HomeMy WebLinkAbout2017-0619 Study Session PACKET
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CITY COUNCIL STUDY SESSION
AGENDA
Monday, June 19, 2017
Siskiyou Room, 51 Winburn Way
5:30 p.m.
I. Public Input (15 minutes maximum}
I I. Look Ahead review
III. Creation of Climate and Energy Action Commission
IV. Presentation regarding a new model for Boards, Commissions, and Committees
Immediately following the Study Session, the Council will hold an Executive Session
regarding potential litigation pursuant to ORS 190.660{2){h) and labor negotiations
pursuant to ORS 190.660{2)~d)
In compliance wifh the Americans with Disabilities. Act, if you need special assistance to participate in this
meeting, please contact the City Adminisfrator'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 1$0 OR ] 81.
VISIT THE CITY OF ASHLAND'S WEB SITE AT WWW.ASHLAND.OR.C1S
City of Ashland Council Meeting Look Ahead
~*~`*THIS IS A DRAFT AND SUBJECT TO CHANGE~`***
713 S ~ ~ C. ed_ , ~Q ~1Q . 713
7I4 Re ular Council Meetin -Canceled due to Holida 714
7(17 _ Stud 5~O11 its Sf , i flu Room 7117 ;
Continued discussion of 10x20 Ordinance options Electric Mark Holden
t Admin Adam Hanks ss
7118 Re ular Council Meetin 71t8
2 Annual Presentation by the Forest Lands Commission Fire David She herd PRES
3 Potential approval of sewer rate adlusfinent for BnBs PW Mike Faught NEW
7131 ~ Ses fon - fski u Room 7131
4 Discussion of downtown arking strategy PW Mike Fau. ht ss
Discussion of options for increasing effectiveness of study sessions Admin John Karns
5 re uest of Councilor Slatte ss
~ g N)
Discussion regarding proposal to add video arraignments from the jail Admin John Stromberg
a and have a second arraignment day Tighe O'Meara ss
David Lohman
all Re ular Council Meetin 9!t
7 Theater Corridor artists resentation Admin Ann Seltzer PRES
e Potential acceptance of downtown parking strategy PW Mike Fought UNPIN
8114. Stud ' n fn S' f ou Roam gn4
Prioritization and designation of essential structures for potential ODOT Admin Councilor Rosenthal
s seismic retrofit fundin re uest of Councilor Rosenthal) Mlke Faught ss
p(
10 Creation of Alan Bates Service Award (request of Councilor Rosenthal) Admin Councilor Rosenthal ss
x115 Re ular Council Meetin any
11 Annual Presentation b the Conservation Commission Admin Adam Hanks PRES
si4 Session - C w e~ d' ~ to f,abor Da hfoff a s14
sly Re ular Council Meetin s15
12 Selection of Theater Corridor art Admin Ann Seltzer NEw
9/18 ' S!es ~ Sfsk ou Raom 9118
Discussion of AFN Governance Committee recommendation re: new Admin Legal IT David Lohman
t3 AFN Commission Mark Holden ss
Rich Rosenthal
sns Re ularCouncil Meetin sits
14 Annual presentation by the Airport Commission PW Mike Faught PRES
15 Resolution creating the heritage tree list Com Dev BIII Molnar coNs
16 Update on water treatment plant siting PW Mike Faught NEW
102 Stu Sessfan fn Sfskf ou Roam tarz
1013 Re ular Council Meetin 1013
t7 Road Diet update PW Mike Faught NEw
lolls St Session in Si~kf ou Roam ions
10117 Re ular Council Meetin 10117
to Annual presentation by the Public Art Commission Admin Ann Seltzer PRES
11f6 Stud. SeSSion in Siski au Raom 1115
11n Re ularCouncil Meetin 1tn
11f30 $t ~fn a 11120
11121 Re ular Council Meetin 11x11
is Annual Presentation by H&HS Commission Com Dev BIII Molnar PRES
Page 1 of 2 6/1512017
City of Ashland Council Meeting Look Ahead
***'"*THIS IS A DRAFT AND SUBJECT TO CHANGE*****
1z/4 Simon in Sisici au Raom t214
1215 Re ular Council Meetin t2/5
20 Annual Presentation bV the Planning Commission Com Dev Bill Molnar PRES
tzfts' Sessfan .m Sisk ou Raom _ 12(18.
12119 Re ularCouncil Meetin tzrts
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 -Band Board
Jul 18 -Forest Lands Commission
Au ust 15 -Conservation Commission
Se tember 19 -Air ort Commission
October 17 -Public Arts Commission
November 21 - Housin and Human Services Commission
December 5 - Plannin Commission
Discussion of otential solutions to deer roblems re . of Councilor Seffin er
Discussion re ardin the seismic code
U date on internal controls olic
Senior issues re . of Ma or Stromber
Re ort on Eu ene homeless and shelter infrastructure includin car cam in re , of Ma or Stromber
Continued discussion/a royal of Lithia Wa /Pioneer St. beautification ro ect
Waterline Road LID disillusion
Polic re ardin civic donations
A royal of a street mural ermit
Role of Council liaisons
Page 2 of 2 6115/2017
Council Stud Session
Title: Creation of Climate and Energy Action Commission
Item Type: Concept Introduction & Request for Direction
Requested by Council? Yes - Follow up to CEAP Approval
From: Adam Hanks Interim Assistant to the City
Administrator
adam.hanks@ashland.or.us
Discussion Questions:
1) Does the scope and impact of the recently approved Climate and Energy Action Plan
(CEAP) warrant the creation of a dedicated, ongoing City Advisory Commission?
2) If yes, is Council supportive of the draft ordinance that establishes the Commission, its
membership and powers and duties?
3) If yes, should the CEAP Commission be created independent from the existing
Conservation Commission?
4) If yes, how should the Conservation Commission be amended/modified to avoid
overlapping scope and responsibilities?
5) If no, should the Conservation Commission membership, scope, powers and duties be
amended to incorporate the oversight and guidance of the CEAP as envisioned and stated
in the approved LEAP document (pgs. 105-108)?
6) If no, should some other form or structure of citizen involvement for plan guidance and
future plan update recommendations be developed and proposed? i.e. advisory board, ad-
hoccommittee, distribution of responsibilities to existing Commissions, etc.
Resource Requirements:
No specific, identified hard costs have been determined for the creation of a new advisory
Commission. However, soft costs associated with the creation and ongoing support and
guidance of the Commission are not insignificant. Staff time is required for the creation and
posting of agendas, meeting packets, minutes, ongoing dialogue for education/direction, reports
from Commission to Council, etc.
Primary staff liaison assignments typically require a minimum of l o% of the staff time of a full
time employee, plus 5-l0% support staff time for meeting minutes (at meeting, final drafting,
posting, etc.)
Su~~ested Next Steps:
With direction from Council, staff can develop the necessary ordinance language to accomplish
Council objectives and schedule the ordinance for first reading at an upcoming Council business
meeting. If Council is interested in pursuing other options, staff can provide an initial
assessment and update at a future study session or business meeting for further discussion and
direction.
Page 1 of 3 CITY O F
SHLAN
Note: The approved LEAP implementation schedule includes the creation of a Citizen Advisory Commission as one
of the eight "Year One" implementation items and was tentatively anticipated to be addressed in the first quarter of
FY17 (July-Sept 2017)
Policies, Plans and Goals Supported:
22. Prepare for the impact of climate change on the community
22.1 Develop and implement a community climate change and energy plan
Background and Additional Information:
The Climate and Energy Action Plan was presented and approved by Council on March 7, 2017.
Included in the overall plan document was an implementation plan that provided a year one
implementation summary along with a phased plan for initiating and completing the 65
individual actions listed and described in the plan.
The key initial, year one implementation steps recommended by the CEAP ad-hoc committee
and embedded in the approved plan are as follows:
Table 2. Schedule and key milestone for
bear 1 CEAP implementation.
~ ~
Citizen Advisory Commission
Ordinance
City► Staffing and leadership
Infernal City Climate Action Team
Identification of Specific Funding Sources
Progress Indicators
Equity Considerations
Priority blear-Term Actions
While it was understood that Council could construct a Citizen Advisory Commission in a
variety of way, the ad-hoc LEAP Committee reviewed, suggested revisions and ultimately voted
unanimously to recommend the creation of a new CEAP Commission utilizing draft ordinance
language provided as an attachment to Council. A key element of the draft ordinance include
specific elements for the membership of the Commission to include representation of a wide
range of community interests and perspectives, along with a somewhat unique age requirement
for two of the nine members of the Commission to ensure age diversity within the group.
The draft ordinance also includes specific scope and responsibilities that link the Commission
with the oversight section of the LEAP document providing consistency between the
Commission and the approved plan.
Conservation Commission
Because the draft ordinance language creates some degree of overlapping scope and
responsibilities between the proposed new Commission and the existing Conservation
Page 2 of 3 CITY O F
SHLAN
Commission, the Conservation Commission devoted significant portions of several of their
meetings in April and May to review their scope and powers and duties set forth in AMC
2.18.040.
This assisted in giving the Commission some context and foundation to evaluate the current and
potential future role of the Conservation Commission. The result was the development of a
formal recommendation document from the Commission to Council which requests that Council
maintain the existing Conservation Commission and create the new LEAP Commission.
Additionally, the recommendation document contains a very useful appendix that indexes how
other City Commissions may interact and have a role with implementation actions within the
LEAP.
Attachments:
CEAP Implementation Plan Summary
Draft CEAP Commission Ordinance
Conservation Commission Recommendation
Page 3 of 3 CITY O F
SHLAN
NEXT STEPS
ASHLAND CLIMATE & E(~ERGY ACTI0~1 P~A~I
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- implec~entation phase of the plan. This phase ~niill requirethe City and community
~ to take priority actions--outlining specific plans of action and resource needs ar7~ong
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the first year of implementation. It concludes vti~ith a discussion of how the goals and
► ~ ~ strategies of this plan fit with a potentialordinance establishing binding greenhouse
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Im lementati~n Plan Year1 ImplementationSummary
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The focus in 2017 will be on establishingthe institutional
This implementation plan sets forth a proposed foundation for plan implementation and taking initial
structure and schedule for implementation of the steps on key priority actions. Table 1 provides a
Climate and Energy Action Plan (CEAP). It contains the schedule and key milestones for Year 1. Key activities to
following sections: undertake are:
• Year 1 Implementation Summary: A summary Formalize the city's commitment to CEAP actions
of key tasks to be accomplished in Year 1 of CEAP and goals (e.g., ordinance).
implementation, described in more detail in the
following sections. Create and hire afull-time ,permanent City
CEAP staff position that also includes clear high
• Oversight:,~n ongoing structure for ongoing citizen level management oversight and direction.
oversight ar~d involvement in CEAP implementation
and long-term plan updates. Form and convene a permanent City Advisory
Commission to provide guidance and oversight of
• Accountability and Enforcement: Potential plan implementation and future plan updates as
policy mechanisms for ensuring that the CEAP is described in the plan.
implementE~d to its full potential.
• Create an internal City Climate Action Team for
• City Staffing and Leadership: A structure for City operations actions and to assist in coordinating
ongoing Ciry staff resources and leadership for the implementation of community actions that
ensuring implementation of the CEAP and its span multiple City departments.
ongoing success.
• Designate potentialfundingsourcesforindividual
• Funding: potential funding mechanisms and actions and identify additional funding needs and
opportunities for financing specific CEAP actions. opportunities for ongoing plan implementation.
• Monitoring and Evaluation: A mechanism and Establish CEAP progress indicators and
set of metrics for monitoring and evaluating CEAP corresponding baselines and targets (including
progress and updating the plan as necessary. equity indicators).
• Equity: Guidance for ensuring that equity is Determine and formalize Ashland's approach to
considered in CEAP implementation. incorporating equity considerations into plan
implementation.
• Near-term Actions: CEAP actions to be
implemented by 2020. Commence priority near-term CEAP actions.
• Implementation Schedule: Implementation
detail for each priority CEAP action, including
relative measures of action cost and effectiveness;
accompanying co-benefits; timeframes for
implementation; and responsible departments.
106
• ~ ~ ~
► ~ ~ ~ ~ ~ ~ ~
Oversight: Accountabilityand Enforcement
Adoption of this Climate and Energy Action Plan will
A Citizen Advisory Commission is recommended to demonstrate the City of Ashland's commitment to
oversee implementation of the CEAP. The Commission addressing the challenge of climate change in the
will be composed of stakeholders who represent Ashland community. Establishing a more formal
Ashland residents, have interest, experience orexpertise City commitment to CEAP goals, such as through an
on climate-rf~levant topics or related policy work, and/ ordinance, would be seen by many as reinforcing
or represent key community or civic organizations that the importance of this plan and could help ensure
may play a role in implementation. implementation of CEAP actions and measurable
progress toward meeting CEAP goals over time. A formal
Roles of the ~~dvisory committee could include: commitment can also be a considerable asset in the
pursuit of grant funds and other funding sources to
assist in the implementation of the plan.
• Monitoring and tracking progress towards meeting
CEAP goals.
• Providing recommendations to the Climate and
Energy (:oordinator regarding CEAP progress and
implemE~ntation.
• Ensuring; that the CEAP stays up-to-date over time,
with a focus on the three-year plan update cycle
• Reviewing and making recommendations as part
of the tf'~ree-year greenhouse gas (GHG) inventory
update ~~rocess
It is expected that the Commission will meet at least
quarterly, and likely more often in the early stages of
implementation.
Table 1. Schedule and key milestone for
Year 1 CEAP implementation.
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Citizen Advisory Commission
Ordinance
City Staffing and Leadership
Internal City Climate Action Team
Identification of Specific Funding Sources
Progress Indicators
Equity Considerations
Priority Near-Term Actions
107
• ~ ~ ~
~ , ~ ~ ~ • ~
City Staffing and leadership The Climate and Energy staff position will have the
following qualifications:
The plan calls for the creation and hiring of a new, Familiarity and working experience with both
full-timeCityClimateand Energystaff positiondedicated climate mitigation and adaptation, including
to and charged with coordinating both internal and greenhouse gas accounting methodologies and
external implementation of the CEAP. climate change projections and anticipated
impacts,
Job responsibilities oftheposition include the following:
• Experience managing climate-related programs
Provide lead staff support to the CEAP Advisory thatinvolvebothinternalandexternalstakeholders.
Commission. Experience with public outreach and citizen
engagement, preferably atthe local municipal level.
• Work with City departments to facilitate, design,
and track strategy and action implementation, Experience managing climate-related programs
Develop and lead outreach efforts with external thatinvolvebothinternalandexternalstakeholders.
stakeholders, including public, to encourage taking It is anticipated that an internal ClimateAction Team will
actions identified in the CEAP. be formed within the City to coordinate and implement
Provide le~~dership and direction to the City's CEAP actions. The following departments should be
• represented as part of the Climate Action Team:
internal advisoryteam on implementation activities,
tracking, progress updates and developing advisory
team recommendations to relevant internal and Community Development (including Building
external implementing parties. Division and Planning Division)
• Ashland Municipal Utility (Electric)
• dead development and presentation of annual Administration
CEAP progrE~ss reports, as welt as plan updates. Parks and Recreation
• Conservation
• Develop and implement a system to systematically
• Public Works
review, adjust, and update plan strategies and
• Fire
actions as needed.
• Develop and lead the planned three year update
cycle for the community and city greenhouse gas
inventory
• Implement and maintain a dashboard or other
interactive and publicly accessible platform for
tracking and communicating progress to internal
and external stakeholders.
108
~ ~ ~
~ , ~ ~ ~ • ,
Funding As the implementation commences in earnest, City staff
and the proposed CEAP advisory committee should
Fundingfornear-termactionsoftheCEAPwillcomefrom pay particular attention to additional funding sources.
a variety of ~~ources within the City budget depending This examination should include exploration of specific
on the type of action, the responsible department, and grant opportunities targeted at individual plan actions,
the legal anc~ operational limitations of the particular potential new local revenue streams such as from a
funding source, Additionally, some of the actions carbon/fuel tax, and multi-jurisdiction orpublic/private
recommendF~d in the plan are expansion of existing City partnerships to provide the resources needed for City
programs or efforts and therefore already have funding and community goal achievement,
sources. However, incremental funding increases may
be needed to meet the higher level of action called for
in the plan.
Current and potential funding sources include:
• City general fund
• Electric Utility revenues
• Stormw~3ter Utility revenues
• Water Utility revenues
• Bonnevi le Power Administration
• Federal <~nd state grants
• Revolving loan funds
• Newly identified funding sources
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Monitoring and Evaluation
Progress toward meeting CEAP targets and goals will be evaluated and tracked on anaction-by-action basis with an overall
progress report for all actions and activities provided on at least an annual basis. If possible, qualitative updates will be
available on a quarterly basis.
The plan will be evaluated and updated on a three-year cycle to ensure that plan strategies and actions reflect the latest
knowledge and best practices around climate mitigation and adaptation. The plan will also be reevaluated to assess
whether actions are sufficient to meet emission reGuction goals and, if not, to add new or expanded actions to the plan.
To facilitate the three-year update, the Ashland community and City greenhouse gas inventories will also be updated
on recurring cycle, one year in advance of the plan update process. This cycle will provide City staff and the proposed
commission with concrete measurement results to inform plan evaluation and updates.
At a minimum, the following indicators will be tracked and reported on at least an annual basis. Due to data availability
limitations, some of these indicators will require establishment of baseline and target values for meeting CEAP goals-
to be developer in Year 1 of implementation. Additionally, it is expected that some methodologies for measuring some
indicators, such as consumption-based greenhouse gas emissions, will evolve and improve overtime.
Further development and build-out of the monitoring and evaluation indicators likely form a significant opportunity for
the proposed new commission to work on as an early oversight activity.
Equity indicator~~ will also be monitored, as available (see "Equity" section on page 113,
110
ORDINANCE N0.
AN ORDINANCE CREATING THE CLIMATE AND ENERGY ACTION COMMISSION
2.27-Climate and Energy Action Plan Advisory Commission
2.27.005 -Purpose
Upon adoption of this ordinance, the Mayor shall establish a permanent Citizen Commission to provide
oversight and recommendations regarding the implementation of the Climate and Energy Action Plan, as
well as recommending updates and modifications to the Climate and Energy Action Plan (CEAP)
document.
2.27.010 -Establishment -Membership
The Commission shall reflect and represent a wide range of community interests and perspectives,
including environmental, energy efficiency, renewable energy, academic and business, low income,
equity, and health, communities of color and elderly. The Commission shall consist of nine (9) voting
members, including at least one {1) of whom shall be 35-years-old or younger at the time of appointment
and one (1) of whom shall be 25-years-old or younger at the time of appointment. Eight (8) of the
members shall reside within the City, and one (1) may be an at large member living within the Ashland
urban growth boundary. One (1) Mayor or City Councilor and one (1) City staff person shall serve on the
Commission as non-voting, ex-officio members. The primary staff liaison shall be appointed by the City
Administrator and shall serve as Secretary of the Commission. Voting members shall be appointed by the
Mayor with confirmation by the City Council
2.27.02(1-Powers and Duties
A. Monitor and advise on the Implementation of the Climate and Energy Action Plan for
the Community and City Operations
B. Recommend modifications to benchmarks, targets or implementing actions contained in
the LEAP as needed to incorporate the best available science and practices to achieve
CEAP related goals and targets.
C. Monitor progress toward achieving the reductions of GHG emissions prescribed by this
ordinance
D. Work to ensure that the CEAP considers public input and long-term social, economic and
environmental impacts
E. Recommend changes in city ordinances, rules and processes that facilitate and/or
incentivize residents and businesses to reduce their GHG emissions
F. Work to ensure the plans are socially equitable for all community members including
low-income, young people, persons of color, elderly and those living with disabilities.
G. Work to ensure the LEAP protects Ashland's quality of life by identifying, benefiting,
and preserving long-term natural resources, services, amenities, institutions, industries,
and community characteristics valued by Ashland residents.
CON5ERVATION COMMISSION RECOMMENDATION TO
CITY COUNCIL ON CEAP COORDINATION
24 May 2017
CONSERVATION COMMISSION POWERS AND DUTIES -The Mission of the
Conservation Commission is to educate and advocate for the wise use of
resources by the city government and the people of Ashland.
The Conservation Commission was established in 1996. The Commission recommends to the
City Council the adoption of policies, implementation strategies, and funding related to
recycling, electricity conservation, water conservation, resource conservation, new power
source decisions, air quality, and education of citizens around energy efficiency issues. Yet even
more than its advisory role, and unlike many of the other City Commissions, the Conservation
Commission conducts independent and collaborative projects and educational outreach based
on the expertise brought by the Commissioners. Some examples of activities initiated and/or
worked on by the Conservation Commission in recent years include:
• Storm Drain Marking Low Impact Living Classes at North
• Car Wash Kits Mountain Park
• Plastic Bag Ordinance Graywater Conference
• Downtown Recycling Baskets Green Business Program Research, Pilot,
• Downtown Cigarette Butt Research and Launch
and Collection Pilot Fourth of July Parade Participation
• Climate and Energy Action Planning Leaf Bag Program to Divert Leaves from
Subcommittee Storm Drains
• Sustainability Planning (ICLEI) Water Conservation Education and
• Recycle Center Ad-hoc Committee Promotion (with the Garden Club)
• Master Water Plan Participation Sustainability Awards
• Rainwater Catchment Education Earth Bowl Student Competition
• Monthly Sneak Preview Column Earth Day Event
• Compost Classes at Recycling Center Anti-idling Campaign at Schools and City
Operations
RECOMMENDATION - In light of the potential new Climate and Energy Action Plan
(CEAP) Commission, the Conservation Commission recommends that the two
commissions remain separate entities. The Conservation Commission will continue
to serve the City with research, advocacy, and education on issues pertaining to
conservation. The Conservation Commission will support CEAP actions, through
research and advisory activities, where they fit within the commission charter.
1
Reasoning - (1) Merging the Conservation Commission and the CEAP Commission ignores the
fact that the CEAP iswide-reaching across the city. The Conservation Commission is just one of
many Commissions expected to receive additional direction and guidance by the CEAP
Commission Appendix 1), via City Council, in order to ensure that activities and research align
with the mandates of the CEAP. The CEAP, by design, affects all departments, many
Commissions, local businesses, and residents in Ashland. Thus, the CEAP Commission will need
to represent a diverse and wide-reaching subset of Ashland's residents and businesses,
including schools, young people, retirees, local businesses, communities of color, and others.
The majority of the city's commissions, including Parks, Planning, Airport, Forest Lands, and
Housing and Human Services, as well as city staff and departments, will be affected by the CEAP
(see details in Appendix 1).
(2) Many, if not most, of the activities that the Conservation Commission works on are likely
outside the scope of a new CEAP Commission. The activities listed above are vital for continued
progress on sustainability and conservation in Ashland. The Conservation Commission offers
educational opportunities on waste prevention, water conservation, and sustainability. The
Conservation Commission also offers expertise and specific focus on issues of sustainability and
conservation, far beyond the specific targets and actions identified within the CEAP.1Ne believe
the outreach and educational programs are important to continue. And yet, these activities are
unlikely to be carried out by the CEAP Commission, both because of more diverse membership
and expertise, as well as a different mandate.
(3) The Conservation Commission will become even more important as the new CEAP
Commission and the City identify options for meeting our aggressive emissions targets and for
adapting to climate change. The Conservation Commission provides a body of experts able and
willing to do research and make recommendations onthe most effective and/or feasible
approaches. The Conservation Commission will also continue to provide an outreach and
advocacy body that participates in community events, offers classes, and builds buy-in.
The Conservation Commission anticipates and welcomes direction and prioritization from the
CEAP Commission via City Council direction on specific research needs and topics. Conservation
Commissioners represent a depth of expertise on issues pertaining to water, natural systems,
energy, recycling, waste prevention, and other topics that are unlikely to be matched by the
CEAP Commission's more diverse membership and mission.
2
Appendix 1. A list of select City of Ashland Commissions, their powers and duties, and their
potential overlap with the actions specified in the CEAP. (Note: not comprehensive list)
The CEAP affects numerous commissions and departments, not just the Conservation
Commission. This list shows how different commissions may have a role in implementing
actions specified in the CEAP. Many commissions, such as Planning, Housing and Human
Services, and Transportation, have equal overlap with the CEAP as the Conservation
Commission.
CEAP Commission Powers and Duties (from proposed ordinance)
• Monitor and advise on the Implementation of the CEAP for the Community and City Operations
• Recommend modifications to benchmarks, targets or implementing actions contained in the CEAP as
needed to incorporate the best available science and practices to achieve CEAP related goals and targets
• Monitor progress toward achieving the reductions of GHG emissions prescribed by this ordinance
• Work to ensure that the CEAP considers public input and long-term social, economic and environmental
impacts
• Recommend changes in city ordinances, rules and processes that facilitate and/or incentivize residents
and businesses to reduce their GHG emissions
• Work to ensure the plans are socially equitable for all community members including low-income, young
people, persons of color, elderly and those living with disabilities
• Work to ensure the CEAP protects Ashland's quality of life by identifying, benefiting, and preserving long-
term natural resources, services, amenities, institutions, industries, and community characteristics valued
key Ashland residents
Airport Commission Powers and Duties
• T'o advise the Mayor and City Council on all matters relating to the management, operation, and further
development of the Ashland Airport
• T~o investigate Federal, State, County and private funding for airport improvements
• T'o review and recommend project applications for funding to the City Council
CEAP Actions Relevant to Airport Commission
• BE-1-3. Facilitate and encourage solar energy production.
• Mainstream and integrate climate considerations (include consideration of CEAP goals within the scope of
every appropriate City Advisory Commission)
Conservation Commission Powers and Duties
• Recycling, source reduction and solid waste/landfill issues
• Recycling, source reduction and solid waste/landfill issues
• Electric conservation issues
• Air Quality Issues
• Water conservation issues
• Resource conservation issues
• New power resource decisions, but not decisions involving wholesale power contracts
• Renewable Resource decisions
• Education of citizens about resource efficiency issues
CEAP Actions Relevant to Conservation Commission
• BE-1-2. Promote switching to low and non-carbon fuels.
• BE-2-1. Expand participation in energy efficiency programs & promote climate-friendly
building/construction
• BE-2-3. Identify and adopt strategies to reduce energy efficiency barriers in rent/lease properties
• CM-2-2. Expand community gardening and urban agriculture
3
• CM-3-1. Improve recycling programs, implement new education and outreach, and expand public space
recycling
• CM-4-1. Support edible food donation
• CM-4-2. Provide a best practices guide to help households and businesses reduce food waste and
consumption
• CM-4-3. Evaluate opportunities for recycling of commercial food waste
• NS-1-2. Use green infrastructure such as bioswales, permeable pavement, other pervious surfaces to
reduce flood risk and minimize sediment entry into creeks from trails and roads
• NS-1-3. Undertake restoration efforts to retain and restore native fish and riparian species
• NS-2-1. Evaluate incentives for practices that reduce use of potable water for nonpotable purposes and
recharge ground water
• NS-2-3. Expand water conservation outreach and incentive programs for residents and businesses
• PHSW-1-1. Promote the expansion of tree canopy in urban heat islands or areas that need air conditioning
• PHSW-2-1. Engage leading employers in a dialogue on climate action
• PHSW-3-2. Identify and minimize potential urban heat impacts
• CC-1-1. Create a formal public outreach and education plan to inform the community about climate
actions
• CC-1-3. Assess the feasibility of aCity-sponsored carbon offset program
• Mainstream and integrate climate considerations (include consideration of CEAP goals within the scope of
every appropriate City Advisory Commission)
Forest Lands Powers and Duties
• T~o develop forest management plans for the City of Ashland's municipal forests
• 1'o provide direction and oversight to planning teams concerning wildland urban interface (wildfire lands)
and Ashland Creek Watershed
• T~o develop community volunteer programs to assist in implementation of the Ashland Forest Plan and
other project plans
• T~o submit recommendations tothe City Council regarding forest management practices
• T~o ensure that plans integrate diverse opinions of citizens and private land owners
• To promote public knowledge and acceptance of the Ashland Forest Plan programs
CEAP Actions Relevant to Forest Lands Commission
• NS-1.1. Manage forests to retain biodiversity, resilience, and ecosystem function and services in the face
of climate change. Use best available science to inform fire management and planning.
• NS-1-2. Use green infrastructure such as bioswales, permeable pavement, other pervious surfaces to
reduce flood risk and minimize sediment entry into creeks from trails and roads.
• NS-1-3. Undertake restoration efforts to retain and restore native fish and riparian species.
• NS-1.4. Map and protect areas that provide ecosystem services
• Manage Ecosystems and Landscapes to minimize climate related health impacts
• Mainstream and integrate climate considerations (include consideration of CEAP goals within the scope of
every appropriate City Advisory Commission)
Housing and Human Services Powers and Duties
• To monitor and assess the continuum of housing and human services needs of the community, and utilize
this information to advise the City Council regarding policy and funding strategies relating to housing and
human services
• To consider the feasibility of and advise the City Council on programs that assist in addressing the unmet
utility, medical, transportation, and food needs of seniors, children and families in Ashland, and other
related human services programs
• To review and make recommendations tothe City Council on Community Development Block Grant
(CDBG) related allocations
4
• To monitor projects funded with the Community Development Block Grant (CDBG), City of Ashland Social
Service Grants, and the Housing Trust Funds
• To investigate federal, state, county and private funding for implementation of housing and human
services programs
• To foster public knowledge and support of official city housing and human services programs
• To enhance cooperation between the public and private sectors by promoting integrated approaches that
provide decent housing, a suitable living environment, and expanded opportunities for low- and
moderate-income persons
• To evaluate, review, and recommend to the Planning Commission and City Council innovative land use
strategies targeted at promoting a broad variety of housing types
• To monitor housing discrimination complaints and corrective actions within the City, and to report to the
City Council measures taken to further equal opportunity to all persons to live in decent housing facilities
regardless of race, color, religion, sex, sexual orientation, gender identity, national origin, source of
income, or familial status
CEAP Actions Relevant to Housing and Human Services Commission
• PHSW-1-1. Promote the expansion of tree canopy in urban heat islands or areas that need air conditioning
• PHSW-3-1. Work with vulnerable populations to create specific adaptation strategies that address public
health
• PHSW-4-2. Identify and address populations and essential City services within the 100-year flood zone
• BE-1-2. Promote switching to low and non-carbon fuels
• BE-2-1. Expand participation in energy efficiency programs & promote climate-friendly
building/construction
• BE-2-2. Require building energy scores to identify and incentivizecost-effective energy efficiency
improvements
• BE-2-3. Identify and adopt strategies to reduce energy efficiency barriers inrent/lease properties
• 8E-2-4. Establish minimum energy efficiency standards for the affordable housing program
• EE-5-1. Encourage heat-tolerant building approaches such as cool roofs and passive cooling
• Mainstream and integrate climate considerations (include consideration of CEAP goals within the scope of
every appropriate City Advisory Commission)
Parks and Recreation Powers and Duties
• Adopt by-laws, rules and regulations for the proper conduct of public recreation in the City
• Coordinate recreational facilities now within the City, or hereafter to be constructed or created
• Conduct any form of recreation or cultural activity that will employ the leisure time of the people of
Ashland and vicinity in a constructive and wholesome manner
CEAP Actions Relevant to Parks and Recreation Commission
• NS-1.1. Manage forests to retain biodiversity, resilience, and ecosystem function and services in the face
of climate change. Use best available science to inform fire management and planning.
• NS-1-2. Use green infrastructure such as bioswales, permeable pavement, other pervious surfaces to
reduce flood risk and minimize sediment entry into creeks from trails and roads.
• NS-1-3. Undertake restoration efforts to retain and restore native fish and riparian species.
• NS-1.4. Map and protect areas that provide ecosystem services
• BE-1-3. Facilitate and encourage solar energy production.
• BE-5-1. Encourage heat-tolerant building approaches such as cool roofs and passive cooling.
• CM-1-1. Implement an education campaign for waste and consumption reduction strategies
• CM-2-2. Expand community gardening and urban agriculture.
• PHSW-1-1. Promote the expansion of tree canopy in urban heat islands or areas that need air
conditioning.
• Manage Ecosystems and Landscapes to minimize climate related health impacts
• Mainstream and integrate climate considerations (include consideration of CEAP goals within the scope of
every appropriate City Advisory Commission)
5
Planning Commission Powers and Duties
• Responsible for the city's comprehensive plan and development standards that implement that plan
CEAP Actions Relevant to Planning Commission
• BE-1-2. Promote switching to low and non-carbon fuels.
• BE-2-1. Expand participation in energy efficiency programs & promote climate-friendly
building/construction
• BE-5-1. Encourage heat-tolerant building approaches such as cool roofs and passive cooling.
• BE-2-3. Identify and adopt strategies to reduce energy efficiency barriers in rent/lease properties
• ULT-1-1. Coordinate with neighboring local governments to promote use of transit, carpooling, and car-
sharing
• ULT-1-3. Establish policies to support development near transit hubs without displacing disadvantaged
populations
• ULT-2-2. Explore opportunities to convert to shared streets where appropriate to provide multimodal
connectivity
• ULT-4-1. Regulate new development in the Wildfire Lands Overlay part of the urban growth boundary
• LILT-4-2. Revise community development plans to favor walkable neighborhoods and infill density
• CM-2-2. Expand community gardening and urban agriculture
• NS-1-2. Use green infrastructure such as bioswales, permeable pavement, other pervious surfaces to
reduce flood risk and minimize sediment entry into creeks from trails and roads
• NS-2-2. Explore water-efficient technologies on irrigation systems and consider requiring them during
permitting.
• PHSW-1-1. Promote the expansion of tree canopy in urban heat islands or areas that need air conditioning
• PHSW-3-2. Identify and minimize potential urban heat impacts
• PHSW-4-2. Identify and address populations and essential City services within the 100-year flood zone.
• Mainstream and integrate climate considerations (include consideration of CEAP goals within the scope of
every appropriate City Advisory Commission)
Transportation Commission Powers and Duties
• Proactively plan for a transportation system that is integrated into the community and enhances
Ashland's livability, character and natural environment
• Focus must be on people being able to move easily through the city in all modes of travel
• Modal equity then is more than just a phase. It is a planning concept that does not necessarily imply equal
financial commitment or equal percentage use of each mode, but rather ensures that we will have the
opportunity to conveniently and safely use the transportation mode of our choice, and allow us to move
toward a less auto-dependent community.
CEAP Actions Relevant to Transportation Commission
• BE-1-2. Promote switching to low and non-carbon fuels.
• ULT-1-1. Coordinate with neighboring local governments to promote use of transit, carpooling, and car-
sharing
• ULT-1-2. Work with RVTD to implement climate-friendly transit.
• ULT-1-3. Establish policies to support development near transit hubs without displacing disadvantaged
populations
• ULT-1-4. Evaluate feasibility of expanded local transit options
• ULT-2-1. Implement bicycle- and pedestrian-friendly actions in the Transportation System Plan and
Downtown Parking Management Plan
• ULT-2-2. Explore opportunities to convert to shared streets where appropriate to provide multimodal
connectivity
• ULT-3-1. Implement a local fuel-related tax.
• ULT-3-3. Develop and provide information about electric and hybrid vehicles on the City website
• ULT-5-1. Provide carpool and vanpool parking, charging stations, and parking for EVs for City employees
• Mainstream and integrate climate considerations (include consideration of CEAP goals within the scope of
every appropriate City Advisory Commission)
6
Council Stud Session
Title: Presentation Regarding a New Model for Boards,
Commissions, and Committees
Item Type: Presentation
Requested by Council? No
Diana Shiplet Administrative Analyst
John Karns Interim City Administrator
From: David Lohman City Attorney
Bill Molnar Community Development
Director
diana.shiplet(c~ashland.or.us
Discussion Questions:
Does Council have questions or need additional information regarding the proposed new model
for boards, commissions, and committees? Please note: staff is not requesting deliberation or
decision-snaking at this time. Instead, they are requesting Council schedule another opportunity
to discuss this in detail. This is an initial presentation only.
Resource Requirements:
No financial requirements.
Su~~ested Next Steps:
Staff suggests returning at a future study session for Council discussion and direction.
Policies, }'laps and Goals Supported:
2. Promote effective citizen communication and engagement
2.3.f Expand and promote those tools that are most effective, meaningful and efficient
for the public to use for understanding an issue (fact gathering), enabling participation,
providing avenues for input to Council and being made aware of decisions made.
Background and Additional Information:
Staff has heard concerns from the community and Council members regarding challenges with
current boards, commissions and committees including:
• Limited amount of staff and Council time and resources;
• Limited meeting space availability;
• Lack of objectivity or balanced view points on Commissions;
• Quorum challenges (both the quorum requirements in the Municipal Code and the lack of
volunteers to fill seats on all commissions);
• The perception that recommendations to Council aren't fully vetted or holistically
studied; and
Page 1 of 2 C 1 T Y O F
5 H LA N
~ The desire for more active public participation in the most appropriate stage of any
decision process.
With these concerns in mind, staff reviewed several public participation and commission models,
including the Portland City Club and the Marana Citizens' Forum. Based on those models and
the on-going needs of the City of Ashland, staff crafted a hybrid model, which will be presented
at this study session.
Attachments:
Portland pity Club 2015/16 Annual Report
Marana C'itizens' Forum Overview and Delegate Materials
Commission numbers comparison chart:
Municipal Code Chapter 2.10 -sections relating to commissions
Page2of2 CITY OF
SHLAN
~~~~~~~R~4Tt~~a
~
YEARS ram;
~
~ ~
i14
City Club Mission: To inform its members and the community in public matters
and to arouse in them a realization ofthe obligations of citizenship.
2015-2016 BOARD OF GOVERNORS
Greg Macpherson, President
Kourtney Nelson, President-Elect
Peter Ricoy, Treasurer (resigned June 2015)
David Thompson, Treasurer
Felisa Hagins, Secretary
Karen Kervin, Immediate Past President
Karol Collymore, Governor to 2016
Leslie Johnson, Governor to 2018
Mike Jones, Governor to 2016 (filling a vacated seat)
Antonio Lara, Governor to 2018
Nicole Maher, Governor to 2016
Juan Martinez, Governor to 2018
Zeke Smith, Governor to 2016 (filling a vacated seat)
Sel Nutor, Governor to 2017
Elana Pirtle-Guiney, Governor to 2017
Allison Tivnon, Governor to 2018
Sharon VanSickle Robbins, Governor to 2016 (filling a vacated seat)
Mari Watanabe, Governor to 2016
Eric Zimmerman, Governor to 2017 (resigned February 2016)
901 SW Washington St.
Portland OR 97205
503-228-7231
info@pdxcityclub.or~
www.pdxcityclub.or~
https://www.facebook.com/pdxcityclub
https://twitter.com/pdxcityclub
Tax ID # 93-0140220
2
TABLE OF CONTENTS
1. From the President
2. Purpose, Principles, & Objectives
3. Key Numbers
4. Research
S. Advocacy & Awareness .
6. Pro rams
a. Friday Forums
b. Issue Forums
c. New Leaders Collective
d. Civic Drinks
e. Civic Workshops
f. Civic Scholars
7. Membership
8. Member Recognition
9. Donor Recognition
a, Endowments
b. ~e~acy Society
c. 2015-2016 leadership Circle
d. 2015-2016 Annual Fund Donors
10. Corporate & Foundation Sponsors
11. Financial Reports
12. Staff, Interns, and Volunteers
3
1. FROM THE PRESIDENT
This year City Club has remained the community's leading civic
affairs organization. Friday Forums showcased important issues.
Other forums extended the Club's reach both in topics considered
and locations. Research reports provided in-depth analysis. Civic
S
Scholars from disadvantaged high schools attended Club events.
And informal gatherings provided networking with others who are
civically engaged.
All this depended on the talent, energy, and generosity of City Club members, with the able
support of Club staff. Expanding and energizing the membership has been a major push this
year. The number of members hovers around the 2,000 mark, up about 30% from several years
ago. All those members are important since their dues provide most of the resources necessary
for City Club to operate. Those members who also join committees or volunteer in other ways
on City Club projects add even more to its impact.
City Club's membership is becoming younger and more ethnically diverse along with the
Portland region generally. This evolution assures that the Club remains vital and relevant to the
aspirations and concerns of the community.
At the same time the arrival of 2016, City Club's centennial year, offers an opportunity to
celebrate its great traditions, In February the Club issued a report titled A Century of Influence
after reviewing over 1,000 research studies done in its first 100 years and identifying those with
the greatest impact. In April we launched the centennial observances at a lunch featuring
editorial cartoonist Jack Ohman.
It has been a privilege to lead City Club into the centennial year and see its bright future going
forward.
Greg Macpherson, President
4
2. PURPOSE, PRINCIPLES, & OBJECTIVES
Purpose
With nonpartisan research, advocacy, and public forums; City Club of Portland brings together
civic-minded people to make Portland and Oregon better places to live, work, and play for
everyone,
Principles
• Inclusion: City Club aspires to be the "common ground" where citizens seek alternative
perspectives and new understanding, engage in respectful and generative discourse,
and welcome the diverse voices of our community.
• Access: City Club aspires to expand citizen access to public leaders, bring greater
transparency to its operations, and enrich member opportunities to exercise leadership
and influence in our community.
• Interaction; City Club aspires to continually innovate interactive means of engaging
citizens in the betterment of their community.
• Relevance: City Ciub aspires to consistently address our community's most relevant
issues in a timely manner through balanced, non-agenda driven programming.
• Sustainability: City Club aspires to attract and utilize all resources-human, financial,
material, and influential-in a manner that continually generates increased capability in
the community as well as in the organization.
Objectives
As City Club of Portland approached its centennial year the Board of Governors adopted three
strategic objectives to serve as guideposts for all members as they participate in club activities,
hoping that every group of volunteers-researchers, advocates or programming leaders-
ensurethat everything they do accomplishes one or more of the following:
• Increase engagement: The Club needs to be better "plugged-in" to all of the
communities that makeup greater Portland. This meansdevelopingand improving
relationships with demographically diverse members of the public as well as with media,
civic, and government organizations. Engagement fosters bidirectional communication
between the Club and those groups, both encouraging their participation in Club
programming and allowing them to influence the direction of Club activities.
5
• Increase relevance: ay increasing engagement with a wider swath of Portland and
Oregon, the Club will become better aware of what issues matter most to the public.
While the Club does have a role to play in the important public policy discussions of the
day, it also should seek to conduct research and programming that matter to the
everyday lives of Portlanders. Relevant programming is interesting to the public and
affords much better opportunity for partnership to implement research
recommendations.
• Increase influence: At its most fundamental, influence involves shaping public opinion
and converting research into concrete policy accomplishments. Increasing influence
requires identifying key stakeholders and building broad public support through greater
relevance and engagement,
In many ways, engagement, relevance, and influence build off each other. Greater engagement
leads to greater relevance and influence. likewise, if Club activities are more relevant to the
public, Portlanders will be more interested in engaging with them and seeing that advocacy on
them is influential,
Lback to table of contents]
f
Centennial lunch speaker lack Ohman (former Oregonian political cartoonist and
Pulitzer Prize winner) with Spencer Ehrman, Membership Committee chair.
6
3. KEY NUMBERS
During 2015-16 the Club saw:
• 4 Comprehensive Studies Completed
• 7 More Studies Launched
• 7 Advocacy Committees
• 43 Friday Forums
• 29 Issue Forums
• 10 New Leaders Events
• 11 Civic Drinks Events
• 3 Civic Workshops
• 19 New MemberWelcome Events
• Over 250 member-volunteers
• 88 Civic Scholars
• 1,996 members
• 5 significant foundation grants
• 34 corporate sponsors
• 225 individual household donors
• $813,604 in endowments
• 43 Legacy society members
• 18 staff, associates, & interns
[back to table of contentsl
7
4. RESEARCH
City Club's research program enlists members in rigorous research and analysis to produce
unbiased reports on the most complex issues facing our city, region, and state.
Volunteering for a research committee is a serious commitment of time and energy, but the
rewards are great. Committee members interact with key stakeholders and decision-makers,
gain a deeper understanding of regional affairs, and influence public policy.
Since 1920, City Club members have prepared over 1,000 reports on a wide variety of topics
including land-use planning, health care, education, environment, government, transportation,
taxation, and more, Ballot measure reports provide useful guidance for voters. Comprehensive
reports serve as a resource for community leaders and citizens developing or evaluating policy
initiatives, and are frequently cited instate and local media.
After a carefully screening process to avoid conflicts of interest, a committee of City Club
member's conducts research and drafts a report. Following a debate, City Club members
determine by vote whether the committee's recommendations become official policy positions
of the Club. City Club members also participate infollow-up advocacy work that serves as a
powerful force for civic change,
Research Board
Mary Macpherson, Chair
Anneliese Davis, Vice-Chair
Rob Brostoff
Abby Coppock
Lauren Fox
Ryan Fox-Lee
Eric Fruits
Caroline Harris Crowne
Kristina Holm
Liza Morehead
Masami Nishishiba
Byron Palmer
Nicole Pexton
Garrett Stephenson
Carl von Rohr
Kezia Wanner
Ari Wubbold
Allison Tivnon, Board Liaison
8
The Research Board provides oversight and support for the Club's numerous comprehensive
and ballot measure study committees. Research Board members identify study topics, develop
study charges, serve as advisors to various study committees, and review and approve draft
reports. Membership on the Research board requires prior service on a City Club
comprehensive or ballot measure study committee. City Club also regularly issues calls to its
members to join one of the many comprehensive and ballot measure study committees
launched each year,
During 2015-2016 more than 150 member-volunteers gathered weekly during their research,
contributing thousands of hours to conduct research and [ead conversations on about a dozen
topics of great relevance for our region through comprehensive reports and ballot measure
reports. The Research Board oversaw the work of the committees, meeting monthly or more
frequently as needed,
City Club members voted to adopt committee recommendations for each of the reports. The
majority (or minority, in one case) recommendations were approved by the membership after
robust and civil debate, Advocacy committees were formed so that the Club could continue to
represent the membership while convening and leading conversations with our state's most
influential elected and community leaders,
At the end of the year, one comprehensive study and six ballot measure studies were under
way, The comprehensive study was investigating earthquake resiliency. The six ballot measure
research committees were studying:
• 1401-Repeal Mandatory Retirement Age for Judges
• 1404-Dedicate a Portion of Lottery f=unds to Veterans Services
• 1P28-"A Better Oregon" (increase corporate gross receipts tax)
• IP62-"No Politics from My Pay, without my Say" (public unions must ban mandatory
public union membership)
• IP65-"Oregonians for High School Success" (dedicate state general fund dollars to
various high school programs
• IP67-"Outdoor School for All" (dedicate a portion of lottery funds to outdoor school)
Comprehensive research reports and recommendations are the result of 8-12 months of
focused interviews, hundreds of hours of independent research, weekly member-to-member
discussions, and continual critical analysis of competing priorities, Ballot measure studies take
place at an accelerated pace-closer to 4 months from start to finish, All of these activities take
place in the pursuit of finding bipartisan, unbiased consensus for a committee
recommendation,
Once recommendationsaye adopted by the committee and later by the membership, the real
work of advocating for the recommendations inthe public arena begins. In order to become an
advocacy position of the Club, a report must be approved by atwo-thirds majority vote.
9
Comprehensive Studies:
Portland Street Fee
Report Title; Portland's Streets; Ending the Funding k~
Gridlock
Date; September 9, 2015
' ~
Volume 98, No. 8 -
Adopted: Final Vote: 227-41 with 5 abstaining (85% in
w~
favor)
Chair; Jennifer Rollins
Members: Alan Brickley, Kristen Eberhard (lead writer), '
w
.
Spencer Ehrman, Brian Landoe (vice-chair), Andy Shaw,
Barbara Slaughter, Drusilla van Hengel, Ted Wall.
Advisors; Byron Palmer & Ryan Fox-Lee (research advisors), Jenn Scott (advocacy advisor), Zoe
Klingmann (research associate).
Majority Recommendations;
1. City Council should not wait until after the 2016 elections to act on street funding.
2. City Council should follow through on its commitment to use at least 50 percent of this
year's (FY2015-16) budget surplus to maintain infrastructure and should dedicate the
majority of it to street maintenance,
3. City Council should commit to dedicate at least 50 percent-and preferably up to 100
percent-of future years' budget surpluses or increased city revenues to street
maintenance until Portland has addressed its maintenance backlog.
4, The city should reallocate as much money as possible from other spending priorities to
streets.
5. The city should adopt an ironclad, fiscally responsible "fix-it-first" policy and prioritize
maintenance and safety over new capital expenditures.
6. When proposing any new taxes or fees, the city should clearly communicate to the
public the trends in revenues and expenditures that have led to the need for new
revenue, and how the city will safeguard the new revenue going forward.
7. The city should immediately pursue a fee for use. At the moment, the most technically
feasible fee is a city gas tax. A gas tax would generate revenue from most users-
includingthose transporting goods across Portland streets and those who don't reside in
Portland-and would discourage congestion and pollution.
8. Shifting money from the general fund, budget surpluses, and a city gas tax would not
raise all the revenue Portland needs for street, so the city should also pursue the
following fees;
a, Parking permits and fees,
10
b, Commuter payroll tax,
c, Weight-and-value-based vehicle registration fees (see Recommendation 9,
below},
d. Vehicle miles traveled (VMT) fee-(once practicable). :
9. Portland should lobby the state Legislature to authorize cities to charge vehicle
registration fees and to vary charges based on the weight and value of the vehicle.
10. Portland Bureau of Transportation and City Council should aim to implement users-pay
fees on large transportation projects such as bridges, streetcars, and light rail to pay for
debt service on those projects, freeing up transportation funds to be spent on
maintenance instead of on debt payment,
11. Portland should nofi saddle all taxpayers with the bill for capital projects that primarily
or exclusively benefit a few people and businesses, Bridges primarily benefit the people
driving across the bridge and streetcar projects primarily benefit the businesses located
near the line. If those people and businesses are not willing to pay for the benefits they :
receive, the city should forgo the project rather than siphon money away from things
that benefit Portlanders more broadly, such as street maintenance and safety,
12. To promote a fix-it-first ethos, Portland should join other cities to lobby the Oregon
Legislature to dedicate a larger percentage of state gas tax and vehicle registration
revenue to fund local street maintenance instead of building new highways.
13. The city should educate Portlanders about the depth of the deferred maintenance crisis
and the current state of funding.
Minority Recommendations:
Portland's streets deteriorate further every day. The minority therefore urges City Club
members to prioritize a TUF and refer a linked gas tax to voters as the best, most expedient
path forward. Specifically, the minority would replace the majority's Recommendations 7 and 8
with the following:
7. City Council should immediately adopt a transportation utility fee, charging every
Portland resident and businesses a modest amount through an existing collection
method, such assewer/water bills. The city should also immediately refer a city gas tax
to voters. These proposals should be linked to offer the public a balanced fee and tax
package that asks general residents and users to help pay for needed street
maintenance and safety improvements.
8, Shifting money from the general fund and budget surpluses, and implementing a
transportation utility fee and a city gas tax may not raise all the revenue Portland needs
for streets, so the city should also explore the following users-pay street funding
mechanisms:
a. Parking permits and fees
b. Commuter payroll tax,
c. Vehicle registration fees,
d. Vehicle miles traveled (VMT} fee (once practicable}.
11
Minimum 1Nage
Report Title: Portland Needs a Higher Minimum Wage ~ y ) ~ ~F.
Date: October 29, 2015 ~
Volume 98 No. 10 ~
Adopted: Final Vote: 272-35 with 1 abstaining (89/ in favor)
Chair; MariaThi Mai
Members: Frances D ke, Ukiah Hawkins, Alex Macfarlan, Jack ~~~z4~ ~ "
Y ~ ~
MacNichol, Ian McDonald (lead writer), Cezanne Miller (vice
.
chair), Claire 0 Neill, David Pagano, Matthew Tschabold.
Advisors: Rob Brostoff & Caroline Harris Crowne (research advisors), Patricia Farrell (advocacy
advisor), Garrison Cox & Jack Lammers (civic associates).
Recommendations
1. The Oregon State Legislature should remove the statute that enables preemption in the
2016 legislative session.
2. The Portland City Council should establish a minimum wage that is higher than the state
minimum of $9.25 per hour.
3. The Portland City Council should immediately establish a deliberative process that
brings together business, labor, political, and citizen groups to recommend a minimum
wage for Portland, along with a complete implementation plan.
4. To support its policy design, the Portland City Council should commission immediately a
minimum wage study for Portland.
City Club's Centennial Research
Report Title: A Century of Influence:1,030 Studies in 100 Years `~~F'A""'~~~
Date; February 17, 2016 W4
Volume 98, No. 12
Adopted: Final Vote:177-4 with 1 abstaining (98% in favor) ,
Chair: Nova Newcomer
Members: James Filipi, Carol Ford, Tom Iverson, Sharon Maxwell, Alice McCartor, Steve Schell
(lead writer), Jon Stride, Kurt Wehbring.
Advisors; Roger Eiss & Lauren Fox (research advisors), Tamara Kennedy-Hill (advocacy advisor),
Recommendations
1. Community Voices. While we found the Club's reports to be of high quality reflecting a
strong research process, we also noticed ways in which the process, the resulting
reports and their impact on the community can be enhanced. Diversity of membership,
opinions and persons interviewed are all crucial.
12
We recommend that City Club continue its concerted effort to solicit members from .
all groups within the city. We recommend that the Club's Research Board pay
consistent atfiention to all voices within the city in its selection of topics of interest,
formation of the research question and selection of report committee membership.
Further, we recommend that the Research Board periodically review the distribution
of topics that it selects to study to avoid leaving out critical issues facing the
community atlarge that may not arise as suggested topics by members of the Club,
2, Tracking Influence. We believe that the criteria we used to judge influence of the Club's
comprehensive reports are solid and appropriate to City Club's goals for its reports; yet
we found it quite difficult to discover and follow any trail of influence of most of the
reports. Further, we note that the Club`s research archive is a rich and valuable asset
that could be further managed to track outcomes rather than simply catalog reports.
We recommend that at minimum the. Advocacy and Awareness Committee, possibly
with the help of an intern, be charged to track on an ongoing basis the influence of
the Club's comprehensive reports and utilize the research archive as a place to
record evidence of this influence.
3. Committee Members with Access. The Research Board needs to provide additional
access by assuring that City Club report committees have Club members who are in or
have access to minority communities.
4. Designate a Champion. For reports involving equity and minority access, the Club's
advocacy effort, to meet the "arousal" part of the Club`s mission, should find and
designate a champion to carry the conclusions and recommendations of the report to
the wider Club membership, Friday Forums, the local government governing bodies,
Portland academics, the media and public opinion shapers, the state legislature, and the
blogosphere.
5. Wider Distribution of Research Results. With the growth of the city, the faltering of
daily newspapers and other traditional forms of communication, and the widespread
use of the Internet and social media..,
We recommend that the Club reach for broader distribution of its research by using
a wider variety of distribution methods,
Blogs, social media, op-ed pieces or routine letters to the editors of various virtual and
literal publications, and in-person meetings with interested and impacted organizations
are some possible ways that the Club could distribute more widely its findings better to
achieve its goal of engaging in civic discourse.
6, Choice on Advocacy. Most important, the Club's citizen research process with its
resulting recommendations is arich asset in the civic life of this community. We note,
however, that this resource often is not supported by the Club sufficiently to achieve its
fullest value. Further, we note that, whether through advocacy or selection of topics
and recommendations, City Club's voice in the community is diminished if the Club does
not have a widely diverse membership and opinions made up of ethnic, right, left,
13
millennials, boomers, and mixed genders, We have come to believe that one reason for
diminishment of this voice results from lack of clarity within the Club as to the intention
of its research role.
We recommend that the membership of City Club clarify its intention and
predictable consequences for its research function. is the Club's intention to simply
use it to "inform and arouse", or is the Club interested in further encouraging and
supporting action on its recommendations?
If the former, then more widespread membership and distribution of its findings and
recommendations may be sufficient. If the latter, increased effort to advance and track
influence is required. This might range from more clarification of the role and greater
support of the work of the Advocacy and Awareness Committee to hiring a staff position
for advocacysimilartothe position supporting research.
Housing Affordability
Report Title: Housing Affordability in Portland
Date: April 13, 2016
Volume: 98, No. 15
Adopted: Final Vote; 264-40 (87% in favor} with 4 abstaining ~ ~ ~
Chair: M. Nels Johnson ~r►
Members: Patrick Belin, Margot Black, Crista Gardner,
Gil Johnson, Chip Lazenby (vice chair), Andrea Pastor,
Judith Ramaley, Kristin Thiel (lead writer), Liang Wu,
Mike Westing.
Advisors; Nicole Pexton & Garrett Stephenson (research advisors), Rob Sadowsky
(Advocacy advisor), Vincent Singer & Elizabeth Williams (civic associates).
Majority Recommendations
1. Portland City Council should dedicate funding to build subsidized affordable housing
units.
Council should follow existing research and recommendations on revenue streams
from Metro's "Opportunities and Challenges for Equitable Housing" report and the
Welcome Home Coalition. !t should consider a variety of funding alternatives, such
as a linkage fee; voter-approved housing levy for ongoing revenue; or a general
obligation bond authorization for initial funding.
2. The City of Portland, the Portland Development Commission and Metro should develop
a housing land bank strategy to put money away during strong economic times for use
in purchasing properties during downturns.
Portland should prioritize purchase of foreclosed buildings and other available
properties for the purpose of creating and preserving of fordable housing.
14
3. Members voted to substitute the minority report's recommendation for
Recommendation 3 see below).
4. The Oregon legislature should end the ban on local rent regulation.
Ending the ban would allow Portland and other local governments to engage with all
stakeholders and consider policies within a spectrum that includes rent stabilization
and rent control.
5. The City of Portland should ban no-cause evictions and enact ajust-cause eviction
policy.
Some advocates note that there are no 'no-cause evictions' in Portland and Oregon,
only'termination of tenancy'. We trust that policymakers will understand that this is
primarily a semantic issue. Whenever tenancy is terminated without documented
cause it amounts to a no-cause eviction.
6. The City of Portland should implement a rental property licensing system.
Licensing would allow for data collection, increased inspections, and education.
Minority Recommendation (adopted by members)
The minority concurs with the majority report on all but the question of "missing middle
housing" in residential neighborhoods. The majority does not recommend revising Portland's
zoning code to allow for more housing types in residential neighborhoods, instead urging it only
to "work to overcome neighborhood skepticism". If the city is to make the best use of its
available land, it must encourage a diversity of housing types at a range of price points in
Portland's residential neighborhoods.
The minority therefore would amend Recommendation 3 to read;
3. The City of Portland should remove barriers and identify incentives to encourage
development of more housingtypes.
Examples could include funding the Multiple-Unit Limited Tax Exemption Program
{MULTEJ to encourage developers to use voluntary inclusionary zoning, aid
streamlining the design review process and revising the zoning code to allow for
middle housing types in residential neighborhoods.
[back to table of contents]
15
5. ADVOCACY & AWARENESS
City Club of Portland's Advocacy and Awareness program helps make the recommendations of
our research projects actionable. Members of our advocacy committees work with City Club
staff to inform decision-makers, special interest groups, and the public about City Club's
adopted policy positions and to advocate for their implementation. Beyond promoting positive
change, advocacy committee members develop their knowledge about policy and gain
experience with a range of advocacy and awareness strategies and tactics.
The Advocacy and Awareness Board provides consulting, guidance, and oversight for the
advocacy committees, with members of the advocacy committees often participating on the
Board.
Advocacy & Awareness Board
Carole Hardy, Chair
Alan Brickley
Patty Farrell
Rob Fullmer
Cristo Gardner
Brett Hamilton
Courtney Helstein
Tamara Kennedy-Hill
Andrea Meyer
Cezanne Miller
Rob Sadowsky
Elana Pirtle-Guiney tboard liaison)
Seven advocacy committees worked diligently during 2015-16 to advance the
recommendations of research reports. They achieved some big wins. Perhaps most
prominently, City Club`s advocacy efforts influenced Gov. Kate Brown's recommendation to
adopt a minimum wage and encourage Portland voters to approve a gas tax to fund street
maintenance and safety projects.
16
Civics Education
Club members unanimously adopted "Educating Citizens: A City Club
Report on Improving Civics Education in Portland's High Schools" in 2012.
` The study committee found that civics education had been sidelined by a
decade of national priority on math and language arts, local education
budget priorities, and a culture of self-advancement.
The report recommended that City Club establish a metropolitan area-wide civics award for
youth and educators, that state and local education leaders expressly support "citizenship" as a
goal co-equal to "college" and "career," that an independent program audit of K-12 social
studies in the Portland School District be conducted, that social studies teachers be trained in
the development of community partnerships, and that two Portland area high schools with
underserved students pilot an in-school facilitator to support the civics instruction of teachers
and civic interests of students.
The Advocacy Committee obtained commitments from the relevant people and bodies to adopt
all of these recommendations subject only to funding for the pilot project), culminating with a
resolution of the Portland School Board in January 2016.
The committee therefore has disbanded as an official Club Committee.
Committee members: Jan Christensen (chair), Aukeem Ballard, Jim Gorter, Steve Griffiths,
Carole Hardy, Merril Keanne, Krystine McCants, Roger Meyer, Colleen Shoemaker, Rob Wagner,
Cameron Whitten, and Don Williams.
GED
. City Club adopted the report "A Second Chance for Oregon, High School
Dropouts and the GED" in January 2014. During 2015, the GED Advocacy
Committee saw the successful transition of its work to a coalition of
advocates. In early 2015, after a number of meetings with Gov. John
Kitzhaber's Education Policy Advisor, the Committee received
confirmation that the Governor would continue to push for $2 million in
dedicated funds for work specific to the GED, something that had not been previously
done. After Gov. Kate Brown took office, the chair of the Advocacy Committee and Pamela
Blumenthal, the leading voice among the coalition members, met with Brown's Education
Policy Advisor who affirmed the Governor's continued support on this important issue. In the
summer 2015, Gov. Brown confirmed that $2 million had been included in the budget passed
by the legislature.
The work of the coalition of advocates has continued since summer 2015 and is now known as
the "Oregon Youth Re-engagement Coalition". led by Blumenthal, the Director ofthe links
Program at Portland Community College, the coalition recently convened a meeting on Oregon
Youth Re-engagement in Salem.
17
Having turned over advocacy work to coalition partners, City Club's GED advocacy committee
has now disbanded.
Committee members: Melvin Oden-Orr (chair), Marty Berger, Jeffrey Chicoine, Aimee Craig,
Chris Mascal, Bimal RajBhandary, Judith Ramaley, Andrew Riley, Alexis Romanos, Eliz Roser,
Zeke Smith, Ernest Stephens II, Pat Wagner, and Chris Trejba) (lead writer) and Kristie Perry
(advocacy advisor),
Healthcare and Homelessness
w Club members approved "Health Care Reform & Homelessness in
Multnomah County" in January 2015. The study committee concluded
that the expansion of Medicaid under the federal Affordable Care Act
created opportunities to better engage homeless populations and
provide them with health services. The committee offered several
recommendations toaccomplish these goals.
The Healthcare and Homelessness advocacy efforts included a March 4, 2016 panel
presentation by committee members to Portland State University master of public
administration, public health, and urban and public affairs students. In addition, committee
members participated in, gave testimony at, and attended the Home for Everyone Executive
Committee, Coordinating Board, and Health Workgroup to advocate for the recommendations
of the Healthcare and Homelessness research study,
This advocacy committee has now been disbanded.
Committee members: Crista Gardner (chair), Jeannemarie Halleck, Leo Rhodes, and Cameron
Whitten.
Minimum Wage
.
~ Club members approved the research committee report "Portland Needs
~
a Hi her Minimum Wa e" in November 2015. The re ort recommended
g g p
individual municipalities in Oregon be allowed to raise the state-set
~ - minimum wage and that the City of Portland raise its minimum wage.
;
µ An advocacy committee was assembled to respond to the immediacy of
potential state legislative action during the 2016 short session, Committee members were an
active part of the conversation. They provided testimony at the legislature, held a legislative
briefing at City Club for local legislators, and Ian MacDonald (lead writer) participated in a local
business radio show panel discussing minimum wage. The committee was enthusiastic and
prepared to take advocacy through the election cycle to a ballot measure.
18
Ultimately, Gov. Kate Brown was successful in achieving a compromise that raises the minimum
wage throughout the state, allowing Portland to have a higher minimum without local control,
and preventing the issue from moving to the ballot.
This committee has disbanded but could be reconstituted if minimum wage legislation is
considered in the 2017 legislative session.
Committee members: Cezanne Miller chair), Tabitha Jensen, Luke Mattheis, Lewis May, Daniel
Riker, and Andrea Meyer and Patty Farrell advocacy advisors) and Christina Branham (research
associate).
Portland Street Fee
u ~~,w,.a. ~ ~ City Club members approved "Portland's Streets: End the Funding
x ,Gridlock" in September 2015, The committee recommended that the
City of Portland immediately enact a local gas tax as part of a
~ ~ comprehensive, long-term effort to fund deferred maintenance and
safety upgrades to Portland's road network.
Following the adoption of the City Club report, the Portland City Council voted unanimously to
send a temporary 10-cent per gallon gas tax to the May ballot. In support of the measure,
representatives of the City Club advocacy committee met with the Willamette Week, Portland
Tribune, and Oregonian editorial boards; brought testimony to the City Council on two
occasions; and published an Op-Ed in The Oregonian. The Club also placed a statement of
support in the Voters' Pamphlet. On May 17, Measure 26-173 passed with 52% ofthe vote,
resulting in $64 million in new transportation funding over the next four years. The advocacy
committee continues to monitor the street funding landscape and will engage where
appropriate.
Committee Members: Brian Landoe chair), Kristin Eberhard, Jennifer Rollins, Jen Scott.
Property Taxes
Club members approved the report "Reconstructing Oregon's
Frankentax: Improving the Equity, Financial Sustainability, and Efficiency
of Property Taxes" in November 2013. It recommended ballot measure
and statutory changes to undo the effects of Ballot Measures 5, 47, and
50 previously adopted by Oregon voters and enshrined in the State
Constitution. It also included specific suggestions designed to eliminate
the unequal economic impact, provide flexibility for taxing jurisdictions, and to tie more closely
the votes to approve expenditures to those who would actually pay for them.
19
The Property Tax Advocacy Committee was formed, and a coalition of interested groups have
participated at various levels including representatives of city, county, school districts, school
boards, county assessors, civic groups such as League of Women voters and tax fairness
advocates. Pro bano legal analysis was also provided to determine if there was a constitutional
challenge available.
The group has endorsed the findings of the City Club report and, generally, of the approach
suggested by the various changes. Members of the coalition began meeting with members of
the legislature in 2014 and 2015 as well as in preparation for the 2016 session. The goal is to
begin with informational meetings, interim study committees, and thereby raising the issues
identified in the initial report to the attention of both the legislature and general public.
It is anticipated that the changes with the property tax system will occur slowly over more than
one session due to the fact that the significant changes required will ultimately require voter
approval and that small incremental changes will have little effect,
Committee members; Alan Brickley, Fran Dyke, and lay Shoemaker.
Children's Dental Health Task Force
In 2015, City Club released "A Path Forward for Children's Dental Health",
a Civic Labs report produced by the Children's Dental Health Task Force.
The task force formed after the defeat of the most recent effort to
• fluoridate Portland's water supply. Its goal was to bring together both
~w~`~ sides of the fluoride debate in the name of children's dental health. The
~ task force is funded and led by major water fluoridation proponents
Northwest Health Foundation and Kaiser Permanente along with Daniel
a~~~, Deutsch, the largest in-state donor to the anti-water-fluoridation
i' ;k campaign. The task force studies the most workable solutions for
- improving dental health outcome for the children in Multnomah County.
In 2016, the task force continues to pursue this effort with a recently renewed focus. It will
work to implement the original reports' recommendations about community-based fluoride
varnish and dental sealants.
Study committee members: Carol Ford (chair), Cyreena Boston Ashby, Kellie Barnes, David
Crandall, Ed Hurtley, Matt Morton, Mel Rader, Lurelle Robbins, and Chris Trejbal (writer) and
Brett Hamilton (Advocacy Advisor).
[back to table of cantentsl
20
6. PROGRAMS
a. Friday Forums
Friday Forum Committee
Caitlin Baggott, Chair (Aug.-Nova
Ed Hershey, Chair (Dec.-May)
Andrew Davidson
Xiao-Yue Han
Bill Holmer
Kristi Jo Lewis
Samuel Metz
Catherine Nikolovski
Mary Nolan
Bobbie Regan
Walter Robinson
Toni Tabora-Roberts
Rebecca Tweed
Friday Forum has been a timely a source of ideas and information for the City Club's entire
history and remains the club's signature program, anhour-long examination of an important
issue at the lunch hour each Friday except in August and on holiday weekends at the Sentinel
(formerly Governor) Hotel in downtown Portland. Taped for broadcast that evening by OPB
across Oregon and southwest Washington, live streamed from the Club's website, and telecast
on local cable channels, the Forum gives the club its widest and most frequent public exposure
and provides an opportunity for members to chat and break bread with one another and
expose the Club to prospective members up to 42 times a year.
The Friday Forum Committee chooses topics and participants, meeting twice monthly to
generate and vet ideas for future programs. Programs are chosen for their policy implications,
timeliness, and public interest-an important factor given that, while Friday Forum is not
viewed as a revenue generator by the club, ticket sales ($23 for members and $30 for
nonmembers) are expected to offset the costs of producing it. To ensure that price is not an
obstacle to participation low-cost coffee-and-tea service tables are available for members and
there is limited free seating for everyone.
Once the committee accepts an idea a member is designated to produce the program, a role
that has taken on added significance in recent years as a result of two interacting trends-the
Club's effort to expand membership and programming with special attention to a younger and
more diverse audience, highly laudable goals that have placed more responsibility of Friday
Forum producers. With more activities there is less time for staff to devote to aid in planning
and marketing forums, making volunteer producers the primary promoters of table sales and
general attendance.
21
This was a notable year that included an array of thoughtful and provocative programs, better
coordination with our OPB partners leading to higher broadcast ratings, new formats designed
to provoke more discussion, training for a group of designated moderators and a simplified
online registration process. Over the course of the year we also
• examined transportation with forums on funding for Portland street repair, the future of
regional public transit and innovative solutions under way elsewhere;
• explored such social issues as the threat of Islamophobia in Oregon, what it takes for
female executives to crash the glass ceiling, digital inclusion and tech equity, the
connection between hunger and educational success; and why a disproportionate
number of individuals of color are changed and jailed in Multnomah County;
• tackled health and environmental subjects like immunotherapy treatment for cancer,
how we talk about mental illness, the safety of transporting oil by rail through the
Columbia Gorge, the state's response to toxic metals detected in Portland's air;
• dwelt on the area's growing lack of affordable housing with two forums in the fall
defining the problem and one in the spring examining solutions proposed in a City Club
research report;
• heard from Governor Kate Brown, U.S. Senator Jeff Merkley, U. S, Rep, Kurt Schrader,
Metro chair Tom Hughes, Multnomah County Chair Deborah Kafoury, Portland Mayor
Charlie Hales and Port of Portland executive director Bill tNyatt;
• expanded what some saw as a narrow political focus of past years by hosting a national
expert on "compassionate conservatism" and devoting a forum to the views of three
young activists on the future of the Republican Party in Oregon;
• conducted debates between and among primary candidates for Oregon Governor and
Secretary of State, Portland Mayor and Oregon House District 43;
• focused on the arts with programs about the rent squeeze on arts groups, national
trends on innovative arts management, the state of Portland's economy and the art of
storytelling;
• heard varying views on whether Oregon overspends or undertaxes and how much social
media is impacting our state's politics;
• covered other issues like a club research report on the minimum wage, a rise in violence
in Portland, encore careers for retirees; Portland's growing role as a venue and subject
for television and film and the City Club's next century,
22
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Gathering for the governor's State of the State Address, April 2016
2015-16 Friday Forums
June 5, 2015 The Corporate Tax Illusion Retired Chief financial correspondent of
The New fork Times Floyd Norris and the
senior reporter for Marketplace's
Entrepreneurship Desk Mitchell Hartman.
June 12, 2015 State of the County Multnomah County Chair Deborah
Kafoury.
June 19, 2015 Trans(gender~ in the New Caroline Dessert of Immigration Equality;
Millennium Jayce Montgomery, transgender student
at George Fox University; Nico Quintana,
Policy Director at Basic Rights Oregon;
Stacey Rice, Co-Executive Director,
Operations & Programs at the Q Center;
Reid Vanderburgh, Retired
Therapist/Author. Moderated by Karol
Collymore, Executive Director at Equity
Foundation.
June 26, 2015 50th Anniversary of VISTA; Nancy Hales, First lady of Portland;
Can We Make Poverty Rachel Bristol, former CEO of the Oregon
History? Food Bank- and the National Director of
AmeriCorps VISTA; former White House
aide, Paul Monteiro; Velynn Brown,
23
Parent University Manager at the Black
Parent Initiative.
July 10, 2015 2015 Legislative Session: Speaker of the House Tina Kotek,
Reflections on Equity and interviewed by Jesse Beason, Director of
Opportunity Public Affairs at the Northwest Health
Foundation.
July 17, 2015 Guns & the Rose City: It Can Anneliese Davis, Oregon Chapter Lead,
Happen Here Moms Demand Action for Gun Sense in
America; State Representative Lew
Frederick; Robert Yuille, Gun Owners for
Responsible Ownership; Jake Weigler,
Consultant to the Oregon Alliance for Gun
Safety.
July 24, 2015 Trigger Warnings: A Roger Porter, Professor of English and
Dilemma in Higher Humanities at Reed College.
Education
July 31, 2015 Do We Have to Choose? Andrea Durbin, Executive Director of
Clean Air, Good Roads, Oregon Environmental Council; Tom
Smart Choices Kelly, CEO of Neil Kelly Inc and Chair of
the Portland Development Commission;
Kristen Leonard, Public Affairs Director at
the Port of Portland; Jefferson Smith,
Executive Director of XRAY.FM, former
State Representative and Founding
Director of the Oregon Bus Project.
September 4, 2015 Innovation as a Tool for Arts Norm Smith, Senior Fellow, M J Murdock
in Crisis Charitable Trust and former chair of the
Oregon Cultural Trust and Oregon Arts
Commission; Michael Kaiser, Chairman,
DeVos Institute of Arts Management,
September 11, Portland Streets; End the City Engineer Steve Townsen; DHM
2015 Funding Gridlock Research's Vice President and Political
Director John Horvick; City Club Street
Fee Research Committee Chair Jennifer
Rollins; The Oregonian's Jeff Mapes.
September 18, The Future of Public Transit Neil McFarlane, General Manager,
2015 in Portland TriMet; Linda Baker, Editor of Oregon
Business Magazine; Karmen Fore,
Transportation Policy Advisor to
Governor Brown; Vivian Satterfield,
Deputy Director, OPAL Environmental
Justice.
24
September 25, Greater Portland Grows Up Council President Tom Hughes; The
2015 Oregonian's Anna Griffin.
October 2, 2015 Portland's Housing Crisis Kurt Creager, the City of Portland,
Part 1: Is Portland Facing a Director of Housing; Martha McLennan,
"Renter State of Executive Director, NW Housing
Emergency?" Alternatives; Israel Bayer, Executive
Director, Street Roots; Eli Spevak,
Founder, Orange Splott.
October 9, 2015 Portland's Housing Crisis Bing Sheldon, retired chairman and
Part II -Creating the Future founder of SERA Architects as well as the
or Removing the Past? founding board member of Central City
Concern; Brandon Spencer-Hartle directs
statewide historic preservation advocacy
at Restore Oregon; Carrie Richter, owner
and land use attorney, Garvey Schubert
Barer's Portland Office.
October 16, 2015 Representative Kurt U.S. Representative Kurt Schrader,
Schrader Oregon's 5th congressional district.
October 23, 2015 Urban Transportation Sarah Mirk, writer and online editor, Bitch
innovation with David Media; former Metro president and
Bragdon current head of TransitCenter in New
York City, David Bragdon.
October 30, 2015 Oil by Rail in the Columbia Jared larrabee, General Manager,
River Gorge Vancouver Energy; Michael Lang, Friends
of the Columbia River Gorge,
Conservation Director.
November 6, 2015 Is Portland Special...When It Members of the business community who
Comes to Minimum Wage? favor and oppose the report as well as
the chair of City Club's Minimum Wage
Research Committee.
November 13, An Epidemic of Violence in City of Portland, Director of Youth
2015 Portland Violence Prevention, Antoinette Edwards;
.Erin Fairchild, Multnomah County's
Defending Childhood Initiative Program
Coordinator; Arthur Davis, Peer Support
Specialist and community activist;
Kimberely Dixon, mother whose son was
a victim of violence; and Michael
Alexander, former President of the Urban
league of Portland.
25
November 20, Do We Have a Story for Lawrence Howard, a founder of Portland
2015 You! The Art of Storytelling Story Theater; Gene Tagaban, aka "One
Crazy Raven," is a teller of stories; Chetter
Galloway, storyteller.
December 4, 2015 Emerging GOP Voices of John Davis, Republican State
Oregon Representative of Wilsonville, House
District 26; Julia Rabadi, Chair, Young
Republicans of Oregon; Ben West,
Political activist; Michelle Cole, Principal
and Research & Content Director for
Gallatin Public Affairs.
December 11, West Coast Mayors Portland Mayor, Charlie Hales; San
2015 Francisco Mayor, Ed Lee; Los Angeles
Mayor, Eric Garcetti; Eugene Mayor, Kitty
Piercy.
December 18, Encore! Retirement Careers Ken Harris, Portland Encore Fellow, Social
2015 Venture Partners; Derenda Schubert,
Executive Director, Bridge Meadows; Rick
Henderson, Business Unit Redevelopment
Manager, Intel; Marc Freedman, Founder
& CEO, Encore.org.
January S, 2016 The Threat of Islamophobia Kayse Jama, an original founder of Center
for Intercultural Organizing; Professor
Kambiz GhaneaBassiri, a nationally
recognized scholar in Islam in America
and the Middle East, Reed College; Homa
Miazad, lab Instructor at the Child
Development Center at Portland
Community College (PCC~; Wajdi Said,
President and co-founder of the Muslim
Educational Trust; Nadia Najim is a high
school senior.
January 15, 2016 Digital Inclusion and Tech Sam Blackman, CEO of Elemental
Diversity in Portland Technologies, TechTown; Pat McDonald,
Intel; Dwayne Johnson, Innovate Oregon;
Malia Spencer, Portland Business Journal;
Multnomah County Library District
Director, Valley Oehlke.
January 22, 2016 RAW - An Honest Dr. Chris Farentinos, Director of
Conversation about Mental Behavioral Health at legacy Health and
Illness spokesperson for the Unity Center for
Behavioral Health; Sheila Hamilton, News
Director and Co-host of the morning
26
news program at KINK-FM; Storm Large,
singer and author.
January 29, 2016. Compassionate Arthur Brooks is President of the
Conservatism American Enterprise Institute,
February 5, 2016 Does Oregon Overspend or Lane Shetterly, JD, private attorney in
Undertax? Dallas, former chair of the Oregon House
Revenue Committee; Peter Buckley, State
Representative from Ashland, Co-Chair of
the Ways and Means Committee; Nichole
Maher, MPH, President of the Northwest
Health Foundation.
February 12, 2016 Breaking Ground in Cancer Dr. Walter J. Urba, Director of Cancer
Research: A Conversation Research, Earle A, Chiles Research
with Dr. Walter Urba Institute at Providence Cancer Center;
Andy Dworkin, internal medicine resident
with Legacy Health System.
February 19, 2016 City Club's Next 100 Years- Walter Robinson, Policy Analyst and
Creating a Modern Club Constituent Relations Coordinator,
(including report vote) Multnomah County, Oregon; Nichole
Maher, President, Northwest Health
Foundation; Aliemah Bradley, Junior Class
President and Black Student Council
member and Jefferson High School, and
City Club Civic Scholar; Nova Newcomer,
Centennial report chair for City Club of
Portland and Executive Director of
Friends of Baseball.
February 26, 2016 Atop the Glass Ceiling - Erin Janssens, Portland Fire Chief; DJ
Women in Leadership Wilson, KGW President and General
Manager; Marissa Madrigal, Multnomah
County Chief Operating Officer and
former Multnomah County Chair; Jillian
Schoene, Executive Director of Emerge
Oregon.
March 4, 2016 Is Multnomah County's Commissioner Judy Shiprack; Erika
Criminal Justice System Preuitt, Adult Services Director of the
JUST? An in depth look at Multnomah County Department of
racial disparities in Portland Community Justice; Rod Underhill,
jails Multnomah County District Attorney;
lane Borg, Executive Director,
Metropolitan Public Defender Services,
Inc.; Judge Edward Jones; Assistant Chief
in charge of the new Community Services
Branch, Kevin Modica.
27
March 11, 2016 Game Changer? How Social Simon Tam, Marketing Director, Oregon
Media Influences Policy and Environmental Council; Amy Ruiz, Senior
Decides Elections in Oregon ~ Director of Public Policy and
Communications, Strategies 360's Oregon
office; Zach Hyder, Partner, Quinn
Thomas; Lindsay Berschauer, President
and Political Consultant, Leona Consulting
Co; Lisa Loving, Author, Reporter, Radio
Host.
March 18, 2016 State of the County Multnomah County Chair Deborah
Kafoury.
March 25, 2016 State of the City Portland Mayor Charlie Hales.
April 1, 2016 House District 43 Candidate Kalpana Krishnamurthy, Senior Policy
Forum Director, Forward Together; Tawna
Sanchez; Roberta Phillip-Robbins.
April 8, 2016 State of the State Oregon Governor Kate Brown,
April 15, 2016 Affordable Housing is Jesse Beason, Director of Public Affairs,
Within Reach, But it Won't Northwest Health Foundation; Andrea
Be Easy Pastor, Affordable Housing Research
Committee Member for City Club of
Portland; Katrina Holland, Deputy
. Director of the Community Alliance of
Tenants; Dr, Lisa Bates, Professor of
Urban Studies and Planning at Portland
State University; Chelsea Deloney, an
outspoken voice for renters with Portland
Tenants United.
April 22, 2016 Mayoral Candidate Debate Ben Cannon, education policy advisor to
the Governor; Jules Bailey, Ted Wheeler,
Sean Davis, Sarah Innarone.
April 29, 2016 Secretary of State Brad Avakian; Richard Devlin; Val Hoyle;
Candidate Debate Sid Leiken; Dennis Richardson; David
Sarasohn.
May 6, 2016 Republican Governor Bud Pierce; Allen Alley.
Candidate Debate
May 13, 2016 Something Toxic's in the Air Multnomah County, Chief Operating
Officer, Marissa Madrigal; Co-Founder,
Neighbors for Clean Air, Mary Peveto;
Vice President, Vigor Industrial, Alan
Sprott; Interim Director of the Oregon
Department of Environmental Quality,
Pete Shepherd.
28
May 20, 2016 Are the Arts Getting Kelley Roy, Founder and Owner, ADX and
Squeezed Out? Portland Made; Nick Fish, Portland City
Council; MaryKay West, Senior Vice
President, Colliers International;
Subashini Ganesan, Artistic Director of
Natya l.eela Academy and
Founderf Executive Director of New
Expressive UVorks; A.M. O'Malley,
Executive Director, Independent
Publishing Resource Center.
[back to table of contents]
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Speakers explore affordable housing in Portland
29
b. Issue Forums
Issue Forums range from large speeches to intimate gatherings, from expert panel discussions
to site tours, and from food and wine tastings to art and music outings. These forums take
place after-hours and are open City Club members and the public,
Each forum chooses the topics and speakers who present and co-sponsor, and seeks to offer a
diversity of perspectives.
a.
d ► ~~r,
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Issue Forum: Collaborative learning through Design Thinking: Considering Housing in
Portland-aerial view in City Club Commons.
30
Natural Resources & Sustainability Forum
Steve Holgate, Chair Arts, Culture, and Innovation Forum
Jason Reichow, Past Chair Matthew Landkamer, Chair
Kyle Gannon
Business Forum James Scechulte
David Robinson, Chair apart-year) Allison Tivnon
Bryson Davis, Chair (part-year)
Thubten Comerford Urban Design and Planning Forum
Daniel Sagalawicz Emma Brennan, Chair
Kyle Gannon Luke Arehart
Kate Bovarnick
Government and Public Policy Forum Jesse Cornett
Rayleen McMillan, Chair Matthew Keenen
James Ofsink, Past Chair Nonda Hanneman
Eileen Chase Josh Kitts
Taylor Cole Rachel Loskill
Diane Gumz James McGrath
Sara Love Keith Nelson
Luke Mattheis KatherineSelin
Eric Noll Claudia von Flotow
Joshua Rinaldi
Kyle Thomas Health and Public Safety Forum
Sarah Warnick Wynne Wakkila, Chair
Thomas Worth Chris 8acher
J. Robert Zoeller Danie! Capuia
Tom Dyke
Transportation Forum Ann Hill
Matthew Kerman, Chair Jane Meskill
Sam Metz
Education Forum lurelle Robbins
Eliza Erhardt-Eisen, Co-Chair Sheila Smith
John Hirsch, Co-Chair Xiao-Yue Han
Tiffani Penson, Co-Chair
Paui Anthony East Portland Forum
Michael Bergman Jo Ann Hardesty, Chair
Whitney Grubbs Ana Delerocio
Serena Stoudamire Jasmine Rucker
Doug Wells Kory Schultz
Carol Witherall
31
2015-16 Issue Forums
June 17, 2015 A Walk Through the History and Future of Forest Park
June 22, 2015 Film Screening-Sick Around the World
June 3, 2015 Reducing Sex Offense Recidivism
July 27, 2015 Universal Health Care: Why Oregon Won't Be First
August ~13, 2015 East Portland Represent!
August 20, 201S The State of Affordable Housing in East Portland
September 27, 2015 S.E. Portland Mural Ride
October 19, 2015 Health and Safety Issue Forum; Sex Trafficking in Portland
October 22, 2015 From Medicare to Obamacare
November 17, 2015 Health and Safety Issue Forum: Who's Your Boss? With. Brad Avakian
November 30, 2015 Health and Safety Issue Forum: Rescuing Kids with Dr. Cyndi Romine
and Steve Trujillo
December 15, 2015 Theater: PlayWrite
December 9, 2015 It's Complicated: The Relationship Status of lobbying in Oregon
January 11, 2016 Human Trafficking Legislative Update and Round Table
January 25, 2016 Will More Firearms Legislation Make Oregon Safer?
January 25, 2016 Has the Affordable Care Act Made Health Care More Affordable?
January 26, 2016 Candidates Forum for Arts & Culture
January 7, 2016 Crafting a Regional Water Policy
February 23, 2016 Caring for Victims and Survivors
February 5, 2016 Catalyst for Change: What Every Girl Should Know (Theater)
March 31, 2016 Collaborative learning through Design Thinking: Considering Housing
in Portland
March 7, 2016 Profit in Healthcare
April 1, 2016 East Portland Forum: Mayoral Candidates
April 18, 2016 Health & Public Safety Forum: Mayoral Candidates
April 27, 2016 With Little Power Comes Great Responsibility: The Role of the Mayor
in Portland
April 5, 2016 A Calling for Compassion
May 15, 2016 Arts Forum: Displacement and its Consequences
May 3, 2016 Multnomah County District 1 Candidates Forum
May 2016 How to Start and Manage a Charitable Nonprofit Organization
(back to table of contents]
32
c, New leaders Collective
The New Leaders Collective ~NLC, originally the New Leaders Council) promotes civic
engagement, education, and equity by fostering dialogue and collaboration among new leaders
in Portland, NLC is a group of active citizens who love this city and work to make it better by
creating opportunities for civic involvement that are informative, interactive, and fun. Through
our series of free for low-cost) events and mentorship program, the New Leaders Collective
helps connect our members with community leaders, elected officials, and opportunities to
participate in community discussions and direct service,
New leaders Collective Steering Committee
Nick Bender, Chair
Nyika Corbett
James Dillard
Julie Heade
Eli Wall
Morgan Gratz Weisner
Brian Wenzl
Dur signature events:
leadership Spotlights offer our community a chance to catch up, get informed, and benefit
from an exclusive Q&A session with a leader in our community. Past guests include
Portland's First Lady Nancy Hales, former mayor Sam Adams, Commissioner Dan Saltzman, '
Milagro Theater's Jose Garcia, NW Health Foundation's Nicole Maher, and more!
33
2015-16 NLC Events
June 1, 2015 Leadership Spotlight: Susan Anderson, Director, Portland Bureau
of Planning and Sustainability.
June 25, 2015 Leadership Spotlight: Mara Zapeda, co-founder of Switchboard.
August 3, 2015 Leadership Spotlight: Charles McGee, CEO and President of the
Black Parent Initiative (BPI).
October 6, 2015 Leadership Spotlight: Jarrett walker, PhD, international consultant
in public transit network design and policy.
November 3, 2015 leadership Spotlight: Patrick Quinton, Executive Director, Portland
Development Commission.
December 1, 2015 Leadership Spotlight: Prateek Dujari, product reliability engineer in
the Data Center Group at Intel Corporation.
February 2, 2016 Leadership Spotlight: Brian Forrester, CEO, BuddyUp.
March 1, 2016 Leadership Spotlight: Sarah Mirk, online editor for Bitch Media
and host of Bitch Media's feminist podcast Popaganda.
April 5, 2016 leadership Spotlight; Jillian Schoene, Executive Director, Emerge
Oregon.
May 3, 2016 Leadership Spotlight; Steve Hoyt-McBeth, program manager at the
Portland Bureau of Transportation (PBOT).
[back to table of contents]
34
d. Civic Drinks
Because bringing civic-minded people together is what we do. Civic Drinks is a mix of informal
conversation, connection, and cocktails, It's your opportunity to mingle with local leaders, City
Club members, and others involved or interested in civic issues. Each month we bring together
"special guests"-organizations and individuals focused around a particular issue and hundreds
of City Club members and guests,
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Members enjoy Civic Drinks in a Civic Workshop.
2015-16 Civic Drinks
June 9, 2015 Pride
June 30, 2015 ~ VISTA
September S, 2015 Inspiring Tomorrow's Leaders: Back to School Party!
October 13, 2015 leadership Programs
October 29, 2015 Domestic Violence Awareness Month
November 10, 2015 Food Security
January 26, 2016 Arts & Culture
February 9, 2016 love Portland Back! Membership Drive
February 17, 2016 Civic Smokes; The Business of Recreational Marijuana
April 12, 2016 Mayoral Candidates
May 10, 2016 Minimum Wage
[back to table of contents]
35
e. Civic Workshops
Civic Workshops teach City Club members and the community fundamental skills from
successful and engaged professionals. Workshops cover a broad range of skills, including
effective facilitation, lobbying elected officials, activating your community. Each is taught by
experts and is designed to build competencies for both budding and experienced professionals.
2015-16 Civic Workshops
June 3, 2015 Identifying the Right Michael Reyes Andrillon, Community
Grant for your Engagement Officer, Northwest Health
Organization Foundation; Theresa Deibele, Housing Portfolio
Director, Meyer Memorial Trust; and Lai-lani
Ovalles, Community Collaborations &
Investment Manager, United Way of the
Columbia-Willamette.
June 25, 2015 Use Brand Strategy to Alicia Nagel, Alicia Nagel Creative.
Get Noticed and
Communicate Smarter
July 22, 2015 Civic Workshops: Marissa Madrigal, C00, Multnomah County
Connecting With Local Board of Commissioners.
Government
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Alicia Nagel teaches brand strategy in a Civic Workshop.
36
f. Civic Scholars
The Civic Scholars program successfully concluded its second year. 88 Students from Jefferson
High School, Madison High School, Roosevelt High School, Parkrose High School, David Douglas
High School, and NAPA (Native American Youth & Family Center) participated in 18 Friday
Forums and Q&As with influential community and national leaders, including Oregon's
governor Kate Brown; Arthur Brooks, president of the American Enterprise institute, Sarah
Mirk, writer and online editor, Bitch Media; and Dr. Walter Urba, Director of Cancer Research,
at Providence Cancer Center. The program was ably led by AmeriCorps/VISTA volunteer
Amanda Shore.
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Civic Scholars from David Douglas High School with Kate Brown,
Oregon's governor.
37
7. MEMBERSHIP
Current membership at 5/31/16; 1,996
Members make an important civic investment in making Portland and Oregon a better place to
live, work, and play. Membership dues underwrite the bulk of the City Club's non-partisan
work to bring together civic-minded people to solve the problems we face.
Members of the City Club of Portland enjoy the following benefits and opportunities:
• Use your Friday Forum free tickets: No reservations required. Just show up and you enjoy
free general admission seating at any Friday Forum event. Or enjoy member-discounted
beverage and meal tickets, And, only City Club members like you can ask a question of the
speaker. View the schedule here.
• Save time with the Civic Reader; Because we know how difficult it is to keep up on the
issues, City Club members receive the Civic Reader by email, it is a monthly curation of
analysis and commentaries on civic and policy issues.
• Expand your network at Civic Drinks: Enjoy time for informal, face-to-face networking.
Catch up with old friends and meet new ones. Civic Drinks is held the first Tuesday of each
month at a different location. Each Civic Drinks event features a new set of special guests,
giving you a new group of people to meet each month!
• Plan ahead with the Civic Calendar: Feed your brain, vent your spleen, or both. In the
weekly Civic Calendar email, you receive invites to City Club events and a curation of the
other great local, nonpartisan civic events.
• Coordinate an Issue forum: Join with other City Club members and help lead a community
discussion or tour on a topic you are passionate about.
• Read the Member BuNetin; City Club's Member Bulletin email newsletter provides you
advanced information on City Club activities, exclusive notice ofinember-only events,
insider updates on research and advocacy, and links to publications and videos of speakers
you might have missed.
• learn as you serve: As a member, you have exclusive opportunities to serve on research
study or advocacy committees that seek solutions to the problems we face. Openings for
committees are posted in the Member Bulletin. Learn more here: research and advocac .
• Vote on what's best for the future of Portland/4regon: Since 1916, City Club has
completed over 1,000 nonpartisan research studies. As a member, you vote to approve or
reject draft Research Study Reports and recommendations. Visit our Research library here.
• Access the Member Directory; You have exclusive access to City Club of Portland's
Membership Directory.
[back to table of contents]
38
8. MEMBER RECOGNITION
With the help of hundreds of member/volunteers, City Club is able to accomplish the work of
an organization many times its size. This year five members were recognized for their
outstanding contributions to fulfilling City Club's mission.
City Club Award
Ernest Bonyhadi
For outstanding lifetime contributions to City Club and the community and for setting an
example of inspired citizenship.
A member of City Club continuously for over 60 years, Ernie's Club work over those many
decades includes serving on the Board of Governors in the 1950s, on a 1970 study committee
on management of the Zoo, and on a 1972 study committee recommending that personal use
of marijuana be decriminalized and regulated bythe state. (Some City Club recommendations
take a while to come to fruition.) In addition to his City Club work, Ernie served on the Board of
Trustees of Reed College for many years and chaired the Freedom of Speech and Press
Committee of the American Bar Association.
Member of the Year Award
Toni Tabora-Roberts
For outstanding overall contributions to City Club. Ahard-working member of the Friday Forum
Committee this year, Toni also served as a Civic Ambassador as part of the Civic Scholars
program and helped organize the art-in-the-office program at City Club Commons.
Research Award
Caroline Harris Crowne & Nicole Pexton
In recognition of extraordinary commitment to research and its role in civic engagement. While
on the Research Board, Caroline served as advisor to the research committees on juvenile sex
offenders and minimum wage. She previously chaired the research committee on partisanship
in the Oregon Legislature. Also on the Research Board, Nicole shepherded the Housing
Affordability report to completion with significant help with writing and editing, the Club might
not have been able to produce a report on this important current topic.
President's Award
Ted Kaye
For outstanding service during the Club year. In his role as co-chair of the Centennial
Committee Ted reached an agreement with the Oregon Historical Society to safely store and
curate the Club's document collection and spurred the study of past research reports to identify
the most influential. Upon the departure of the Club's finance director, Ted (as former
treasurer of the Club) volunteered full time in City Club's offices for several weeks to facilitate
thetransition.
Recognition of Outgoing President
Greg Macpherson
39
Centennial Committee: Leslie Johnson (board liaison) and Ted Kaye (co-chairs), Events: Jesse
Aerni, Eileen Chase, Spencer Ehrman, John Horvick, Steve Johnson, Marge Kafoury, Carla Kelley,
Melissa Magana, Rayleen McMillan, Paula-Marie Tucker, Sharon VanSickle Robbins, Melissa von
Borstel, Harriet Watson, Tom Worth, Leslie Zenner; History: Bruce Bishop, Roger Eiss, Fran
Storrs, Paddy Tillett, and Bob Weil.
Finance Committee: David Thompson (chair, board liaison), Ted Kaye, Cory L. Murphy-
Helmkamp, Katie Powell, and Robyn Williams.
Membership Committee: Spencer Ehrman and Eric Zimmerman (chairs), Amanda Davenport,
Beth Fitch, Robert Hesslink, Karen Kervin, Meagan Morrow, Elinor Preston, Colleen Shoemaker,
and Mari Watanabe (board liaison).
Nominating Committee:_John Horvick (chair), Kendall Clawson, Greg Macpherson, Nichole
Maher, and Steve Maser, Kourtney Nelson, and Sharon VanSickle-Robbins.
legacy Society Committee: Ted Kaye (chair), Jeanne Crouch, Pete Heuser, Eeslie Johnson, Greg
Macpherson, Pat McCormick, Su Midghall, Leslie Morehead, Fran Storrs, Kurt Wehbring, and
Don Williams.
Civic Scholars: Justin Ward (chair)
[back to table of contentsl
40
9. DONOR RECOGNITION
When City Club was founded in 1916, it worked to solve problems for the common good. Over
the last century, the City Club of Portland has grown and evolved to reflect the values and
temperament of the times, but it has never strayed from the member-driven model that has
enabled it to thrive for nearly 100 years.
Today, when a few powerful voices can dominate the political dialogue, more and more people
are depending on organizations like City Club for unbiased information and thoughtful debate.
As members we are responding by creating programs and conducting research on the truly
important issues in our community. We are convening people and organizations of divergent
beliefs to listen, learn, and lead in crafting creative solutions and advocating for their adoption.
To remain true to our values of independence, City Club has always been member-driven and
member supported. However, membership dues cover only 40% of our operating expenses. To
help support the rest, the Club relies on additional gifts from members.
a. Endowments
Established in 2008, the Research Endowment (at the Oregon Community Foundation)
currently holds over $559,000. Annual distributions at 4,5 percent directly support the Club's
research efforts. The initial funds were pledged and contributed by over 100 members and
friends in memory of Ogden Beeman, former Club president and champion of research, with a
substantial match from his family and a bequest by Andy linehan, former Club president.
The Lamb-Baldwin Foundation continued its generosity by making its sixth grant to the
Research Endowment.
Distributions from the Club's General Endowment (also at the Oregon Community Foundation},
which currently holds over $254,000, support the Club's general operations.
[back to table of contentsl
41
b. legacy Society
Generous individuals and couples who have included City Club of Portland in their estate plans
form the Legacy Society. They have made a commitment to the Club's long-term fiscal stability
by increasing its endowments over time.
It's easy to join the legacy Society. Provide for the City Club in your will or trust, or make the
Club a beneficiary of life insurance or a retirement account. Then simply complete and send in
the short enrollment form. You will be recognized in all future listings of the Legacy Society,
and you will help ensurethe Club's success in perpetuity.
Sam Adams Greg Macpherson
Don Barney Nicole June Maher
Ogden Beeman* Gus Mattersdorff*
Sharon Brabenac Pat McCormick
Jeanne C. Crouch Roger J. Meyer
Arthur Goldsmith* Su Midghall
Dan* and Rusty* Goldy ~ Leslie Morehead
Susan Hammer David Quisenberry
Alan Hart* Sharon VanSickle Robbins
Ned Hayes* Steve Rosenbaum
Nancy Heflin Steve Schell
Peter Heuser Chris Smith
William Holmer Julie* and Don* Sterling
John Horvick Frances J'. Storrs
Leslie S. Johnson Sue and Glyn Thomas
Ted Kaye Les Vulsteke
Carla Kelley Tamsen Wassel)
Susan Kelly Kurt Wehbring and Donna Dermond
Randal Kester* Bob Weil
Muriel and Sid* lezak Don and Janet Williams
Andy linehan* James Zehren
Ned look*
deceased)
[back to table of contentsl
42
c. 2015-2016 Leadership Circle
The Leadership Circle encompasses City Club supporters who are committed to ensuring that
the Club remain the leading Oregon institution engaging citizens in public issues. Members of
the leadership Circle invest in the Club's future with contributions of $1,000 or more per year.
We are grateful for the support of the Leadership Circle members listed below.
Visionary level - $3,500+
Adam & Gina Davis John Russell & Mary Fellows
Bill Dickey /Morel Ink Sharon VanSickle Robbins & Bill Robbins
Guiding Level - $2,500-$3,499
Peter & Wendy Fenner Tom & Chris Neilsen
Greg Macpherson Phil Walsh
Sustaining Level - $1,500- $2,499
Gun Denhart Sean Martin
Joel Godbey Kourtney Nelson
Susan i~ammer Meredith & Bill Savery
Walter Lander & KitTong Ng Robert Wolf
Supporting Level - $1,000-$1,499
Len & Betsy Bergstein Pat McCormick
Ernie Bonyhadi Rayleen McMillan
Barnes & Molly Ellis Milo E. Ormseth
Patricia Farrell & Bob Watkins Josephine & Peter Pope
Ted Gilbert Mary Martin Rosenberg
Edward Gronke Jon Schleuning
John Horvick Chris Smith & Staci Paley
Leslie S. Johnson Christine & David Vernier
Marge & Stephen Kafoury Don & Janet Williams
Ted & Debbie Kaye Bill Wyatt & Merri Souther Wyatt
Leslie Labbe
(back to table of contents
43
d. 2015-2016 Annua! Fund Donors
Benefactor $500-$999
Earl Blumenauer Mary Macpherson Peggy Anne
Earl Hines Alan Mela Thatcher-Aguilu
Carla Kelley Elana Pirtle-Gainey Carol Turner
Christopher Kent David Quisenberry Paul J. Utz
Korleen Kraft Georgia Schell Vera Vacek
Leland Larson Bing Sheldon
Kenneth Lewis Frances Storrs
Patron - $Z50-$499
Sam Adams Alice & Bob Frost Allison Tivnon
Paula Amato Joanne Jene Stephanie Vardavas
Ann Barkley Karen Kervin Harriet Watson
Lori Irish Bauman Juan Martinez John R. Wish
Peter Belluschi Rhidian Morgan Carol S, Witherell
Nancy Chapman James Ofsink Julie Young
Elaine & Arnold Cogan Mark Rarick Eric Zimmerman
Jeffrey Croxford Sue Thomas
Gerald D. Fox Paddy Tillett
Sponsor - $1~0-$Z49
Karalie Adams & Martha Dibblee James Mills
Stewart Buettner Spencer Dick Deanna & Wilfried
David Albertine Sho Dozono Mueller-Crispin
Kori Allen Ronald Ennis David Nemarnik
Ronald Atwood Marilyn Epstein Jack Newberry
John C. Beatty Paul Feltner Sel Nutor
Anne Berg LaToya Fick Jon Orloff
Heather Blahm Ryan C. Fox-Lee Stanley Penkin
Harold Brevig Caroline Harris Crowne Ben Petersen
Rob Brostoff Bill Harris Dan Rasay
Brian Campbell John Hotwick Ken Ray
Suzanne Carter Robert Huntington Carol Robinson
David G. Cassard Nina Johnson Jan Schaeffer
Cathy Chinn Steve Johnson Jean Scholtz
John Elwood Clark Heather Kmetz B.J. Seymour
Sonja L. Connor Mary Ella Kuster Donna Silverberg
Virginia Cornyn Antonio Lara Carl Snook
Elizabeth Cushwa Kathleen Larson Don Spiegel
Susan Dalessandro Andrea Meyer Leigh Stephenson-Kuhn
Lois L. Davis Roger J. Meyer Carol Stone
44
Milan Stoyanov Carol S. Wallace Andrew & Julie Wheeler
Paula Marie Tucker Don Wallinger Tom Whittaker
Drusilla van Hengel Mari Watanabe Howard Willey
Eunice Noell-Waggoner & Harold Weight Robert Wollmuth
Don Waggoner Robert Weil
Ted Wall Jim Westwood
Contributor - $1-$99
Roudabeh Akhavein Paul Finlay Dick Page
Gil Alvarez Elizabeth Friedenwald Susan Pearce
Pauline Anderson Michael Grainey Elsa Porter
Juanita Baker Christopher Greiveldinger Jill Rissi
Steven Baker Martha Hart Dan Saltzman
Florence Bancroft John Helm Carl Schnoor
Belinda Beresford Charles Hinkle Brenda Ray Scott
Cheryl Bittle Dennis Johnson Andy Sloop
Elise Bouneff Joanne Kahn Jane Smith
Betty Brislawn Steve Katz John Solters
Samuel Brooks Lee Kelly Carol Stout
David Brownell Judith Kliks Toni Tabora-Roberts
Steven Carter David C. Knowles Erica Thatcher
Jim & Mary Chase Matthew Koren Andrew Tweedie
Don Clark Jewel Lansing Megge Van Valkenburg
Naomi Cole Muriel D, Lezak Les Vuylsteke
Marilyn Couch Gary Lindberg Joella Werlin
Mary Cramer Arlene Loble Mary Kay West
Anneliese Davis Ellen Lowe Tuck Wilson
Joyce DeMonnin Ann Marcus Thomas Worth
Steve Dotterrer Mike Marshall Angela Wykoff
Courtni Dresser Steven Maser David Wynde
Spencer Ehrman Fred Miller Jackie Yerby
David Evans Leslie Morehead Pat Young
Marc Farrar Martha Morris
The challenges of compiling such lists can introduce unintended mistakes, which in no way
diminish the Club's gratitude for its members'support. The Club regrets any errors or omissions
and encourages contacting staff with any corrections.
[back to table of contents]
45
14. CORPORATE & FtJUNDATION SPONSORS
Friday Forum Fall 2015 Sponsors
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46
Friday Forum Springy 2016 Sponsors
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Friday Forum Event Sponsors
mist
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47
Research Sponsors
RESEARCH
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In-Kind Sponsors
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48
Centennial Sponsor Civic Scholars Sponsors
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Caring for studeots today, tornorro~+, together,'
Foundation Sponsors
Meyer Memorial Trust-for Membership Development
Collins Foundation-for Civic Scholars
Multnomah Bar Association-far Civic Awards
Newman's Own Foundation
Oregon Community Foundation-advised fund grants
jback to table of contents]
49
11. FINANCIAL REPORTS
Statement of Activities
For the years ended May 31, 2015 & 2016
2016 2015
Support and Revenue
Contributions & g~•ants $368,107 $360,448
Bequests & endowment gifts 5,000 -
Membership dues 202,219 236,957
Program service revenue 161,243 170,430
Investment income 3,879 720
Net realized & unrealized gains (43,944) 23,803
Other income 70 10,625
Total support and revenue $696,574 $802,982
Expenses
Program services $610,016 $521,964
Management & general 121,162 116,011
Fundraising 75,807 48,789
Total expenses $806,985 $686,764
Change in net assets $(110,411} $116,218
Net assets
Beguuling of year $1,168,580 $1,052,361
End of year $1,058,169 $1,168,580
Notes: The Club's operating results were a srcrplres of $51,149 in 2014-15 and a deficit
of $23,611 in 2015-16.
The Club seclves a full financial audit every four years, The 2014-15 fiscal year's
financial statements were audited by Kern & Thompson. Members may receive a copy
of those financial statements by contacting the Club offices,
50
Statement of Financial Position
May 31, 2015 & 2016
2016 2015
Assets
Cash & cash equivalents $261,828 $256,066
Accounts & grants receivable 29,587 10,905
Prepaid expenses & deposits in transit 9,738 8,410
Property & equipment, net 9,284 20,850
Investments (at market) .813,604 886,977
Total Assets $1,124,041 $1,183,208
Liabilities and Net Assets "
Liabilities:
Accounts payable $58,082 $11,799
Deferred revenue 5,255
Accruals 2,536 2,829
Total liabilities $65,873 $14,b28
1Vet assets:
Unrestricted-undesignated 146,444 181,621
Unrestricted-board designated 1,000 1,000
Temporarily restricted 195,455 275,690
Permanently restricted 715,269 710,269
" Total net assets $1,058,168 $1,168,580
" Total Liabilities and Net Assets $1,124,041 $1,183,208
51
Operating Results History 2009-206
2049.10 2014.11 2011.12 2012.13 2013.14 2014-15 2015-16
Jun'09 • May'10 Jun'10 • May'11 Jun'11 • May'12 Jun'12 • May'13 Jun'13 • May'14 Jun'14 • May'15 Jun'15 • May'16
REVENUES
Individual Contributions 97,755 82,408 97,015 93,053 98,836 96,024 121,335
Corporate Sponsorships 53,000 62,000 70,184 62,000 126,922 130,500 123,500
Foundation Grants 500 4,718 22,000 33,500 2,500
In•Kind Gifts 18,449 4,900 17,124
Membership Dues & Sur, 158,966 154,075 161,596 187,711 201,222 236,957 202,218
Program Revenue 89,458 103,948 139,926 129,227 141,593 162,930 168,643
Service Revenue 7,500 7,500
Special Events Revenue 16,110 6,652 2,612 5,274 8,949 538 60
Sterling Fund 4,563 4,335 5,487 4,852 4,963 5,107 5,149
Endowment Draw 20,007 27,987 32,316 34,549 35,868 37,157 38,309
Miscellaneous Income 14,465 14,806 6,731 221 31 504 70
454,824 456,211 515,863 521,606 66T 6,333 71 165 fi 67 098 8
EXPENSES
Personnel 226,291 228,017 258,602 253,515 • 300,528 302,739 298,719
Restricted Fund Offset (18,000)
Rent 61,641 63,010 53,702 46,227 46,998 47,920 48,666
Equipment Rent 7,570 10,838 8,570. 7,412 7,128 3,492 4,027
Telephone & Tech 3,684 3,921 4,049 4,830 4,402 25,509 19,334
Insurance 7,448 5,605 4,709 4,847 3,809 5,020 4,366
PrintinglCopying 2,683 3,875 1,988 4,002 12,743 17,515 18,849
Postage 3,187 2,403 2,763 2,317 2,113 2,547 7,200
Professional Services 23,385 31,487 32,360 20,816 14,126 21,527 90,023
Broadcast Fees+Sound 13,400 12,802 20,146 21,102 20,273 21,952 22,527
Luncheons 75,551 84,600 86,121 89,704 142,488 115,055 135,090
Special Events 2,401 213 8,851 2,342 6,308 2,083
Marketing, FR, & Sponsor 21,042 19,938 17,376
Grant Expenses 2,154 26,000
In•Kind Offsets 18,449 4,900 17,124
Bank FeeslFin. Charges 12,866 14,662 16,138 16,633 16,068 18,699 18,941
Supplies & Misc. 3,702 1,756 4,217 4,150 6,487 7,172 6,875
Other (15 accounts) 10,667 7,026 8,419 9,210 8,311 18,174 9,320
454,476 470,002 501,997 493,615 58~ 66T 4,467 702 519
NET -Surplusl(Deficit) 347 13,790 13,866 27,992 76,913 51,149 23,611
These amounts exclude gains/losses on investments, gifts and bequests to endowments,
depreciation, and receipts/releases of restricted funds, and adjust for endowment distributions.
Major restricted fund revenues in 2014 and 2015 were $100,000 and $98,500; releases were
$17,466 and $100,362,)
52
ENDOWMENT FUNDS SUMMARY
General Research
Endowment Endowment
May 31, 2013 $262,827 $567,348
Additions 1,000 7,250
Distributions (11,289) (24,579}
Gainl(Loss}IExpenses 30,372 65,582
May 31, 2014 $282,910 $615,601
Additions 0 1,100
Distributions (11,846) (25,311)
Gain/(Loss)IExpenses 7,710 16,813
May 31, 2015 $278,774 $608,203
Additions 0 5,000
Distributions (12,051) (26,258)
Gainl(Loss)lExpenses (12,669) (27,395)
May 31, 2016 $254,054 $559,550
The Club's endowments are held by the Oregon Community Foundation (OCF)
in its main long-term investment pool. The Club is also the beneficiary of two
designated funds at OCF (Don Sterling and Goldy Family, not shown here.
Annual distributions from the endowments support the Club's operating budget and, in
the case of the Research Endowment, the Club's research function within the
operating budget.
Currently the distribution rate set by OCF is 4.5% of the average endowment balance
over the previous 13 quarters, adjusted for additions,
[back to table of contentsl
53
12. STAFF, INTERNS, AND VOLUNTEERS
Staff
The Club is grateful for the staff support from employees and interns during another year of .
many transitions.
Mike Marshall, Executive Director
Heather Ohta, Membership Coordinator
Elizabeth Williams, Membership Coordinator
Rachel Loskill, Program & Communications Director
K.J. Lewis, Interim Program & Communications Director
Suzi Clark, Program & Communications Director
Greg Wallinger, Research & Advocacy Director, Interim Program & Communications Director
Chris Trejbal, Interim Research & Advocacy Director
Ernest Stephens, Business Manager
Amy Wheeler, Business Manager
Karen Tang, Interim Business Manager
Amanda Shore, AmeriCorps VISTA Civic Scholars Coordinator
Civic Associates; Coline Benson, Katie Carlson, Garrison Cox, Taylor Holland, Jack Lammers,
Vincent Singer, Elizabeth Williams
Volunteers
Civic Ambassadors: Amy Adams, Jessica Arzate, Kate Blazer, Jim Cox, Lauren Fox, Cheryl
Franceschi, Tony Kullen, Stephan Lindner, Meagan Morrow, Ron Silver, Toni Tabora-Roberts,
Brandi Tuck, Justin Ward, Robyn 1illiams
Office Volunteer; Andy Asher
Friday Forum Volunteers/Greeters:
Rob Brostoff Muriel Lezak Chris Trejbal
Spencer Ehrman Sharon Paget Wynne Wakkila
Ted Kaye Ben Petersen Don Wallinger
Mary Ella Kuster Walter Robinson Rick York
iai~-ime
Iback to table of contents1
54
Case Study Title: Marana Citizens' Forum ~
Case Study Category: Communications ~ ~ ~
I MAC. . A
jurisdiction name: Town of Marana ~
jurisdiction population; 34,9b1(2010Census data)
City Manager: Gilbert Davidson
Consideration for an Innovation Award; yes
Consideration for Rapid Fire session; yes
Project Leader: Amanda Jones, Management Assistant, Town Manager's office
Contact information: ~onesCmarana.com, 520-382-2670,11555 west Civic Center Drive Marana,
AZ 85b53
Purpose:
In 2006, the Town Council formed five Citizen Advisory Commissions (CACs~ via formal
resolution. These five commissions evolved over the past six years into the Police, Parks and
Recreation, Utilities, Business and Economic Development, and Affordable Housing Citizen
Advisory Commissions. These commissions consisted of members from throughout the
communty and each was assigned a staff member to act as a liaison. The CACs relied heavily
on Town staff to agendize their meetings, prepare all discussion materials, and provide detailed
updates. The CACs focused on specific topics with a community perspective. As Marana grew,
issues throughout the Town became more complex and required a more interconnected and
multi-disciplinary approach. This led to the creation of the Marana Citizens' Forum,
There were months of preparation leading up to the first Forum session held in Fall 2012. Staff
worked on the initial framework, and presented the idea to Department Heads for input. To
make the program viable, it was vital to garner buy-in from the CAC members. Staff attended
the regularly scheduled meetings of the CACs to present the idea to them, and then met with all
the Commissioners together for a final overview and solicitation of feedback, They provided
valuable insight regarding the functionality, as well as what they would like to see included in
the new concept. To further test the concept, the Town held atrial-run of the process using staff.
Finally, in November 2011, Town Council acted to suspend the CACs and institute the Marana
Citizens' Forum as an outlet for civic engagement and a conduit f or community input and idea
sharing.
Structure:
Each Forum session is a series of f our meetings; Orientation, Introduction, Data Presentation,
and Panel Discussion meetings, Initially, the Marana Citizens' Forum was a series of three
meetings held over a two month period, culminating in a presentation to the Town Council on
the recommendations. Over the past two years this process has expanded and now includes an
Orientation meeting held at the beginning of each session to introduce the Delegates to each
other, the process, and allow them to choose from three potential topics, the topic for the Forum
session.
The Introduction meeting allows the Delegates to begin a high level discussion of the chosen
topic and also provides an opportunity for them to request any data points that could help set
the context for their discussion and, eventually, recommendations.This data is gathered and
presented at the Data Presentation meeting, traditionally by Town staff. The Delegates are
presented with guiding questions during the Panel Discussion meeting, based on the discussion
over the past meetings, and are tasked with creating tangible recommendations to present to the
Town Council. All three of these meetings are facilitated by a trained Facilitator and the
Introduction and Panel Discussion meetings are xecorded by a trained Recorder, Both of these
positions are vital to keeping the group on task as well as culminating the discussion to a
consensus statement.
The Forum Delegates are made up of members from all across the communuty. Some of the
Commissioners decided to continue as Delegates, but most of the Delegates come from
additional sources. There axe appointees from the Town Council, community partners {Marana
Unified School District, Marana Health Center, Northwest Fire District, Marana Chamber of
Commerce, Call'ortland), and an at large application process. These diverse Delegates create a
vibrant and energetic conversation and generate smart and thoughtful recommendations. The
only costs associated with the Marana Citizens' Forum are minimal staff time and the trained
Facilitator. The savings are primarily Town-wide staff time since this program creates a
streamlined and direct approach tomulti-disciplinary problems.
We have held three Forum sessions since Fall 2012 and each one has proven better than the last.
The recommendations from each of the sessions have started fo be implemented by Town staff
including, a community newsletter and a beautification task force. The Delegates have also
taken the lead on implementing some of their recommendations by developing a community
survey and an implementation plan for completion,
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I # • Description of program
• History
• Resolution
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• Upcoming dates
~ • Facilitator bio
• list of delegates
I Section 3:
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• Topic background reports
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Descri~tion.,of ,Pia.bra,m
Established by resolution in 2011, the Marana Citizens' Forum is a new model
for engaging residents and business owners in the Town, The Forum is made f ~
up of delegates from the community who bring their unique viewpoint and
experience to the discussion to help develop recommendations for broad ~ j
Town-wide issues.
I ~
Each Forum session is made up of four meetings, The Orientation Meeting ~ ,
{February 20) will introduce the delegate to the structure of program and the ~ ~
other delegates, and will conclude with a vote on which of three topics will
be discussed for the duration of the session, During Meeting 1 {February 27)
delegates will meet in break-out groups and begin broad discussion of the
e aces will be able to re uest ~ ' G
topic chosen. At the end of this meeting, del g q t ,
s ecific oints from staff for Meetin 2. Durin Meetin 2 March 13 , dele aces
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wiN be able to ask questions of Town staff who prepared data to provide ~ {
additional context for the selected topic, Finally, Meeting 3 (April 3) will be
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.the panel discussion. Delegates will be presented with questions to help guide
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them to develop strong recommendations to be made to Council. Also at ~ ~
Meetin 3, the dele aces will choose four people to make up the Reporting ~
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Group which will work with staff to prepare the presentation to Council.
Histor : ~ ~
In 2011, the Town Council approved the creation of the Marana Citizens' i I
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Forum. Since then there have been three sessions on the topics of "community
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and civic engagement," "how to manage our local resources," and "north f _
Marana growth." All three sessions generated tangible recommendations, ~ ~
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many of which have been implemented by Town staff,.
The Spring 2013 session brought changes to the structure to the Forum adding I
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a valuable orientation meeting and allowing the Delegates to choose from
three to ics which they wanted to discuss, The Winter 2014 session wilt continue
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these structural changes, f ~
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~ Forum Town Events
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February 27 -Meeting 1 March 8 -Founders' Day
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i ~ March 13 -Meeting 2 April 5 - Marana Main Street Festival
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April 3 -Meeting 3 April 18 - State of the Town
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e es PhID. established Consensus Mediation Services in 1995 to
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assist groups involved in land use, natural resource and environmental issues.
f S ecific services include tannin for public involvement, meeting facilitation,
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dispute mediation and objective fact finding.
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} Drl Keyes has over 30 years' experience in the environmental consulting
and dispute resolution fields) He holds a variety of scientific degrees and
i has obtained formal training in facilitation and mediation) He was a Senior
Program Manager at the Institute for Environmental Conflict Resolution, a
i federal program residing in the Udall Foundation in Tucson) He has served
r on several advisory committees to local governments where he frequently
_ _ ~ ~ ' 'litatorl
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List of Delegates:
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~ Jerry Burger Marcia Jakab Jim Shaw
j ~ Carolyn Dumler Linda Lammers Agnes Seidler
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Doug Emans Janet McLay Jeff Voss
~ , i Stacy Gowler Dale Moe Mary Underwood
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To,~ic.,back~rou,nd , reports:
Emergency Management -The Town has an Emergency Operations Plan
adopted in 2012 and includes directives should the Town experience a
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disaster, This includes evacuation and shelter in place plans for the community.
The Delegates are asked to provide recommendations onadditions to this
plan.
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' - ndations from the Fali
Marketing, branding, and tourrsm One of the recomme ,
2012 Forum was for the Town to expand its marketing and branding efforts, As
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part of the Town's overall communication effort, the Town employed a graphic
designer, and a graphic standards manual was created. The Town is also in the #
earl stages of developing a Destination Marketing Organization to promote
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the Town and the amenities it has to offer, Further, the Town is undergoing a 1 ~
ndin effort develo in anew cam ai n to attract people to the Town. ~ ~
rebra g p g p g
The Delegates are asked to provide recommendations onthe process and r
any additional marketing ideas they might have. ~ ~
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Educational opportunities -The survey of topics reflected several comments
regarding expanding educational opportunities in the Town, Anything done
by the Town would, of course, include collaboration with the Marana Unified
ations on how
School Distract, The Delegates are asked to prepare recommend ~ ~
to expand the opportunities for educational institutions to come to the Town in
conjunction with other entities, ~ ~
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EXHIBIT A TO MARANA RES`OL UTION N0, 2013-019
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1OWN.OF MARANA
Marana Citizens' Forum
Introduction
The Marana Citizens' Forum is created as a special committee of the Town of i
Marana. The Forum is an innovative method for increasing citizen engagement
and. fostering community participation in Town functions and activities in an
effective and sustainable manner.
Powers
The Marana Citizens' Forum is vested with the power to discuss, develop and
recommend to the Town Council feasible action plans and solutions that are
aligned with the Town's Strategic Plan regarding Town-wide, multi-disciplinary
issues.
Purpose
The purpose of the Marana Citizens' Forum is as follows:
• Increase citizen engagement
• Advise the Council by developing and recommending action plans on
issues of importance
• Tie ideas and action plans to the Strategic Plan
• Establish a positive feedback loop between the Forum delegates and the
Council
Number and Qualifications of Delegates
The Marana Citizens' Forum will have no less than 15 and no more than 25
delegates at any one t1me, with the optimal number being 20 delegates. These
delegates will come from various backgrounds and experiences and maybe:
• Marana residents or business owners; or
{00033146.DOC / 3}
Regular Council Meeting -March 5, 2013 -Page 49 of 276
EXHIBIT A TO MARANA RESOLUTIONIVO.2013-019
• Appointees of the Town's regional partners: the Marana Unified School
District (~,~IUSD}, the Northwest Fire District (NWFD}, the Marana Health
Center (MHC}, and the Marana Chamber of Commerce (these appointees
may be Marana residents or business owners, but are not required to be);
or
• Other experts from the greater Marana area
At least 51 % of the membership of the Forum at any one time must be made up
of Marana residents and business owners,
Delegate Terms of Office
Each Marana Citizens' Forum delegate shall serve for four consecutive Forum
sessions and is subject to reappointment as set f orth herein.
Appointment, Reappointment and Removal of Delegates
The Town's regional partners, MUSD, NWFD, MHC, and the Marana Chamber
of Commerce may each appoint one delegate to the Forum. Additionally, each
Town of Marana Councilmember may appoint one delegate to the Forum.
These regional partner and Councilmember appointees do not require
consideration and approval by the full Town Council.
To reach the optimal goal of 20 delegates, the. Town will then initiate an at-large
appointment process open to the public, The procedures provided in
Section 2-6-2 of the Marana Town Code will be followed for this at-large process.
When a Forum delegate's term of office expires, the delegate will either be
reappointed by the Town or the Town will seek a new appointment from the
entity or Councilmember that appointed the delegate whose term is expiring or
will hold another at-large appointment process for those seats originally filled by
this process. rn determining whether a delegate will be reappointed or a new
appointment will be sought, the Town will consider the dual goals of
maintaining consistency and institutional knowledge, while also gaining new
insights and ideas on the issues of importance to the Town of Marana,
If a Forum delegate resigns or is removed, the Town will seek a new
appointment from the entity or Councilmember that appointed the
resigning/removed delegate, or will hold another at-large appointment process
for those seats originally filled by this process.
{00033146.DOC / 3} 2
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EXHIBIT A TO MARANA RESOL UTION N0.2013-019
If necessary, an at-large appointment. process in accordance with Section 2-6-2 of
the Marana Town Code may be conducted in order to fill any vacancy.
Removal of Marana Citizens' Forum delegates shall be in accordance with
Section 2-6-2(G) of the Marana Town Code, except for removal of delegates due
to poor attendance at Fo~~um meetings. Forum delegates who are absent without
prior excuse from one or moxe meetings during a Forum session shall be
considered to have resigned and the Town shall not be required to take any
further action to remove the delegate from the Forum membership.
Former CAC Members
For the initial creation of the Forum, the then-current members of the Affordable
Housing, Business and Economic Development, Parks and Recreation, Police and
Utilities Citizen Advisory Commissions (CAC were invited to participate and
those CAC members who accepted the invitation were appointed to the Forum.
If those former CAC members leave the Forum due to the expiration of their
initial term, resignation, or removal, their replacement will be selected via the
at-large appointment process set forth in Section 2-6-2 of the Marana Town Code,
Marana Citizens' Forum Process .
Foil-cta2 Sessions
Town staff will determine the number of Forum sessions that will take place in
any given calendar year, but generally it will range from two to four sessions per
year. Each Forum session will encompass four meetings of the full membership
as described herein and will take approximately 32 weeks to complete,
Topic Selection
Potential Forum session topics may be submitted by Forum delegates,
Councilmembers, and Town staff . All submissions will be placed into a topic
pool and, prior to the orientation meeting discussed below, Town staff will select
three topics from the pool for consideration by the Forum. Staff will then present
the three potential session topics to the Marana Town Council. If approved by
the Council, Town staff will prepare a brief background report for each of the
three potential session topics to provide context for the topics, and the topics and
background reports will be presented to the Forum at the orientation meeting.
A topic will be selected by a vote of the Forum. Topics not selected will be
returned to the topic pool, if applicable.
{00033146.DOC 13} 3
Regular Council Meeting -March 5, 2013 -Page 51 of 276
EXHIBIT A TO MARANA RESOLUTIONNO.2013-0.19
O~~ientation Meeting
An orientation meeting will take place before the Phase 1 meeting of each Forum
session. During the orientation meeting, Forum delegates will be introduced or
re-introduced to the Forum process. Additionally, Forum delegates will be
provided with background information and written materials regarding the
Town. Forum delegates will also be provided with expectations regarding
attendance at Forum meetings and guidelines for meetings, and will be asked to
sign a pledge committing to the Forum process.
Forum delegates will then be presented with the three potential session topics
and background reports discussed above. Delegates will engage in full
discussion of the potential topics and will then select the topic for the Forum
session via a majority vote of the delegates present at the orientation meeting.
Phase 1-Naming tlZe Issices
The Phase 1 meeting will consist of an introduction to the topic selected for the
Forum session, followed by a high-level discussion identifying and naming, the
various issues associated with the topic.
At the. end of the first meeting, the Forum may request quantitative data
regarding the agenda issues from Town of Maxana staff. This data is meant to
provide background and support for the delegates' decision-making and should
be data that is readily accessible.
Phase 2 - FYalning the Issues
In this phase, the full Forum will meet and Town staff will present any
previously requested data. Staff will be available to answer questions from
Forum. delegates.
If the Forum delegates choose to do so, they may form subgroups to focus on a
specific portion of the issues under discussion. These meetings would be
independent from the Forum process meetings.
Once the data is presented, the Forum delegates shall finalize the issues fox
discussion and deliberation in Phase 3, based on the direction previously
provided in the background report. Town staff and the facilitator chosen for the
public deliberation phase of the Forum process will develop strong guiding
questions to lead the Forum delegates though the Phase 3 discussion.
{00033146,DOC ! 3} 4 '
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E~IIBIT A TO MARANA .RE,SOL UTIONNO.2013-019
Phase 3 - Picblic Deliberation
The Phase 3 Public Deliberation meeting will be facilitated by a trained facilitator
and will be recorded by a trained scribe. The facilitator is vital to this process by
keeping the Forum discussion on topic and encouraging participation and
commitment in suggested projects. The scribe will summarize and synthesize the
opinions of the Forum delegates on the issues at hand and create a consensus
statement from these opinions.
Forum delegates will discuss the identified issues with the collected and
presented data. The Marana Citizens' Forum is tasked with developing specific,
detailed action plans to present to the 11/larana Town Council. The plans and
projects that are discussed within this meeting should be feasible and aligned
with the Town's Strategic Plan. Forum delegates are asked to commit to
implement their chosen action plans.
The goal ,of the process is to reach consensus regarding the action plans and
projects to be presented to the Town Council. Consensus does not mean
unanimity in this context, but general agreement among the Forum delegates.
Generally, consensus is reached when no one wants to add anything and no one
objects strongly to the wording of the consensus statement drafted by the scribe
and. read back to the Forum delegates.
At the conclusion of this meeting, the Forum delegates will elect from their
membership a Presentation Group who will present the Forum
recommendations to Council. The Presentation Group wi11 work with Town staff
to develop a formal presentation to the Town Council regarding the Forum's
findings and recommended action plans. The Town Council will then determine
the next steps.
Phase 4 -Civic Learning
After the Council presentation, the Forum delegates will be asked to take part in
an online survey prepared by Town staff to review the process, as well as the
outcomes of any completed action plans. This survey process will act as a
debriefing for Forum delegates and as a time for reflection regarding the overall
effectiveness of the Forum process.
Ad Hoc Advisory Review Meetings
In addition to the formal Marana Citizens' Forum Process described above, from
time to time the Town may utilize the Forum as an ad hoc advisory review
committee f or various Town issues and concerns. In such instances, Town staff
{00033t46.DOC 13} 5
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E.~rHIBIT A TO MARANA RESOL UTIOIV N0.2013-019
may convene the Forum fora "lighting round" in which the Forum process will
be condensed to one meeting for review, discussion and recommendations on the
issue or issues as presented by Town staff. As with all meetings of the Forum,
these ad hoc advisory review meetings shall be held in compliance with the
Arizona open meeting law.
{00033146, DOC ! 3 } 6
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OUTj ~ 'ABCJUT~- - . , ,
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Guidelines for discussion:
#
~ } • The Facilitator reads one question at a time to facilitate discussion,
. ~
a ~ • It is important to stick to the question afi hand.
I i • The Forum strives for consensus (votes are taken where necessary),
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• Consensus is reached when no one wants to add anything, and no one
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strongly objects to the recommendation offered,
• The recorder's role is to capture the consensus comments, read back
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~ consensus statements, and make edits with the delegates,
Viewpoints of all delegates are considered equally valuable,
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i • Discussions are encouraged to be robust while maintaining a respect for
` different view points, Delegates are allowed to criticize concepts -not
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• Observers may attend session, but cannot participate or contribute to the
discussion.
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I • The process is as valuable as the recommendations,
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By signing below,
agree that quality discussion can only occur with regular participation.
I agree to provide 24-hour notice if I' m unable to attend one of the four
meetings of the Session.
Missing more than 50% of the Forum Session will result in my removal from
the Marana Citizens' Forum.
Printed Name:
Signature:
Date,
a
CUT . ~ °AB~UT , , ~~K
IN MARANA `
Council~Mana er Form of Government:
~ ~ The International City/County Managers Association defines the council-
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~~r ~ g g g g p P
mana er form of overnment as "combinin the stron olitical leadershi
of elected officials with the strong managerial experience of an appointed
~ manager or administrator. All power and authority to set policy rests with
~ the elected governing body, which includes a mayor or chairperson and
members of the council, commissions, or board. The governing body in
! 3 .
turn hires a nonpartisan manager who has very broad authority to run the
i
_ s organization."
3
This means that the city or town manager takes the policies determined by
~ the council and implements them. In the private sector this would be similar to
the Board of Directors and the CEO hired to manage the day to day activities.
~ A professional manager is hired to handle the operational tasks of the city or
town, Most cities and towns in Arizona operate under this form of government.
s Town information:
i~
The area that would become Marana has a rich history. There has been
t
E human occupation in the area beginning 4,200 years ago along the Santa
+ Cruz River when the Hohokam people developed an elaborate irrigation
- s stem usin water to lant and row cro s along the river banks. Father Kino,
~ ~ Y g p g p
~ Juan Bautista de Anza and Spanish Conquistadors all passed through the
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' I Marana area. The area greatly expanded with the discovery ofhigh-grade
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copper ore in the Silverbell Mountains.
' p The first identification of Marana as a specific place came in 1890 when the
Southern Pacific Railroad came through the area. Marana got its name from
j j
I ~ the railroad workers who had to hack their way through dense brush during
I ~
s construction. Marana means a bungle, thicket or tangle. It wasn t until after
.r-~~ ~ j World War 1 that Marana became a primarily agricultural center producing
I cotton, wheat, barley, alfalfa, and pecans.
~ During World War ll, Marana had an airfield that was the largest pilot-training
! fi center with close to 10,000 fliers. Additionally, Titan missile sites were later
j ~ ~ located in Southern Arizona as part of complex ballistic missile installations.
t
In March 1977, Marana incorporated with ten square miles and 1,500 residents.
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i ` ~ The Town is now more than 120 square miles including an 17-mile stretch of
~ i ~
Interstate 10 frontage and several commercial and residential areas. There are
1 r sidents business
~ I eighteen departments and divisions to provide service to e ,
1 ~ owners and visitors to Marana. Please visit our Facebook page, tweet us
QTownofMarana, and follow our blog at www.marana365.com.
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Contact information for Amanda:
Amanda Jones, Management Assistant
ajones@marana.com 520-382-2670
1 l 555 West Civic Center Drive Marana, AZ 85653 „y i..J~
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Boards, Commissions, and Committees ~ N ~ r` y N ~ oo N O Q M ~ N 3 ~ ° N
ao ~o °o mo =o ~0 3o Zo No
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Accessibility Adisory Committee X
Airport Commission X X X
Audit Commission X X X X
Band Board X
Bee City USA X
Bicycle & Pedestrian Advisory Committee X X
Building Appeals Board X
Cemetery Commission X
Citizen Involvement Committee X
Citizens' Budget Committee X X X X X X X X X
City Hall Advisory ad hoc Committee X
Community Plan Oversight Committee X
Conservation Commission (Sustainability) X X
Development Review Commission/ Board X X
Economic Development Commission X X
Finance Committee X
Forest Lands Commission X
General Fund Grant Subcommittee X
Historic Commission X X X X
Housing and Human Services Commission X X X
Kellogg "Good Neighbor" Committee X
Landmarks Commission! Design & Landmarks Comm. X X X
Library Board X X X X X
Master Plan Update Advisory Committee X
Multicultural Commission X
Parking Commission/ Committee X X X X*
Parks and Recreation Commission X X X X X X X X
Planning and Zoning Hearings Board X
Planning Commission X X X X X X X X X
Police Advisory Committee! Public Safety Advisory X X
Public Arts Commission X X X X X X
Public Works Commission X
Redevelopment Agency X
Riverfront Taskforce X
SDC Advisory Committee X
Senior Board! 50+/ 60+ Advisory Committee X X X X
Septic and Sewer Advisory Committee X
Sister City Committee X
Site Plan and Architectural Commission X
Traffic Coordinating Committee X
Transportation Commission X X X X X
Tree Commission X X
Unified Appeals Board X
Urban Renewal Committee X X X
Utilities Commission/ Utility Advisory Board X X
Vision 2040 Advisory Committee X
Visitors & Convention Commission! Tourism Committee X X X X
Water Commission/ Committee X X X
Water Conservation Site Development Committee X
Wayfinding Committee X
Wildfire Mitigation Commission X
Youth Advisory Commission X X X
Total # 20 22 8 10 15 12 11 16 8
* Newport has three parking committees, based on districts (Bayfront, City Center, Nye Beach), plus one Parking
Study Advisory Committee
Ashland Chapter 2.10 UNIFORM POLICIES AND OPERATING PROCEDURES FOR Page 1 of 26
ADVISORY COMMISSIONS AND BOARDS
Chapter 2.10
UNIFORM POLICIES AND OPERATING PROCEDURES FOR ADVISORY COMMISSIONS AND BOARDS
Sections:
2.10.005 Purpose
2.10.010 Created or Established
2.10.015 Appointment
2.10.020 Terms. Term Limits and Vacancies
2.10.025 Meetings and Attendance
2,10.030 Removal
2.10.035 Public Meeting Law
2.10.040 Quorum and Effect of Lack Thereof
2.10.045 Council Liaison
2.10.050 Election of Officers, Secretary, and Subcommittees
2.10.055 Role of Staff
2.10.060 Agendas and Minutes
2.10.065 Goals
2.10.070 Rules and Regulations
2.10.080 Code of Ethics
2.10.090 Council as Final Decision Maker
2,10.095 Gifts
2.10,100 Budget, Compensation and Expenses
2.10.105 Reports
2.10.110 Lobbying and Representing the City
2.10.005 Purpose
Advisory commissions and boards (advisory bodies) require uniform rules, policies and operating
procedures to assure maximum productivity and fairness for members and the public. Except where
otherwise provided in this Code, the following policies and procedures govern all the City's commissions
and boards, as well as ad hoc entities. Nothing herein removes the requirement for compliance with more
specific regulations and guidelines set forth by state statute, administrative rule, ordinance, or resolution
specific to the advisory body. These rules do not apply to the elected Parks and Recreation Commission.
(Ord. 3003, added, 02/1812010; Ord. 3100, 2014)
2.10.010 Created or Established
See individual Commission or Board Code Chapters codified between AMC 2.11 and AMC 2.25. (Ord. 3003,
added, 02/18/2010)
2.10.015 Appointment
See AMC 2.04.090.C. (Ord. 3003, added, 02/1812010)
2.10.020 Terms, Term Limits and Vacancies
All successors to original members of an advisory commission or board, shall have a three (3) year term,
except as otherwise provided in the appointment order and except for certain members of the Municipal
Ashland Chapter 2.10 UNIFORM POLICIES AND OPERATING PROCEDURES FOR Page 2 of 26
ADVISORY COMMISSIONS AND BOARDS
Audit Commission, as provided in AMC 2.11.015. Notwithstanding the three year limitation, Planning
Commissioners shall serve for terms of .four (4) years with terms expiring on April 30 of the fourth year, and
Budget Committee members not on City Council shall serve for terms of four (4) years, with terms expiring
on June 30 the fourth year. All other regular terms shall commence with appointment and shall expire on
April 30 of the third year, unless otherwise provided in the appointment order. The appointing authority may
stagger terms in the original appointment order as necessary. Members may serve two (2) terms on any
single commission or board, after which time the Mayor and Council will give due consideration to other
qualified candidates before making a reappointment. Any vacancy shall be filled by appointment by the
Mayor, with confirmation by the City Council, for any unexpired portion of the term as provided in AMC
2.04.090.C. (Ord. 3003, added, 02118/2010; Ord. 3100, 2014)
2.10.025 Meetings and Attendance
A. Unless otherwise provided by law, the number of meetings related to business needs of an advisory
commission, or boards may beset by the advisory body.
B. The Planning Commission and Budget Committee shall set their own meeting attendance requirements.
All members of other Regular or ad hoc advisory bodies must attend at least seventy-five percent (75%) of
the full advisory body's noticed meetings, study sessions and special meetings in each full year of their
tenure. A person removed from the advisory body for noncompliance with attendance requirements
subsequently may be appointed to fill the vacancy on the advisory body by means of the normal
appointment process of that advisory body.
C. A member should provide at least 48-hour notice to both the chair of the advisory body and the staff
liaison regarding any planned absence from a scheduled meeting of the advisory body. In the event an
unexpected emergency will cause a member to be absent from the meeting, the member must, if possible,
notify the chair or the staff liaison within a reasonable time in advance of the meeting.
D. Generally, advisory bodies may not allow alternates to represent or stand in for a member at a meeting.
Notwithstanding the foregoing preclusion of alternates, on Regular and ad hoc advisory bodies with some
members who are appointed by an entity other than the Mayor and City Council and who serve as a
representative of the appointing entity, an alternate may participate and vote for the named member by
proxy at any meeting of the advisory body. Such participation by the alternate will be deemed to be
attendance by the named member. Individuals directly appointed by the Mayor and approved by the Council
may not be represented by alternates.
E. Each advisory body should review member attendance and report to the City Recorder approximately
every six months. City Recorder will advise the Mayor on the need for appointments or re-appointments, if
necessary. (Ord. 3003, added, 02/18/2010; Ord. 3100, 2014)
2.10.030 Removal
See AMC 2.04.090.F. (Ord. 3003, added, 02/18/2010)
2.10.035 Public Meeting Law
All meetings of advisory commissions and boards are subject to strict compliance with public meeting laws
of the State of Oregon. Notwithstanding notice requirements under Oregon law, advance notice of at least 36
hours shall be provided for all meetings. Notice shall be sent to a newspaper with general local circulation
and posted on the City's website. In the case of emergency or when a state of emergency has been
declared, notice appropriate to the circumstances shall be provided and reasons justifying the lack of 36-
hour notice shall be included in the minutes of such meeting. (Ord. 3003, added, 02/1812010)
Ashland Chapter 2,10 UNIFORM POLICIES AND OPERATING PROCEDURES FOR Page 3 of 26
ADVISORY COMMISSIONS AND BOARDS
2.10.040 Quorum and Effect of Lack Thereof
A meeting quorum shall consist of more than one-half of the total number of authorized members of the
body, including any vacant positions. Nonvoting ex officio members, staff and liaisons do not count toward
the quorum, Members need not be physically present at a meeting if another means of attendance (e.g.
telephonic, Internet etc.) has been established by the membership and public meetings law requirements are
met. At least a majority of the quorum is necessary to adopt any motion; some motions require the
affirmative vote of at least two-thirds of the members present. If the members in attendance do not
constitute a quorum, staff or invitees may make informational presentations provided (1) Notes describing
the presentations and discussions are made and posted on the City website; (2) no motion, debate or vote
or any other official business other than adjournment takes place; and (3) all topics advertised are
automatically added to the agenda for the next regularly scheduled meeting. (Ord. 3050, amended,
11/18/2011; Ord. 3003, added, 02118/2010; Ord. 3100, 2014)
2.10.045 Council Liaison
See AMC 2.04.100. (Ord. 3003, added, 02/1812010)
2.10.050 Election of Officers, Secretary, and Subcommittees
At its first meeting following the appointment or reappointment of members each year, the advisory
commission or board shall elect a chair and avice-chair who shall hold office at the pleasure of the advisory
body. Neither the chair nor vice-chair shall serve as an officer for more than three consecutive annual
terms. Without the need for an appointment, the head of the City Department staffing the commission,
committee or board shall be the Secretary and shall be responsible for keeping an accurate record of all
proceedings. The Department head may delegate such tasks to a staff liaison. Subcommittees may be
formed for the purpose of gathering information and forming a recommendation to be brought forward to the
full advisory body. Only the full body can make recommendations to the City Council. Subcommittees must
comply fully with the requirements of Oregon Public Meetings law. (Ord. 3003, added, 02/18/2010; Ord.
3100, 2014)
2.10.055 Rnle of Staff
At least one staff person is assigned to work with each advisory commission or board. The staff liaison
provides professional guidance, continuity, and insight into City policy and attends all regular and special
meetings and workshops. The staff liaison supports the group as a whole and shall not do work at the
request of individual members. Each staff liaison has a limited amount of time to devote to the group. If
additional staff time is needed the request should be made to the City Administrator or appropriate
Department Head. (Ord. 3003, added, 02/18/2010)
2.10.060 Agendas and Minutes
The chair or staff liaison will be responsible for timely preparation and posting in advance the agendas of all
meetings of advisory commissions and boards on the City's website. A member or staff liaison will be
responsible for taking minutes and getting them posted on the City's website, generally within a few days
after the minutes have been approved. Members are encouraged to access those documents from the web
site. Staff will email or mail documents to members upon request. If the advisory body has a current Council
Liaison, the Liaison should be given the opportunity to report to the commission or board periodically. (Ord.
3003, added, 02/18/2010; Ord. 3100, 2014)
2.10.065 Goals
Ashland Chapter 2,10 UNIFORM POLICIES AND OPERATING PROCEDURES FOR Page 4 of 26
ADVISORY COMMISSIONS AND BOARDS
Advisory commissions and boards are encouraged to establish annual goals and action items that reflect
the body's charge as stated in the specific commission ordinance. Advisory bodies are expected to suggest,
support and advance Council goals and are encouraged to look for ways within their own unique
responsibilities to do so. (Ord. 3003, added, 02/1812010; Ord. 3100, 2014}
2.10.070 Rules and Regulations
The advisory commission or board may make such rules and regulations as are necessary for its
governance, including the conduct of meetings, when not inconsistent with Ashland City Charter, Ashland
Municipal Code or Oregon law. These rules may be less formal than the meeting procedure rules in AMC
2.04.040. In the event of conflicts that cannot be resolved less formally, AMC 2.04.040 shall be used as the
standard for meeting rules and procedures. Failure to strictly comply with the rules on meeting procedure in
AMC 2.04.040 shall not be cause to void or otherwise disturb a decision or action. The body will strive to be
clear in its proceedings. (Ord. 3003, added, 02/1812010; Ord. 3100, 2014)
2.10.080 Code of Ethics
The City of Ashland is committed to the highest ethical standards for its public officials. To ensure public
confidence, all members of advisory commissions and boards must be independent, impartial, responsible
and not use their position for personal gain or to benefit or harm others. Advisory commissions and boards
shall operate in the general public interest serving the community as a whole and shall serve no special
interests. Advisory commission and board members shall not endorse in their official capacity any
commercial product or enterprise. Members should be aware the criminal codes, ethics and conflict of
interest laws set forth instate statutes and city ordinances, including but not limited to the State of Oregon
Criminal Code, ORS 244 and in AMC Chapter 3.08. (Ord. 3003, added, 02/18/2010)
2.10.090 Council as Final Decision Maker
With the exception of certain delegated quasi-judicial actions, most advisory commissions and boards do
not make final decisions subject to appeal but rather make recommendations to, or act in an advisory
capacity to the council. The City Council is the final decision-maker on all city policies and the use of city
resources, Proposals by boards and commissions for endorsement or sponsorship of events, activities or
programs must receive approval by City Council as provided by Resolution. (Ord. 3057, amended,
04/0312012)
2.10.095 Gifts
Subject to the acceptance of the City Council, an advisory body may receive gifts, bequests or devises of
property in the name of the City to carry out any of the purposes of the advisory commission or board,
which funds, if required by the terms of the gift, bequest or devise, shall be segregated from other funds for
use with the approval of the City Council. (Ord. 3003, added, 02/1812010)
2.10.100 Budget, Compensation and Expenses
Money is set aside in department budgets for Commission and Board expenses. Should an advisory body
require additional funds, requests should be submitted to the department head through the staff liaison.
Regular members of the advisory commissions and boards shall receive no compensation for services
rendered. Members must receive permission and instructions from the staff liaison in order to be
reimbursed for training or conferences and associated travel expenses related to official business.
Procedures and criteria for boards and commissions to obtain approval of expenditures are established by
Resolution. (Ord. 3057, amended, 04/03/2012; Ord. 3003, added, 02118/2010)
Ashland Chapter 2.11 MUNICIPAL AUDIT COMMISSION Page 5 of 26
2.10.105 Reports
A. Each advisory body shall submit copies of its meeting minutes to the City Recorder for presentation to
the City Council.
B. The chair of each advisory body is expected to give at least one report to the City Council each year on
the advisory body's accomplishments, work in progress, and planned activities. In addition, the Mayor or
City Council may from time to time ask chairs for information and recommendations on matters within the
scope of their advisory bodies. Chairs' reports to the Council are to be objective and representative of the
majority views of the memberships of their advisory bodies.
C. Council Liaisons may report to the entire Council on significant and important activities of any advisory
body to which they have been assigned.
D. Staff Liaisons to the advisory bodies may assist in preparing such reports.
E. Unless otherwise expressly provided in the Ashland Municipal Code or State Law, all reports or
recommendations of City advisory bodies committee shall be considered advisory in nature and shall not be
binding on the Mayor or City Council. (Ord. 3003, added, 02/18/2010; Ord. 3100, 2014)
2.10.110 Lobbying and Representing the City
An individual advisory body member is free to express personal views on any issue in any forum as long as
the individual makes clear that he or she is not speaking as a member of the advisory body and that the
views expressed are personal and do not represent the position of the City or of the City advisory body.
Advisory body members are prohibited from engaging in political activity in accordance with ORS 260.432.
(Ord. 3003, added, 0211812010; Ord. 3100, 2014)
Chapter 2.11
MUNICIPAL AUDIT COMMISSION
Sections:
2.11 A05 Purpose
2.11.010 Municipal Audit Commission Established
2.11.015 Modified Terms and Qualifications
2.11.020 Duties and Responsibilities
2.11.005 Purpose
The role and responsibilities of the Municipal Audit Committee were established in June 1991 pursuant to
Resolution 91-16 and have been amended by Resolution several times. The City Council desires to codify
herein the establishment of the Municipal Audit Commission (formerly known as Municipal Audit
Committee). (Ord. 3003, added, 0211812010)
2.11.010 Municipal Audit Commission Established
The Municipal Audit Commission is established and shall consist of four (4) voting members.
Notwithstanding any other provision of the Ashland Municipal Code, four voting members shall be appointed
by the City council and shall consist of the Mayor or a Councilor, one Budget Committee member, and two
citizens at large. The City Recorder shall be an ex-officio nonvoting member. (Ord. 3003, added,
0211812010)
Ashland Chapter 2.12 CITY PLANNING COMMISSION Page 6 of 26
2.11.015 Modified Terms and Qualifications
A. Terms. Notwithstanding any other provision of the Ashland Municipal Code, the terms of the Mayor or
Council or~ City Recorder and Liaison Budget Committee member shall be for one year, each expiring on
December 31 each year. All other terms shall be as provided in AMC 2.10.020.
B. Qualii~ications. In making the citizen at large appointments, the council shall give preference to persons
with accounting or auditing experience, background or expertise. (Ord. 3003, added, 02118/2010; Ord. 3100,
2014)
2.11.020 Duties and Responsibilities
The Municipal Audit Commission shall be responsible to:
A. Recommend to the council an independent firm of certified public accountants to perform the annual
audit of the City.
B. Analyze and report to the council significant findings in the annual audit report and make
recommendations regarding such findings.
C. Make recommendations, if any, to the council regarding the following financial documents:
1. Annual financial statements,
2. Management letter submitted by the independent auditor, and
3. Response to management letter submitted by city staff.
D. To effectuate the duties and responsibilities of the Committee, the Committee may require the presence
of any city official at its meetings. (Ord. 3003, added, 02/18/2010)
Chapter 2.12
CITY PLANNING COMMISSION
Sections:
2.12.010 Established Membership
2.12.060 Powers and Duties Generally
2.12.070 Planning Commission as Committee on Citizen Involvement
2.12.010 Established Membership
There is established a City Planning commission consisting of seven members, to be appointed by the
Mayor and confirmed by the City Council, to serve without compensation, not more than one of whom may
reside within three miles outside the City limits. Appointments shall conform to the legal constraints of ORS
227.030. (Ord. 3056, amended, 12/21 /2011; Ord. 3003, amended, 0211812010; Ord. 2950, amended,
04101 /2008; amended Ord. 3124, 2016)
2.12.060 Powers and Duties Generally
A. The Planning Commission is the appointed citizen body with the primary responsibility of providing
recommendations to the Mayor and City Council regarding the overall direction of land use planning. The
Commission reviews and makes recommendations regarding comprehensive land use planning and fosters
mutual communication on land use issues. The Commission is responsible to the City Council for making
Ashland Chapter 2.13 TRANSPORTATION COMMISSION Page 7 of 26
recommendations on land use plans and policies that are coordinated with other City plans, policies, and
functions.
B. The Planning Commission shall have the powers and duties to:
1. Periodically review the Comprehensive Plan and make recommendations to the City Council on
public processes, studies, and potential revisions to the Plan. Work in conjunction with other City
citizen advisory commissions, boards, and committees to ensure coordination of various elements of
the Comprehensive Plan.
2. Render quasi-judicial decisions on land use applications and appeals of administrative land use
decisions as prescribed by the Ashland Code and Oregon state law.
3. Conduct public hearings and make recommendations to the City Council on planning issues and
legislative changes to land use regulations and ordinances.
4. When needed to implement City goals and policies, meet with other planning bodies in the region on
issues that affect City land use planning. Make recommendations to the City Council on regional land
use issues in general.
5. Foster public awareness and involvement in all aspects of land use planning in the community.
C. Except as otherwise set forth by the City Council, the Planning Commission may exercise any or all of
the powers and duties enumerated in ORS 227.090 et seq., as well as such additional powers and duties as
are set forth herein.
2.12.070 Planning Commission as Committee on Citizen Involvement
A. The Planning Commission is designated as the Committee for Citizen Involvement (CCI). The CCI shall
monitor ar~d evaluate City responsibility regarding Goal 1 of Oregon's Statewide Planning Goals and
Guidelines: Citizen Involvement. The CCI shall be directly responsible to the City Council and shall have the
following powers and duties: Responsibility for assisting the City Council with the development of a program
that promotes and enhances citizen involvement in land use planning, assisting in the implementation of the
citizen involvement in land use planning, assisting in the implementation of the citizen involvement program,
and evaluating the process being used for citizen involvement. (Ord. 3003, amended, 02/18/2010; Ord.
2950, amE~nded, 04/01 /2008; amended Ord. 3124, 2016)
Chapter 2.13
TRANSPORTATION COMMISSION
Sections:
2.13.010 Purpose and Mission
2.13.020 Established Membership
2.13.030 Powers and Duties. Generally
2.13.040 Powers and Duties. Specifically
2.13.050 Traffic Sub-Committee
2.13.010 Purpose and Mission
A. Role. The Transportation Commission advises the City Council on transportation related issues
specifically as they relate to safety, planning, funding and advocacy for bicycles, transit, parking, pedestrian
and all other modes of transportation.
B. Mission. The need for a Transportation Commission is emphasized in the Transportation Element:
Ashland Chapter 2.13 TRANSPORTATION COMMISSION Page 8 of 26
"Ashland has avision - to retain our small-town character even while we grow. To achieve this vision,
we must proactively plan for a transportation system that is integrated into the community and
enhances Ashland's livability, character and natural environment....The focus must be on people being
able to move easily through the City in all modes of travel. Modal equity then is more than just a phase.
It is a planning concept that does not necessarily imply equal financial commitment or equal percentage
use of each mode, but rather ensures that we will have the opportunity to conveniently and safely use
the transportation mode of our choice, and allow us to move toward a less auto-dependent community."
(Ord. 3003, amended, 02118/2010; Ord. 2975, added, 11 /18/2008)
2.13.020 Established Membership
A. Doting Members. The Transportation Commission is established and shall consist of seven (7) voting
members as designated by the Mayor and confirmed by the council. Voting members will all be members of
the community at large and will represent a balance of interest in all modes of transportation.
B. Nonvoting Ex Officio Membership. The Director of Public Works or designee shall serve as the primary
staff liaison and as Secretary of the Commission. Including the staff liaison, there will be twelve (12) total
nonvoting ex officio members who will participate as needed and will include one member of the Council as
appointed by the Mayor, Community Development and Planning, Police, Fire, Southern Oregon University,
Ashland Schools, Oregon Department of Transportation, Rogue Valley Transportation District, Ashland
Parks and Recreation, Jackson County Roads, Airport Commission. (Ord. 3076, amended, 11/06/2012; Ord.
3003, amended, 02/18/2010; Ord. 2975, added, 11 /18/2008)
2.13.030 Pawers and Duties, Generally
The Transportation Commission will review and make recommendations on the following topics as it relates
to all modes of Transportation:
1. Safety: will develop, coordinate and promote transportation safety programs;
2. Planning:
* Will review and serve as the primary body to develop recommendations to the City's long range
transportation plans.
* Will review and make recommendations in Type III Planning Actions during the pre-application
process.
3. Funding: will make recommendations to the City's transportation section of the Capital Improvements
Program;
4. Advocacy: will advocate and promote all modes of transportation to make modal equity a reality.
* Facilitate coordination of transportation issues with other governmental entities.
* Select one or more member liaisons to attend and participate in meetings with other transportation
related committees in the Rogue Valley.
* Examine multi-modal transportation issues. (Ord. 3003, amended, 02118/2010; Ord. 2975, added,
11 /1812008)
2.13.040 Powers and Duties, Specifically
Ashland Chapter 2.14 PLANNING HEARINGS BOARD Page 9 of 26
The Transportation Commission will review and forward all traffic implementation regulations to the Public
Works Director for final approval and implementation of official traffic safety and functional activities. (Ord.
3003, amended, 0211812010; Ord. 2975, added, 11 /18/2008)
2.13.050 Traffic Sub-Committee
A. Purpose. The purpose of the Traffic Sub-Committee is to enable the Transportation Commission to
focus on broad transportation concerns by reducing the number of routine and general nonroutine traffic
items that come before the full Commission and to insure the Transportation Commission will have sufficient
time to devote their full attention to the overall transportation matters at issue.
B. Membership. The Traffic Sub-Committee is established and consists of three regular members of the
Transportation Commission who shall sit concurrently on the full Commission. Sub-committee members
shall be appointed by the Transportation Commission Chair on a rotating basis until all members have
served. Terms are for six month intervals and members may only sit for two consecutive terms at any one
time. The Public Works Director shall determine what matters warrant Sub-Committee involvement and
meetings shall be convened on an as needed basis. The Public Works Director or designee will serve as
staff liaison and recorder for these meetings.
C. Duties. The Traffic Sub-Committee shall consider the following matters:
1. Forward recommendations to the Transportation Commission and Public Works Director on routine
and general nonroutine traffic concerns including but not limited to traffic impacts, speed designations,
parking, markings, and signage.
2. Recommend to the Transportation Commission specific comments, concerns or suggestions for the
improvements to the City of Ashland's Transportation System Plan or similar Transportation programs,
with the emphasis on long range transportation planning and regional transportation plans.
3. Such other general or minor transportation matters as the Transportation Commission deems
appropriate for the Traffic Sub-Committee format.
4. The Traffic Sub-Committee or staff liaison may refer any matter before the Traffic Sub-Committee to
the Transportation Commission when it becomes apparent the matter involves major policy concerns or
potential serious transportation impacts on surrounding areas.
D. Minutes. All Traffic Sub-Committee action minutes will be forwarded to the following Transportation
Commission meeting. (Ord. 3003, amended, 02/1812010; Ord. 2975, added, 11/1812008)
Chapter 2.14
PLANNING HEARINGS BOARD
Sections:
2.14.010 Established-Purpose
2.14.020 Powers and Duties
2.14.030 Membership and Terms
2.14.040 Referral to the Planning Commission
2.14.060 Chairperson and Staff
2.14.010 Established-Purpose
There is established a Hearings Board to carry out some of the duties delegated by the City Council to the
Planning Commission under ORS 227.160 to 227.180.
Ashland Chapter 2,15 FOREST LANDS COMMISSION Page 10 of 26
The purpose of the Hearings Board shall be to enable the Planning Commission to focus on broad planning
concerns by reducing the number of applications to come before the full Commission; and to assure
applicants of a timely hearing before members of the Commission who have sufficient time to devote their
full attention to the matters at issue.
2.14.020 Powers and Duties
The Hearings Board shall consider the following matters:
1. Variances and conditional use permits not involving complete new multi-family (three units or more per
tax lot), commercial, or industrial buildings.
2. Partitions and Site Reviews, where the Staff Advisor to the Planning Commission determines that the
proposal does not contain significant items of discretion relating to overall planning policy or impact on
surrounding areas.
3. Such other minor land use matters as the Planning Commission deems appropriate to the Hearings
Board format.
2.14.030 Membership and Terms
The Hearings Board shall consist of three regular members of the Planning Commission, who shall sit
concurrently on the full Commission. Terms of Hearings Board members shall be six (6) months, with terms
staggered in two (2) month intervals. The first members shall serve for 4, 6, and 8 months respectively.
Membership shall rotate among Planning Commission members such that service on the Hearings Board is
shared equally; the method of determining which members shall serve at a given time shall be at the
discretion of the Commission.
2.14.040 Referral to the Planning Commission
The Hearings Board or Staff Advisor may refer any matter before the Board or Advisor to the Planning
Commission when it becomes apparent that the matter involves major policy concern or potential serious
impacts on surrounding areas.
2.14.060 Chairperson and Staff
The Hearings Board member serving the last two months of hislher term shall function as Chairperson of
the Board. The Staff Advisor to the Planning Commission shall provide adequate staff support for the
operations of the Hearings Board. (Ord. 1979, 1978)
Chapter 2.15
FOREST LANDS COMMISSION
Sections:
2.15.005 Purpose
2.15.010 Established -Membership
2.15.015 Powers and Duties -Generally
2.15.005 Purpose
The Forest Lands Commission has as its primary purpose the protection and enhancement of conditions of
late-succession and old-growth forest ecosystems on city-owned forest lands to provide high quality water
Ashland Chapter 2.17 PUBLIC ARTS COMMISSION Page 11 of 26
for domestic supply. The role and responsibilities of the Forest Lands Commission were first established in
February 1993 pursuant to Resolution 93-06 and have been amended by Resolution several times. The City
council desires to codify herein the establishment of the Forest Lands Commission. (Ord. 3003, added,
02/18/2010)
2.15.010 Established -Membership
The Forest Lands Commission is established and shall consist of seven (7) voting members including a
representative of the Ashland Parks Commission. The Commission may also consist of certain nonvoting
ex-officio members, including a representative of the USDA Forest Service Ashland Ranger District, a
representative of the Oregon Department of Forestry, a member of the City Council, a representative from
the Tree Commission, the Director of Public Works, Director of Planning, Fire Chief, Police Chief, Parks and
Recreation Director or their designees. (Ord. 3003, added, 02118/2010)
2.15.015 Powers and Duties -Generally
The powers, duties and responsibilities of the Forest Lands Commission shall be as follows:
A. To implement the Ashland Forest Plan developed and adopted by the City of Ashland in June, 1992.
B. To provide integrated, interdisciplinary direction and oversight for the development of forest ecosystem
management plans and related activities in the Ashland watershed.
C. To develop a strong community volunteer program to assist in the implementation of the Ashland Forest
Plan.
D. To submit recommendations to the City Council regarding forest management.
E. To ensure that plans integrate the forest management needs and concerns of the City and of private
land owners in the wildland urban interface.
F. To promote public knowledge and acceptance of the Ashland Forest Plan programs. (Ord. 3003, added,
0211812010)
Chapter 2.17
PUBLIC ARTS COMMISSION
Sections:
2.17.005 Purpose
2.17.Oi0 Established Membership
2.17.070 Powers and Duties
2.17.005 Purpose
The mission of the Public Arts Commission is to enhance the cultural and aesthetic quality of life in Ashland
by actively pursuing the placement of public art in public spaces and serving to preserve and develop public
access to the arts. The continued vitality of the arts in the City of Ashland is a vital part of the future of the
City as well as of its citizens. The arts are an important part of the cultural and economic life of the entire
community of Ashland and enrich the participants in the arts as well as those who observe them. Several
organizations which exist in Ashland are active in the arts and provide leadership to the community on arts
related matters. The creation of a Public Arts Commission for the City of Ashland will assist those
organizations, and other organizations and individuals, to make arts a more important part of the City's life.
Recommendations from the Commission regarding the acquisition and placement of public art should be
Ashland Chapter 2.18 CONSERVATION COMMISSION Page 12 of 26
based upon accepted standards and guidelines as opposed to personal opinion. This chapter will create a
Public Arts Commission and adopt standards and guidelines for selecting, commissioning, placing,
maintaining, and removing public art. (Ord. 3003 amended, 02/1812010; Ord. 2977, added, 0110612009; Ord.
2890, Added, 1111912002)
2.17.010 Established Membership
The Public Arts Commission for Ashland is established and shall have the powers and duties provided in
this chapter.
The Public Arts Commission shall consist of seven members appointed by the mayor and confirmed by city
council. The commission shall contain five members from a broad spectrum of citizens including artists and
those with a background in the arts, arts organizations, education, structural and landscape architecture,
and two citizens at large. The mayor shall also designate a council member as a nonvoting ex-officio
member and liaison to the commission. At least five members of the commission shall reside inside the City
limits. (Ord. 3003amended, 02118/2010; Ord. 2890, Added, 1111912002)
2.17.070 Powers and Duties
The Public Arts Commission shall be specifically responsible for, but not limited to, the following:
A. The commission shall ensure the arts continue to be of value as an integral part of Ashland.
B. The commission shall promote the arts in Ashland to enrich the lives of its citizens through education
and demonstration.
C. The commission may assist the City council, the Ashland Parks and Recreation Commission, historic
commission and the planning commission in using public art to enhance existing development in public
parks and other public lands and in public structures.
D. The commission shall advise the planning commission, the Ashland Parks and Recreation Commission,
other city commissions and committees and city departments regarding artistic components of all municipal
government projects under consideration by the City. The commission may also serve as a resource for
artistic components of land use developments.
E. The commission shall develop and recommend to the City council policies and programs that would
enhance and encourage the planning, placement and maintenance of public displays of art in locations open
to the public within the community.
F. The commission shall encourage connections with other local, regional and national organizations
working for the benefit of art and preservation of artistic values, and other similar activities.
G. The commission shall recognize and encourage groups and organizations that enrich Ashland life by
bringing cultural and artistic values and artifacts to the City.
H. The commission shall pursue gifts and grants for support of arts programs and activities and the
procurement of public art. (Ord. 3003, amended, 02118/2010; Ord. 2890, Added, 1 1 /1 912002)
Chapter 2.18
CONSERVATION COMMISSION
Sections:
2.18.010 Established Membership
2.18.040 Powers and Duties Generally
Ashland Chapter 2.19 HOUSING AND HUMAN SERVICES COMMISSION Page 13 of 26
2.18.010 Established Membership
The ConsE~rvation Commission is established and shall consist of nine (9) voting members including one
representative of the solid waste franchisee for the City; and one representative from Southern Oregon
University; and one representative from the Ashland School District and six (6) other voting members. At
least five (5) of the other members shall reside within the City. The commission shall also consist of certain
nonvoting ex officio members, including the mayor or one council member serving as council liaison, the
Department of Community Development Director and the Electric Utility Director, the Director of Public
Works, the Building Official and City Administrator. The primary staff liaison shall be appointed by the City
Administrator and shall serve as Secretary of the Commission. Voting members shall be appointed by the
Mayor with confirmation by the City Council. (Ord. 3003, amended, 02/18/2010; Ord. 2981, added,
04/0612009; Ord. 3100, 2014)
2.18.040 Powers and Duties Generally
The powers, duties and responsibilities of the commission shall be to educate and advocate for the wise and
efficient use of resources by the City of Ashland and all Ashland citizens. In doing so the commission shall
recommend to the council the adoption of policies, implementation strategies and funding related to:
A. Recycling, source reduction and solid waste/landfill issues;
B. Electric conservation issues;
C. Water conservation issues;
D. Resource conservation issues;
E. New power resource decisions, but not including decisions involving wholesale power contracts;
F. Renewable resource decisions;
G. Air quality issues;
H. Education of citizens about efficiency issues. (Ord. 3003, amended, 02/18/2010; Ord. 2981, added,
0410612009)
Chapter 2.19
HOUSING AND HUMAN SERVICES COMMISSION
Sections:
2.19.010 Purpose and Mission
2.19.020 Established Membership
2.19.030 Powers and Duties
2.19.010 Purpose and Mission
The Housing and Human Services Commission is to assess and make recommendations to the City Council
for addressing the continuum of housing and human services needs for the purpose of enhancing
community health and well-being. (Ord. 3086, added, 09/17/2013)
2.19.020 Established Membership
Ashland Chapter 2,22 BUILDING BOARD OF APPEALS Page 14 of 26
The Housing and Human Services Commission is established and shall consist of nine (9) voting members,
one (1) nonvoting student liaison from Southern Oregon University, and one (1) nonvoting ex-officio member
who shall be the City Housing Program Specialist. (Ord, 3086, added, 09117/2013)
2.19.030 Powers and Duties
The powers and duties of the commission shall be as follows:
A, To monitor and assess the continuum of housing and human services needs of the community, and
utilize this information to advise the City Council regarding policy and funding strategies relating to housing
and human services;
B. To consider the feasibility of and advise the City Council on programs that assist in addressing the
unmet utility, medical, transportation, and food needs of seniors, children and families in Ashland, and other
related human services programs;
C. To review and make recommendations to the City Council on Community Development Block Grant
(CDBG) related allocations;
D. To review and make recommendations to the City Council on the Housing Trust Fund and related
allocations;
E. To monitor projects funded with the Community Development Block Grant (CDBG), City of Ashland
Social Service Grants, and the Housing Trust Fund;
F. To investigate federal, state, county and private funding for implementation of Housing and human
services programs;
G. To foster public knowledge and support of official city housing and human services Programs;
H. To enhance cooperation between the public and private sectors by promoting integrated approaches that
provide decent housing, a suitable living environment, and expanded economic opportunities for low- and
moderate-income persons;
I. To evaluate, review, and recommend to the Planning Commission and City Council innovative land use
strategies targeted at promoting a broad variety of housing types; and
J. To monitor housing discrimination complaints and corrective actions within the City, and to report to the
City Council measures taken to further equal opportunity to all persons to live in decent housing facilities
regardless of race, color, religion, sex, sexual orientation, gender identity, national origin, source of income,
or familial status. (Ord, 3086, added, 09117/2013)
Chapter 2,22
BUILDING BOARD OF APPEALS
Sections:
2.22.010 Established Membership
2.22.010 Established Membership
There is established a Building Board of Appeals consisting of six (6) voting members, including one
planning commission member, who are qualified by experience and training to pass upon matters pertaining
to building related activities and the demolition and relocation of buildings. Qualified experience and training
includes but is not limited to the following: general contractor, engineer, architect, electrician, plumber,
Ashland Chapter 2,23 ASHLAND AIRPORT COMMISSION Page 15 of 26
heating and air conditioning, sign installation or building construction. In addition, at least one member shall
also have experience, knowledge or aninterest indemolition-debris recycling. The Building Official shall be
an ex officio nonvoting member and shall act as Secretary of the Board, except that the Building Official
shall not serve as an ex-officio member for appeals of Administrative Penalties. (Ord. 3003, added,
02/18/2010)
Chapter 2.23
ASHLAND AIRPORT COMMISSION
Sections:
2.23.010 Established -Membership
2.23.015 Qualifications
2.23.040 Powers and Duties Generally
2.23.010 Established -Membership
There is established an Ashland Airport Commission which shall consist of nine (9) voting members and two
(2) nonvoting ex officio members who shall be the Director. of Public Works and the Council person
appointed by the Mayor as liaison to the Commission. (Ord. 3003, amended, 02/18/2010)
2.23.015 Qualifications
In making the appointments, the Mayor and Council shall appoint members such that the majority of the
Commission has either education, training, experience or other expertise in airports, aircraft, aeronautics or
engineering. A member shall not be disqualified for purposes of appointment or official action simply by
being a member of a class of airport users, including but not limited to pilots, airplane owners or airport
lease holders. (Ord. 3003, amended, 02118/2010)
2.23.040 Powers and Duties Generally
The powers and duties of the Ashland Airport Commission shall be as follows:
A. To advise the Mayor and City Council on all matters relating to the management, operation, and further
development of the Ashland Airport.
B. To investigate Federal, State, County, and private funding for airport improvements in relation thereto
the requirE;ment of City participation in financing.
C. To review and recommend project applications for funding to the City Council. (Ord. 3003, amended,
02/1812010)
Chapter 2.24
HISTORIC COMMISSION
Sections:
2.24.010 Established Membership
2.24.040 Powers and Duties Generally
2.24.010 Established Membership
There is established a Historic Commission which will consist of nine (9) voting members, and certain
nonvoting ex officio members including the Chairperson of the Planning Commission, a representative from
Ashland Chapter 2.25 TREE COMMISSION Page 16 of 26
the Ashland City Council, and a representative of the Ashland BuildingvDivision. To qualify the Historic
Commission as a Certified Local Government (CLG) Commission, some of the members should meet the
professional qualifications under State Historic Preservation Office requirements. {Ord. 3003, amended,
02/1812010)
2.24.040 Powers and Duties Generally
The powers, duties, and responsibilities of the Historic Commission shall be as follows:
A. To survey and recommend to the City Council, areas or properties of significant historical value and
interest to be designated historical properties;
B. To draft and recommend ordinances and other measures designed to protect and foster interest in the
improvement of designated historical properties;
C. To review literature and sources of funding concerning the protection and improvement of designated
historic properties;
D. To review and make recommendations concerning the improvement of designated historic properties in
connection with the issuance of building permits, zone changes, conditional use permits, variances, sign
permits, and site reviews;
E. To review and recommend project applications for funding;
F. To promote public support in the preservation of Ashland's historic past;
G. Advise citizens on aesthetic standards for historic areas. {Ord. 3003, amended, 02/18/2010)
Chapter 2.25
TREE COMMISSION
Sections:
2.25.005 Purpose
2.25.010 Established Membership
2.25030 Quorum Rules and Meetings
2.25.040 Powers and Duties Generally
2.25.005 Purpose
The Tree Commission shall provide advice and guidance to commissions, the Council and city departments
on all tree-related matters and to involve citizens in protecting Ashland's urban forest. (Ord. 3003, amended,
02/1812010)
2.25.010 Established Membership
The Tree Commission is established and shall consist of no less than five members nor more than seven
voting members. There shall also be three nonvoting ex officio members consisting of a member of the City
Council, a representative of the Community Development Department and a representative of the Parks and
Recreation Department. {Ord. 3003, amended, 02/1812010; Ord. 2962, amended, 0711512008)
2.25.030 Quorum Rules and Meetings
Notwithstanding any other provision of this code, a quorum shall be defined as one-half the number of sitting
Ashland Chapter 2.26 ASHLAND WILDFIRE MITIGATION COMMISSION Page 17 of 26
Commissioners, plus one, but in no case less than three. (Ord. 3003, amended, 02/18/2010; Ord. 2962, v
amended, 07/15/2008)
2.25.040 Powers and Duties Generally
The powers, duties and responsibilities of the Tree Commission shall be as follows:
1. To act in an advisory capacity to the Planning Commission, City Council and Planning Department Staff
Advisor in the administration of the land-use planning process, with respect to tree science and
requirements, landscape design and principles, locally suitable botanic species and protection of natural
resources. Failure to make a recommendation on any individual planning action shall not invalidate the
action.
2. To develop and recommend to the City Council for its adoption ordinances and policies for the planting,
care and protection of trees throughout the City and to make amendments as required to AMC 18.61.
3. To act in an advisory capacity to the City Administrator and to all City departments regarding tree
protection,, maintenance, removal or any related issues in the City and on all City properties.
4. To develop and recommend to the Planning Commission and the City Council for their review and
adoption acity-wide tree monitoring and maintenance plan for long-term tree care, including irrigation,
pruning and other annual activities. Copies of the plan shall be kept in the Office of the City Recorder and
the Community Development Department for public review.
5. To develop and recommend to the City Council for its adoption a master list of street trees suitable for
planting along city streets, a copy of which shall be kept on file by the Office of the City Recorder and the
Community Development Department as well as made available on the Internet. The list shall be updated
and reviewed as required.
6. To educate the citizenry and to promote public knowledge and understanding of the benefits of
appropriate tree planting and care.
7. To facilitate an inventory of existing trees, including historical or significant trees; to identify publicly
owned properties in need of sustainable tree-planting or landscaping; and to submit recommendations
regarding such enhancement of public lands and rights-of-way and to present reports of such inventories, at
the request or direction of Council. (Ord. 3003, amended, 02/1812010; Ord. 2962, amended, 07/1512008)
Chapter 2.26
ASHLAND WILDFIRE MITIGATION COMMISSION
Sections:
2.26.010 Purpose
2.26.020 Established Membership
2.26.030 Powers and Duties Generally
2.26.010 Purpose
The Ashland Wildfire Mitigation Commission shall provide advice and support to the Council and City
departments and education to the community on wildfire issues and plans for mitigation action. Specifically,
the Commission will function as the entity to foster the efforts of the City of Ashland to adopt and achieve
the goals set forth in the Fire Adapted Communities program. (Ord. 3044, added, 01/18/2011; amended Ord.
3095, 2014)
Ashland Chapter 2.29 PUBLIC ART Page 18 of 26
2.26.020 Established Membership
The Ashland Wildfire Mitigation Commission is established and shall consist of no less than seven (7)
voting members, and certain nonvoting ex officio members consisting of a member of the City Council, a
representative of Ashland Fire and Rescue, and additional staff as needed. The Fire Department designee
shall serve as the primary staff liaison and as Secretary of the Commission. Voting members will be
community members at large, and shall be designated by the Mayor and confirmed by the council. (Ord.
3044, added, 0111812011; amended Ord. 3095, 2014)
2.26.030 Powers and Duties Generally
The powers, duties and responsibilities of the Ashland Wildfire Mitigation Commission shall be as follows:
A. To develop, coordinate and promote a comprehensive community wildfire strategy;
B. To initiate, enhance and promote full community participation and responsibility in reducing wildfire risk;
C. To submit recommendations to the City Council and City departments regarding the community's
wildfire strategy and to promote and support a relationship with surroundings areas and jurisdictions that
pertain to or benefit wildfire safety in Ashland. (Ord. 3044, added, 01/1812011; amended Ord. 3095, 2014)
Chapter 2.29
PUBLIC ART
Sections:
2.29.005 Definitions
2.29.100 Process for acquiring public art
2.29.110 Review process for gifts or donations
2.29.120 Public Art on Private Property
2.29.130 Guidelines for recommendation by the Commission
2.29.140 Standards for the Ashland Public Art Collection
2.29.150 Maintenance of the Ashland Public Art Collection
2.29.160 Parks commission
2.29.170 Development of guidelines
2.29.180 Creation, funding and use of Ashland public art account
2.29.005 Definitions
A. "Acquisition" means the inclusion of an artwork in the Ashland Public Art Collection by any means.
including direct purchase, commission or acceptance of a gift.
B. "Artwork" means visual works of public art as defined herein.
C. "Ashland Public Art Collection" means all public art acquired by the City by any means.
D. "Capital improvement program (CIP)" means the City's program for advance planning of capital
improvements.
E. "City project" or "project" means any capital improvement project in an amount over $25,000 paid for
wholly or in part by the City of Ashland to purchase or construct any public building, decorative or
commemorative public structure, sidewalk, or multi-use pathway construction, park facility construction, or
any portion thereof, within the limits of the City of Ashland. "City project" or "project" does not include public
utility improvements, (e.g. electric, water, sewer, or storm water), LID improvements, including but not
limited to streets, sidewalks and associated improvements, property acquisition, earth work, emergency
Ashland Chapter 2.29 PUBLIC ART Page 19 of 26
work, minor alterations, rehabilitation, minor or partial replacement, remodeling or ordinary repair or
maintenance necessary to preserve a facility. Notwithstanding the above limitation, the Council or
responsible contracting officer may include any new city street or utility project (limited to water, sewer and
storm water projects) in an amount over $25,000 as a city project under this article, by either vote of the
Council or inclusion in the contract solicitation documents prepared by the responsible contracting officer.
F. "Commission" means the Ashland Public Arts Commission created by AMC 2.17.010, consisting of
seven members appointed by the mayor and confirmed by the Council.
G. "Eligible funds" means a source of funds for projects from which art is not precluded as an object of
expenditure.
H. "Participating department" means the department that is subject to this article by its sponsorship of a
city project.
I. "Percent for art" means the program established by this article to set aside a percentage of the total cost
of city projects for public art.
J. "Public art" means all forms of original works of art in any media that has been planned and executed
with the specified intention of being sited or staged on City Property or on property owned or controlled by
the City of Ashland, usually outside and accessible to the public.
K. "Public, art account" means the City of Ashland public art account in the City budget established by this
article into which all moneys donated, appropriated or derived pursuant to the percent for art program shall
be deposited. Funds within the public art account shall be utilized for the purposes outlined in this article.
L. "Removal" means the exclusion of an artwork from the Ashland public art collection by the removal and
disposal through any available means, such as relinquishing title through sale, gift or destruction.
M. "Selec;tion Panel" means a group of individuals selected by the Commission that will evaluate the
proposals associated with a particular project in a public meeting.
N. "TOT Funds" means the portion of transient occupancy tax funds allocated for public art.
0. "Commercial Development Fee" means funds deposited by a commercial developer into the Public Art
account when the developer prefers not to incorporate public art into the project and follow the public art
process for art acquisition and approval.
P. "Total cost" means the entire amount of the City's financial contribution toward construction and
maintenance of a project. (Ord. 3003, added, 02/18/2010)
2.29.100 Process for acquiring public art
A. General. The Public Art Commission will call for entries by issuing a request for proposal, a request for
qualification or by invitation. The call for entries will include specific guidelines and criteria for the specific
project. Every call for entry must comply with the City's public contracting rules.
1. Acquisition. Acquisition of public art will generally result from:
a. The commissioning or purchasing of a work of public art by the City using city funds or donated
funds, in accordance with public contracting laws and AMC Chapter 2.50; or
b. An offer made to the City to accept a work of public art as a gift, donation, or loan.
2. Removal. Removal of public art may be by request or owing to same damage or destruction of the
artwork.
Ashland Chapter 2.29 PUBLIC ART Page 20 of 26
B. Selection Panel. A selection panel, separate from the Public Art Commission, consisting of art
professionals and enthusiasts, residents near the proposed site, community members, and city
administrators will be chosen to evaluate the proposals received from artists. A different selection panel
shall be chosen for each project by the Commission after the following notifications have been made:
1. An ad is placed in a newspaper of general circulation in the City,
2. Postcards are sent out to all property owners located within 300 feet of the proposed site, and
3. A notice is placed on the City's website.
The Commission shall pick the Selection Panel by examining applications received from interested
parties.
C. Evaluation of Acquisition Proposals. Proposals which meet the minimum requirements set forth in the
call for entries will be given to the Selection Panel for review. The proposals for acquisition shall be
evaluated based upon criteria set forth in the call for entries at a public meeting. The Selection Panel will
evaluate the proposals and make a recommendation to the Public Art Commission regarding which
proposals to accept. The Commission shall forward that recommendation to the City Council for final
selection. This ordinance does not exclude land use approval processes when required for the use or
structure.
D. Removal and Disposal Process. Except as provided in AMC 2.29.140.B, neither the Council nor the
Commission is bound to follow any particular process for removal and disposal of art in the Ashland Public
Art Collection. (Ord. 3003, added, 02/18/2010}
2.29.110 Review process for gifts or donations
The Commission may solicit gifts and bequests of public art or funds to benefit the Ashland Public Art
Collection. The Council shall decide whether to accept all such gifts of art work on behalf of the City and the
Ashland Public Art Collection on its own motion or upon a recommendation by the Commission based on its
own evaluation, or by recommendation of the Commission after the Selection Panel has evaluated the
artwork using the guidelines in AMC 2.29.130 and the total cost over the life of the artwork.
All art works or funds shall be administered by the City in accordance with its terms. Funds donated to the
Commission shall be placed in a special account to be used exclusively for the purposes of the Commission
or as designated by the donor. Funds in this account may only be expended after they have been properly
budgeted or approved by the City. (Ord. 3003, added, 02/1812010)
2.29.120 Public Art on Private Property
Before public art can be placed on private property the Commission shall determine whether the site is
appropriate for public art under the Site Selection criteria in AMC 2.29.130. If the site is found to be
appropriate for public art, the City shall secure authorization to use and access the private property where
the public art will be located before the acquisition process for public art is initiated. There shall be a written
agreement or legal instrument, granting the City permission and control of the property so that the property
can be used for public art purposes, including access for installation, maintenance and removal of the
artwork. Public art can then be acquired for placement on private property by following the process for:
A. Acquisition in AMC 2.29.100, or
B. Gifts and donations in AMC 2.29.110. (Ord. 3003, added, 02/18/2010)
Ashland Chapter 2.29 PUBLIC ART Page 21 of 26
2.29.130 Guidelines for recommendation by the Commission
A. Selection Guidelines for Works of Public Art.
1. Quality. The artwork should be of exceptional quality and enduring value.
2. Site. The artwork should enhance the existing character of the site by taking into account scale,
color, material, texture, content, and the social dynamics of the location.
3. History and Context. The artwork should consider the historical, geographical, and cultural features
of the site, as well as the relationship to the existing architecture and landscaping of the site.
4. Initial Cost. The total cost of the artwork, including all items related to its installation, should be
considered.
5. Maintenance and Durability. The durability and cost to maintain the artwork should be considered
and quantified, particularly if the work is servicing, repainting, repairing or replacement of moving parts.
6. Permanence. Both temporary and permanent art works shall be considered.
7. Media. All forms of visual media shall be considered, subject to any requirements set forth by city
ordinance.
8. Public Liability. The artwork should not result in safety hazards, nor cause extraordinary liability to
the City.
9. Diversity. The artwork in the Ashland Public Art Collection should encourage cultural diversity.
10. Commercial Aspect. The artwork shall not promote goods or services of adjacent or nearby
businesses.
11. Compliance. Artworks shall not violate any federal, state, or local laws, including specifically AMC
Chapter 18.96.
B. Guidelines for Site Selection.
1. Ownership or Control. Public art should be placed on a site owned or controlled by the City, or there
should be a written agreement or legal instrument, granting the City permission to use the property for
public art purposes, including access for installation, maintenance and removal.
2. Visual Accessibility. Public art should be easily visible and accessible to the public.
3. Visual Enhancement. Public art should visually enhance the overall public environment and
pedestrian streetscape.
4. Pedestrian Accessibility. Public art should experience high levels of pedestrian traffic and be part of
the City's circulation paths.
5. Circulation. Public art should not block windows, entranceways, roadways or obstruct normal
pedestrian circulation or vehicle traffic.
6. Scale. Public art should not be placed in a site where it is overwhelmed or competing with the scale
of the site, adjacent architecture, large signage, billboards, etc. (Ord. 3003, added, 02/18/2010)
2.29.140 Standards forthe Ashland Public Art Collection
Ashland Chapter 2.29 PUBLIC ART Page 22 of 26
A. Acquisitions. The following minimum standards and criteria shall apply to the acquisition of artworks.
1. Artworks may be acquired by direct purchase, commission, gift or any other means.
2. Acquisition, whether by direct purchase, commission, gift, or otherwise, shall occur by a legal
instrument of conveyance or other writing transferring title of the artwork to the City and clearly defining
the rights and responsibilities of all parties.
3. The City shall obtain the rights of ownership and possession without legal or ethical restrictions on
the future use of the artwork upon final acceptance of the artwork, except where expressly provided in
the contract with the artist. The artists shall retain all rights and interests in the artwork except for the
rights of ownership and possession.
4. The City shall only acquire artworks if: 1) the artist warrants that he will not make a duplicate of the
artwork, or permit others to do so, without written permission by the City, and 2) the artist gives
permission to the City to make atwo-dimensional reproductions as long as all such reproductions
provide the copyright symbol, name of the artist, title of the artwork, and the date of completion.
5. Complete records, including contracts with artists, shall be created and maintained for all artworks
in the Ashland Public Art Collection.
B. Removal.
1. The Commission may recommend removal andlor disposal based on one or more of the following
conditions. No public hearing is required for a removal recommendation.
a. The site for an artwork has become inappropriate because the site is no longer accessible to
the public or the physical site is to be destroyed or significantly altered.
b. The artwork is found to be forged or counterfeit.
c. The artwork possesses substantial demonstrated faults of design or workmanship.
d. The artwork causes excessive or unreasonable maintenance.
e. The artwork is damaged irreparably, or so severely that repair is impractical.
f. The artwork presents a physical threat to public safety.
g. The artwork is rarely displayed.
h. A written request for removal has been received from the artist.
2. Cauncil Removal Process.
a. On its own motion, or following receipt of a recommendation from the Commission the Council
may remove and dispose of any artwork previously accepted into the Ashland Public Art Collection
in their sole discretion.
b. Acceptance or placement of donated art by the City does not guarantee continuous public
display of the artwork regardless of physical integrity, identity, authenticity, or physical condition of
the site.
c. Removal officially deletes the work from the City of Ashland Public Art Collection by a
relinquishment of title to the artwork; thus, eliminating the City's obligation to maintain and preserve
the artwork.
Ashland Chapter 2.29 PUBLIC ART Page 23 of 26
d. Notwithstanding the above, Artwork shall be disposed of in accordance with any specific terms
for removal and disposal set forth in the contract with the Artist.
3. Removal and Disposal.
a. The City may donate the artwork to another governmental entity or a nonprofit organization.
b. A work that is deemed to have retained sufficient monetary value to warrant resale shall be
disposed of through a public sale, auction, or any other means as established by city ordinance.
c. Artworks removed from the Ashland Public Art Collection may be disposed of through any
appropriate means, including the City's procedures for the disposition of surplus property.
C. Borrowing of Artworks.
1. The Commission may also recommend artworks be borrowed.
2. With the exception of ownership, the eligibility, review criteria, and procedure for borrowed works
shall k~e the same as those established in this article for acquisition.
3. The borrowing of artworks shall be pursuant to written agreement between the City and the artist.
4. Nathing herein prohibits the City from securing other works of art or art exhibitions for display inside
its facilities. (Ord. 3003, added, 02/1812010)
2.29.150 Maintenance of the Ashland Public Art Collection
A. Except where expressly provided in a contract or warranty for public art the City shall be responsible for
all maintenance of all artworks in the Ashland Public Art Collection.
B. Within the limitation of the City budget the City shall provide necessary and appropriate maintenance of
the Ashland Public Art Collection, including, but not limited to, regular custodial care and landscape
maintenance. Maintenance shall be performed in accordance with any special instructions or procedures
necessary for the preservation of the work.
C. Any evidence of damage, deterioration, vandalism or theft of artworks in the Ashland Public Art
Collection shall be immediately reported to the appropriate City Department. City staff shall keep the
Commission and Council informed of damage to City property. (Ord. 3003, added, 02/1812010)
2.29.160 Parks commission
The standards and procedures in this article are in addition to, not in derogation of, the Ashland parks
commission review responsibilities for projects proposed in city parks. Nothing herein exempts public art
projects from compliance with all applicable federal, state., and local laws including, but not limited to, land
development regulations and building code compliance. (Ord. 3003, added, 02/18/2010)
2.29.170 Development of guidelines
The Commission shall have the ability to establish further guidelines concerning its operations; however,
only the criteria and processes of this ordinance will be legally binding. (Ord. 3003, added, 02/1812010)
2.29.180 Creation, funding and use of Ashland public art account
A. Establishment. The Council hereby establishes a separate account entitled the Ashland public art
Ashland Chapter 2,29 PUBLIC ART Page 24 of 26
account to be reflected in the City budget. All funds donated, appropriated or generated for the purpose of
public art acquisition and education shall be deposited in this account and used solely for such purposes, in
accordance with this article and other applicable law. Funds generated pursuant to the Commercial
Development Fee in lieu established in Chapter 18, as well as the Transient Occupancy Tax Resolution
authorized in Chapter 4.24, and the Percent for Art dedication in this section shall all be deposited into the
Ashland Public Art Account,
B. Permitted Purposes of Public Art Account. The public art account shall be used solely for the
acquisition, placement, maintenance, and removal of artworks for inclusion in the Ashland Public Art
Collection and for art education purposes, such as community outreach presentations and workshops, in
accordance with the provisions of this article and other applicable law.
C. Requirement for Dedication of a Percent for Art. Any city official or employee who authorizes or
appropriates expenditures on behalf of a participating department for a city project shall, to the degree that
there are eligible funds, include within the budget for the project a monetary contribution for the public art
account equal to one-half percent (0.5%) of the total cost of the project.
1. One-half percent (0.5%) of the total cost of a qualifying city project shall be dedicated to the public
art account. Such funds shall be deposited into the public art account by the City official or employee
acting on behalf of the participating department no earlier than the time that budgeted funds are
encumbered for construction of the City project and no later than final inspection of the completed city
project.
2. The participating department shall consider the siting of public art as part of the design and
enginE;ering phase of any city project. If costs are incurred by the participating department to comply
with this article requirement prior to transfer of the one-half percent (.5%) dedication for the City project
to the public art account, the participating department may deduct such costs (not to exceed one-half
percent) from the one-half percent (.5%) dedication at the time such funds are transferred.
D. Restricted Funds. If funding for a particular city project is subject to legal restrictions that preclude
public art <~s an object for expenditure, the portion of the City project that is funded with the restricted funds
shall be exempt from the dedication requirements of this article.
E. Phased Projects. As a general rule, where a city project will be constructed in phases, the one-half
percent (0.5%) dedication shall be applied to the estimated total cost of each phase of the City project at the
time that funds for the phase are appropriated and encumbered. However, nothing in this section prevents
the Council from deciding to hold or set aside all or part of the entire dedication from the funds of a
particular phase, as the Council deems appropriate. In determining when to hold or set aside the funds for a
phased project, the City will consider an overall public art plan for the project to ensure that art is not
located on a piecemeal basis with phase construction.
F. Monetary contributions for public art shall be deposited in separate accounts within the public art
account if separate accounting is deemed appropriate by the Administrative Services Director (Finance) or .
is required by law.
G. Monetary contributions or appropriations made other than through the percent for art program shall be
deposited in the public art account and may be dedicated to or earmarked for a specific education program
or work of art, subject to acceptance by the Council.
H. Disbursements from the public art account shall be made only after authorization of the City
Administrator or the Administrative Services Director (Finance), and shall be made according to this article
and other applicable city ordinances, including but not limited to the public contracting code (AMC Chapter
I. The Council may adopt by resolution case specific waivers or guidelines for administration of the percent
for art program, including case-by-case waivers of the required dedication set forth herein based on the
Ashland Chapter 2,56 CITY BAND Page 25 of 26
availability of public funds, as well as any other matters not specifically addressed herein and appropriate or
necessary to the administration of the program. (Ord. 3003, added, 02118/2010)
Chapter 2.56
CITY BAND
Sections:
2.56.010 Band Board Established Membership
2.56.025 Powers and Duties Generally
2.56.030 Director Appointment. Duties, Compensation
2.56.040 Budget
2.56.060 Performances
2.56.010 Band Board Established Membership
The Ashland Band Board is established and shall consist of six voting members appointed by the mayor
with confirmation by the council. The board shall also consist of one nonvoting ex officio member, who shall
be the director of the band. (Ord. 3003, amended, 02/1812010; Ord. 2830, Amended, 10!2011998)
2.56.025 Powers and Duties Generally
The powers, duties and responsibilities of the Ashland Band Board shall be as follows:
A. General supervision and control over the Ashland City Band.
B. When requested, report at least annually to the mayor and city council of the activities of the band.
C. On or prior to December 15 of each year, report to City Administrator as to the activities and welfare of
the band,
D. Determine compensation for the band director and members in accordance with the band's approved
budget. (Ord. 3003, amended, 0211812010; Ord. 2830, Amended, 1012011998)
2.56.030 Director Appointment, Duties, Compensation
A. Upon recommendation of the Band Board, the City Administrator shall appoint a band director.
B. The director shall:
1. Promote, organize and direct the Ashland City Band;
2. Select the musicians for the band,
3. Appoint a band secretary who shall keep minutes of all band board meetings, records of the
organization and shall particularly keep a careful and accurate record of attendance by all members.
The secretary shall serve at the pleasure of the director and perform such other duties as may be
assigned by the director.
4. Appoint a band librarian, who shall have charge of and shall carefully keep all the sheet music now
owned or hereafter acquired by band. The librarian shall keep proper and complete records of all
property placed in the librarian's custody and shall make a proper inventory and accounting thereof at
the end of the year. The librarian shall serve at the pleasure of the director and perform such other
duties as may be assigned by the director.
Ashland Chapter 2.56 CITY BAND Page 26 of 26
5. Appoint a quartermaster who shall have charge of and shall carefully keep all band uniforms and
other property which is now owned or may hereafter be acquired by the band. The quartermaster shall
serve at the pleasure of the director and perform such other duties as may be assigned by the director.
6. Perform such other services as may be reasonably requested by the band board Ord. 3003,
amended, 02/18/2010; Ord. 2830, Amended, 10120/1998)
2.56.040 Budget
Prior to the preparation of the City budget each year, the band board shall cause a careful estimate to be
made of the band's needs for the ensuing year in view of the funds to be available and shall submit same to
the director of finance for consideration with the other budgetary matters. Through the City's budget
process, the City Council shall fix and determine the Band's budget for the ensuing year. (Ord. 3003,
amended, 02/1812010; Ord. 2830, Amended, 10/20/1998)
2.56.060 Performances
The City Band shall present not less than ten concerts, including the Fourth of July parade, during each
summer season. (Ord. 3003, amended, 02/1812010; Ord. 2830, Amended, 10/20/1998)