Loading...
HomeMy WebLinkAbout2015-0202 Study Session PACKET CITY OF ASHLAND CITY COUNCIL STUDY SESSION AGENDA Monday, February 2, 2015 Siskiyou Room, 51 Winburn Way 5: 30 p.m. Study Session 1. Public Input (15 minutes maximum) 2. Look Ahead review 3. Discussion of "Culture of Peace" Commission proposal 4. Discussion for the need of an aerial ladder truck for community of Ashland 5. Clarification of January 20, 2015, amendment concerning Council review of AFN decisions 6. Update on Police Chief recruitment In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Administrator's office at (541) 488-6002 (TTY phone number 1-800-735- 2900). Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title I). COUNCIL MEETINGS ARE BROADCAST LIVE ON CHANNEL 9. STARTING APRIL 15, 2014, CHARTER CABLE WILL BROADCAST MEETINGS ON CHANNEL 180 OR 181. VISIT THE CITY OF ASHLAND'S WEB SITE AT WWW.ASHLAND.OR.US City of Ashland Coun' leeting Look Ahead *****THIS IS A DRAFT AND SUBJECT TO CHANGE***** Responsible 2111 2/16 2/17 2119 3/2 313 3116 3/17 416 417 4/20 4/21 5/4 515 5118 5/19 11 Joi 1Aeeti P rks ana Recreation Comm___ 2/17 ~ Joint n eet!na t iiscu coals fsi ii ~>~n m~ bienirun~ !Ds~~e! 'idmin r'E'"., 2!1 Regular Council Meeting 2 1- 2 Annual presentation b the Transportation Commission Mike PW PRES 3 Semi-annual update from Ashland Community Resource Center Admin PRES Dave a MOU between APD, JCSO and Jackson County Sexual Assault Police CONS Response Team (Terry) 5 Discussion and direction to staff re: Hanging baskets on downtown Admin NEW street li hts. Dave K. 6 Quarter) financial report Lee Finance NEW 7 Resolution updating TOT Lee Finance RES 8 Second reading of film and video ordinance Ann Admin ORD-2 9 Ordinance amending AMC Ch. 2, Agendas Dave/ David Admin Legal ORD-1 ORD-2 2/19 Budget Committee Meeting 2/19 10 Budget Committee kick-off & budget assumptions Dave/Lee Admin Finance BDGT srz btu ~essiost m Sisk' ou Room a~z 11 Discussion of amendments to Special Events Policy (request of Admin SS Councilor Marsh 12 Economic Development Strategy Review (Adam) Admin Ss 3/3 Re utar Council Meefin 01 13 Annual risk management report Lee Finance NEW 14 Annual sweatshop-free purchasing report Lee Finance NEW 15 Ordinance amending AMC Ch. 2 Agendas Dave/ David Admin Legal ORD-2 16 Ordinance regarding accessory traveller's accomodations in R-1 CD ORD-1 ORD-2 zoninq (Bill) 16 S Session in Sis#c' ou 1oorr i16 17 Conservation Commission update on climate and energy Admin SS sustainabilit plan. Adam 3/16 Executive Session after Stud Session 3/16 18 Pursuant to ORS 192.660(2)(i) Performance Evaluation Admin EXEC 3/17 Executive Session 6:30 .m. (in Ju Room) 3/17 Pursuant to ORS 192(~,302i!11 ! Legal Counsel Lega! E(EC 3/1; Regular Council Meeting 3, 1~ 20 Annual presentation b the Tree Commission Bill CD PRES 21 Ordinance regarding accessory traveller's accomodations in R-1 CD ORD-2 zonin Bill Page 1 of 2 1/29/2015 City of Ashland Council Meeting Look Ahead *****THIS IS A DRAFT AND SUBJECT TO CHANGE***** Departments Joint ss CC .O Responsible 2/11 2116 2/17 2119 3/2 3/3 3/16 3/17 4/6 417 4/20 4121 514 515 5/18 5/19 4 AG Stt ion in Siski ou Robiri 4 , 22 WISE pro ect update (request of Councilor Voisin Mike PW SS 23 RVI-D Update (request of Councilor Voisin) (Dave) Admin SS 4;7 Regular Council Meeting 4,-, 24 Annual report on use of force, crime rates, and downtown Police NEW enforcement efforts (Terry) 25 CIP status update and review Mike PW NEW 4120 26 Pavement management strategy Mike PW SS 27 Presentation by Mark VonHolle of Imagine Southern Oregon (Dave) Admin SS 4;21 Regular Council Meeting 4.,21 Annual resentat on b the Historic Commission Bill! CD F-E- a 29 Discussion of City Recorder compensation Dave/Tina Admin SS 30 Discussion of quorum requirements for boards and commissions Admin SS (request of Council Dave 5,'S Regular Council Meeting 51s request cf Councilor _ffm-le[ Admin s/as Regular Council Meeting 32 Annual presentation b the Wildfire Mitigation Comm John Fire PRES Commission Presentation Dates - 2016 February 17 - Transportation Commission March 17 - Tree Commission April 21 - Historic Commission May 19 - Wildfire Mitigation Commission June 2 - Band Board Jul 21 - Forest Lands Commission August 18 - Conservation Commission September 15 - Airport Commission October 20 - Public Arts Commission November 17 - Housing and Human Services Commission December 15 - Planning Commission Two Ordinances re: Normal Neighborhood R Page 1/ i CITY OF ASHLAND Council Communication February 2, 2015, Study Session Discussion of "Culture of Peace" Commission proposal FROM: Dave Kanner, city administrator, dave.kanner@ashland.or.us SUMMARY The City Council was approached by a group of citizens last fall with a request that the City create a Culture of Peace Commission as a standing City advisory body. Council requested that the matter be scheduled for a study session discussion. Materials provided to the City by supporters of this initiative suggest that the primary responsibilities of the Culture of Peace Commission would be to: "[H]elp Ashland raise its visibility nationally and internationally as a city that has intentionally created a culture of peace. This has implications for the growing international Peace Tourism business. The powers, duties and responsibilities of the commission shall be to make peacebuilding a clear and dynamic force in our city through education and deliberate actions that bring principles of peace to all aspects of community life." BACKGROUND AND POLICY IMPLICATIONS: A group of citizens representing the Culture of Peace Initiative approached the City Council last October with a request that the City create a Culture of Peace Commission as a standing City advisory body. According materials provided to the Council at that time, "The objective is to bring together a formal Commission whose members are skilled in non-violent communication, compassionate listening, mediation and other peacebuilding disciplines." Again according to materials provide to the Council, the goals of this initiative are as follows: "Our goal is an Ashland that identifies itself as a culture of peace, both as a commitment to itself and a self-presentation to the world. Integral to achieving that goal are: Official guidance of this enterprise by the City of Ashland through a peace commission. A commitment by the Ashland School District to promote peace education throughout the schools, including the use of nonviolent communication and conflict resolution at all grade levels. On-going, inclusive explorations of what it means to be a culture of peace, identification of ways to more completely realize that culture, and frequent publicizing of Peacebuilding work. The awareness by all segments of Ashland of how they are already building a culture of peace, and their commitment to develop further that dimension of their activities. Widespread use of Peacebuilding tools that emphasize mutual respect and restoration of right relationships." The Council has the ability to create a new standing commission by adopting an ordinance that would become a new chapter in Title 2 of the Ashland Municipal Code. The citizens representing the Culture of Peace Initiative have drafted a proposed ordinance, which is attached. Page 1 of 2 IAi, CITY OF -ASHLAND The cities of Berkeley, CA, Cambridge, MA, and New Haven, CT, have peace commissions. Information about those cities' commissions is also attached. COUNCIL GOALS SUPPORTED: N/A FISCAL IMPLICATIONS: Creating a new commission would undoubtedly involve some cost, although those costs have not been calculated. Given how thin existing staff is stretched with existing boards and commissions, we would almost certainly need to hire someone, even if only on a part-time basis, to staff this new commission. STAFF RECOMMENDATION AND REQUESTED ACTION: N/A. This item is presented for discussion and direction to staff only. SUGGESTED MOTION N/A ATTACHMENTS: Letter to Mayor and Council from Culture of Peace Initiative, October 2014 Culture of Peace Initiative mission statement Proposed ordinance creating a Culture of Peace Commission Examples of peace commissions in other cities Page 2 of 2 Ir, W' Culture of Peace Initiative - Ashland Box 524 Ashland, OR 97520 infoO-cni-ashland org www.cpi-ashland.ora Dear Mayor Stromberg and Ashland City Councilors: Ashland has a unique culture that needs to be celebrated, nurtured and expanded. We are writing to you to ask you to schedule a formal agenda item to create a city Culture of Peace Commission (CPC). It is our deep belief that this formal on-going recognition of such an effort serves the City's outreach and tourist efforts, as well as enhances the operation of city government and the community for us all. It has become well-established that the pathway to a peace culture is through local efforts in business, education, community and environment that come together to better understand each other and share activities in a way that enables deeper connections and wider collaboration in challenging times. A culture of peace requires a new mindset and way of thinking, bringing the lens of peacebuilding to all relationships. Last year after 175 community members gathered for our International Day of Peace, Feast for Peace, we decided to move beyond dinners, words and proclamations to practical ideas for formalizing a culture of peace in Ashland. After a year of meetings and dialogue with more community members we find there is overwhelming support for such a measure. Clearly if it is brought forward as an election initiative, as some are suggesting, it would receive substantial majority support. However, before taking such action we are asking that the council to demonstrate creative leadership, work with us to create the parameters of such a Commission and avoid the costs of the election campaign. Enclosed you will find a number of documents that support this action, including the Powers and Duties of a proposed CPC in Ashland from our draft ordinance. The objective is to bring together a formal Commission whose members are skilled in non-violent communication, compassionate listening, mediation, and other peacebuilding disciplines. While a few other cities around the country have taken steps to create peace commissions, Ashland would be the first in the world to break new ground by creating a 21' century commission founded on a culture of peace. Through this significant action we would be helping further change the way our cities, states and world identify themselves and function. This aligns with the courageous, visionary steps taken by earlier city leaders resulting in Ashland's recent Oregon's "eCity" award. Creation of a formal city Culture of Peace Commission demonstrates leadership by the Council to set a tone and direction for the City, a step toward being proactive, rather than reactive to the challenges ahead, and holding a vision for new ways of functioning. We look forward to working with you in moving us forward. 2 Toward a Culture of Peace, Kathleen Gamer, Jeff Go on SOU UN Club Immense Possibilities ou Dave Hyde Iren Hai UU Social Action Committee Pathways to Peace _3 He Rothschild P trice ~ t` IM G Ashland Peace House Communications Company , 5'~' w 6.-&64A Eric Sirodcin David wick Ubuntuworks Peace Education Project Pathways to Peace Culture of Peace Commission - Proposal to Ashland Mayor and City Council When: Tuesday, October 21St 6:30pm Supporters Rally, 7:00pm Presentation Where: Goals of Culture of Peace Initiative - Ashland Our goal is an Ashland that identifies itself as a culture of peace, both as a commitment to itself and a self-presentation to the world. Integral to achieving that goal are: • Official guidance of this enterprise by the City of Ashland through a peace commission. • A commitment by the Ashland School District to promote peace education throughout the schools, including the use of nonviolent communication and conflict resolution at all grade levels. • On-going, inclusive explorations of what it means to be a culture of peace, identification of ways to more completely realize that culture, and frequent publicizing of Peacebuilding work. • The awareness by all segments of Ashland of how they are already building a culture of peace, and their commitment to develop further that dimension of their activities. • Widespread use of Peacebuilding tools that emphasize mutual respect and restoration of right relationships. What is a Culture of Peace? "A culture of peace is a set of values, attitudes, traditions and modes of behavior and ways of life...'* Ashland thoughts: "Redefine our societal definitions of success that is based on our interdependence that we all prosper in a culture that respects and values the contribution of all parts of the community." "Conscious of the rights and well-being of each other and to live to support that well-being in all actions and decisions at all levels." "Becoming more conscious of the human dynamic." "Awakening to what is the essence of being human." "Living together in a community on all levels - local, state national international." "Respect for people with different views and ideas." "Society where we value each other. It takes a village so what does that look like? Work in harmony with each other." "Understanding of our interdependence - a bright future depends on a bright future for us all. A shared human identity and common destiny. Opposite of violence and prejudice." A culture of peace has been a dream and hope for human beings for thousands of years, even though different words may have been used. In the last half of the 20th Century a more precise focus and language has emerged which serves as a guideline for those seeking and leading in this quest. "...my experience and research have convinced me that the world is on the verge of the greatest change in human history: the transition from the culture of war that we have had for tens of thousands ofyears to anew culture, a culture of peace." David Adams, Director, UNESCO This is about shifting mindset and behavior in all aspects of our societies as we move from force to reason, from conflict and violence to dialogue and Peacebuilding and embrace humanity's interconnectedness and inner oneness. It has become well-established that the pathway to a peace culture is through local efforts in NGOs, education, government, business, and environment that come together to better understand each other and create new possibilities. Education, and specifically peace education, is an essential ingredient. Cities are the real societal structural level where the Culture of Peace rubber meets the road. The individual person is always the bottom line in Peace and Peacebuilding daily choices, but it is the city that has the reach, authority, responsibility and influence to set the positive tone and direction for so many people. This can be done by beginning to use the Culture of Peace as a compass for guidance and a lens to see and understand differently. This is relatively new territory in the early stages and where we are co-creating together. The growing Culture of Peace is actually alive and well in many cities, but is often invisible and not identified or nourished directly. The results and benefits of embracing and living in a Culture of Peace are enormous and pervasive in health, happiness, prosperity, sustainability and a legacy for future generations! As defined by the United Nations, the Culture of Peace is a set of values, attitudes, modes of behavior and ways of life that reject violence and prevent conflicts by tackling their root causes to solve problems through dialogue and negotiation among individuals, groups and nations (UN Resolutions A/RES/52/13). * United Nations Declaration and Programme of Action on a Culture of Peace (A/RES/53/243). www.cpi-ashland.org DRAFT DRAFT ASHLAND ORDINANCE NO. AN ORDINANCE CREATING THE CULTURE OF PEACE COMMISSION (CPC) WHEREAS, the City Council desires to codify the creation of the Culture of Peace Commission in the Ashland Municipal Code; and THE PEOPLE OF THE CITY OF ASHLAND DO ORDAIN AS FOLLOWS: SECTION 1. A new Chapter 2.18, Culture of Peace Commission, is hereby established to read as follows: Whereas the city of Ashland is known internationally for its creativity, culture, forward thinking, support for children and to continue its efforts to promote respect, free expression and positive relationships, the council recognizes the following: A) A city with a strong culture of peace is safer, healthier, more harmonious, builds strong neighborhoods and community relations and attracts people and business investment; B) by formally becoming a culture of peace community the City of Ashland empowers it's citizens to develop a sense of cooperation and reinvigorated hope, and become more caring and compassionate; C) the United States and the United Nations through its 1999 Programme for Action have called about individuals and governments to take action to build a culture of peace; D) Mayor John Stromberg through his International Day of Peace Proclamation asked that all citizens find ways to expand peacebuilding activities; E) the Ashland CPC builds responsibility and accountability throughout the city for maintaining and enhancing a culture of peace and serves as an international model for the world and our children; and F) the Ashland CPC increases positive community relationships and reduces costly litigation and administrative costs associated with conflict. 2.18.010 Established-Membership. The Culture of Peace Commission is established and shall consist of nine voting members including one representative from Southern Oregon University; and one representative from the Ashland School District and seven (7) other voting members. At least five (5) of the other members shall reside within the city. The commission shall also consist of certain non-voting ex officio members, including the mayor or one council member serving as council liaison, and the Department of Community Development Director and City Administrator. Voting members shall be appointed by the Mayor with confirmation by the City Council and shall be individuals with special skills and/or experience in peacebuilding, non-violent communication, compassionate listening, mediation or other related skills. 2.18.020 Terms-Vacancies. The term of voting members shall be for three years, expiring on April 30 of each year. Any vacancy shall be filled by appointment by the Mayor with confirmation by the City Council for the unexpired portion of the term. The terms of the initial nine members shall be three members for one year, three for two years, and three for three years, which shall be drawn by lot at the first meeting of the commission after the adoption of this resolution. Their successors shall be appointed for three-year terms. Any commissioner who has four or more unexcused absences in a one-year period shall be considered no longer active and the position vacant and a new person shall be appointed to fill the vacancy. 2.18.030 Quorum-Rules and Meetings. Five voting members of the commission shall constitute a quorum. If a quorum is present, the affirmative vote of a majority of commissioners present at the meeting and entitled to vote shall be sufficient to conduct business. The commission may make rules and regulations for its meetings and procedures consistent with city ordinances and this resolution, and shall meet at least once every month. At its first meeting, the commission shall elect a chair and vice- chair who shall serve for a period of one year or until replaced by the commission. 2.18.040 Powers and Duties --Generally. The Commission will help Ashland raise its visibility nationally and internationally as a city that has intentionally created a culture of peace. The powers, duties and responsibilities of the commission shall be to make peacebuilding a clear and dynamic force in our city through education and deliberate actions, that bring principles of peace to all aspects of community life, including but not limited to the following: A) Recommending to the city council the adoption of policies, implementation strategies and funding related to peaceful conflict resolution and enhanced community peacebuilding; B) Preparing an annual State of Peace in Ashland Report for the Council and community; C) Becoming proactive toward community and relationship building rather than reactive to conflicts; D) Dedicating two months a year to be devoted to enhanced peacebuilding in Ashland; E) Collecting information and research on community peacebuilding activities and methods around the world; F) Holding and sharing a vision of a Culture of Peace; G) Affirming and collaborating with the city's many existing organizations and individuals already self- consciously engaged in peace building, and helping all sectors of the city realize how their work can contribute to expanding the culture of peace in Ashland; H) Providing access to resources and tools to help the parties within government or the community achieve constructive resolutions to conflicts; 1) Counseling residents on the most effective ways to bring their needs to city government or suggesting constructive alternatives to expand and open dialogue in the event they are not satisfied with the response; J) Enhancing peacebuilding within all city departments and governmental entities and partner with them to increase awareness of the impact their plans and actions could have on relationships within Ashland; 2.18.050 The commission shall submit copies of its minutes to the City Council and shall prepare and submit such reports as from time to time may be requested by the council. A representative of the Commissioner shall be present at all regular City Council meetings. 2.18.060 Compensation. Voting members of the Commission shall receive no compensation for services rendered. 2.18.061 Continuation of existing appointments. Notwithstanding any other provision of this Ordinance, currently seated Culture of Peace Commission voting members, appointed under authority of Resolution 95-19, (exclusive of the Mayor and Council Liaison)shall be considered appointed for purposes of this ordinance with term expirations as they currently exist. Vacancies shall be filled as provided in this ordinance. Members who have violated the four or more unexcused absences in a one- year provision of Resolution 95-19 shall not be excused by this Section. SECTION 2. Severability. The sections, subsections, paragraphs and clauses of this ordinance are severable. The invalidity of one section, subsection, paragraph, or clause shall not affect the validity of the remaining sections, subsections, paragraphs and clauses. SECTION 3. Codification. Provisions of this Ordinance shall be incorporated in the City Code and the word "ordinance" _may be changed to "code", "article", "section", "chapter" _or another word, and the sections of this Ordinance may be renumbered, or re-lettered, provided however that any Whereas clauses and boilerplate provisions (i.e. Sections 2-3) need not be codified and the City Recorder is authorized to correct any cross-references and any typographical errors. The foregoing ordinance was first read by title only in accordance with Article X, Section 2(C) of the City Charter on the day of 12014 and duly PASSED and ADOPTED this day of , 2014 Barbara Christensen, City Recorder SIGNED and APPROVED this day of 12014 Reviewed as to form: City Attorney CURRENT CITY PEACE COMMISSIONS i o, The City of Berkeley Peace and Justice Commission "Advises the Council and the M School Board on issues of peace and social justice. Creates citizen awareness and develops educational programs. Total membership is fifteen. Each Council Peace and Justice Commission member and School Director makes one appointment." The City of New Haven Peace Commission is charged with the mission of xdtfT<c~\tt_ tONrAkIxaxt~ promoting a culture of peace in New Haven and around the world. Its ordinance says that "it shall be the function of the Commission to, in conjunction with the city government and its departments, educational institutions, public and private agencies, and other interested organizations, work with such city government and its organizations toward a peaceful world, through public dissemination of relevant information and through educational outreach to the schools and citizens of New Haven." wwu < The City of Cambridge Peace Commission builds community by celebrating local people and efforts with programs and events, and by organizing +m community forums on issues affecting the community. It supports Cambridge's sister-city relationships, in organizations, work with such city government and its organizations toward a peaceful world, through public dissemination of relevant information and through educational outreach to the schools and citizens of New Haven. The Commission promotes peace and social justice within Cambridge and in the wider world. It works to reduce violence and advocates ideas and programs that affirm diversity and build community within our city. It links peace groups, social justice efforts, anti-violence coalitions and the municipal government, and pays special attention to violence affecting youth. The Commission's presence in Cambridge city government is a concrete expression of the City's innovative, creative and inclusive approach - valuing an engaged, informed and concerned community. The Commission works with schools and communities to ensure that difference is understood and celebrated, so that sources of violence are recognized and addressed, allowing all residents to contribute to making Cambridge an equitable and peaceful community. The Commission also pays special attention to violence and inequality affecting young people through creative programs such as its Summer of Peace Initiative. The Commission builds community by celebrating local people and efforts with programs and events, and by organizing community forums on issues affecting the community. It supports Cambridge's sister-city relationships, including those with Yerevan, Armenia and San Jose Las Flores, El Salvador. As established by Chapter 2.90 of Cambridge Municipal Code, the Cambridge Peace Commission consists of up to twenty members, appointed for a term of three years. Commissioners must be residents of the City at the time of appointment. The Commission shall be representative of the socio-economic, racial, and ethnic populations of the City. Members of the Commission are appointed by the City Manager from recommendations provided by the Commission. cetu~~lcme The Commission received New York Times coverage of its formation and additional press reports. http://www.nytimes.com/1987/12/20/nyregion/peace-panel- proposed-in-new-haven.htm1. http://www.culture-of- peace.info/vita/1990/Planning.pdf CITY OF ASHLAND Council Communication February 2, 2015, Study Session Discussion of the Capabilities of an Aerial Ladder Truck for the City of Ashland FROM: John Karns, Fire Chief, Ashland Fire & Rescue, karnsj@ashland.or.us SUMMARY This is a discussion concerning the pros and cons of the acquisition of an aerial ladder device for the community. The capabilities of a fire department aerial device in terms of the current needs of the community will be discussed, along with costs associated with this apparatus. BACKGROUND AND POLICY IMPLICATIONS: The need for an aerial ladder truck in Ashland was first formally identified in a 1993 study conducted by Urban Planning Associates, Inc. This need was further confirmed by the findings of the Public Safety Bond Committee in 2010. The Fire Department cannot access the roofs of most two-story and taller buildings due to the limited reach of its current complement of 24 ft. ground ladders carried on the engine companies. Thus the department doesn't carry out vertical ventilation, firefighter insertion or victim rescue on upper floors, and other common fireground work at buildings of these heights. The recent approval of a new unified land use ordinance that allows 55-foot buildings in certain zones prompted the Council to request a discussion of acquisition of an aerial ladder truck. FISCAL IMPLICATIONS: The cost of a typical new aerial ladder device suitable for operation in the City of Ashland is $900,000 to $950,000. The cost per year would depend of the type of purchase utilized. There would also be an annual cost of "aerial ladder certification" of approximately $2500 as well as some internal training cost for apparatus operators. In addition to the initial purchase, the City would have to begin setting aside money in the equipment fund for eventual replacement of a ladder truck. STAFF RECOMMENDATION AND REQUESTED ACTION: This item is for information only. SUGGESTED MOTION: This item is for information only. ATTACHMENTS: Final Report and Recommendation to the City Council by the Public Safety Bond Committee Page 1 of 1 IrM, CITY OF -ASHLAND Public Safety Bond Committee Final Report and Recommendation to the City Council May 18, 2010 Fire Station #2 Recommendation The committee unanimously agrees there is a valid need to replace Fire Station #2 and the need has reached a critical level. The committee recommends the City seek voter approval of general obligation bonds not to exceed $3 million and to place a measure on the May 2011 ballot. Rationale • The present building is obsolete. Upgrades, even if possible, would be a band aid approach and a poor investment. If not replaced it is conceivable the building will have to be closed in the next few years. • Eliminating Fire Station #2 and relying on Station #1 as the sole provider of emergency services was considered and quickly abandoned. Response times are a critical component for fire services and current response time in Ashland is 5 minutes from either station. Eliminating Station #2 would increase response times to 9 minutes and greater to some areas of Ashland. • The 2009 design for Station #2, which has been approved by the Planning Commission, is significantly scaled down from the design and cost voters rejected a few years ago. The committee speculates that the previous ballot measure for Station #2 failed probably due to the perception that Station #1 was overbuilt and too expensive. It will be critical that voters understand the revised design work responsibly trimmed construction costs. • The committee considered and rejected the idea of placing a measure on the November 2010 ballot. The Ashland School District is seeking renewal of the Youth Activities Levy and the committee was concerned the two measures, though very different, could compete with one another. The committee is aware that the longer the wait the likelihood the construction costs will increase but still feels it is better to wait than to go to the voters in November. • A May election does not require 50% voter turnout as a result of the passage of Measure 56 in November 2008. 1 Improvements to Police Station Recommendation The committee unanimously agrees there is a valid need for expansion and improvements to the Police Station. This project should be a top priority for the City and would be more cost effective if the station was relocated to the Grove. Of the thirteen members present, twelve recommend the City seek voter approved general obligation bonds at a general election after May of 2011. The dissenting voter supports the need for the Police Station improvements but did not want the police station to have an open ended time frame for putting the project on a ballot. Rationale • Committee members considered combining Fire Station #2 and Police Station improvements into one measure. After much discussion, it was narrowly determined that a single-issue GO Bond for Fire Station #2 would be more acceptable to voters, given the current economy. Many on the committee felt that a combined public safety GO Bond, including both facilities was a responsible and cost effective strategy, however a majority, concerned by the critical issues at Fire Station #2, determined that a focused bond would have the greatest likelihood of gaining voter approval. • In addition, some committee members were reluctant to recommend moving the Police Station to the Grove without knowing the political climate or if sensitive sentiments were still associated with the use of the Grove and could possibly risk losing the vote for Fire Station #2. • The committee considered placing both items as separate measures on the same ballot. After much discussion, it was agreed that this could either split the "yes" vote and both measures fail, or voters might vote yes for the lesser amount needed by the Police Station and vote against the higher amount needed for Fire Station #2. Since the committee believes the need for Fire Station #2 has reached a critical level they decided to keep the two measures on separate election dates. • The preliminary estimate, prior to a detailed design and cost analysis, is $1 million to make improvements to the Grove for a Police Station. The Grove would provide 11,000 square feet at a cost of approximately $90 per square foot. The Grove could accommodate all the needs identified for PD and provide space for a large briefing room/training room which could serve as the City's Emergency Operation Center. The estimated cost includes the minor seismic improvements needed to meet the Federal and State seismic standards for buildings housing "essential services." • The preliminary estimate, prior to a detailed design and cost analysis, is $1.35 million needed to remodel and expand the existing station to 9,000 square feet at a cost of $150 per square foot. This amount includes $250,000 for seismic 2 retrofitting to comply with Federal and State requirements of buildings housing "essential services". • There is a lack of space and much overcrowding in the Police Station and this is not conducive to efficient and effective police work. Permanent retention of evidence is required by law and currently there is a critical lack of storage space. Fire Training Facility Recommendation The committee unanimously agrees there is a valid need for a training facility but does NOT recommend seeking general election bonds to finance the facility. Rationale • The committee recognizes the need for this project and appreciates the cost savings that could be realized by having fire fighters training in town rather than at similar facilities at nearby Fire Districts. • Generally, the committee feels this is the lowest priority. The Fire Department has the grant-funded training trailer in place and voters should not be asked to fund this structure. • The Chief should continue to seek partnerships, grants or shared cost projects with other Districts. Aerial Ladder Truck Recommendation The committee unanimously agrees there is a valid need for an aerial ladder truck. The committee voted 12 to 1 NOT to recommend seeking general election bonds to finance the equipment. The committee encouraged the dissenting member to submit a minority report which is included with this report. Rationale • Equipment needs should not be financed with bonds or levies. The sinking fund should be expanded to provide an aerial ladder truck and all other necessary fire fighting apparatus. • The City should seek opportunities to purchase a used vehicle. Public Safety Bond Committee The committee unanimously agrees to re-convene as a group to work on the May 2011 campaign for passage of the measure to finance Fire Station #2; and to serve as a community sounding board for citizens with interests or concerns about the need for Fire Station #2; and to be "on-call" should the City Council need to re-convene the committee. Rationale 3 • The committee members all expressed that their time on the committee was a tremendous learning experience about the capital needs of the Public Safety facilities and recognize that most citizens are not cognizant of those needs and have not had the benefit of learning about the two facilities. • The committee feels strongly that Fire Station #2 is a critical need and passage of a general obligation bond is essential. • The committee recognizes that this final report may generate additional questions by the City Council about funding Public Safety capital projects. Minority Report The committee unanimously supports including the Minority Report, prepared by committee member Clark Custodio, in this final report to the City Council. The Minority Report addresses the need to seek voter approval of a general obligation bond to finance an aerial ladder truck. Rationale • The committee values the knowledge and expertise of Mr. Custodio, former Deputy Fire Chief for Santa Clara, California and respects his opinion which differs from the majority of the committee. 4 Clark Custodio 1460 Fielder Street Ashland, OR 97520-3408 April 27, 2010 Dear Ashland Public Safety Bond Committee Members: I was tasked to write a short minority report on the desirability of placing the procurement of a new Fire Truck with a 75-foot ladder on a future election ballot. Justification for inclusion on the GO Bond Measure • ISO Rating • Firefighter Safety • Emergency Control Operations • Lack of adequate fire inspectors to conduct building safety inspections • Lack of a "sinking fund," also known as an amortization fund, for the replacement of fire apparatus ISO Rating - The Ashland Fire & Rescue would get credit points on the ISO Fire Suppression Rating Schedule (FSRS) if there were a fire truck in Ashland. It would count for 5% on the final FSRS numerical rating for the city. Firefighter Safety - Ground ladder operations are inherently dangerous during emergencies. Safe operations require that it be stabilized by a firefighter whenever another firefighter is on a ground ladder. Using the fire truck aerial ladder does not require a fire fighter for this operation. A ladder mounted on a truck is inherently much safer due to its strength, stability, and the side rails that will make falling off of the ladder much less likely. The capability of extending a ladder several feet above the roofline would make the ladder more visible to a firefighter on the roof enveloped in smoke. Emergency Control Operations - The two longest ground ladders carried on first responding fire apparatus are 30 feet and 28 feet in length. Presently there are a significant number of buildings where these two ladders will not reach the roof. On commercial buildings this is the usual location to find Heating, Ventilation, and Air Conditioning (HVAC) units. On fire calls and smoke investigation calls one of the important fire ground operations is to check HVAC units, for they are often the cause of the alarm. The workhorse ladder for the fire service is a 35- foot ladder because of its versatility. It will reach a third floor window in addition to reaching the roof of a two-story building. Building Inspections - Using a fire department ladder for rescue operations is one of the last options, if not the last, for rescuing or evacuating occupants. 5 These are staffing and time intensive operations. It is much easier to have building codes where there are protected hallways, stairs, and other exit ways that the occupants can use to safely exit the building. This must be reinforced with regular fire department inspections. Currently we only have a Fire Marshal who must divide her time between inspections and her normal duties of a Fire Marshal. Experience has shown that regular inspections by a trained inspector are needed to assure that these exit features are kept in good working order. Unfortunately, it is very tempting for occupants to use these exit ways for storage that will inhibit safe and quick exits. Occupants, who desire better ventilation, are tempted to block open fire doors that should be kept closed to assure that smoke and fire are kept out of a stairway or hallway. If a Fire Inspector is not available for regular fire inspections, then it is imperative that a fire truck be available for possible rescue and evacuation operations. Lack of a Sinking Fund for Vehicle Procurement - The current practice of having to go to the voters for an item that should be a city administration decision and its responsibility to fund is not a good management practice. A modern city should give the city's administration the flexibility to quickly adapt and fill the changing needs of the city. Having a Sinking (a.k.a. Amortization) Fund for the purchase of needed fire department apparatus is a good city management policy. 6 m r ~ rn E Oo 00 N o c 3 = CO Cl) LO O T Q N Y C_ o O M a 69 6) r- r- 1- N N N 7 c- O 6 jW > O O O M O W O x Fm ~ m a N O °O °o o ° z N N O N Q O O O O O M M 00 r- N N N M O U ~ m v,o ° °o °O °o 0 0 O O O ca U 00 co 147 V7 °o co ~O U I~ ~ O M H O d r CO O d O O O O m O O O O C O O O O 0O V O Ry U r- O Cl) C_ N LL O O O O O O O O O O O O OUt N m m O CD C) m O O O O O m U N N - M C co C14 CN U Cc * k o *k 0O N G c C C O O C0 O N (L Z N 15 (nom (6&55 -a E N O N O O N N 'V E 0) 'U E LL LL a of LL a- o! O d O E Y ~ N E 7 N C O U) LL U N = O m O c m T O d C U M N O U =3 -0 O +c a c N O O io co m (1) (D CD 2 m C) U) M a) ma a Q LL co CITY OF -ASHLAND January 28, 2010 Background Information Public Safety Bond Committee Fire Station #2 The replacement of Fire Station 2 is the top priority of the City of Ashland's Facilities' Master Plan. The existing building is over 40 years old and has exceeded its useful life due to its condition and quality of construction. The current structure is built of non-reinforced hollow concrete block, which is already showing signs of cracks and overall deterioration. The structure is vulnerable to a significant seismic event. Current building codes, the Occupational Safety and Health Administration, as well as National Fire Protection Association, require fire stations and other critical infrastructure to be built to higher standards. In the current facility there is insufficient space for all apparatus and a number are stored outside. There are currently no facilities to disinfect medical equipment or clean personal protective equipment. There are no gender-specific restrooms or lock facilities. The living and sleeping areas are susceptible to contamination from diesel exhaust as well as an absence of floor drains causing water intrusion during rain. There are no accommodations for report writing, public reception, or training. A lack of insulation causes excessive utility costs. The most recent design for a replacement fire station, and one that has completed the permitting process, addresses all of these issues on the same property footprint. The new design is estimated to cost $3.5 million, down from the $5.4 million of the original design. Expand Police Station Adding square footage to the existing police station is also a top priority in the City's Facilities Master Plan. The Plan proposes adding approximately 2700 square feet and extensive remodeling to a portion of the existing station. The estimated cost is $1.1 million. The existing lobby is adjacent to the general work area. Computer monitors with sensitive information are visible to the public area. The public must travel past these monitors for interviews or fingerprinting services. 1 Currently work station for the Detectives, Sergeants, Volunteers and report writing are squeezed into small offices due to lack of space. Often five or six people occupy areas designated for two work stations. Storage for evidence has already reached the maximum capacity and evidence is required to be retained indefinitely. Currently storage containers located in the parking lot are housing sensitive materials. The existing briefing room cannot accommodate the 30+ people who often gather as a group and it does not provide room for required training. It is difficult to schedule and costly to use other spaces within the community on a regular basis. Often a space is needed for training that should be able to accommodate 30 to 50 people. The existing station is inadequate to retain and process persons in temporary custody. Aerial Ladder Truck City of Ashland Fire and Rescue desires to acquire an aerial ladder truck to augment their heavy apparatus fleet. Currently, there are no aerial ladder devices in the community and the tallest fire ground ladder is 30 feet. A 30 foot ground ladder, depending on conditions, will allow access only to the window of a second floor occupancy, or the roof of a two story building. Currently, Ashland Fire and Rescue has no ability to ladder above a second story roof. There are over 200 buildings in Ashland that Ashland Fire and Rescue cannot ladder occupied floors or the roof. An aerial ladder truck, along with carrying a large inventory of ground ladders up to 35 feet in length, has a hydraulically operated aerial ladder, typically 75 or 100 feet in length. There are five principal functions of an aerial ladder: • Insertion of fire suppression and/or search and rescue crews into a multi-story building • Extraction of occupants from a multi-story building • Accessing the roof of multi-story building for vertical ventilation • Providing a large diameter fire master stream for fire suppression and/or exposure protection during structure or wild land fires • Executing stokes-basket rescues from high or low points Current, modern aerial ladder trucks are available in a "Quint" configuration, that along with the compliment of ground ladders, extrication and heavy rescue equipment, the apparatus has a water tank, hose, and pump which allows it to perform all functions of a conventional engine pumper as well as those of an aerial device. This would be the option of choice for Ashland Fire and Rescue due to staffing limitations. Training Facility City of Ashland Fire and Rescue, along with the Ashland Police Department, don't have a dedicated training facility to train members and conduct department and mutual aid 2 manipulative exercises. A dedicated well designed facility would enhance the training opportunities and allow members to train in Ashland in lieu of sending members to regional training facilities and paying overtime for such. A training facility would allow live fire training as well as inter-department training as well as regional based training. The addition of a training facility will have a positive impact on Ashland Fire and Rescue's Insurance Services Office (ISO) rating. The ISO rating has a direct impact on nearly all commercial and much of the residential fire insurance premiums. Bond Information The following is a snapshot of costs associated with a General Obligation Bond for Public Safety Facilities Givens: • GO borrowing will result in about 60% interest over 20 years • Based on 2009 tax proceeds, every penny levied generates approximately $18,600 in tax revenue Project Cost + Interest TTL Cost/$1000 AV per year for 20 ears Fire Station #2 $3.5M $2.1M $5.6M .15051$1000 AV Police Station $1.1M $660K $1.76M .0473/$1000 AV Ladder Truck $750K $450K $1.2M .028/$1000 AV Training Facility $600K $360K $960K .0258/$1000 AV TOTAL $5.9M $3.57M $9.52 .2516/$1000 AV A home assessed at $300,000 would pay $75.48 per year for 20 years. 3 CITY OF -AS H LA N D Council Communication February 2, 2015, Study Session Clarification of January 20, 2015, amendment concerning Council review of AFN decisions FROM: David Lohman, City Attorney, david.lohman@ashland.or.us SUMMARY: The City Attorney seeks clarification of an amendment adopted at the January 20, 2015, Business Meeting concerning the nature of Council oversight of decisions concerning the Ashland Fiber Network ("AFN") delegated to the City Administrator. BACKGROUND AND POLICY IMPLICATIONS: At the January 20 meeting, the Council approved an amended motion providing temporary authority to the City Administrator for the remainder of 2015 to determine strategic product pricing and included an amendment providing that the Mayor and Council Chair should "meet regularly with the City Administrator to discuss product definition and pricing and outcomes of the AFN strategy." The relevant portion of the January 20 meeting minutes is attached. Depending on how this amendment is interpreted in practice, it could be subject to challenge under State laws concerning open meetings. A committee or subcommittee created to furnish advice to a public body is itself a public body subject to public notice and public access requirements. One possible interpretation of the amendment is that the Council has designated an advisory committee consisting of the Mayor and Council Chair to meet with the City Administrator and make recommendations to the Council about AFN developments. If that was the intent of the amendment, then public meetings requirements would apply. If that was not the intent of the amendment, then a clarification of the intent of the amendment could avoid future disruptive misunderstandings. Unless Council wishes to formally rescind the amendment at a Regular Business meeting, it could simply clarify its intent as to interpretation of the amendment at the Study Session through informal Council directions to staff or through a motion expressing the Council's intent. COUNCIL GOALS SUPPORTED: 17. Market and further develop the Ashland Fiber network 17.1 Complete and implement the AFN business plan FISCAL IMPLICATIONS: N/A Page I of 2 ~r, CITY OF -ASH LAN D STAFF RECOMMENDATION AND REQUESTED ACTION: Clarify the intent of the amendment concerning the nature of Council oversight of decisions concerning the Ashland Fiber Network ("AFN") delegated to the City Administrator. SUGGESTED MOTION: N/A ATTACHMENTS: Excerpt from draft minutes of January 20, 2015 Regular Meeting of City Council Page 2 of 2 ~r, Excerpt from draft minutes of January 20, 2015 Regular Meeting of City Council: Motions/Amendments re: AFN Councilor Lemhouse/Marsh m/s that Council provide temporary authority to the City Administrator to make final decisions regarding price and products offered until the Council determines the final form of governance for Ashland Fiber Network. DISCUSSION: Councilor Lemhouse agreed with Mr. Kanner. Council needed to determine whether AFN was a utility or competitive enterprise. It was not fair to have staff bring forward plans while Council decided. He was not completely comfortable with the City Administrator setting pricing without Council approval and was willing to have an intermediary step. Councilor Marsh supported the motion. Council had struggled on how to move forward with AFN and allow it to have the qualities important to competing. Councilor Rosenthal was uncomfortable with the argument of having to go through Council approval was a weakness in the process and wanted a deadline associated with the City Administrator having this authority. Councilor Rosenthal/Lemhouse m/s to amend motion to reflect an expiration date of 12/31/2015 for authorization of City Administrator to determine strategic product pricing. DISCUSSION: Councilor Lemhouse supported having a sunset date. Councilor Morris would not support the amendment. The expiration date at the end of the year might not be enough time to determine whether a product line and promotional program or giving the City Administrator the authority made a difference in market share. Councilor Marsh commented Council could renew the sunset date at the end of the year if needed. Councilor Morris preferred two or more years and would vote against the amendment. Mayor Stromberg noted a previous discussion he had with Councilor Marsh on giving the City Administrator authority and suggested if that happened, the City Administrator and Director of IT/Electric meet with the Mayor and Council Chair for monthly updates regarding AFN. Roll Call Vote: Councilor Lemhouse, Seffinger, Rosenthal, and Marsh, YES; Councilor Voisin and Morris, NO. Motion passed 4-2. Councilor Lemhouse/Rosenthal m/s to amend the motion and have the Mayor and Council Chair meet regularly with the City Administrator to discuss product definition and pricing and outcomes of the AFN strategy. DISCUSSION: Councilor Lemhouse noted that Council wanted to maintain a level of knowledge and transparency and try to move forward in a business like fashion that was best for AFN. This level of oversight would make the Council and community feel better. Councilor Rosenthal concurred. Councilor Voisin motioned to include the Director of IT in conversations along with the City Administrator. Motion died for lack of a second. Continued discussion on amendment: Councilor Lemhouse clarified the intent of the motion included the City Administrator and any staff he chose from the IT Director to the Director of Finance. Mr. Kanner was comfortable discussing city operations with Council at any time. For the monthly meetings, he suggested the Mayor and Council Chair focus on what policy level decisions Council could make to support the management decisions instead of the role of a management oversight committee. Mayor Stromberg compared their roles in the meetings to Page 1 of 2 Council's role during the TAP project, connected without participating in the decisions. Councilor Lemhouse further clarified the meetings were a way for Council to feel comfortable doing something new. It would also give the community the correct perception AFN was trying to enter into a competitive business structure but also maintain as much transparency at the same time. Roll Call Vote: Councilor Lemhouse, Seffinger, Rosenthal, and Marsh, YES; Councilor Voisin and Morris, NO. Motion passed 4-2. Roll Call Vote on the amended main motion: Councilor Morris, Lemhouse, Seffinger, Rosenthal and Marsh, YES; Councilor Voisin, NO. Motion approved 5-1. Page 2 of 2 CITY OF ASHLAND Memo DATE: January 28, 2015 TO: Mayor and City Council FROM: Dave Kanner, city administrator RE: Update on Police Chief Recruitment I would like to take a few minutes at the February 2 study session to update you on the status of the police chief recruitment. If the meeting runs late, I hope I can do this at the February 3rd business meeting. I've met with each of the shift briefings at the Police Department to solicit input from the rank- and-file regarding personal and professional qualities they'd like to see in the new police chief. We've also received community input via Open City Hall and from a Councilor and we have collated all of that and incorporated it into a somewhat revised ideal candidate description. We have identified national organizations that serve women and minority law enforcement executives and we are developing a revised recruitment brochure. We hope to start advertising during the first week in February.