ashland september kickoff

!Ashland, Wisconsin

Planning Process and Comprehensive Plan !!!!!

September 2015

Kennedy Smith Thomas Eddington, AICPCharles BukiDowntown Economics Planning and DesignStrategy

Karen Pooley, PhDEconometrics

!Ashland, Wisconsin

Planning Process and Comprehensive Plan !!!!!

September 2015

Roles and Responsibilities and Timeline

Potential Schedule

SC PC CCczb

Community

Oct 1 - Apr 30 May 1 - Jun 30

Roles

Provides Does

City Staff Technical Expertise Analyzes approaches and data

Steering Committee Informal AuthorityEngages the community

Explains the process and emerging plans

Plan Commission Review Advises the city council

Council Formal Authority Adopts (or votes down) draft plan

czb All the Above Guides the community + process

Community Engagement

Steering Committee Work

1. Select Co-Chairs 2. Develop an off-month meeting schedule/calendar 3. Break into 11 groups of 1-2 persons

Link ea a member of the city council 4. Plan for hosting (w city council person) 4 kitchen table

conversation in the community of 6-12/13 ish people each 5. 11x4 = 44 outreach meetings

Student support for each Notice + Scribing

6. Big commitment for Phase 1 Analysis/Outreach (12 75 minute meetings through end of February)

Meeting w Thomas avg 1/month now until February (4) Conducting outreach (4) Meeting in off month (4)

7. Similar commitment for Phase 2 (Community Review)

Consultants

Steering Committee

Technical Staff

Stakeholders

Stakeholders

Stakeholders

Stakeholders

Stakeholders

Steering CommitteePriorities Target Market

Values

Assets

Steering Committee + Staff together to hold kitchen table conversations together

Each month, czb will meet w staff and steering committee !

- In the off weeks between, staff and steering committee will meet with residents and business stakeholders in a series of facilitated, small kitchen table conversations held in Ashland homes, around the dining room table or in the living room or around the fireplace or BBQ.

!- These will be about 75-90 min in length, and mostly listening to

responses to the same pointed questions consultants are putting to staff and steering committee; students (if available and willing) will scribe; we will send talking points to your co-chairs

!- Takeaways from these conversations will be communicate czb

October What are our core values?What assets can we not afford to squander?

November What should be our very top priorities? Specifically.Who should be our target market?

December Reaction to early/preliminary draft outline

January Reaction to modified early draftImplementation Challenges

Steering Committee + Staff together to hold kitchen table conversations together

NOT a to do list (plan)more of a how do we decide about ______ when we cant anticipate _______

All properties tell important stories !

1. Who is moving in and out 2. Who is staying 3. Who is investing and disinvesting 4. What your retail dollars look like 5. What your economic base is 6. How well you govern 7. What your governing priorities are

Planning 101

Notes on Planning for Ashland, WisconsinFor Comprehensive Plans to be of any real value to a community,

they must have three tightly choreographed components

1. Get the Big Things Right 2. Anticipate What May Be Coming 3. Establish Guidelines for Making Decisions

2016

Together, OUR JOB is to Create This Document

TRADITIONAL APPROACH

2016

Together, OUR JOB is to Create This Document

xx xxTRADITIONAL APPROACHx


2016

A good comprehensive plan is your priorities in actionable form

What are the core beliefs held by the Ashland community? What is the community willing to fight for and can agree on? What is the community to pay for itself ?

These are your priorities


2016


What are the core beliefs held by the Ashland community? What is the community willing to fight for and can agree on? What is the community to pay for itself ?

These are your priorities

What are the big things?

What do we know?

How will we decide?

2016


So How Will We Create That?

2016


Steering Committee +

Consultant Team

The Pulse of Ashland Through On-Going

Dialogue

Data and

Expertise

So How Will We Create That?

We will ask questions to help push the Ashland community to clarify

What should Ashlands priorities be ? What to do and in what order

Why are they your priorities ?How to implement what youve prioritized

How to prioritize when the unexpected arises

What are your core beliefs ? What planning principles will guide future decisions

Who is your target market ? What do they want?

We will ask questions to help push the Ashland community to clarify

What should Ashlands priorities be ? What to do and in what order

Why are they your priorities ?How to implement what youve prioritized

How to prioritize when the unexpected arises

What are your core beliefs ? What planning principles will guide future decisions

Who is your target market ? What do they want?

The things to do - the housing strategy, the downtown strategy, the waterfront strategy, the roads strategy, etc

Your decision-making guide when something out of the blue comes up

Your North Star - what you are pointing towards - the basis of the community you want to build

The future Ashlands stakeholders

Comprehensive Plan ASHLAND

A Version of What We Are Going to Create

A. History - Where we are - baseline conditions - How we got here - history - Do nothing differently strategy - business as usual

B. Foundation - Communitys core values and vision - Principles that will guide our decisions - Target market

C. Plan - Communitys priorities

D. Regulatory Framework - Land use plan - Zoning

E. Appendices - State requirements - Data

- Housing - Parks - Roads - Fiscal - Economic


What We Are Going to Create

A. History - Where we are - baseline conditions - How we got here - history - Do nothing differently strategy - business as usual

B. Foundation - Communitys core values and vision - Principles that will guide our decisions - Target market

C. Plan - Communitys priorities

D. Regulatory Framework - Land use plan - Zoning

E. Appendices - State requirements Data

- Housing - Parks - Roads - Fiscal - Economic

Core


What We Are Going to Create

All About Choices + Tradeoffs

What we in Ashland want to create and enjoy (get)

and what we are willing to do to

get it (give)

What We Are Going to Focus On

1. Stay focused like a laser on relevant, real community issues 2. We will organize the plan the way YOU think and work

- Traditional - Useless data followed by elements - Actions steps that may or may not get done

- czb Approach - Values, principles, market, priorities - Projects that have to be tackled

- Ashland approach - How you think and work - Your priorities

3. Devise practical and workable recommendations 4. Build champions in the community and recruit partners

Not Just About Land Use


What will go here? Who are future customers? How will our kids fare?

Values, Beliefs and Habits Priorities

Priorities Discussion

Priorities

Where is Ashland on its curve of strength/decline/strength?

Priorities

- Individual Work - Looking into the next 5 years, youve done good prioritization work. But we

need to know more of a) housing, b) economic development/marketing, c) infrastructure, and d) city facilities

- Please rank - Please note why !

- In terms of meeting these priorities, as youve listed and reasoned them out - Please think about business as usual however you define that

- Will these priorities be tackled and done well by business as usual - If so, GREAT! Tell us what to not try to change - If not, what needs to be changed?

- Why? - Why hasnt it been changed yet? (whats been in the way?)

Priorities

- Group Work !

- Target Marketwho should it be? - Think about your possible target market?

- Who? Why? What do they need, want, expect? !

- Assets - What are the citys assets it cannot afford to squander?

!

Neighborhood Economics 101

Is this your vision of Ashland?

$39,000 - $130,000

1 Standard !SettersBest cared for properties in Ashland

260 10%

2Homes that are in really good condition

A little work will 722 28%

3Average quality care and maintenance

Always at some risk depending on location

1,065 42%

4 Declining; not complete distress

Will worsen without an intervention 436 17%

5Distressed; valuable only to toxic owners

66 3%

2,549

3%17%

42%

28%

10%

1 Where the community will cost effectively mobilize to reinvest in itself

2,047 80%

2

3

4 Where it can be expense, and where negativity can shape outcomes

502 20%

5

2,549

1 Properties whose owners are going to be shaped by what happens to 3s 4s 5s

982 39%

2

3 Properties that are at disposition risk

1,567 61%

4

5

2,549

1 The part of the market thats working well

982 39%

2

3 The most @ risk part of the market

1,065 42%

4 The part of the market that's not working at all

502 20%

5

2,549

Income x 3 = house buying power Income / 36 = monthly rent/mortgage payment capacity

Income / 3 = discretionary spending Discretionary spending / 300 = estimated supportable retail square footage

$39,000 - $130,000$110,000 (uh oh!)$101/mo $4.3M deprived from housing market annually

!~$1.1 tax revenue deprived from county for public

goods and services owning to diminished confidence in housing market

Last ten years, Ashland city housing market has about $40M

less in ad valorem than it should have had, owing to owners withholding maintenance

they CAN afford

ashland september kickoff

Documents

list planmore

w staff

steering committee students

wisconsin planning process

dining room table

month meeting schedulecalendar

comprehensive plan

meeting w thomas avg