HomeMy WebLinkAbout2017-0403 Study Session PACKET
CITY OF
ASHLAND
CITY COUNCIL STUDY SESSION
AGENDA
Monday, April 3, 2017
Siskiyou Room, 51 Winburn Way
5: 30 p.m. Study Session
1. Public Input (15 minutes maximum)
2. Look Ahead review
3. City Recorder/Treasurer Appointment Process
4. Discussion of upcoming meetings regarding budget prioritization (request of Mayor
Stromberg)
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 Council Meeting Look Ahead
*****THIS IS A DRAFT AND SUBJECT TO CHANGE*****
7117 7/18 7131 811 8/14 8/15
4/6 ECTS Grants Subcommittee (in Council Chambers 6:00 m 416
1 Presentations b rant a licants Adam Hanks Grants
4113 ECTS Grants Subcommittee in Council Chambers 6:00 m 4113
2 Deliberation and recommendations Adam Hanks Grants
4117 Stud Session in Siski ou Room ~ ~ ~ ' ~~117 Discussion of rocesses for u comin retirement-related recruitments HR Tina Gra
3 p p g y SS
Discussion regarding joining International Cities of Peace Admin Mayor Stromberg 4 SS
Diana Shi let
4118 Re ular Council Meetin 4118 5 Annual resentation b the Historic Commission CD Bill Molnar PRES
6 Annual a ointments to commissionslcommittees Recorder Barbara Christensen coNs
z Ado tion of fintlin s re ardin Ro ue Federal Credit Union CD Bill Molnar coNs
Approval of Tree Commission's recommendation regarding naming the CD Bill Molnar 8 CONS
SOU s irit tree a Cit of Ashland herita a tree Public Hearing for the award of Community Development Block Grant CD Bill Molnar
9 PH CDBG funds
1o Award of Social Service Grant funds CD Bill Molnar PH
Ordinance Amending AMC 11.26.020 to Restrict Use of Parking Lot Legal David Lohman 11 ORD-2
Ordinance Amending AMC 9.30.020 to Increase Smoking Distance Legal David Lohman
12 ORD-2 from Businesses and Pro ernes
Ordinance Amending AMC 10.120.010 to add Public Parking Lotto Legal David Lohman 13 ORD-2
ELEA
Ordinance regarding use of water outside city limits Legal PW David Lohman 14 ORD-1 ORD-2 Mike Fau ht
~ ~ ! ~
Discussion/prioritization of policies regarding proposed projects for Finance Admin Bev Adams 15 SS
bud et John Karns
Continued discussion/prioritization of policies regarding proposed Finance Admin Bev Adams
16 SS ro~ects for bud et John Karns
~ ~ ~ ~ I~
17 Im eratrice Pro ert Parks Michael Black NEw 1s Re Tonal Swimmin Pool Discussion Parks Michael Black NEw
511 Stud Session in Council Chambers) 6:30 m? ~l1
5!2 Re ular Council Meetin 512
19 Annual resentation b Michael Cavallaro from RVCOG Admin John Karns PRES 20 You have 0 bons ro ram u date resentation Police Ti he
O'Meara PRES
21 Public hearing and approval of a resolution updating misc. fees Finance Bev Adams PH
RES
Public Hearing and approval of a resolution updating electric, water, Electric PW Mark Holden PH 22 RES sewer, and street unlit rates
Mike Fau ht
23 Parkin mana ement strate PW Mike Fau ht UNFIN
24 Road Diet u date PW Mike Fau ht NEw
Ordinance regarding use of water outside city limits Legal PW David Lohman 25 ORD-2
Mike Fau ht -
5115 Stud Session Tin Siski ou Room 5115
Discussion re ardin a Housin Trust Funtl CD Admin Bill Molnar John 26 g g g ss
Karns 27 Presentation re: otential fires rinkler ordinance Fire David She and ss
5116 Re ular Council Meetin 5116
2s Annual resentation b the Wildfire Miti anon Comm. Fire David She and PRES
zs Annual use of force re ort Police Ti he O'Meara PRES
3o Resolution to re-designate current enterprise zone Admin Adam Hanks CoNs
Page 1 of 3 3/30/2017
City of Ashland Council Meeting Look Ahead
*****THIS IS A DRAFT AND SUBJECT TO CHANGE*****
~ ,
..~'~i ~,^n;mr "'~5`2... r i"iQ ;,~?'4~"''" .fir Timm -r w~ 'kP~'2~+" re.oi . s~q n _ ~ 4:.' 1y, 7/17 7118 7/31
8/1 8114 8/15
. -
. . 1
615 Stud Session in Siski ou Room -6~5- 31 Discussion of E. Nevada Street Bride PW Mike Fau ht ss
32 Discussion of CEAP commission ro osal Admin Adam Hanks ss
Discussion of holistic review of all city commissionslcommittees Admin John Karns David 33 SS
Lohman Bill Molnar
6i6 Re ular Council Meetin 616 34 Annual Presentation b the Band Board Admin Diana Shi let PREs
35 U date to mana ement resolution HR Tina Gra CoNs
Public Hearing regarding 2-17-2019 Budget approving: Finance Mark Welch
Resolution making appropriations
36 Resolution statin the cit ualifies for subventions RESO ORD-2 9 Yq ORD-1 Resolution regarding receiving state funding
Ordinance lev in taxes
6119 Stud Session in Siski ou Room 61~
Continued discussion of 10x20 Ordinance o tions Electric Mark Holden 37 p ss
Admin Atlam Hanks Discussion of AFN Governance Committee recommendation re: new Admin Legal IT David Lohman
3s AFN Commission Mark Holden ss
Rich Rosenthal
612o Re ular Council Meetin 620
3s Recommendation re ardin E. Nevada Street Bride PW Mike Fau ht NEw 4o Ordinance lev in taxes Finance Mark Welch
oRD-2
713 Stud Session in Siski ou'Room 713
714 Re ular Council Meetin -Canceled due to Holida 714
T~17 Stud Session in Siski ou Room) ~ ~ - ~ ~1~7 Discussion of o tions for increasin effectiveness of stud sessions Admin John
Karns
41 p g Y ss re uest of Councilor Slatte
~~1s Re ular Council Meetin 7~1
42 Annual Presentation b the Forest Lands Commission Fire David She artl PRE
7131 Stud Session (in Siski ou Room
8f1 Re ular Council Meetin
8114 Stud Session in Siski ou Room
8115 Re ular Council Meetin 43 Annual Presentation b the Conservation Commission Admin Adam Hanks
I
Page 2 of 3
City of Ashland Council Meeting Look Ahead
*****THIS IS A DRAFT AND SUBJECT TO CHANGE*****
„ , 7117 7/18 7/31 ~ 8/1 8/14 8115
Commission Presentation Dates - 2017
Februa 21 -Trans ortation Commission
March 21 -Tree Commission
A ril 18 -Historic Commission Ma 16 -Wildfire Miti ation Commission
June 6 - Bantl Board
Jul 18 -Forest Lands Commission
August 15 -Conservation Commission
Se tember 19 -Air ort Commission 17 Arts Commission V I,IUUCI I I - f UUllli
November 21 - Housin and Human Services Commission
December 5 - Plannin Commission
Discussion of Class & Compensation study (request of Councilor
Voisin
Discussion of raising the temperature threshold for declaration of extreme weather emer enc shelter re uest of Councilor Voisin
Discussion of potential solutions to deer problems (request of Councilor
Seffin er
Discussion re ardin the seismic code
U date on internal controls olic Senior issues re nest of Ma or Stromber
Report on Eugene homeless and shelter infrastructure, including car
cam in re uest of Ma or Stromber
Jackson County Vector Control concerns (request of Councilor Voisin)
Continued discussion/approval of Lithia Way/Pioneer St. beautification
ro~ect
Waterline Road LID disillusion
Polic re ardin civic donations A royal of Council Liaison a ointments for 2017
Page 3 of 3 3/30/2017
Council Study Session
April 3, 2017:'
Title: City Recorder/Treasurer Appointment Process
Item Type: Request for Direction
Requested by Council? Yes
From: Barbara Christensen City Recorder/Treasurer
Barbara. christensen@ashland. or. us
Discussion Questions:
1. Is the Council satisfied with the applications received? If not, how would you like to proceed?
2. If Council is satisfied with the applications received, would Council like to schedule interviews
as a group or individually?
3. If Council is satisfied with the applications received, how would the Council like to proceed
with the appointment of this position?
Resource Requirements:
City Recorder/Treasurer budget would incur additional salary and benefit costs if the position was
filled prior to April 28 for training purposes.
Sualzested Next Steps:
Provide direction if further advertising is requested.
If no further advertising, provide direction on when Council would like to make the appointment.
A timeline for the selection process might include:
• Councilors conduct their discussion of applicants at April 3 Study Session and make
appointment at April 4 meeting which would include a start date.
• Councilors complete individual interviews with applicants, OR set a special Council
meeting to conduct interviews as a group (by April 18 or no later than June 19)
• Council makes appointment (as early as April 18; no later than June 20 date)
Policies, Plans and Goals Supported:
City Charter does not provide for a Special Election for the filling of a vacant elective office. City
Charter states that a vacant elective office shall be filled within sixty (60) days (which is June 30,
2017) by the City Council electing some qualified person to fill the vacancy. The appointee's term
of office shall begin immediately upon appointment and shall continue until a successor, elected
at the next biennial election takes office for the unexpired term. (Biennial elections take place very
two years; next biennial election will be November, 2018)
Page 1 of 2 CITY OF
ASHLAND
Background and Additional Information:
This position was advertised in both the Ashland Daily Tidings and Medford Tribune over a two
week period. Three applications were received from Melissa Huhtala, Sonia Rangel and Lisa
Witnauer.
City Recorder/Treasurer Barbara Christensen announced her retirement effective April 30, 2017.
Attachments:
Applications
Page 2of2 CITY OF
^ASHLAND
Melissa Huhtala
332 Meadow Drive
Ashland, OR 97520
(541) 499-2900
I was excited to read about the current opening as City Recorder for the City of Ashland.
I think you will find I am an exceptional candidate for this position. I have 8+ years with public
and government based jobs. I have been the custodian of all City records for the last 6 years at
the City of Talent.
I am very knowledgeable in Microsoft Word, Microsoft Excel, Quickbooks, Publisher, 0365,
Outlook and Laserfiche. I am familiar with most other programs and I also am great at website
maintenance.
My strongest assets include working with people, managing tasks, improving processes and can
deal with conflict in a positive manner. I am a very quick learner and always eager to learn
more,
I am driven to provide high quality and valuable product. I offer exceptional attention to detail
and have great communication skills. I found that with all my jobs my co-workers have become
like family. I get along great with others and I think I have the personality and drive that is ready
for this job.
My accomplishments and qualifications are detailed in my resume. I appreciate your taking the
time to review my credentials and experience.
Thank you for your consideration.
Sincerely,
Melissa Huhtala
Melissa Huhtala
332 Meadow Drive Ashland, OR 97520
Phone (541) 499-2900
OBJECTIVE: To obtain the position as City Recorder ensuring team, department and organization success by
providing excellent service and support.
EDUCATION: Southern Oregon University 2004-2008 Ashland, OR
B.A., Psychology with an emphasis in Business Administration
Butte College 1998-2000 Oroville, CA
Associates Degree Business Administration
WORK EXPERIENCE:
2011 -Current City of Talent Talent, OR
City Recorder/Executive Assistant to the City Manager
• City's records and public documents manager.
• Attend City Council Meetings and Study Sessions. Create the Council Agenda Packets.
Distribute packets to the Council, Staff, post on the City website and required places
around town. Set up Council Chambers, take minutes, interact with public signing up to
speak, start the meeting, record the meeting, produce minutes of the meeting for Council
approval and upload on the City website.
• Working on completion of the Talent Municipal Code.
• Notice all Commission and Committee openings on the City website. Created an
orientation packet for all new appointees. Post agendas and minutes for all Commissions
and Committees on the City website.
• Elections Officer - Manage all election items: ballot measures, create and distribute packets
to applicants, meet all State deadlines and mandates, publish election information to the
City website.
• Records Management - Scan, file and cross index incoming documents from various City
Departments. Maintain master lists of stored records, manage stored records, manage
storage system and records destruction for all City Departments. Manages all public records
requests.
• Member of Oregon Association of Municipal Records (OAMR).
• Member of International Institute of Municipal Recorders (IIMC).
• Human Resources - Handle all new hire initiation courses for our insurance as well as
yearly courses for each employee. Manage all City employee personnel files.
• Supervise temps as they come in for various departments.
• Insurance - Manage all City claims and incident reports.
• Chair of the Risk Management Team -Created a Continuity of Operations Plan (COOP).
Conduct quarterly meetings.
• Coordinates and facilitates with RFP's and grants processes.
• Chair of the Safety Committee - Conduct monthly meetings to ensure safety in each
department and comply by all OSHA standards.
• Volunteer Coordinator - Created a Volunteer Policy and Volunteer Waiver form. Oversee all
volunteer activities in the City.
• Talent Harvest Festival Chair -Conduct meetings to coordinate the Annual Talent Harvest
Festival. Produce all contracts, manage all vendor and parade applicants, advertisements
and sponsors.
• Revamped the City website - Manage all City news, Council, Commission and Committee
information.
2008 - 2011 City of Ashland Ashland, OR
Administrative Assistant
Perform administrative tasks for Director of Administrative Services that include; clerical
duties, follow State and Federal deadlines and mandates, work with the public, and web
maintenance. Type memos, letters, Resolutions, and Ordinances. Records management
and maintain all files in the Department. Notice legal items in the newspaper. Organize
meetings and assist other departments and staff as needed. Create documents, booklets
and reports. Place all purchase orders for the Department.
Coordinate the Budget and Audit processes that entail public noticing, preparing agendas,
meeting set-up, transcribing minutes, format the Budget and Audit documents.
Correlating financial information and producing Budget binders, Comprehensive Annual
Financial Report (CAFR) and Component Unit Financial Report (CUFR)
Coordinates the Grant process; create applications, ensure applications are complete,
notice the meetings in the paper and produce minutes. Distribute checks throughout the
year.
2004 - 2007 Sterling Savings Bank Ashland, OR
Customer Service Representative Teller/Accounts Representative
Top cross selling telling in all branches.
Opened numerous accounts for the branch.
Trained new employees.
Processed wire transfers, deposits and withdrawals.
Filed signature cards and loan documents.
2002 -2004 Siskiyou Medical Group Mount Shasta, CA
Front Desk Secretary
Scheduled appointments for patients.
Data processed payroll and accounting invoices
Trained new recruits.
Answered multiple phone lines
Filed and maintained all medical records
2000 - 2002 Scott Valley Bank Mount Shasta, CA
Teller/New Accounts
Top cross selling teller in all branches.
Opened numerous accounts for the branch.
Trained new employees.
Processed wire transfers, deposits and withdrawals.
March '20 17
Utter of Recommendation
Melissa Huhtala
I was the Chief of Police for the City of Talent from 6008 to 2016. In 2011 I
assisted in selecting Melissa Huhtala to be our City Recorder and I conducted the
employment background investigation on her.
Subsequently, I worked with Melissa on City business from the summer of 2011
until I retired in April 2016.
1 found her to be an exceptionally talented, organized and motivated person. These
qualities served her well from day one. Melissa came into the job during a bit of
upheaval in the city as the city manager who hired her was unexpectedly replaced
first by an interim and later by another manager. Melissa also had limited
opportunity to be trained by the outgoing City Recorder. Additionally, Melissa
found a key responsibility for her position was managing the annual City
sponsored Harvest Festival and the event was coming up in 60 days. Melissa also
had to learn the requirements of her position as she went along.
Melissa not only excelled at her work during this hectic first b months, she brought
the level of professionalism and achievement of this position to a new height.
Melissa has continued to develop her knowledge, skills and abilities throughout her
tenure.
I strongly recommend her as a potential new employee.
For additional information please contact me at mikerno=54 <ar ail.com.
Mike Moran
Chief of Police -Retired
March 9, 2017
To Whom It May Concern,
I am pleased to write this letter of recommendation for Mrs. Melissa Huhtala. I was a city council
member during her employment with City of Talent. Since 2011,1 had the pleasure of working with
Melissa in a variety of different capacities in her role at the city. Her title may have been City Recorder
but she effectively accomplished many other duties that made her valuable to the organization and
community.
Melissa provided leadership in handling many efforts that were led by community members outside of
city hall. She led the expansion of the only annual community event that brought 1,000 of attendees to
the city. She accomplished this by managing volunteers, advocating sponsorships, and overseeing the
processes in accordance to the city requirements. This was all done in addition to her regular employee
duties.
As a City Recorder, she demonstrated excellent management on public documents and city records. She
organized the codification of Talent's Municipal Codes. She maintained a reliable relationship with
elected officials and administrative staff. She met and exceeded the requirements to keep public
meetings and requests in compliance with ORS and the city's charter. She was the "go-to" person for all
public members who were involved with the city.
In my experience as an elected official, I was very satisfied to have Melissa as the City's Recorder and the
"go-to" person in administration. From the start, she put the effort and energy in being knowledgeable
about the city and how to accomplish what was being asked. I am confident she is very capable of
fulfilling a role as a City Recorder and in Executive Administration within city government.
In my experience as an executive in management and finance, I know Melissa is a very valuable
individual to have on a management team. She will represent an organization professionally. She will
succeed in accomplishing the duties and make sure that her role is benefiting the team as whole.
Overall, Melissa is an excellent individual to have in your organization now and for the future.
Sincerely;
Edwin J. (EJ) McManus, MBA
Contact: 541/261-2392
March 8, 2017
To whom it may concern:
Melissa Huhtala was hired as the Talent City Recorder in 2011, early in my term
as Mayor. Melissa quickly oriented herself to the City and began to put some
order to a public records management system that had been lacking for a
number of years. Melissa's grasp of records management and her technical
ability created a system that was much superior to what we had prior to her
employment with the City of Talent. I appreciated the fact that I could find
historical records in a timely manner.
During my term as Mayor, I completely trusted Melissa to insure our meetings
and public records were conducted within the scope of Oregon law. When a
specific: situation arose that she was not sure of, she would find the answer. I
can think of no instance in which she gave me or the Council erroneous advice.
One of Melissa's strong point is that she is a self-starter with a strong work
ethic. The City Recorder position at Talent has many other duties as assigned.
Even though these extra duties took a lot of her time, I was always confident
that her City Recorder duties would be done in a timely and professional
manner.
For elected officials navigating Public Records and Public Meeting laws and
regulations is a daunting task. Failure to comply can lead to serious
consequences. I so appreciated Melissa's professionalism and guidance in
getting me through my term as Mayor without incident.
William Cecil
Former Mayor, City of Talent
Lisa Witnauer
63 Mallard St.
Ashland, OR
541-.621-0717
lwitnauer@yahoo.com
City Of Ashland
Dear Hiring Team,
I am writing in response to your posting for City Recorder/Treasurer.
I am excited about this position because I will be able to contribute to my
community by offering my skills and experience in management and accounting.
I am a self-directed, dedicated and technically skilled business professional with a
versatile administrative support skill set, developed through 10 years of experience
in Accounting, management, payroll processing, employee orientation, workman's
compensation and human resources.
I am an independent thinker and problem solver, exercising sound judgment and
care in decision-making with a high level of integrity and professionalism willing to
go above and beyond.
Currently I am the Accounting Manager for Ashland Partners & Company, LLP in
Jacksonville, Oregon.
I have included my resume and letters of recommendation for your review. I look
forward to hearing more about the position and the company.
Thank you for your consideration.
Sincerely,
Lisa Witnauer
LISA WITNAULR
Ashland, OR 97520 541-621-0717 lwitnauer a,yahoo.com
Qualifications
I am a self-directed, dedicated and technically skilled business professional with a versatile
administrative support skill set, developed through 10 years of experience in Accounting, management,
payroll processing, employee orientation, workman's compensation and human resources.
I am an independent thinker and problem solver, exercising sound judgment and care in decision-
making with a high level of integrity and professionalism willing to go above and beyond.
Currently I am the Accounting Manager for Ashland Partners & Company, LLP in Jacksonville,
Oregon.
Experience
Accounting Manager, Ashland Partners & Company, LLP, Jacksonville, OR.
September 2016-Present
• Responsibilities include oversight of all necessary day to day accounting responsibilities, including
journal entries, accounts payable/ receivable, bank deposits, invoicing, and collections.
• Responsible for quarterly closing and balance sheet book document retention.
• Monthly auditing and reconciliation of balance sheet and profit and loss accounts.
• Monthly bank reconciliation of both domestic and international bank accounts.
• Responsible for quarterly financial reporting for contracted CFO so she is prepared for quarterly
Partner presentations.
• Responsible for processing payroll timely and accurately.
• Provided the highest level of support for the annual audit.
• Take pride in knowing I protect the organization's value by keeping information confidential.
Accounting Manager, Big Tree Farms, Inc. Ashland, OR.
June 2014-September 2016.
• Managed all necessary day to day accounting responsibilities, including journal entries, accounts
payable/ receivable, bank deposits, invoicing, collections, etc.
• Implemented the integration of MYOB accounting software and Ostendo, ERP enterprise resource
planning software.
• Established and implement companies accounting policies and interpret guidance in regards to
accounting transactions.
• Responsible for the monthly close as well as maintenance of all accounting ledgers including, bank
reconciliation and all revenue and expense account reconciliations
• Prepared of all financial reports, including Profit and Loss Statement, Balance Sheet and Statement
of Cash Flows, as well as the year-end financial reports. Produce financial reports and statements for
our Indonesian entity for month and year-end consolidated reports.
• Provided timely explanations of variances between actual results and forecasts /budgets; provided
corrective action recommendations to management, where necessary.
• Performed internal audits to reinforce proper accounting practices by other members and
departments.
• Responsible for hiring and managing employees in the Accounting Department.
• Responsible for Human Resources, including hiring paperwork, maintaining personnel files, creating
vacation holiday and sick
time policy.
• Processed payroll timely and accurately including wage garnishment and benefit accrual
• Coordinated and completed annual audits
• Drafted and enforced accounting policies and procedures in connection with auditor
recommendations.
• Protected organization's value by keeping information confidential.
Accountant/ Office Manager- Skylark Assisted Living, Woollard Ipsen Management.
Sept 2008 June 2014
• Worked closely with the company controller, administrator and department heads
• Prepared and analyzed all monthly financial statements
• Issued weekly expense tracking reports to all department managers so they can maintain their
individual budgets
• Responsible for the facility's accounts payable, accounts receivable, payroll, cash records and general
ledger
• Responsible for understanding and calculating Medicaid adjustments
• Processed payroll timely and accurately including wage garnishment and benefit accrual
• Filed all workman's compensation claims and follow through with EAIP subsidy requests
• Maintained all personnel, confidential and resident files according to retention requirements
• Initiated and tracked FMLA/OFLA protected leave
• Conducted employee orientation and criminal background checks (Authorized Designee)
• Understands that all employee and company information must be conducted in a confidential and
professional manner
Owner/Operator- Bento Phoenix, Phoenix, OR.
May 2005 July 2008
• Owner/Operator of a small business for over three years.
• Created Menu and food cost controls.
• Oversaw all daily operations and bookkeeping using QuickBooks.
• Prepared monthly and year-end Profit and Loss statements and Balance Sheets.
• Processed Payroll , filed quarterly payroll taxes, filed year end taxes W-3, 9401 941 and employee W2.
• Hired, trained and managed my entire staff.
Education
Southern Oregon University 1993-1997 - Bachelor's Degree, Art History 3.6 GPA
Rogue Community College 1998-2000 - Accounting 4.0
• Accounting I
• Accounting II
• Federal Taxation
Key Skills
Accounting, Management, Office Management, Accounts Receivables, Accounts Payable, General
Ledger, ADP Payroll Processing, QuickBooks, WOB Accounting software, ACPACC Accounting
software, Ostendo ERP software, Excel, Human Resources, Workman's compensation, FMLA/OFLA
Leave, Employee Orientation
References
Shalon Zimmerman, Human Resources Generalist, Ashland Partners & Company 541-857-8800
Frederick Schilling, Chief Brand Officer, Big Tree Farms, Inc., 541-778-3465
Mary Heckenlaible, Operations Manager, Big Tree Farms, Inc., 541-778-3468
Linda Roberson, Controller, Woollard Ipsen Management 541-773-2771
06/16/16
To Whom It May Concern:
Over the course of the 2 years that Mrs. Witnauer has been employed at Big Tree Farms,
she has shown unencumbered interest to learn new complex tasks that are required in our
international company. Big Tree Farms operates in a fast paced business environment
that requires individuals to stay focused, on task and be able to pivot quickly in order to
get the job done. Lisa has continually performed while under these pressures.
In her tenure at Big Tree Farms, as US Accounting Manager, her responsibilities
included; managing US accounting, acting as US based point person in our first company
wide audit (Mazars and Moss Adams) and HR management for the US entity.
Of particular note is her acting as the point person in the US for our first company wide
audit. Without having any prior experience with audits and with a daunting workload to
meet deadlines, Lisa's perseverance helped accomplish this requirement.
Lisa is reliable, dedicated and a driven individual with a strong desire to solve problems
in accounting and ensure any issue is resolved. She is a friendly, caring individual who
will do what has to be done to ensure the job gets done.
Organized and diligent, Lisa quickly learned technology systems and software that were
unfamiliar to her when she first started with BTF and continued to learn new systems as
BTF progressed.
Lisa is a hardworking, diligent accounting manager. She has my highest recommendation,
and I am happy to furnish more details if you would like additional information.
Sincerely,
Frederick Schilling
Founder/CBO
Big Tree Farms
M: 541-778-3465
fs@bigtreefarms.com
F, I
t,
Woollard Ipsen Management
June 15, 2016
Re: Personal Recommendation
Lisa Witnauer
To Whom It May Concern:
Lisa Witnauer was employed by Skylark Assisted Living, LLC from September 25,
2008 until June 18, 2014. I had the privilege of being one of her supervisors during
her time of employment. Lisa's title as office manager included a wide variety of job
duties. Her primary duty was bookkeeping, but included other job duties such as,
administering workers compensation claims, new hire orientation and assisting
operations in many other tasks.
In the time Lisa worked for Skylark Assisted Living, LLC she proved to be very
responsible, trustworthy, hardworking, detail orientated and a good communicator.
She has a strong desire to excel in all aspects of her work. The high degree of
integrity and professionalism Lisa has exhibited allowed a certain piece of mind as a
supervisor in a different location,
I truly enjoyed working with Lisa and hated to see it end. Please consider this a high
recommendation in her ability to adapt to any career in the realm of her experience.
Sincerely,
Linda Roberson
Controller
Woollard Ipsen Management, LLC
132W. Main St Suite 201A Medford Oregon 197501 1541-773-2771
541 363-2365 Sonia Rangel
55 N. Mountain Ave. CPA
Ashland, OR 97520 PP F-ILIENT PROFESSIONAL srRVJCE~-
sonia@ rangelcpa.co n
March 229 2017
City Council
City of Ashland
20 East Main St.
Ashland. OR 97520
Re: City Recorder/Treasurer
Dear City Council,
I was recently directed to your City RecorderlTreasurer vacancy announcement by a good friend. After
speaking with Barbara Christensen to learn more about the job, 1 realized that it was a diverse enough
position to be both challenging and engaging. I also concluded that my qualifications are ideal for this
position.
I have earned a bachelor's degree in business administration with an emphasis in accounting and graduated
with honors in the major. I further enhanced my knowledge by studying for the CPA exam. After
successfully passing all four sections of the exam I went on to gain my experience as a municipal auditor
of the second largest city in the U.S., Los Angeles. Other engagements included the LA Housing
Department, Community Redevelopment Agency, Los Angeles Fire & Police Pension System, LA Unified
School District, LA County Beaches & Harbors and LA County Treasurer & Tax Collector. Through this
job, I gained a vast amount of knowledge about how the various government departments operate and
integrate.
As a resident of Oregon for the past six years I have worked as an independent accountant for several local
businesses and not-for-profits. After receiving my CPA license from the Oregon Board of Accountancy in
2014, 1 expanded my services to cover tax. Subsequently, upon client request, I registered as a Firm to
provide certified services.
As my business has grown so have the expenses. Professional dues, subscriptions, peer review costs,
insurance, rent, software, taxes, licensing fees and so on. I have moved my business out of the area to
respect the non-compete agreement that I signed with Reid, Hanna & Johnson and have even accepted out-
of-state work. However, this has proved to be unsustainable.
I have taken some time to assess my options for going forward with my business and I am also considering
this local job opportunity as an alternate route to self-sufficiency.
I hope that you acknowledge my qualifications for this position and consider meeting with me for an
interview.
Sincerely,
i~
$i ange
Enclosure
Sonia Rangel, CPA
55 N. Mountain Ave., Ashland OR 97520
Work: (541) 499-6890 • Cell: (541) 363-2365
E-mail: sonia@rangelcpa.com
PROFESSIONAL SUMMARY
A bright and detail oriented CPA with combined experience in the areas of accounting, auditing,
tax, and real estate.
LICENSES/CERTIFICATIONS
Certified Public Accountant - State of Oregon # 14092
EXPERIENCE
Jan. 2011 - Present Self Employed, Medford, OR
Owner
• Business administration
• Preparation of Consolidated Financial Statements
• Financial statement presentation and interpretation
• Comparative analysis of financial data
• Corporate and Individual tax return preparation
• Client and project management
• Adherence to professional standards
April 2008 - March 2010 Simpson & Simpson, Los Angeles, CA
Staff Auditor
• Documented processes within government departments and not-
for-profit organizations for purposes of assessing internal
controls and designing audit procedures. Selected sample data
according to audit procedures and requested back-up
documentation for review.
• Audited business records to verify the accuracy of transient
occupancy tax and gross receipts percentage payments due to
the County of Los Angeles.
• Recorded audit results and forwarded to supervisor
Aug. 2006 - April 2007 London & Co., Brentwood, CA
Staff Accountant
• Accounting for investments
• Financial statement analysis, tax projections, and forecasted
cash flows for the financial management of clients in the
entertainment industry
• Preparation of Corporate, Estate, and Individual tax returns
• Communication with clients, IRS, and Franchise Tax Board
Jan. 2003 - May 2005 Century 21 A-Team
Real Estate Agent
• Assisted clients in searching, selecting, inspecting, and
purchasing a home
• Coordinated with buyer, seller, lender, escrow, and title
company to ensure transaction closing
EDUCATION
May 2005 California State University Dominguez Hills, Carson CA
Bachelor of Science in Business Administration, Emphasis: Accounting
(Honors in the Major)
SKILLS Proficiency with Word, Excel, Fund Accounting and GASB
PROFESSIONAL AFFILIATIONS
American Institute of Certified Public Accountants
Oregon Society of Certified Public Accountants
CITY OF
ASHLAND
Memo
TO: City Council
FROM: Mayor Stromberg
DATE: March 29, 2017
RE: 2017-19 Budget Add-ins & Funding Resources - DRAFT
The purpose of this Study Session item is so we can review a list of potential add-ins that will be
included in the proposed 2017-19 Biennial Budget, along with potential funding sources that
could be utilized to support them.
This year we're involving the Council directly in constructing the proposed budget by choosing
from among its own potential add-ins - plus ones suggested by the Department Heads and by the
Parks & Recreation Department - to determine those that will be added to the base budget as it
moves towards the final version that will be officially presented to the Budget Committee.
The purpose of this DRAFT list is to familiarize you with the individual add-ins so you will be
prepared for the April 19 and 20 special meetings during which you will choose which add-ins to
include in the proposed budget along with their respective funding sources. (The City
Administrator and I will provide you with a list of potential funding sources and a revised
version of the add-ins DRAFT at the Study Session.) We will also give you an overview of the
April 19/20 sessions.
Due to our $2 million per year increase in PERS expenses, staff have made extra efforts to
construct a base-line budget for BN 2017-19 that funds all City services provided in BN 2015-17
(but with realistic cost and revenue estimates for 2017-19), plus BN 2017-19 add-ins you will
have already approved prior to April 19 and 20.
Also since the April 19 and 20 meetings are Council special meetings on preparing the budget
that will be presented to the Budget Committee on May 11, no public input will be scheduled.
There will be opportunities during the Budget Committee meetings themselves for this input.
ADMINISTRATION Tel: 541-488-6002
20 East Main Street Fax: 541-488-5311
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland or.us
DRAFT - (A new version may be presented at the SS.)
Possible Additions to the 2017-19 Baseline Budget
(3/30/17)
No. Name Cost Resources Notes
1 Street Maintenance Dedicated portion Bonding 'excess' rev
Program of Meals Tax stream from Meals Tax
approved by after deducting WWPlant
voters - Nov. 2016 debt and (now) 25% to
Parks
2 City Hall Seismic Voter-approved City Hall Committee
Resiliency + bond or Urban recommendation due Sept
Renewal 2017. Committee charge
covers City Hall and
related public facility
needs.
3 Police Staffing $530K/yr Utility user charge Pending Council decision
Increase (see O'Meara CC - Apr. 4th. 1 additional
for details) officer per (4) shifts +
restore School Resource
Officer
4 CEAP -$120K/yr Proposed new staff
Implementation position; populate
Commission & assign
Liaison. Who staffs
between now and July?
5 Parks items - To Be
Added
6 Financial Software $500K Final payment - Built into core service
Payment special rice budget
7 Parking...? Is there support?
Alternative: build pay-to-
park structure(s), funded
via Urban Renewal or
bond
8 TAP 3 Expand current TAP to 12
mo.s, 3mg/d; Under
consideration in AWAC2.
Wait for recommendation.
9 Housing Trust Fund $600K/yr HHSC requests rev
stream. To be used for
specific recommended
projects subject to Council
discretion.
Housing Trust Fund $166K available HHSC recommends for
Projects per HTF Council decision.
Resolution Possibly use to free up
less restricted Soc Service
Grant
10 New Phone System $300K Built into base Needed for handling
budget increased emergency call
volume.
11 ULUO Interface Contract or in- Part of Com Dev process
house improvement?
12 WMO low-income Grant funding in Wildfire Mitigation
subsidy for wooden pilot phase? Ordinance project:
roof replacement making the city resilient
to wildfire.
14 Rebuild Reserve Level in base budget is
Fund below target.
16 Asst. City Attorney Increase capacity per
Sept. Council review
17 Assistant City
Administrator
18 City--wide Urban $150K ToT: "Other 2017-19 projected $266K;
Design Plan Tourism-Related may require ORS change
Capital Projects" that allows greater
flexibility.
19 De t: Head items
20 AFN Marketing Wait for evaluation of
Plan Plan.
Imp lementation
21 Storm drain system Wait for anticipated new
[Dept Head item?] DEQ regulations
22 Emergency Shelter --$8K in Renew (w/ OHRA) for
contract 2016 2017?
23 City employee So employees' families
preparedness can shelter in place for the
program 14-day State standard - to
enable employees to assist
in recovery of core City
services
24 Up-date Comp Plan Is this still a priority?
25 Downtown Streets Regional project w/
Ashland as pilot; potential
funding partners
disappeared in dissolution
of AllCare/JC contract,
etc. Still a potential
component of long-term
homelessness effort.
28 10X20 Ordinance Currently an RFP is being
implementation prepared for a ppa-based
private project to be paid
for out via electric utility
rates, with the PV plant
becoming City property
after 20 years. Other
options, or a mix of
options is also possible.
Session 3: Proposed Goals Reworked (update 7/18/16)
CBC 9-8-16 - Extract
[Legend: DK July 5 capture
Marsh/Stromberg comments
S = 50-100K; SS = 100K-1000K; SSS = >1000K
incl Stromberg Sept 8 edits]
Infrastructure
1. AFN - consider recommendations of ad hoc committee
2. City Hall - consider the options for rebuilding or replacing (Pioneer parking lot,
Comm. Dev.) because of seismic problems. Identify funding.
3. Water system/supply - redo Master Plan including climate change modeling and
conservation - in process (AWAC2) recommendations (e.g. TAP3)
4. Streets maintenance - Meals Tax on Nov ballot
5. Storm drain maintenance - waiting for regulations - 2017
6. New City phone system - 2017 $
7. Seismic retrofit of existing residences [IBC for seismic retrofit?]new staff project
Human Services
1. Housing Summit - new staff/Mayor project in 2017?
Rental shortage
Affordable housing
Expand zoning provisions
Cottage housing
Co-housing
2. Providing assistance to local people in need [list] ACRC2
3. Winter Shelter - evaluate needs, resources and basic "service design" incl collateral
effects - 9-6 SS decisions + 9-19 Emerg Shelter City Administrator project
4. Examine the needs of the increasingly aging population. Stef to convey to Sr. Ctr.
Advisory Committee desire to engage seniors in other City planning efforts. - Council
project
5. Evaluate efficiency of City spending on housing [see items 1 and 6]
6. Provide adequate, stable revenue source for Housing Trust Fund - 600k/yr 2017
budget?
7. Evaluate effectiveness of [municipal govt funding of] human services efforts?
Study session with H&HSC to determine priorities (H&HSC strategic plan) - Council
project?
8. Facilitate county svcs in Ashland (Addiction recovery center, opportunity center,
mental health etc.)
Economy
1. Embrace emerging industries; improve retention, growth, business
development - on-going [update economic development strategy] - staff and
Mayor, 2017?
2. Downtown vitality
Urban design, circulation, parking - 2017
[Restructure ad hoc committee? Council to decide next steps?]
3. Chamber/City collaboration: - ongoing staff/Mayor
Economic Development
Focus on supporting locally-owned businesses (e.g. BR&E)
Development of disaggregated data for the Ashland economy
Internet tools (e.g. the Business Portal, videos of business owners)
Management Development training opportunities
Diversifying the Visitor Economy
[Evaluate the effectiveness of economic development efforts]
[4. Strengthen connection with SOU] - SOU's job
Public Safety
1. Wildfire preparation and prevention: - ongoing staff &Council/Mayor; money
secured [9-8-16 maybe see below]
AFR/AFAR fuels reduction and maintenance
AFR Institute/R&D
Wildfire Mitigation Ordinance - Tree, Planning, WM committees colaboration
Mayor -
[illegal camping in the watershed] - ongoing Council project
2. Managing behavior problems/community expectations, especially downtown.
Evaluate the impact of new ordinances that affect downtown - ongoing staff & Council
project. [unintended consequences?]
[how has it impacted APD?]
[impact on RR Park]
3. Increased staffing for police and fire - (combined)- different problems for
police vs :fire
4. 14-day City preparedness - 2016-7?
City employees
families
employees (at work)
Fuel contracts
Communications
Transportation
Water plant pumps
Waste
5. Explore establishment of ELEA in Exit 14 area - Council project 2017
6. Prompt par-amedie r-espens.e
Organization
1. Increase capacity of Legal Dept and HR Division (coord with re-org)
Rewrite AMC 2.28 - new staff project 2017-19
2. Re-organization of management structure - new staff project 2017-19 budget
3. Fire Dept consolidation - ongoing staff and Council project [9-8 consl
4. Improve effectiveness of communication and engagement - staff project 2017
5. Make commissions and committees more effective - Recorder project
[Commission/committee handbook: Training on role of commissions]
Evaluate how we do master plans - new Council project
[Set firm deadlines for completion. Disband planning effort if not completed on
deadline.]
7. Convert City Recorder position to appointed [discussion of duties. Timeline for
decision] - ongoing Council project
Enemy & Environment
1. CEAP - support, track and participate in on-going process - 2017 budget?
- Including implementation requirement ordinance
- Funding for implementation
- 10x20 Ordinance, integrate with CEAP 2017, 2019 budgets?
2. Update Comprehensive Plan $$2017-19
[create a plan for update or assign to a commission]
3. Revise Urban (public?) Tree Policy - new staff project
4. Review Electric Utility business model in the light of climate change - new Council
project
5. Include investigate possible in-stream electric generation from the water system -
included in AWAC2? (see Infrastructure)
Other
1. Behavior-Local Homeless-Transients [public safety; human services; economy] -
ongoing Council project; if DST then $ 2016-17 current budget
7. Mid bien i"m fun i"`tf^r amantintnrited needs-.
3 v r~uti~
4. Meals Tax collections and expenditures
5. Use $100K of Room Tax money for Lithia Park master plan capital projects -
consider spring 2017
6. Unanticipated additional increase in PERS 2017-19 budget
CITY OF
ASHLAND
BN 2017-19 Add Package Request
DATE: March 29, 2017
TO: John Karns, City Administrator; Bev Adams, Finance Director
FROM: David Shepherd, Fire Chief
RE: Grant Funded Forest Division Position
DESCRIPTION:
The fire department request 1 FTE to establish an Ashland Forest Resiliency Community Engagement
Coordinator position.
The Forest Division routinely secures external grant funding that allows staffing to implement critical functions
related to, community wildfire risk reduction. Two current grant sources, Ashland Forest Resiliency (AFR) and the
Oregon Watershed Enhancement Board (OWEB), have collectively funded the Coordinator position since August
of 2016 as a temporary position. The position interacts directly with the primary partners who manage the overall
efforts of our wildfire mitigation strategies. They manage public information releases related to work impacts on
recreation, controlled burning, smoke and community stakeholder relationships. The position also maintains all
records and billing related to these grant programs and seeks future grant opportunities.
Both AFR and OWEB funds are secured for the 1 FTE for the duration of the 2017-2019 biennium budget period
(and beyond). Due to the long-term, though non-permanent status of the position, including the position in the
budget allows the employee to receive certain benefits such as vacation time, that are not allowed for a true
"temporary" position. The currently employee has served in the position in temporary status since August, 2016.
PROPOSED BUDGET YEAR 1: The two grants fund 100% of the position costs, including all benefits. Total
position cost is projected to be $58,028.46
PROPOSED BUDGET YEAR 2: The two grants fund 100% of the position costs, including all benefits. Total
position cost is projected to be $60,831.44
POTENTIAL ANNUAL REVENUE OFFSET YEAR 1: A combination of AFR (U.S. Forest Service) and OWEB
(State of Oregon) grant dollars will cover all costs.
POTENTIAL ANNUAL REVENUE OFFSET YEAR 2: A combination of AFR (U.S. Forest Service) and OWEB
(State of Oregon) grant dollars will cover all costs.
PROPOSED FUNDING FOR ANY SHORTFALLS: There will not be any shortfalls, though if they occurred, the
position would be cut back or eliminated to match the projected shortfalls. Also, the employee will sign a Grant
Funded Limited Duration Agreement that specifically identifies that when grant funding is no longer available, the
position will be eliminated.
powrJAM11
CITY OF
ASHLAND
BN 2017-19 Add Package Request
DATE: March 29, 2017
TO: John Karns, City Administrator; Bev Adams, Finance Director
FROM: David Shepherd, Fire Chief
RE: Deputy Fire Marshal
DESCRIPTION:
The fire department request 1 FTE to establish a Deputy Fire Marshal (DFM) position.
The DFM will conduct fire and life safety inspections, new construction plan reviews and inspections and manage
the City's weed abatement program.
The primary goals in the creation of this position are:
1. As the City of Ashland continues to look for ways to become more self-reliant and understanding that the fire
department can only do so much during a major catastrophic event, the need to prepare our citizenry for this
eventuality is particularly important. Currently (with the exception of our CERT group), disaster preparedness is
handled on a "as we are able to" basis. Staff feels that disaster preparedness deserves more attention than it is
presently getting. The 2016 Ashland Citizen Survey states, "About 9 in 10 respondents indicated that fire staffing,
funding for affordable housing and emergency preparedness should be high or medium priorities for the City".
Larger cities, such as Medford, have been able to find the funding to hire an "Emergency Manager". While an
Emergency Manager would be a great addition to the City, the costs of a full time manager would be hard to
justify for a city of our size. Staff feels that the Division Chief of Fire & Life Safety could continue to move the City
forward in regards to emergency planning if some of their daily duties were shared by a DFM. By sharing the
duties identified above, the DFM position will give the Division Chief of Fire & Life Safety an opportunity to expand
the City's disaster preparedness and emergency planning capabilities.
2. Currently, We have to hire and train a new weed abatement coordinator each spring. The DFM will take this on
as part of their duties. Not having to conduct yearly job searches and training will help both the fire department
and the human resources department.
3. Currently, we have no succession plan for the Fire & Life Safety Division. If the Division Chief of Fire & Life
Safety becomes ill or leaves the department, there are no qualified persons who may step in and continue to
perform the duties as needed. Initially, the DFM will be trained to handle brief absences of the Division Chief.
Over time, the DFM will receive the training and experience needed to possibly promote into the Division Chief
position when vacated.
orwill
CITY OF
ASHLAND
BN 2017-19 Add Package Request
PROPOSED BUDGET YEAR 1:
Total position cost, including all benefits, will be $63,110 (position to begin January 2018) for six months in year
one.
PROPOSED BUDGET YEAR 2:
Total position cost, including all benefits, will be $130,340 for 12 months in year two.
POTENTIAL ANNUAL REVENUE OFFSET YEAR 1:
The following funds are built into the budget for year one (if the FTE is approved, these amounts would be
eliminated in the 2017-2019 budget):
Temporary Weed Abatement Coordinator $20,000
Temporary Clerk for Fire & Life Safety $ 7,000
Firefighter Overtime for Target Hazard Inspections $17,600
Emergency Preparedness $20,000
Total $64,600
POTENTIAL ANNUAL REVENUE OFFSET YEAR 2:
The following funds are built into the budget for year two (if the FTE is approved, these amounts would be
eliminated in the 2017-2019 budget):
Temporary Weed Abatement Coordinator $20,000
Temporary Clerk for Fire & Life Safety $ 7,000
Firefighter Overtime for Target Hazard Inspections $17,600
Emergency Preparedness $20,000
Total $64,600
PROPOSED FUNDING FOR ANY SHORTFALLS
There will be a $64,250 shortfall over the two year biennium. While the division continues to see an increase in
Fire Plan Check fees and Inspection fees, we are hesitant to "guarantee" additional revenue from new
construction. Staff is currently forecasting that revenues from these fees will be $80,000 in year one and $87,000
in year two.
OWA
IrMS11
CITY OF
ASHLAND
BN 2017-19 Add Package Request
DATE: 3-28-2017
TO: John Karns, City Administrator; Bev Adams, Finance Director
FROM: Mike Morrison, Public Works Superintendent
RE: Jet/Vac Truck for Wastewater
DESCRIPTION: The wastewater collections division currently operates one jet/vac truck and has seen a sizable
increase in the use of this truck over the past several years. A jet/vac truck uses a combination of high pressure
water to pressure wash, or jet the inside of pipes to clean them and high volume vac, or vacuum to suck up the
material broken loose by the jetting. This truck is also capable of vacuuming material around utilities and is by far
the safest way to excavate around dangerous or delicate utilities like electricity, water, gas, fiber optics, etc.
The wastewater division also conducts maintenance on the City's storm drain system and this is the primary piece
of equipment used to maintain the storm drain lines and remove debris that can cause backups. This piece of
equipment will also allow us to meet proposed stormwater maintenance regulations to clean the system more
frequently than we currently can accomplish.
In addition to the use of this equipment by wastewater, other divisions have also come to rely on this truck when
excavating around sensitive utilities. Both water divisions and electric department have seen the value this truck
provides and have been utilizing its capabilities more and more.
A second truck would provide for expanded maintenance of our wastewater and storm drain systems, allow for
increased USE' by other divisions and departments and provide redundancy where we currently have none. This is
the most important piece of equipment used to prevent or repair sanitary sewer system overflows.
PROPOSED BUDGET YEAR 1: $450,000 borrowed from the equipment fund.
Original purchase from the equipment fund: 081000.703000
PROPOSED BUDGET YEAR 2: $90,000 per year payment to the equipment fund to pay back the original
purchase and pay for the future replacement. This high wear, high use piece of equipment would have an
expected life cycle of 10 years.
Payments could be partially shared with other divisions and departments if they agree, with the majority coming
from wastewater.
r A"I
CITY OF
ASHLAND
BN 201?-19 Add Package Request
If agreed to by all involved, the cost for this piece of equipment could be shared between wastewater, water, and
electric, with wastewater paying a majority share.
Wastewater 60%- $54,000
Water 20%- $18,000
Electric 20%- $18,000
POTENTIAL ANNUAL REVENUE OFFSET YEAR 1: This piece of equipment does not generate revenue, it
does however provide a much greater level of safety, capabilities no other piece of equipment offers and
redundancy in a critical role where we have no redundancy at this time.
POTENTIAL ANNUAL REVENUE OFFSET YEAR 2: Same as year one.
PROPOSED FUNDING FOR ANY SHORTFALLS: The equipment fund would be used to cover the cost and
added expense would be split by the same percentage as the proposed yearly payments.
CITY OF
ASHLAND
BN 2017m19 Add Package Request
DATE: March 29, 2017
TO: John Karns, City Administrator; Bev Adams, Finance Director
FROM: Mike Morrison, Public Works Superintendent
RE: Transfer Trailer Purchase
DESCRIPTION: Transfer Trailer
The Public Works Departments Street Division, in an effort to increase efficiency and reduce fuel use, would
benefit greatly from the purchase of a second transfer trailer. We currently have one transfer trailer in our fleet.
The Street Division hauls thousands of tons of material annually. These materials include over 3,000 cubic yards
of debris picked up by the street sweeper, thousands of tons of asphalt and thousands of tons of rock, cinders,
soils, etc. used in all street related projects. The dump trucks are one of the most important pieces of equipment
used by the Street Division. These dump trucks have a ten cubic yard capacity and average about five miles per
gallon.
With only one transfer trailer currently in our fleet, hauling all these materials requires multiple trucks and multiple
drivers. Just the sweeping debris alone requires 300 trips to the landfill. The closest landfill that will accept our
sweeping debris is the Dry Creek Landfill in White City. At a round trip of over 50 miles, that's 15,000 miles
traveled to dispose of our sweeping debris. Those 15,000 miles equal approximately 3,000 gallons of fuel. Using
our one transfer trailer we can double the amount of material one truck can haul, reducing the number of total
trips by half. One truck and trailer though is too slow to haul the debris away in a timely manner. We typically use
one truck and trailer plus one or two other truck without trailers when it's time to haul the debris pile away. With a
second trailer we could haul all our debris in two trucks and reduce the total number of trips from as many as 300
to as few as '150. Mileage goes down slightly when towing a trailer but we would still expect to reduce our fuel
usage by more than 1,000 gallons per year just in hauling our sweeper debris.
At this time there are no alternative technologies available for the heavy truck fleet. Using dump trucks requires
us to use Diesel fuel. One of the few options we do have available is to make the most efficient use of our truck
fleet as possible. Using our fleet efficiently means minimizing the trips needed to complete tasks and utilizing a
transfer trailer can cut the required number of trips in half.
With the implementation of the Climate and Energy Action Plan, reducing our fuel use has become a requirement.
We're looking at all the options we're aware of and at this time the biggest improvement we can make for the
money required is the purchase of a second transfer trailer.
CITY OF
ASHLAND
BN 2017-19 Add Package Request
PROPOSED BUDGET YEAR 1: The purchase of a new trailer would be approximately $100,000 to be borrowed
from the equipment fund.
Original purchase from the equipment fund: 081000.703000
PROPOSED BUDGET YEAR 2: Equipment fund payments of $10,000. This trailer should last 20 years, so we
need to pay for the original trailer at $5,000 per year and pay for the replacement at $5,000 per year.
Payments would come from account: 081200.605815
POTENTIAL ANNUAL REVENUE OFFSET YEAR 1: This piece of equipment does not directly create revenue
but will reduce our fuel use by as much as a couple thousand gallons per year. We will also increase our
efficiency by nearly doubling the amount of work one person can accomplish when hauling materials. We would
expect to save as many as 500 person hours with the use of an additional trailer.
POTENTIAL ANNUAL REVENUE OFFSET YEAR 2: As in year 1, we would not see any revenue created by
this piece of equipment but we would expect to see the same fuel savings of as much as 2,000 gallons and
increased efficiency with a savings of as many as 500 person hours.
PROPOSED FUNDING FOR ANY SHORTFALLS: The purchase of this piece of equipment would come in at or
below the requested amount or this purchase would be delayed until funds are available in future budgets.
CITY OF
ASHLAND
BN 2017-19 Add Package Request
DATE: 3-28-2017
TO: John Karns, City Administrator; Bev Adams, Finance Director
FROM: Mike Morrison, Public Works Superintendent
RE: 1 FTE in Wastewater Collections
DESCRIPTION: In 2008 the wastewater collections division lost two positions due to budget shortfalls. At that
time the fund could not sustain the staff and the result was a hiring freeze on a position left vacant with a
retirement and the layoff of another position. Since that time the wastewater master plan has been completed
and includes staffing recommendations and a rate schedule that includes the cost of the recommended staff.
Wastewater rates have been adjusted and the revenue now covers the cost of the recommended staff. In the
current 15-17 biennium one of the two positions lost was reinstated. We are now requesting the reinstatement of
the other position in the upcoming biennium. This will bring our collections crew to 6 FTE's, the same as we had
prior to 2008.
Most of the maintenance activities of the wastewater division require a crew of two to complete safely. With the
current staff of five, we're only able to run two maintenance crews at a time, with an additional person we could
run three crews. Time required to complete our annual maintenance would be reduced by one third, allowing
more time to complete repair and replacement projects on our aging infrastructure.
PROPOSED BUDGET YEAR 1: This position would be a Utility I, with an expense including benefits of $70,000
per year assuming this position is filled at step 1.
PROPOSED BUDGET YEAR 2: This position would move to step 2 in year two for a total expense including
benefits of $75,000.
POTENTIAL ANNUAL REVENUE OFFSET YEAR 1: Wastewater Rate increases since the adoption of the
Wastewater Master Plan included adding this staff positon to ensure all routine maintenance activities are
completed as required.
CITY OF
ASHLAND
BN 2017-19 Add Package Request
POTENTIAL ANNUAL REVENUE OFFSET YEAR 2: The program rate increase cover costs for this position
long term.
PROPOSED FUNDING FOR ANY SHORTFALLS: In the event revenues do not meet projections, some of the
capital projects can be deferred.
powrMA11
CITY OF
ASHLAND
BN 2017=19 Add Package Request
DATE: 3/29/2017
TO: John Karns, City Administrator; Bev Adams, Finance Director
FROM: Scott A. Fleury-Engineering Services Manager
RE: Project Manager and Senior Project Manager Additional Employees
DESCRIPTION: Public Works Engineering is requesting two additional project managers to support
implementation of the long-term capital improvement program. One will be an entry level project manager and
one a senior level project manager. Their primary directive would be to deliver and manage capital improvement
projects. Existing engineering staff would also manage capital projects, but also perform all day-to-day job specific
tasks.
Currently there are seven employees within Engineering of which two are specifically assigned to programs.
Kaylea Kathol is a Facility Project Manager and handles all complex facility improvements, Ciara Marshall is a
Water Resources Technician specifically assigned to storm drain and Federal Energy Regulatory Commission
projects.
This leaves five employees one of which is the division manager to handle all capital improvement projects and all
daily job duties. One of the five is also considered the City Surveyor and is required to perform all surveying
review for the! City.
In the two year biennium there are a projected $55,512,250 worth of capital projects, including engineering and
construction of a new water treatment plant, Crowson II reservoir, wastewater oxidation ditch, piping the TID
irrigation canal, water distribution system improvements, wastewater collection system improvements and the
beginning of a comprehensive street overlay program.
This equates to over $11,000,000 worth of projects for each existing engineering employee in addition to all
required daily job duties. A small list of daily duties include, citizen support, right-of-way permitting, infrastructure
inspections, development review, budgeting, airport management, commission staffing, Hosler Dam
management, MS4 management, miscellaneous projects as developed and assigned. Additional recent
miscellaneous projects include: the parking lot wall, downtown beautification improvements, Allan Sandler
handicap ramp design and coordination and the Grandview Drive guardrail encroachment project.
The new project managers would be tasked with handling specific capital improvements from cradle to grave.
This work would include: generating the request for proposal to solicit engineering services, manage selected
consultants through preliminary and final engineering phase, manage consultant during construction
administration phase, manage bidding process for contractor selection, manage contractor during construction
and closeout phases.
OW
~~s
CITY OF
ASHLAND
BN 2017-19 Add Package Request
PROPOSED BUDGET YEAR 1: Senior Engineering Project Manager Step #1 $103,452; Engineering Project
Manager Step #1 $98,017. In addition staff estimates approximately $20,000 per new employee for computer and
office cubicle setups.
PROPOSED BUDGET YEAR 2: Senior Engineering Project Manager Step #1 $108,624; Engineering Project
Manager Step #1 $102,917 (these costs include benefits).
POTENTIAL ANNUAL REVENUE OFFSET YEAR 1: The revenue would come from the enterprise funds, water,
wastewater, and streets. The employees would be encompassed in the total projects costs for capital
improvement projects, estimate 1/3 person per division.
POTENTIAL ANNUAL REVENUE OFFSET YEAR 2: The revenue would come from the enterprise funds, water,
wastewater, and streets. The employees would be encompassed in the total projects costs for capital
improvement projects, estimate 1/3 person per division.
PROPOSED FUNDING FOR ANY SHORTFALLS: Because the proposed positions would be funded by
approved and adopted capital project staff does not anticipate a funding shortfall.
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CITY OF
ASHLAND
BN 2017-19 Add Package Request
DATE: March 28, 2017
TO: John Stromberg, Mayor
FROM: John Karns
RE: Training for Community Development
DESCRIPTION: This is a request to add training dollars to be used by Community Development personnel
PROPOSED BUDGET YEAR 1: $7000
PROPOSED BUDGET YEAR 2: $7500
POTENTIAL ANNUAL REVENUE OFFSET YEAR 1: This position will be funded through the General Fund.
POTENTIAL ANNUAL REVENUE OFFSET YEAR 2: This position will be funded through the General Fund
PROPOSED FUNDING FOR ANY SHORTFALLS: N/A
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CITY OF
ASHLAND
BN 2011-19 Add Package Request
DATE: March 28, 2017
TO: John Stromberg, Mayor
FROM: John Karns
RE: Permit Concierge
DESCRIPTION: This is a request to add a Permit Concierge to the staff of Community Development. This carries
a priority one status in the current strategy for improved development customer service. The position would
direct all development/construction permitting within and related to the land use and building permit approval
process. Provide assistance to the Community Development Director, Public Works Director, Planning Manager
and Building Official in developing internal and external programs and processes to better serve the development
community. Coordinate development related efforts of other departments (Public Works, Utility Services, Fire
Department, etc.) to maximize efficiencies where possible within the organization and to the public.
This was a tcp priority item from the 2006 operational and organizational study for Community Development
known as the Zucker Report but never acted upon.
PROPOSED BUDGET YEAR 1: $122,000
PROPOSED BUDGET YEAR 2: $118,000
POTENTIAL ANNUAL REVENUE OFFSET YEAR 1: This position will be funded through the General Fund.
POTENTIAL ANNUAL REVENUE OFFSET YEAR 2: This position will be funded through the General Fund
PROPOSED FUNDING FOR ANY SHORTFALLS: There is a potential that a portion of the funding shortfall can
be funded through the restoration of the 8% Water Fund franchise fee in the General Fund.
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CITY OF
ASHLAND
BN 2017-19 Add Package Request
DATE: March 29,2017
TO: John Karns, City Administrator; Bev Adams, Finance Director
FROM: Adam Hanks, Interim Assistant to the City Administrator
RE: CEAP Staffing Add Request
DESCRIPTION: One of the primary initial year one implementation recommendations of the recently approved
Climate and Energy Action Plan (CEAP) is the creation, funding and hiring of a CEAP staff position. With
assistance and sign off from Human Resources, a job description, job classification and salary schedule has been
developed.
The position is a Climate and Energy Analyst and the proposed classification and wage scale matches that of the
two current Conservation Specialist/Analyst positions. It is initially anticipated that the position would be part of
the Energy Conservation Division staff within the Administration Department and would be under the same
supervision (Interim Assistant to the City Administrator)
The role and purpose of the proposed position is to coordinate the implementation and ongoing measurement and
reporting of the CEAP. This involves both technical expertise, public engagement, project management and
internal coordination and assistance to other City staff and Commissions
PROPOSED BUDGET YEAR 1: The anticipated cost for the position is approximately $95,000 including benefits.
Additional costs to the Division budget for office supplies, training and internal service charges are anticipated to
be approximately $10,000 for a total year one cost of $105,000
PROPOSED BUDGET YEAR 2: Year two costs would be consistent with year one, plus any additional benefit
increases and step increases, likely totaling approximately $110,000
POTENTIAL ANNUAL REVENUE OFFSET YEAR 1: Anticipated revenues to fund the position include an
increase in rates in the Electric Utility to cover 50% of the costs and increases in central service fees for the other
50% of the costs. It is not yet known what rate increase would be required to provide the $50,000-$55,000
revenues to fund 50% of the cost of the position.
POTENTIAL ANNUAL REVENUE OFFSET YEAR 2: The same revenue strategy would be employed for year
two as is proposed for year one.
PROPOSED FUNDING FOR ANY SHORTFALLS:
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