly at least open the door, set the stage, and continue to build those relationships with folks who are developing those technologies and keep that door wide open. So I know there's some strong aspirations for some certain goals and particularly you know around infrastructure in the district and I think the idea is to not preclude and build as much as we can knowing that we may not be able to answer all those questions early on. I don't want it to hold us back from the fundamental piece which is figuring out ways in and out of the district creating uh streets and development blocks that can support um a variety of development types and then think about the infrastructure that serves that as well. So, we're going to work hard to do all that and and work with groups who who want to see that hit as high a sustainable mark as it can. I think we all want to strive toward that. There may be some limitations beyond our immediate control here, but it doesn't mean we can't work toward those and the plan can help keep that door open. So, I want to just state clearly that we won't answer all the questions, but I think we're going to try and set us up so that we can explore those down the road. and then plan for adaptability over time. That's all a part of it creating the framework. And then how do you parse that out over time as you have available income to build infrastructure as you have willing partners who want to come in and do development. So we want to set the stage a good basic framework that allows folks to come in and contribute overtime. Sorry, next one. I can't vote.

There you go. So, can I just ask one question on the on the five on the integrate sustain? I think that's all great. Um, but it we've done a lot of projects in Lake Asiggo. Um, and we have these we would like to do, but then the budget comes in and the money is this much and

I mean that's the only way we can get it built. So, I it's I don't um I just want to make sure that we're not tugging more in saying that this is the standard that we have to live by and never have anybody invest in Lake Asigos. It's just too expensive to do so. So I guess that's the only balance trick there that um uh and I think as as we continue with um better sustainability um whatever uh inventions u it's going to get better but I just want to make sure that we're we're not um preluding us from actually getting

developed. Again, we don't want to require um a bunch of things that preclude any development from actually occurring in the district. And I think um when you see things like even requiring ground floor commercial being a huge barrier, you know, you can imagine what these types of requirements could do. So, I think, you know, that will be something that we'll definitely need to um incorporate into our feasibility analysis. But, you know, I think really what we're going for here is just to determine what is and is not feasible really out of all these ideas and what makes sense for the district. Um, you know, in terms of costing these things out and thinking about what, you know, we could actually achieve with TIFF funding, you know, that's a conversation for for later, but first we have to know what's even possible to achieve down there. Um, thinking about kind of what that cost is important as well. Um, but you know, I think you have to know at least what the, you know, the pieces on the board look like before you make those decisions. So, I think we want to keep th those options on the table and I think we know that it's going to um come down to some difficult choices towards the end, though. Yeah.

Councelor Afghan, thank you, Mr. Mayor. Uh I guess the comment uh councelor wedland made applies to any of these guiding principles. So for example the connectivity between the two sides it may be so expensive that we can afford the project at all. So my uh I think Mr. Olsson answered that concern very well. We have to first find out what's possible and what's not possible before we get into return on investment as a whole project before uh we take the next step. Thank you Mr. Mayor.

Thanks councelor Afghan. I think you know as I look at all the all of the principles I do think that it would might be worth calling out specifically how the development relates to the to the downtown. That just seems to be a big one. And it seems like some of these others might even be able to be combined. I mean, we've got balancing development with the natural river environment, reconnecting to the river and the waterfront, and then integrating sustainability. I mean, there's a lot of

there seems like there's a lot of similarities. They're different, but we have I mean, they're half half of the guiding principles are kind of, you know, and then the sixth one is just like be adaptable. So, I don't know. I feel like it's not quite complete is my sense and that making it complete would be talking about specifically how development in foothills relates to downtown. It's key,

right? The whole integration. I agree 100%. Yeah. Complimentary additive. Yeah. Because I mean when I see like the first one just seems like walkable mixed juice aside from the word waterfront. I mean that's basically what we did downtown was made a walkable mixed juice district. We don't want to make another mixed juice. We're trying to enhance it. We're trying to

be complimentary to it to draw a different group of people in to be additive, you know, and and and very thoughtful. And I mean, because we've seen recently like developers, they don't always make good decisions. I mean, we saw and some of it's our codes because we require ground floor like the same old same old, but yet patterns are changing over the years and we have not updated our codes to comply with it. And we saw that in Lake Grove like recent development just doesn't go well. you know, they built it, but it's not good, you know, and people complain about it and they look to the city and say, "Why'd you let them do it?" It's like, well, you know, free market. But, you know, we we could be better, I think, in how we think about what should go there

because now we've got spaces that were supposed to be enlivened, but now it's banks, you know. Yeah. So, which is fine because I know they'd rather have some tenant than no tenant, but maybe there was something else, you know, they, you know, could have gone there, but they built it because there's required to, you know, it's a requirement. Yeah. So,

so you you want to see an emphasis on sort of the different sort of economic function I think maybe of the foothills area as opposed to downtown. But um maybe you know you know I guess there's this sense of you want it to be integrated and for the connections to be visible and so you know I guess um I just want to make sure I don't that I get that right when I'm trying to translate it you know is is that accurate so it should be integrated but it should serve sort of a different purpose different function not be duplicative exactly exactly yeah you've got exactly but how about Joe Mr. Is it like like the Vancouver for example the V?

But I was just thinking to that. Yeah. Like the way they did it and you compared to downtown. Is it what you mean like something? I don't think that their riverfront is connected to their downtown relation. No. No. I know. But it's a Right. Yeah.

It's not. And it's Yeah. Their theirs is probably what we don't want to do. They're very, it's very, I was just telling the city manager that it's very uh seasonal there. Very seasonal. And even as we think about I mean we we definitely don't want to create something because we don't right now have a seasonal downtown. It's pretty good year round which is critical for business stability. Um and even as we think like daytoday having a use where you have some employment like the employment downtown I mean this is what was the problem with downtown Portland you know as the employment is left there's no you know vibrancy I think it's interesting kind of comparing this to larger scale developments but think like the Pearl District and you think of the South waterfront I mean they're very residential heavy and like retail has been a struggle in the Pearl District for instance they don't have any employment there and you cannot survive you can't have retail survive on on a PM crowd that's right

you've got to have some kind daytime activity going on. So, it has to we have to think about, you know, how much of this is is there some kind of job type, you know, activity down there um that would then support more retail or if it's more residential, that can be fine, you know, but you just it can that is not going to support like a lot more retail at all. No. And and your retail is already in Oldtown and downtown. So I mean you don't need to recreate that here.

The conditions that Vancouver offers that's similar to you is they have a waterfront development. They have a rail line that separates that from downtown. Their rail line is elevated. So they go underneath it, but there is not a good connection between the downtown and the core waterfront. That's their biggest obstacle. Hopefully the interstate bridge replacement project will alleviate some of the clover leaves that literally bifurcate downtown from the waterfront. that might help a little bit. But they are similar in that they have two blocks of a gap basically between Esther Short Park. They have city hall there, but it's a series of parking lots between Esther Short and the rail line. Then once you breach that overhead thing, you've got this wonderful waterfront, but a huge disconnect in between. And the waterfront is oriented linearly, so it's running up and down. It doesn't necessarily have those view corridors out between the waterfront and the downtown. the waterfront is not visually accessible at all in um in Vancouver. This is a far this is absolutely different configuration here than there where as you've all expressed those connections

um are really what's going to open the door for visually through the district to the waterfront um and become an amenity for development along that connection. This is the opportunity that we have here. And I think that's what we're missing clearly and how we're articulating this as we talk about this is the space between our waterfront and downtown. It could be the next great neighborhood that is that fabric knitting our awesome public amenity that is the community jewel and this core downtown that really is our identity and and our growth as we've established ourselves as not just a small town but this awesome village with some mixeduse development at the core. So, I think we need to work on it's almost like you want to set up a diagram that kind of shows this dumbbell of water and downtown. And this thing is creating that that filter, that weave between the two. It's like you're locked in to the waterfront. You're locked into downtown. And this is to me still feels like a residential neighborhood that rises up in between that kind of extension of a walkable accessible district that today is down in a hole and hidden around the tree line and not accessible. So

I I I would say that maybe take I mean there's a lot of soft words in here that um uh to the mayor's point I think we need to be maybe a little bit more direct. We are in you can say mixeduse waterfront district could be anywhere.

What does that mean? I mean really what does that mean? Um uh and support an inclusive and economically vital community. I to me that's like a vision statement. I mean, I look at it as a um we're going to I mean, you put it in eloquent terms, please, but we need to add housing capacity um of res residential housing capacity in various forms. Um and we have a huge demand for um senior people that want to move out of large houses that want a really fun place to live. um this could be their opportunity. We have um and I don't want to mislead people because um we say affordable housing

for everyone and I mean you look at the cottage clusters now they're not selling at the prices but they're like at six or seven $800,000 for a very for 982 square feet. I mean that's to me that's not affordable housing. Well, they're not intended to be affordable. No, but I mean I think cottage.

True. But all I'm saying is that what are the what are the economics of what does affordable housing truly mean? Um and and I I think we need to have you can't put that in mission guiding principles. But um but I do think that that has to have a clearer aspect um so that we can get through. Um, we do need housing that more people can afford in Lake Asiggo.

Um, but I also have the expectation of how how expensive that it's compared to something else that's way higher. Um, so we we need a mix of housing. Um, and I don't I don't get that out of here. Um, um, to say we really we it wouldn't hurt my feelings to incorporate something about housing need into Right. Well, and councelor William brings up a good point about the and it kind of goes back to just the viability of the whole thing. So, and and maybe that's more in the details, but if we're talking about a mix of I mean I've there is it does say quite a bit in here a mix of housing

types and it's like and I don't know if we're talking I mean it's all multifamily right? It's not single family. So I mean we but I think then it was referencing a mix of affordability which is great but how how I mean we know that affordable means it has to be subsidized. What's the plan? You know it's nice to talk about but what's the how are we going to do it? You know

right and then your point about maybe we could help subsidize that through the urban renewal district. I think my big question on this is is um how much is some of this um well Mr. Olsen has already warned us the infrastructure changes are going to be very very costly and it's a question of whether we can even afford them or not and are we going to use all of our marbles to build a second access point and then there's no marbles left to pay for much of anything other than maybe a planter. Um, so those are kind of some of the bigger issue questions that I have is at the 30,000 foot level is, hey, if this is going to cost a billion dollars

to do and our portion is going to be$200 million to build the infrastructure, what's the urban renewal district going to provide? um if you know that type of you know and I know that just ballparking is great but I don't even know proportionally whether you know I I truly think you have to do the Trian Creek um kind of the second thing instead of going through the public house you have to do the other part it would be great intersection I mean I think that would absolutely that's an investment in the district that connection is an investment in the district that might be blowing the whole wad for 20 years I

I think there's um a lot of opportunity to do this iteration as we go through the next steps with the options of how to mix these things and get the right mix of what you want. Um and I think that's where you're going to take us Eric next is like how do we how do we make those trade-offs with the little amount that we know we're going to have. Right. I guess my point though is still in the guiding principles, you still have to have facts so that you can achieve them. I guess is is my point and and my point is that I mean if if it's a if all our urban renewal district is going to infrastructure that that to me puts a different mindset on to where where would we find money for

to subsidize. Are we going to talk about the urban renewal district next? What are we talking about next? We are not going to talk about right now we're doing the vision. Is there more to the vision? Yeah. No, and this is that was it. Other than missing what you alluded to, at least certainly in this language, what's in terms of wrapping it up and talking about next steps um in the slide that Eric showed at the beginning, the next steps are literally getting into the options, the scenarios of how to get to all of these things. So, in June, we'll be looking at scenarios, variety of different access points into the district,

okay? and then laying out that internal street network. Thinking about that grand connection where where that sits and the variations of where that might orient itself.

Once you have a street network, now you have development blocks. Then you can start inserting development typologies within that framework. So are we talking about multifamily or do we have a mix of of housing types? we can all explore that within the vacant spaces between the street network if that makes sense. And so that's part of the of the exercise of understanding where the key access points into the district might be right now we're looking at a couple and then what is that internal street network and what does that create in terms of development area? Are they large four large blocks or are they six mediumsiz blocks or are they eight smaller blocks? That all kind of establishes form. You could build a ton of middle housing where it's three-story walkups or even small sixplex and that may that'll create a certain density. We can then measure the value of that against the renewal area and then try to ascertain then well what increment might we get if we are projecting this development scenario into the future. If a is lower density then you know there's going to be less money for infrastructure. or if we're in the medium or higher that might create more increment and that may be kind of the lever that we that we look at to see okay what is the capacity for development here so that we can invest in enough infrastructure and likely that infrastructure is going to be that additional connection into the district that and I think flood plane getting developable area out of the flood plane and balancing that with cut that's the challenge but once we have that then we can start putting things into that space to determine what value might be created

and then get into the types of uses and specifics. This is next layer after okay

once you have sort of your preferred block structure and what you think your density of development in is what type of development is that? What percentage of that allows for a variety of people to live in the district and is there a subsidy that's needed to do that? How much is market rate? that much is you know potentially leveraged through URRA to bring that type of development. So those are layers that come on later on and then finally the zoning is what puts it all in place to make sure we're not precluding something that we're we're keeping enough flexibility in the regulations so that we can get the things that we want. And so it's multiple things we like to jump right to like what are we going to have in the district but it's going to take us a little bit of time to figure that out.

It's very helpful framing. So we start with the form then we can look at the economics of the of the district and have that kind of inform the decisions in terms of access and then from there zoning us is very much more specific and so we're looking at so all that will come kind of in the summer the form and then looking at the economics

the form yes the form in the summer and then once we're once we can hone in on a form that we think gives us the the best opportunity to to build in within that form. Then we start nailing that like what what is the allowable heights? What what do we think is the target density for housing? And even then, we're not getting into specifics of housing yet. We'll we'll get into that later on. Should we be targeting so much for affordability or market rate? And um you know, Echo Northwest will help us with with those numbers because some of it is not just the value you're going to get out of the urban renewal district. It's what is important to the community. What is your housing need? What are needs in terms of parks and open space and connections? Those things are worth money. They don't make money, but they they're about quality of life of living in Lake Asiggo. And so, that's how we balance the economics with quality of life. So, a lot of factors at play here.

And uh but we sort of work our way into it. It's uh I think once you get the physical form you can then start to really begin to be specific about development right

just for um just specifically we are targeting uh May for the conceptual alternatives so that's what we'll be here in on May 19th to discuss with you all very high level really not really going to go into detail about the the financials still at that point but then when we get to schematic level um we'll be starting to at least talk about layout and talk about road networks and things like that. Um starting to get a little bit more real and um that is anticipated in about July is when we'll be coming to you for for that discussion. Um, and then, uh, sort of, you know, what, um, Jason have been discussing, we'll do a lot of refinement and then come back to you with a draft framework plan in the fall. And that's when we'll have a lot more of those details. Um, you know, probably not as many as you're looking for um, but a lot more to discuss at least um, with you all um, at council in the fall. Um, so we'll be back with you all at least two times before that point and then, you know, that third time for the draft and have a lot to discuss with you um, in detail.

Okay. Um, so yeah, you know, I guess to cover that, May 19th will be when we're back here talking with you all. Uh, the next CAC meeting is on May 12th. Um, they'll be the first to see these new concept level alternatives. Um, you'll see them a week after. Um, you know, just to kind of close the loop on the vision discussion, we are going to be at the planning commission next Monday um to get some input from them. And just to know, this is kind of an ongoing discussion. So, we don't ever intend to say this is over. This is the vision statement. Shut up. you know, we're we're gonna keep talking about it and it's always open. Um, so just just will we go on the 19c updated principles? Yes. Yes, absolutely. Great.

That's great. Uh, councelor Afghan has a question comment. Thank you.

Uh, thank you, Mr. Mayor. Uh, what I'm hearing is that this space is going to be a multi-use space. We're going to have some residents. We're going to have some retails. we're going to have this and that. So, but all of us are putting stuff on the table that Mr. Olsen I think this is an integrated uh topic where as councelor Ver Verdict said the looks and feeling of this will make a difference or the balance of how much residential we have versus how much retail we have or how much of this and how much it will make a difference or how expensive it gets. it will make a difference. But my comment was uh also this should be complementaryary to downtown and not an expansion. That doesn't preclude a multi-use. It just means what are the stuff we wish we had in downtown Lakeugo that we don't have. And then let's think of those being there because we can't have it in downtown. At the same time, if this is a pipe dream and people are not coming for those specific things that we have in mind, it doesn't make sense to put it there. So, all of the stuff that I think you're hearing from us is how do we make this an integrated topic that the whole package is what we're looking for.

I know what you're talking about, councelor Afghan, strip clubs and and dispensaries. Yes. Are those on the list or off the list? Off the list. All accessible via zipline. Yeah. I think the process that you just explained coming back in May 19 and this summer explains how we're going to get there, but keep the big picture in mind that this is an integrated topic. Thank you. Thank you, Afghan. Thank you. Good comments. Okay. Thank you. Thank you. Good. We appreciate it. We're good. Really appreciate your work

and thank you CAC and we have some of our CAC members sitting here in the audience. Thank you doing doing good work and thank you for all the outreach and all the community members who are participating in this process. It's been very thanks Jason. Thank you Eric. I appreciate it. Well, yeah, we're almost well we're almost done with the then we'll go into executive session here. You have a three-hour break and executive session. So now we have in any information from council you want. Okay. Council Gorgon.

Um so uh I went to the water partnership this week and um learned that it may be the summer that's coming because we've we're in potentially going we're going to be in El Nino maybe a super El Nino. We haven't had a lot of water. Um, we haven't had a lot of rainfall and we might have some pretty warm temperatures and I want to let everyone know I took a tour of our uh plant which is really pretty spectacular. We will probably hear about communities in our area having problems with blue green algae. It comes with with temperatures and and low water. Fortunately, our plant was built with ozoning. So, we will even if it's if it's around us, we will be safe from that. And I would like everyone to know that the people that built that plant did a great job and it it won't be an issue for us.

Yeah. Yeah. So, there you go. Thanks. That's all. Thank you very much. Oh, okay. I just wanted to do a shout out to the library and just say they've done a phenomenal job with our uh book this year, Tilt, and all the activities around it. And Sunday is our author event. So, uh Sunday night, 7 o'clock, Lakeidge. Um get your tickets. Oh, yeah.

Oh, do we? Yeah, we have a very good session like it was a the planning. No, I mean the sustainability and uh parks and recreation and all stuff on the tree code and all the it was really something that we need to do more like to have those board meet and talk about stuff. It was I they will come present here for us. So I am ahead of the game. So that would be very cool. And also we had youth leadership which was a wonderful time to listen to uh like it's important that Leosigo sometime says what we do well like the harmony academy is something that's an something extraordinary. We have one young lady from there came and present to the kids. It was I was like really surprised but in a very nice way. She talk about addiction about every how she's fight she fought to come as a prison and now everywhere she's talking about that and it's these are things that our children need to hear because some of them may be in that position but are hiding and this is nothing she came with courage and I was very impressed and I say wow this and it's not an academy that have 100 student but it's something to encourage and something we have to be proud of. So I think that's what I have. And there's the lake brun on the second and I'm running the 10k.

Oh, you are competing against the mayor. Our team is our t Oh, we have a team. It's blurb blah run. Blur blah run. The French flag is blur bl. This is blur bl this is the French school learn if you Yeah because the city council doesn't want carbo loading on croissants beforehand. Yeah. If the city council want we can have a team and I will join your team next year. I will support you sidelines. So that's why so that's great.

I want to beat the mayor. I want to beat the mayor. That's impossible, but that's and the uh Lake Grove Winewalk coming up in May. Oh yeah, that's coming up too. Get your tickets. They're selling out fast. They want to sell 600 tickets and it's guaranteed to be 100% sunshine. It's going to be great. It may be filtered through some clouds, but it's definitely going to be up there. So, it's going to be great. Yeah. Yeah. It's a good reminder. What day in May is it? It's like the uh I think it's the you know what the 16th second weekend. Yeah, it's the second I think it's the 16th. Oh, maybe the third weekend. 9th or the 16th.

Okay. Um we uh at the regional table they uh the metro is doing an update to the to the regional RTP, the regional transportation plan. um they're kind of halfway uh through the the cycle, so they're starting the update. So that that um work is taking place and um we're I'm going to I don't know what you know, we don't get a lot from the RTP down here. So I think we need to change that.

We're going to try to change that. Yes. Um, we also had, uh, as you know, I'm representing the cities of Clackamus County on the what they're calling the regional policy oversight committee, ARPACH. That's for the supportive housing services measure. We had our first meeting have we're having monthly meetings. We had our first meeting last last week. Um it's a group of let's see there's I think 18 voting members on a committee and then there's a few non- voting uh members but it's a mix of elected officials county and city and then um metro counselors and then folks who work in um housing homelessness the justice system um health. So it's a good mix of individuals but it's brand new brand new oversight committee. It's combining the there was two over kind of two groups that were overseeing the measure and now they've been combined and there were no elected officials involved before and so now we're involving local elected officials um in this process. So I'm excited to be a part of it. I think the group is going to do good work. Um our goal is to ensure the efficacy of this measure. There's been a lot of money that the region has to do really good work, but people in the region have very little um faith in what the um in in in the longevity of the of the program. And so we want to restore trust in this program and make it do good things on the ground in communities uh throughout the region. So that is exciting. And then at the U impact table, uh, Metro is also looking at some I don't know really where they're going to get the money, but they are talking about land banking for that's always a question on this, but land banking, which is kind of interesting because we have seen good success when we've been able to tie up land. I mean that's how we were able to do the hosienda project because that now that was land that we own for a staging area but it's one of the um the ways when we already when we already control the land where we can do you know good

things with housing because otherwise it just is it can be tough to compete with the you know the private market and be as nimble as as as they can be. So um they're having that um uh we're having that discussion and that's kind of what's going on regionally.

Thank you. you. And I know you're wanting to get into executive session, but we do have to share um a little bit more information this evening. And I do have some powerpoints. Thanks, Otal. Um so, library staff arrived this morning to multiple areas of active water intrusion. If you want to go to the next slide. Um including locations previously identified as well as new areas. The situation required immediate response to mitigate damage and maintain safe operations. Next slide. Uh there were nine buckets that were utilized to capture active water intrusion. On the second floor, uh, water has caused visible damage and warping to furniture and required rapid relocation of electronics, including computers. The second floor reference desk has now been temporarily relocated to maintain service continuity. And on the first floor, water has traveled downward, resulting in pooling on cabinets behind additional computer stations. I we go on from there. Slide three.

Wow. Facilities, IT, and library staff responded quickly to reduce risk and disruption. Actions included relocating equipment and furniture, adjusting public service areas, and implementing measures to support working conditions amid ongoing noise, including use of noiseancelling headphones were appropriate. Notices were posted at library entrances on social media to alert patrons to potential service impacts. The presence of water, fans, and associated noise may create challenges for individuals with sensor uh sensitivities. Last slide. Um we are actively coordinating with the facilities team to have roof maintenance on site as soon as possible to identify and address the source of the intrusion. Immediate priorities are to minimize further damage, maintain safe public access where possible, and stabilize affected service areas. So, to the point of the council goal regarding the library and making decisions, um I am happy to report that our goal is to get to you um in May uh a proposed decision-making framework and timeline to walk through this year um basically to get to site selection so that we can start making some decisions because obviously we can't continue to operate like this. Um so we we will make sure that this issue is taken care of but

we we one of many to come. It's one of many to come. Yes. Yes. Issues. So um just thank you for making that a priority and we will uh work very hard to get that process in front of you so that we can continue to move it along. Thank you.

Okay. Uh, the city council session as previously.