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HomeMy WebLinkAbout1999-1117 Study Session PACKET CITY COUNCIL STUDY SESSION Wednesday, November 17, 1999 at 12:00 p.m. Council Chambers 1. Discussion regarding CERT Program 2. Report on providing additional telecommunications services 3. 2000-2001 Strategic Planning update (This agenda provided for your information -materials to be distributed at a later date) Y ' Ashland Fire & Rescue Community Emergency Response Team (C.E.R.T) Course Syllabus Where: Ashland Public Works Lunchroom When: Wednesday's 6pm - 9pm COST: Free to Ashland City Residents C.E.R.T. Program Coordinator REES JONES Ashland Fire & Rescue 455 Siskiyou Blvd. Ashland, Or. 97520 482-2770 Ashland Fire & Rescue Community Emergency Rescue Team (C.E.R.T.) Course Schedule Class I Earthquake Awareness, Hazard Mitigation, CERT Concept: • Registration • Disaster Awareness • Personal, Family and Work Place Preparation • Non-Structural Hazard Mitigation • City of Ashland Preparedness Plan • Neighborhood Preparedness and CERTs Class II Utility Control, Fire Suppression, Hazardous Materials: • Gas, Electricity, Water, Propane—When to Shut Off and How • Fire Chemistry • Fire Extinguishers—Types and Use • Hazardous Materials in the Home and Neighborhood Class III Disaster Medicine (I) * Recognition and Treatment of Life- Threatening Injuries. • Care of Minor Injuries • Public Health Considerations—Hygiene, Bloodborne Pathogens Class IV Disaster Medicine (II) • Medical Triage—How to Decide Who to Treat and When • Setting Up a Medical Treatment Area Class V Light Search & Rescue (I) • Earthquake Effects on Different Types of Construction • Visual Assessment of Damaged Buildings • Search Techniques Class VI Light Search & Rescue (II) • Rescue Techniques • Victim Transport • Rescuer Safety Review Class VII Team Response and Management • Disaster Psychology for Victims and Rescuers • CERT Team Management • CERT in Action—Tabletop Exercise Class VIII PRACTICAL SESSION (4 hours) • Disaster Medical Triage • Fire Extinguishment • Rescue Cribbing • Urban Search Techniques • Utility Control • Ashland Fire & Rescue Community Emergency Response Team (CERT) Team Organization Listed below are some guidelines and suggestions in how to establish your CERT team. Demographics, topography and many other issues require CERT Teams to be well thought out and unique. Although AF&R would like to standardize guidelines as much as possible, we realize the necessity of variety in its teams. Take these suggestions and build upon them to develop the most appropriate team for your neighborhood. I. Determine how many people in your neighborhood have already completed the basic CERT training. Encourage those who have not received the training, to do so. Organize a course for your community. Contact the AF&R CERT coordinator to assist you in planning and course implementation. If you have at least eight people certified, you can begin organizing and pre-planning for your CERT operation. 2. Contact the households in your area: • To encourage preparedness with 72 hour kits, out-of-state contact, hazard mitigation, such as strapping water heaters, and general skill information. • Get information about each household that the CERT will need to safely and effectively do its work. How many people in the household? Any special needs? Special Skills the team could use, such as R.N's, M.D.'s, E.M.T.'s, ham radio operators, volunteers trained in First Aid or CPR. Tools or equipment the team might need, such as chainsaws, 4x4 vehicles, other? 3. Determine the boundaries of the Neighborhood Association in your area. Assess whether the boundaries are manageable for a CERT team or if it should be divided into smaller operational areas for more than one CERT team. 4. Determine the location of your CERT Operations Center. 5. Will your Medical Triage Area be located with your Operations Center? Why? Is there a possible Landing Zone in your CERT area? 6. Implement a method to notify or guidelines for self-activation of CERT members. Practice team activations. Report to the CERT Operations Center after checking self, family and immediate neighbors. 7. Locate items your team will need in addition to personal CERT kits, such as large pry tools, wedges to use with cribbing material, medical supplies for the Triage a Treatment area, etc. Determine if your community would donate equipment, or look for donations from local retailers. Determine the best location to store or drop-off the equipment. 8. Designate a Team Leader and an Alternate as well as assistants (and alternates) for the positions of Logistics Volunteer, and Communications Volunteer; Medical Team Leader; Safety Team Leader and Search & Rescue Leaders. C.E.R. T. ANNUAL PROGRAM BUDGET PERSONNEL SER VICES Overtime - $ 6,000 Training Classes MATERIALS& SERVICES Supplies - $ 3,500 Printing Postage Fire Extinguisher Refills Hazardous Materials Cards Teaching Classroom Aids Perishable Training Supplies Staff Training Train-The-Trainer Classes $500.00 CAPITAL OUTLAY Team Equipment Cache $ 6.50 0 Entry/Extrication Tools First Aid Supplies Pocket Guides Lanterns Fire Extinguishers Etc. Total $16,500 Above budget figures represent annual reoccurring costs until all teams are operational, which is anticipated to occur in two fiscal years. It is estimated that we will train approximately 160 citizens per year at a cost of$104.00 per capita. Participants will each personally invest a minimum of 25 hours and$150.00 - $200.00 as a C.E.R.T. member. CITY OF ASHLAND 2000 2001 STRATEGIC PLAN DRAFT - NOVEMBER 1 , 1999 COMMUNITY VALUES STATEMENT Ashland respects its diverse people, natural environment, and rich heritage and culture. It values citizen involvement,initiative, innovation and a strong sense of community. STRATEGIC PLAN ELEMENTS AND GOALS CITIZEN PARTICIPATION AND INVOLVEMENT The City recognizes the value of citizen involvement and the wealth of information and resources that the citizens of Ashland possess. The City is committed to a high level of communication with the public. 2000- 2001 Goals ✓ Develop additional methods for enhancing citizen communication and participation. For example,developing an interactive web page and using RVTV more effectively. ✓ Continue implementation of the Communications and Marketing Plan. ENVIRONMENTAL RESOURCES Ashland seeks to retain its natural beauty as it continues to grow and further development. The City seeks to strike a balance between urbanization and prote�air, water and noise pollution as well as protection from soil erosion and loss of small creeks and wetlands. 2000- 2001 Goals • Finalize the riparian ordinance. • Develop a program that will encourage the paving of unpaved driveways and parking lots. (The City's new LID policies will address unpaved streets). 2 HOUSING The City has a responsibility to ensure that proper amounts of land are set aside to accommodate the various housing needs in the City, and that its land development ordinances are broad enough to allow for variation in housing type and density. 2000- 2001 Goals ✓ Update the Housing element of the Comprehensive Plan. ✓ Develop a long-range,fundable,affordable housing program ✓ De1r,l and le t co Ity land ro ensur to f able housing nee t. ✓ Encourage the redevelopment and remodeling of existing structures through modifications in the City's SDC charges. ECONOMIC STRATEGY The City seeks to provide opportunities for a variety of economic activities in the City, while continuing to reaffirm the economic goals of Ashland citizens. Economic development in Ashland should serve the purpose of maintaining and improving the local quality of life. 2000—2001 Goals • Complete the update to the City's economic development Comprehensive Plan element. Develop written materials that outline the Citys policies and philosophies on economic development issues. • Review the City's land use ordinances to ensurp they are meeting or will meet the community . needs/values for future businesses as/ aiq to parking requirements, environmental y��\ constraints (i.e. trees), structure size, muted use, landscaping and promoting alternative transportation. ✓ Integrate the concept of living wa into the sting ec omic development element of the City's comprehensive plan and d ing more'Ilivinw jobs in Ashland. g 0.d 3 PUBLIC SERVICES The City will provide a full range of public services that meet the needs of existing and future citizens. 2000-2001 Goals • Update the Public Services element of the Strategic Plan. • Develop a neighborhood livability grant program for neighborhood initiated projects. C6otd,na42 C:�the grant program with existing City programs like LID'S and sidewalk construction. • Maximize the capacity of AFN by establishing the City as the lead "planner" for other organizations who use the network. Q • Begin the design phase of Siskiyou Blvd. For bikelanes, sidewalks, bus shelters, restrooms, etc. W{U ✓ Develop a Green Power altemative5or the community. 2000 - 2001 Goals (from 1999 - 2000 Strategic Plan) b Develop regional partnerships for services such as dispatch, telecommunications, budding inspection, alb �t"��o , V Develop a street improvement and financing plan.�5P P J i C e "m �tQCro 0C,to QCify p ✓ Investigate the or the Police to respond to "high-tech" crimes. ✓ Evaluate the leasing of fuel cells to electric customers. ✓ Continue evaluating the acquisition of additional utilities, as they may become available to the City. ✓ Ev to e fe 'biht o r in he Citys ter vel 4-treatment. TRANSPORTATION & TRANSIT To retain Ashland's small-town character while it grows, the City must proactively plan for a transportation system that is integrated into the community and enhances the livability, character and natural environment. 2000- 2001 Goals ✓ Develop a transit plan for the City of Ashland that meets the community's needs and desires ` and provides for a method to pay for the services. 4 • Accelerate the development of bikelanes,bikepaths,and sidewalk construction. r3 ✓ Coordinate the City-wide parking and transit analysis. Include SOU and Ashland Community Hospital in the Analysis. (Downtown parking issues are being addressed in the update to the City's Downtown Plan). • Study the feasibility of jurisdictional exchange of Highway,66 with the State and present to the City Council. -A✓ Study the feasibility of jurisdictional exchange for County roadways ita\the City with Jackson County and present to the City Council. ENERGY, AIR AND WATER CONSERVATION Ashland seeks to be a regional leader in the areas of energy, air and water conservation. The City seeks to continue this leadership role in further development of goals, policies and programs that encourage citizens to conserve natural resources. 2000- 2001 Goal ✓ Explore the possible expansion of the Citys conservation programs. Post 2001 Goals • Initiate a study to develop a City-wide solar power program Ph I • Expand the use of TID water for in-City irrigation needs. PARKS, OPEN SPACE AND AESTHETICS Ashland's character is intimately linked to its aesthetic resources, including its vistas,trees, parks and open space lands. The City seeks to develop a program that will preserve important open space and parkland,while accommodating continuing urbanization. 2000- 2001 Goal ✓ The City Council and Parks Commission should analyze how to better coordinate work and to analyze possible areas to reduce operational redundancy and financial efficiency. 5 URBANIZATION The City seeks to ensure an orderly transition of land from rural to urban uses. 2000- 2001 Goals • Provide more information to the community on growth and planning issues. In particular, more information is needed regarding State land use law, infill policy, rate of growth, development standards and the development processes. • Complete the master overlay plan for the undeveloped railroad property. Work to resolve the brownfield clean-up. ✓ Complete the update to the Downtown Plan. HISTORICAL SITES AND STRUCTURES Ashland seeks to preserve its rich history through the preservation of its historical buildings and places. 2000- 2001 Goals ✓ Encourage the displaying of historic photos in community buildings. ✓ Ensure that all City-owned historic buildings are properly maintained. 1` L REGIONAL STRATEGIES Ashland seeks to develop unique partnerships with governments, non-profits and the private sector to ensure that regional issues of importance to the City and the region are addressed in a collaborative and effective way. 1999 - 2000 Goals • Explore intergovernmental delivery of services. • Conduct joint study sessions with other government bodies. • Evaluate the feasibility of sub-regional planning with nearby local governments and service providers. 6 FINANCIAL MANAGEMENT The City will be an accountable and effective steward of the public trust and public resources. The City will provide equitable and efficient services to the public through the efficient use of assets and resources. 2000 - 2001 Goals (� ✓ The Cit will. 1 ement a manct ses existing otential r ens at City r venues are balanced fr prope / ees, grants, rev S. create long-term ogcrafing IuI�U 0.1 projections for all funds. ✓ vt e co ty u get an mancial issues to J) promote a more thorough understanding of how the City receives is ,ft?r;ding,mod-hew-irs �() servi D(aJ t&(('& C.Offei sh0s"S ✓ Complete and implement the performance measures program. Post 2001 Goal ✓ Evaluate differing, more effective methods for the City budget. SOCIAL & HUMAN SERVICES To ensure that all people in Ashland live in a safe, strong, and caring community, the City seeks to enhance the quality of life and promote self-reliance, growth and development of people. To these ends,the City will strive to provide resources and services to meet basic human needs. 2000 - 2001 Goal l( ✓ Basecl'�i to eve o a health and human services plan for the City, develop a funding plan for community social services needs. 7 ORGANIZATIONAL EFFECTIVENESS Technoloee Ashland is a leader in the application of technology to, reduce the cost of providing service,improve service delivery,or make routine business processes more productive and efficient. • Establish end user support employee committee. • Establish a five-year technology development/acquisition plan. • Develop departmental technology plans for specific departmental applications. Citizen Satisfaction: Ashland is an organization that makes citizens the focus of our attention. • Establish customer service program for UilityBdIing/AFN. • Establish customer service program for internal support functions. • Establish customer service program for external operations. Information &Communications: Ashland provides timely, relevant and accurate information to the community and employees on our priorities,programs and projects. Internal Communication ✓ Hold quarterly meetings with employees and City Administrator. ✓ Produce quarterly"Focus" newsletters for employees. ✓ Continue to produce employee newsletter. Extemal Communication • Implement the communications plan. • Implement the budget marketing plan. • Develop custom newsletters,flyers and informational brochures for different departments. Employee Involvement: Ashland involves employees in organizational decision making and the setting of priorities. • Continue Employee Advisory Committee. • Continue employee Strategic Planning meetings. • Implement employee budget workshops/idea fair. 8 ✓ Implement employee innovation program Public Participation: Ashland is conunitted to providing access and information to the community so they may participate in the establishment of community priorities, programs and projects. • Complete public involvement process. • Continue implementation of the communication plan. Innovation &Leaming: Ashland is committed to innovation in service delivery, organizational structure and individual and team learning. ✓ Implement the management training program ✓ Design an employee training program ✓ Develop a learning commitment program for employees. ✓ Implement a benchmarking/best practices program for operations. 2000- 2001 Goals • Allocate time for City Council to discuss and work to improve their team effectiveness. • Develop a process for systematically reviewing the City's Strategic Plan throughout the year, focusing on goals;policies,implementation and performance measures. • Update the City's Municipal Code. • Form a citizen, staff and Council committee to review the Citys Charter and make recommendations for revision,updating and modernization. OTHERITEMS • Provide training for City Council and staff in effective communication. • Continue the design and construction of the Flillah Temple project. • Schedule a discussion with the Council on the VAW P off-site project. • Evaluate any changes the City could make to the development code to try and minimize excessive lighting. (Referred to the Planning Commission). • Provide alternative fuel vehicles for the conservation staff. 9 CITY OF ASHLAND 2000-2001 Strategic Plan ADMINISTRATION STRATEGIC PLAN Strategic Plan Goals Departmental.Goals Car ver Projects from 1999 - 2000 �'o �c ®verall3Strategic Plan implementation'. ♦ Completion of public buildings: Library, . C;oo to public facilities construction: Fire Station, Hillah Temple Library, Fire Station, I Illah. ♦ Complete the update to the City's economic • Finalize analysis of City benefits. development Comprehensive Plan element. @omplete union negotiations with I'®lice ♦ Explore intergovernmental delivery of serv- ices. . Implement echn logy master plan. ♦ Ensure that all City-owned historic build- . Update C+'aty=personnel code. ings are properly maintained. Implementation of the organizationaleffec-: New Projects for-2000 — 2001 trueness goals. ♦ Analyze how to better coordinate work with Parks Department. ♦ Complete and implement the performance measures program ♦ Implement Organizational Effectiveness Goal. ♦ Allocate time for City Council to discuss and work to improve their team effective- s- ness. Y _ s ♦ Develop a process for systematically review ` s� . ing the City's Strategic plan. haw, �F ♦ Update the Cites Municipal Code. >� i y ♦ Update the City Charter. CITY OF ASHLAND 2000-2001 Strategic Plan FINANCE DEPARTMENT STRATEGIC PLAN Strategic Plan Goals Departmental Goals The City will develop and implement a fl- .. Implementation of new Utility Billing nancial management plan that addresses software, existing and potential revenue sources to ensure that City revenues are balanced p from property taxes,-user fees, grants, and - other revenues. The plan should also cre- ate long-term operating projections for all funds. Provide comprehensive information to the community on City budget and finan- - -cial issues to promote a more thorough - _understanding of how the City'receives its funding and how it is spent and what services are provided. Based 'on the development of a health and human services plan for the City, de- velop a funding plan for community so- cial services needs. i - - 'r CITY OF ASHLAND 2000-2001 Strategic Plan ADMINISTRATIVE SERVICES STRATEGIC PLAN Stratogic Plan Goals Dopar ment»I boa s �f • Develop additional methods for enhanc- Imglementation.of Communications ing citizen communication and participa- tion. For example, developing an interac- tive web page and using RVTV more ef- Implementation of AFN marketing plan. fectively. . Implementation of customer se-rvice pro • Maximize the capacity of AFN by estab- lishing the City as the lead "planner" for . Solar program implementation. other organizations who use the network z • Communityattitude survey. � �.�� Explore the possible expansion of the City's conservation programs. Employee survey , • Provide more information to the commu- • Implementation of Citizen Participation nity on growth and planning issues. In program particular, more information is needed re- Green Business ro ram garding State land use law, infill policy, p g rate of growth, development standards and the development processes. • Encourage the displaying of historic-pho- tos in community buildings. • a^a n Provide comprehensive information to - the community on City budget and finan- cial issues to promote a more thorough t. understanding of how the City receives its funding and how it is spent and what services are provided. 'f { r .r � CITY OF ASHLAND 2000-2001 Strategic Plan COMMUNITY DEVELOPMENT STRATEGIC PLAN Strategic Plan Goals Departmental Goals -`ry° a ver Projects from 1999 -2000 l �— .,Tolman Crek�Ne hbmr e hood Plan'a � yam} 1 F t tVSf 13': ♦ Finalize the riparian ordinance. ♦ B St. Multi-modal project. ♦ Implement a community land trust program. Subdivision o ce update. ♦ Review the City's land use ordinances for commercial development. ." LJGB Agreelnent with Jackson County ♦ Complete the master overlay plan for the undeveloped ♦ Implementation of new building lnspeC railroad property. tiOn SOftWarC. ♦ Complete the update to the Downtown Plan. (i Skidmore dstnct n_anonal registry New Projects for 2000- 2001 /� ♦� e ram " encourage the paving of l� m unpaved driveways and parking lots.p1 Qow t Vu ♦ Update the Housing element of the Comprehensive Plan and develop a long-range fundable affordable housing program " l u •c 5e "c n a the = ♦ % r ♦ Encourage the redevelopment and remodeling of exist- ing structures through modifications in the City's SDC charges. ♦ Develop a neighborhood livability grant program for neighborhood initiated projects. Combine the grant program with existing City programs like LID' s and # sidewalk construction. ♦ Coordinate the Cit}Fwide parking and transit analysis. Include SOU and Ashland Community Hospital in the Analysis. p S= Y d� t r i CITY OF ASHLAND ' 2000-2001 Strategic Plan ELECTRIC DEPARTMENT STRATEGIC PLAN Strategic Plan Goals gopardnenlaiisoa : • Develop a Green Power alternative for , ' Construction of the'Ashland F'ber Net 3 the community. work • Evaluate the.leasin of fuel cells to. elec- }" g . Subscription renewal process with BPl� tric customers. • Continue evaluating the acquisition of ad- ditional utilities, as. they may become available to the City. 5 � r q a _ � x 5 CITY OF ASHLAND , 2000-2001 Strategic Plan PUBLIC WORKS STRATEGIC PLAN Strategic Plan Goals Departmental Goals Carryover Projects from 1999 - 2000 ,, Continue TAP construction project over- * WW'IP Construction. sight. New Projects for 2000 - 2001 • ' Continue Central Ashland Bikeway con struction. Begin the design phase of Siskiyou Blvd. For . Continue evaluating wastewater reuse op- Y bikelanes, sidewalks, bus shelters, restrooms, etc. portunities. • Develop a street improvement and financing • Complete water plant, distribution and plan (part of Pavement Management Pro- storage improvement projects. gram). . Complete B St. Yard construction. Accelerate the development of bikelanes, , Compete stormwater and water SDC's up bikepaths, and sidewalk construction: date Study the feasibility of jurisdictional ex- Implementation of Geographic I_nforma change of F ighway 99, 66 with the State and non Systems (GIS) program county roadways with Jackson County and present to the City Council. )-'� CITY OF ASHLAND - 2000-2001 Strategic Plan FIRE DEPARTMENT STRATEGIC PLAN Strategic Plan Goals Deperuneatah6oels f Fire Station # 1 reconstruction. Winbum parcel silviculturai project. . ulance Service 1�rea contract 1'e- - newal. Equipment design and specifications for- engine replacement. Labor contract gene._ �?� respiratoryequipment program cornplianee. Wild land.Firefightersafetystandards sign Regional CAD/RMS software seleceion .�: and im......ntation. Watershed Protection Project eoordilaa- tion and participation. "dopuon ofthe 2©®© Firi Code. 111 _x. Y �Mj 16 CITY OF ASHLAND a 2000-2001 Strategic Plan POLICE DEPARTMENT STRATEGIC PLAN Smogle Plan Goals Departmental Goals bor contract rene . 'Implementation of CAD/RIvIS, establish ' alternative dispatch site during fire station construction.. . 1vlarket dispatch services to neighboring "� communities. fllternative fuels vehicle analysis. �� School ResourceOfficer program deter urination. � � Explore other options for parking en foreernent. -`e . • Evaluate downtown sub-station. Evaluate mobile data terminals and paper: , less reporting technologies. Evaluate expansion of bike patrol :. Evaluate reasonable force options/ _ _ ;rte xeclinologies. Youth Diversion OO fficer program im p ovents. # ,-Pursue-re . nal training/Pinter-agency co- operative agreements 1 q+ Y City of Ashland 20 E. Main OR i Memo To: Honorable Mayor and City Council From: Mike Freeman,City Administrator CC: Department Heads Date: 11/16/99 Re: Next Steps—Construction Projects The following is an update on the proposed next steps for the three City construction projects. Keep in mind these steps will be fleshed out as the City moves along. Also there is an implied public process associated with each project that is not fully defined. City Council will be kept involved in the design and construction process for these facilities as they move forward. Hillah Temple Proiect Manager:Grey Scoles Project Team: Paula Brown,John McLaughlin ♦ Presentation to City Council on proposed financing program. Assuming the Council wishes to proceed. ♦ Initiate rezone of property. ♦ Complete bathroom design,begin construction. ♦ Complete site review process. Proiect Manager: Pieter Smeenk ♦ Construction process. • Page 1 Fire Station Proiect Manager Phase I:Greg Scoles ♦ Begin Blue Mountain property acquisition process. ♦ Complete site review process. Proiect Manager Phase ll: Keith Woodlev Construction process. Library Proiect Manager:Greg Scoles ♦ Form project team. City,County, Library Design Committee. ♦ Agree on financing details with County. ♦ Begin lease renewal process. ♦ Initiate rezone of property. ♦ Complete site review process. ♦ Construction process. •Page 2 MEMORANDUM ,( To : Council Colleagues From: David Fine Date : 17 November 1999, 1119-L Subj . : Leaf Blowers I' d like to know whether any of you share a concern I ' ve had for a while . In October and November of each year I' ve seen leaf blowers used quite regularly, most often by maintenance contractors around commercial and rental properties . More often than not, it seems, the blowers are used to scatter leaves onto neighboring properties or City streets, rather than to gather leaves for pick-up and disposal . More often than not, the effect of their use seems to be to violate our ordinance about scattering rubbish . They add to the volume of litter which City crews have to remove from storm sewers in order to avoid street flooding. Few people would rake leaves onto their neighbors' yards or into storm sewers, but for some reason there seems to be a widespread attitude that this is okay when using leaf bowers . Additionally, these gasoline-driven machines make an unholy racket . Their use contributes to our society' s profligate use of fossil fuels . Greg Scoles advises that no city in this State presently bans or regulates the use of leaf blowers . However, he' s found precedents in the municipal codes of several cities in Baja Oregon . Is there any collective interest in addressing this issue in Ashland, between now and the autumn of 2000?