“We will do more than just push back on the problems that confront us. Together, we will push ahead. Our goals are tough but doable... To set a standard of action, these are my plans for the first 100 days in office.”
- Mayor Sam Adams, Swearing-In Speech, January 5, 2009
EDUCATION
“Count off four eighth graders. One. Two. Three. Four. In Portland, chances are that two of them will drop out of high school. Making sure our children graduate high school is more than an ethical thing; it is a smart investment in our future prosperity.”
- Mayor Sam Adams, January 5, 2009
1) Appoint an Education Cabinet
Co-chair with County Chair Ted Wheeler and include countywide representatives from student groups, school districts, labor, parents, business, non-profit organizations and education leaders
a) Appoint Sub-Cabinet Committees based on target initiatives
i) Multnomah Youth Commission Student Advisory Committee
ii) Education Summit Advisory Committee
iii) Portland Youth Corps Committee
iv) Education Strategy Team
2) Build broad-based coalition to reduce high school drop out rate
Work on the local and national level to increase the visibility of the problem and increase support for solutions
a) Advocate at United States Conference of Mayors and National League of Cities conference
b) Advocate at the National Association of Counties conference
c) Visit four youth programs demonstrating most promising practices
3) Create a High School Completion Improvement Strategy
Create a countywide four-year strategy to increase high school graduation rate by 50 percent, guided by the Education Cabinet, built upon the work of our education and community partners, and in alignment with local school districts and schools foundations
a) Complete national and international assessment of programmatic and policy best practices
b) Finish local inventory of existing programs that provide services to disconnected youth and students at-risk of dropping out of high school
c) Define high school completion success measures
i) Determine program and service requirements
ii) Seek alignment of existing programs and services to meet requirements
d) Create student and parent recruitment, application and selection protocols
i) Develop and launch the parent involvement strategy
e) Finish initial feasibility study to establish a scholarship program for 2500 high school graduates
i) Develop a draft needs assessment and estimated cost analysis
ii) Secure letters of interest from each community college and four-year institutions of higher education
4) Launch annual Education Improvement Summit
Provide community-wide accountability of annual education improvement based on the High School Completion Improvement Strategy
5) Launch Portland Youth Corps
Provide 2500 incoming 9th grade students workplace experience, summer school options, and recreation activities in the summer of 2009
a) Recruit 250 adult coaches to lead student Youth Corp teams
b) Recruit 25 employers to provide workplace experience
c) Provide summer school options, develop partnerships with local colleges, universities and the Corporation for National and Community Service
6) Draft Initiative to Improve Student Attendance
Draft a plan focused on improving attendance for targeted population
a) Review past work and current best practice to include:
i) Real-time student attendance notification at local schools
ii) School-based attendance support
iii) Transportation support access
iv) Encourage parent involvement around attendance issues
b) Collaborate with community-based organizations (CBOs) to develop process
JOBS AND BUSINESS
“Almost three out of ten Portlanders are unemployed or make so little they can barely afford basic essentials like food. This means the city needs more family-wage jobs.”
- Mayor Sam Adams, January 5, 2009
7) Adopt Portland Job Creation and Business Stimulus Package
Announce by the Portland City Council on Tuesday, January 13, 2009
8) Launch “Portland is Better Together: Give Help. Get Help. Chose Local” campaign
Announce by the Portland City Council on Thursday, January 15, 2009
9) Create a strategic Economic Development Plan for Portland
Increase local business success and individual and family prosperity guided by the Economic Cabinet and in alignment with other local and regional efforts
a) Appoint an Economic Cabinet, including citywide representatives from the private sector, labor, non-profit, government, workforce training and academia
b) Appoint Sub-Cabinet Committees Based on Target Industry Designations:
i) Advanced Manufacturing
ii) Design and Creative Services
iii) High Tech and Bioscience
(1) Lobby state legislature to authorize bonding for Life Science Center
iv) Clean Technology (Sustainable Industries)
(1) Lobby state legislature to fund Vestas Wind Systems incentives
(2) Complete a feasibility study of the Oregon Sustainability Center in collaboration with the Oregon University System and the Living Building Initiative
(3) Lobby state legislature to authorize bonding for Oregon Sustainability Center
(4) Establish Portland + Oregon Sustainability Institute as a new organization that is being created to govern the Oregon Sustainability Center and facilitate collaboration among partners
(5) Kick off workforce training program for green jobs in conjunction with retrofitting pilot projects
v) Tourism and Trade
(1) Determine feasibility of the Convention Center Hotel
(2) Complete evaluation of Major League Soccer/Triple AAA baseball opportunity
(3) Establish Trade (export and foreign direct investment) strategy in conjunction with economic development plan
(a) Initiate Portland Mayor’s annual trip to Asia in April and to Europe in the Fall 2009
c) Determine local business assistance and workforce training program and service requirements
i) Seek alignment of existing business assistance programs and services to meet requirements.
ii) Create priorities for business retention, expansion and recruitment efforts
d) Launch citywide retail action strategy
i) Establish signature Retail Street downtown
(1) Formalize central Portland sub-districts
ii) Launch Neighborhood Mainstreet improvement program
(1) Advertise four pilot projects Citywide (focusing exclusively on non-URA areas)
10) Strengthen public and private economic development partnerships
Establish Annual Portland Economic Summit to review progress and pledge annual commitments to reach the goals of the ‘Portland Economic Development Plan’
a) Meet 100 employers in first 100 days
b) Establish Regional Economic Strategy Council
i) Define economic success measures and create Regional Economic Dashboard
c) Finish local inventory of existing education, workforce training and economic development programs
i) Map regional economic development investments
d) Advocate for federate support to local and regional economic development efforts at United States Conference of Mayors and National League of Cities conferences
11) Create Prosperity Alliance
Integrate workforce training, social service supports, affordable housing, and education programs to achieve measurable results in moving families towards self-sufficiency, co-chaired with County Chair Ted Wheeler and Gresham Mayor Shane Bemis, and the Prosperity Alliance
a) Fund CASH Oregon (Creating Assets, Savings and Hope), which promotes long-term saving and investment support for low-income families and individuals in the tri-county area to increase economic independence
12) Speed up City Permitting Services
Support City Commissioner Randy Leonard’s work to speed up permit application processing time by merging permitting functions and change from sequential processes through multiple departments to concurrent processes
a) Launch online “Portland Business Express” modeled on NYC Business Express to obtain and complete a customized list of City, State, and Federal permit, license, tax, incentive, and other useful information for your business by answering questions
TRANSPORTATION
“…to my way of thinking, a great transportation system never guarantees a great city, but a lousy transportation system almost always guarantees a lousy one.”
- Commissioner Sam Adams, From Here to Portland's Transportation Tomorrow,
Portland City Club, July 20, 2007
13) Appoint a Transportation Cabinet
Establish cabinet, including representatives from labor, business, regional government partners, community stakeholders, non-profit organizations and academia
a) Freight Advisory Committee
b) Pedestrian Advisory Committee
c) Bicycle Advisory Committee
d) Motorcycle/Scooter Advisory Committee
14) Enhance broad-based Safe, Sound and Green Street coalition to stabilize funding and improve safety and accessibility of city streets
Work on the local and national level to address insufficient transportation funding
a) Advocate for transportation issues at United States Conference of Mayors and National League of Cities conferences
b) Advocate for transportation issues at state legislature and US Congress
15) Develop a four-year transportation strategic vision
Alignment with regional priorities for Portland’s transportation investments and infrastructure, guided by the Transportation Cabinet
a) Expand Portland’s transit network to provide transportation options and leverage development opportunities
i) Identify the local funding match necessary to secure federal funds for the Milwaukie to Portland light rail line
ii) Release the draft of city-wide Streetcar System Plan
iii) Advance the funding and development of a new Eastside Streetcar line
b) Enhance the safety and accessibility of bicycling for everyone
i) Unveil the City’s first Cycle Track in a high-visibility, high-use location to promote safety and increase bicycle use
ii) Identify 15 miles of Bicycle Boulevards for implementation in the coming year
iii) Complete the next link in the Bike Boulevard network on N Wabash, connecting N Willamette Blvd to the bike path along the Columbia River
iv) Construct on-street bike parking corrals in four high-demand locations
c) Improve transportation safety and mobility on Portland’s roadways
i) Promote state legislation to give cities jurisdiction over speed limits within city limits
ii) Identify funding for high-priority arterial paving projects
iii) Participate in the Columbia River Crossing Project Sponsors Council to promote Portland’s interests
(1) Achieve a high-quality, aesthetically appealing bridge design that is appropriate for Portland’s “front door”
(2) Secure world-class bicycle and pedestrian accommodations on (and accessing) the bridge
(3) Ensure the bridge supports the city’s land use and transportation goals as set out in the Portland Plan
d) Promote “green” transportation technologies: develop a “Get Charged Portland” strategy to increase electric use
16) Conduct a snow and ice storm readiness assessment
Develop a plan of action for improvements to future efforts
PLANNING AND SUSTAINABILITY
“Sustainability means meeting our needs without compromising our children’s
ability to thrive. It means economic, social and environmental justice…
Portland is the ideal starting place for this nation to get serious about environmental sustainability. We can show what’s possible, setting an example the rest of the
world can follow. And we can prove sustainability pays off.”
- Mayor Sam Adams, January 5, 2009
17) Appoint a Planning and Sustainability Cabinet
Establish cabinet to include representatives from labor, business, non-profit organizations and academia
a) Appoint Sub-Cabinet Committees:
i) Climate Change
ii) Design
iii) Eco-Districts
18) Build Broad-based Coalition to Work on Planning and Sustainability Issues Increase internal city government and external community support
a) Collaborate with ONI to establish a Sustainability/Green Chair position in each neighborhood association
b) Convene a citywide Green Team to share neighborhood-based solutions (similar to City-wide land use group)
c) Announce a backyard gardening and urban food production series collectively called “Urban Growth Bounty” that will begin in spring 2009
d) Complete assessment of public spending within city of Portland boundaries
i) Convene cross-jurisdictional leaders to discuss investment effectiveness and efficiency
19) Prepare Northwest Progressive Cities Coalition
Formalize a collaborative partnership with San Francisco, Seattle, and Vancouver, B.C. and identify priority issues
20) Create The Portland Plan Workplan
Create plan informed by the Planning and Sustainability Cabinet and in alignment with statewide and regional goals
a) Complete the baseline indicators of a more sustainable, resilient city
b) Define and assess opportunities/barriers to 20 minute neighborhoods
c) Identify Neighborhood Plaza opportunities throughout city
i) Complete an initial assessment of barriers, opportunities, and key issues for each of a short list of potential pilot locations.
d) Conduct Farmers Market Assessment and Economic Analysis
i) Partner with Portland Farmers Market to improve sustainability practices.
e) Launch Climate Protection Strategy
f) Launch Eco-District Planning Process
i) Create template for sustainable commercial, residential and industrial districts
ii) Define and assess initial barriers, opportunities, and key issues for each of a short list of potential pilot districts.
(1) Appoint/Confirm Eco-District Sub Cabinet Committees based on geographic redevelopment opportunity sites:
(a) Lloyd Crossing
(b) Rose Quarter
(c) University District
(d) Conway Headquarters Site
g) Fast track Sustainable City Code rewrite - initiate a “green building” rewrite of Zoning Regulations (including water cisterns, small wind turbines, solar panels, green roof Design Review exemptions, allowances for larger eaves, etc.)
h) Create a comprehensive "Tree Policy" - consolidate existing regulations, requirements, and incentives
i) Pilot residential retrofits to reduce energy use in at least 500 Portland homes
i) Launch Clean Energy Investment Fund in partnership with the Energy Trust of Oregon and local utilities
ii) District wide energy - Complete a study evaluating the technical and economic feasibility for a district energy system to provide heating and cooling
21) Utilize the National League of Cities’ 2009 Green Cities Conference and Expo as a launch point for an annual green city conference
Provide community-wide accountability of annual sustainability improvements based on the Portland Plan
a) Participate in Portland State University’s Urban Ecology and Conservation Symposium
b) Participate in the 2009 Cascadia Green Building Council Living Future "Unconference"
22) Improve Sustainability Practices in City government
a) Complete assessment of City of Portland’s existing sustainability practices
i) Establish specific City resource efficiency and sustainable practice goals, targets and performance measures
b) Complete an assessment of car sharing benefits for all city employees
c) Complete assessment for a City Hall green roof
d) Outline government commitments to environmental, economic and social responsibility, by Bureau & Citywide
23) Divert Solid Waste from Land Fills
Improve Portland’s composting and recycling facilities
a) Work in partnership with Metro to identify site for a Commercial Composting facility in Portland
b) Appoint Re-usable Bag Policy Task Force
i) Launch single-use bag education program
c) Partner with private sector to locate 30 solar powered trash compactors
d) Identify best practices for public recycling bins in business districts
ARTS AND CULTURE
"With the region’s ties to innovation and creative sectors--investing in Arts and Culture is not just the 'right' thing to do—it’s the SMART thing to do.”
- Mayor-Elect Sam Adams, Creative Capacity Town Hall, September 30, 2008
24) Appoint an Arts and Culture Cabinet
Include regional representatives from student groups, artists, business, non-profit organizations and academia
a) Appoint Sub-Cabinet Committees:
i) Visual Arts
ii) Performing Arts
iii) Creative Industries
iv) Literary Arts
v) Venues/Festivals/Museums
vi) Arts Education
25) Build broad-based coalition into an effective advocacy coalition
Work on the local and national level to increase the visibility of the problem and support for solutions
a) Fund Creative Advocacy Network
b) Meet with 25 Arts and Culture Organizations spanning Visual Arts, Performing Arts, Creative Industries, Literary Arts, Venue/Festival/Museum, Arts Education
c) Work with Cultural Advocacy Coalition to support arts state legislative request and establish workplan for pursuing federal advocacy
d) Participate in Oregon 150 celebration, February 28, 2009
26) Complete Creative Capacity Strategy
Guided by the Arts and Culture Cabinet
a) Co-create Creative Industries portion of Annual Portland Economic Summit to review progress and pledge annual commitments to reach the goals of the ‘Creative Capacity Strategic Plan’
b) Establish process and goals for integration of public art in the Portland Plan
c) Explore feasibility of establishing a city office that coordinates community spaces, markets, supports the community’s creative assets and attracts additional resources into the area
d) Work with RACC and artists to determine market need for a website dedicated to being a central resource and calendaring tool for Portland’s art community
e) Work with RACC to update inventory of performing arts venues and venue needs
f) Work with Portland Development Commission and Economic Development staff to establish points awarded for aesthetic innovation in urban design for development bidding process and review related role and procedures
g) Foster progress of Mural Working Group and synthesize public and design commission recommendations into draft code
27) Establish workplan for Launch of Annual Creative Capacity Summit
Provide community-wide accountability of annual arts and culture improvements based on the Creative Capacity Strategy
28) Promote Right Brain Initiative
Explore joint strategies between Right Brain Initiative and Mayor’s Education team on cutting dropout rate
29) Promote Work for Art
Explore joint marketing and outreach strategies with Economic Development team to encourage business participation
EMERGENCY MANAGEMENT
“An emergency could happen any day of the week: an earthquake, flood or power outage. We need to be ready.”
- Mayor Sam Adams, January 12, 2009
30) Establish Communication Protocols for Emergency Management Situations Develop cross communication between bureaus and other stakeholders during emergency situations
31) Appoint an Emergency Management Cabinet
Include region-wide representation of stakeholders
a) Reconvene Emergency Disaster Policy Council
32) Establish an Annual Comprehensive Emergency Management Summit
Review protocols of the Comprehensive Emergency Management Plan
CITY SERVICE IMPROVEMENTS
“Now is our time to build upon the City of Portland’s successes with an
intensified focus in key areas through strategic planning, structural reform, and establishment of clear roles for each elected leader.”
- Mayor-Elect Sam Adams, December 16, 2008
33) Develop Citywide Strategic Portland Plan
Establish a baseline that assesses citywide current performance and trends based on city bureau data
34) Service and Program Improvement Workplans
Complete bureau baseline reports mark the starting point to improve the quality, efficiency and effectiveness of all city operations
a) Schedule mid-year check-in on bureau progress towards meeting goals outlined in the Service and Program Improvement Workplans
35) Reform Budget Process
Increase transparency and better facilitate council decision-making
a) Establish Bureau Budget Advisory Committees (BACs) with labor, management, and stakeholder representation
b) Identify bureau programs and services including administrative costs
c) Working with the BACs, rank bureau programs and services on two scales: core mission and community priority
d) Get input from the BACs on the service and program improvement workplans noted above
36) Complete Bureau Structural Reforms
Sharpen focus and improve services
a) Establish the Bureau of Planning & Sustainability
b) Create Bureau of Housing merging housing programs within the Portland Development Commission to the Bureau of Housing
c) Move workforce training and community development programs from Bureau of Housing and Community Development to the Portland Development Commission
d) Establish the Office of Healthy Working Rivers: create with merged River Renaissance program in the Bureau of Planning with the Superfund cleanup program
e) Consolidate all permitting into the Bureau of Development Services: merge seven different city bureaus that take part in the review of a request for permits to develop
f) Study the feasibility of improving Delivery of Direct Services to Customers with a “One Stop” Service Center: providing a “one stop” customer service center where all services government provides directly to individuals or businesses will be available in one physical location
37) Establish regular direct communication with each Portland household
Initiate external quarterly “Portland City Council Bulletin”
