HomeMy WebLinkAbout2013.10.23 Conservation Commission Agenda Packet ASHLAND CONSERVATION COMMISSION
Meeting Agenda
6:00=8:00pm — October 23, 2013CITY or
Community Development Building, Siskiyou Room ASHLAND
51 Winburn Way
1. 6:00 Call to Order
2. 6:00 Consent Agenda / Reports
2.1. Minutes September 25t" meeting
3. 6:05 Announcements
3.1. Next Regular Meeting: November 20, 2013
3.2. Upcoming Sub-committee meetings for Nov/Dec
3.3. Other Announcements from Commissioners
4. 6:15 Public Forum
(10 min to be evenly divided by public wishing to speak)
5. 6:25 Reports
5.1. Council - Councilor Rosenthal (5 min)
5.2. City Staff— Hanks (5 min)
5.3. Ashland School Quarterly Report — Hartman
(5 min presentation, 5 min questions)
5.4. City Operations Sustainability Plan Update — Hanks
(20 min including questions)
6. 7:05 Old Business
6.1. Process Update - "Bring Your Own Bag" Policy (Plastic Bag Ban) —
Buck/Silverberg — (20 min with questions)
6.2. City of Ashland Investment Policy/Divestment Issue — Barbara
Christensen, Ashland City Recorder- (15 min including questions)
6.3. Follow Up - Car Washing Best practices / Signage for Anti Idling —
GOUId (20 min with questions)
7. 7:25 New Business
7.1. Appointment recommendation of Commission members to Ad-hoc
Recycle Center Committee
8. 7:50 Wrap Up
8.0 November Meeting date change to November 20, 2013
8.1. Review of goal assignments (5 min)
8.2. Items to be added to next agenda (5 min)
8.3. Adjournment (8 PM)
ASHLAND CONSERVATION COMMISSION
Meeting Minutes
September 25, 2013
CITY ,
Community Development Building, Siskiyou Room ASHY-ANC'
51 W i n b u rn Way
1. Call to Order
The meeting was called to order by Commission Chair Weir at 6:00.
2. Consent Agenda / Reports
Weir asked for a motion to approve the meeting minutes of August 28t". Council
Liaison Rosenthal requested a correction to the last sentence of section 6 — Old
Business, replacing "in alignment with his expectations" with "excellent".
Commissioner Buck motioned to approve the minutes as amended, second by
Beam with unanimous approval for the Commission.
3. Announcements
Weir announced that the next Regular Commission Meeting for October 23, 20137
with upcoming Sustainability sub-committee meetings on Oct 2 and 16 and
November 6 and 20.
Commissioner Buck reminded the Commission of the upcoming Plastic Round up
and passed out flyers and referenced the Recology and City websites for more
information. Commissioner Beam stated that the Bear Creek Salmon Festival will
be Oct 5t" at 11:00 AM. Hanks reminded Commissioners that the booth set up was
required earlier in the AM.
Commissioner Beigel-Coryell noted that the SOU students were beginning to move
into the new dorms. Commissioner Koopman added that a recipient of last year's
Conservationist of the Year, Hannah Sohl is starting a new group called Oregon
Climate Action Now, which invites and promotes "living room conversations" about
climate change.
4. Public Forum
Laurie Hopkinson, manager of the Rogue Valley Growers Market spoke to voice her
desire to be aware of the potential impacts of the proposed plastic bag ban on the
market operations. She stated support for the concept and offered to be a resource
as the regulations are developed into an ordinance.
5. Re p o its
Council Liaison Report - Councilor Rosenthal
Councilor Rosenthal deferred to later in the agenda
City Staff Report— Hanks
Hanks informed the Commission that the Facilities Energy Audits, a component of
the Operational Sustainability Plan was recently completed and delivered to staff for
review. Staff will post the final document to the website and provide the Commission
with a link. The report provides data on existing energy uses at 18 City buildings
and includes energy saving recommendations (EEM's) with estimated costs and
energy savings for each building.
Hanks also summarized the status of the Recology Solid Waste Franchise
agreement ordinance and associated resolutions, including the option to separate
the costs associated with the Recycle Center from the garbage and recycling
collection rates to be displayed as a separate fee on the Recology customer bills.
The Commission discussed their concerns with the final ordinance and resolution.
Commissioner Koopman pointed out that the proposal does not include specific
waste reduction targets. Commissioner Beam felt that the proposal was a step
backwards.
Ashland School Quarterly Report— Commissioner Hartman
With the absence of Commissioner Hartman, Chair Weir requested that
Commissioner Buck provide a Recology report. Buck provided an update on the
China Green Fence issues that are limiting plastic recycling efforts, as well as an
update on improvements to the glass recycling program for glass products reuse
rather than as road base.
Buck summarized the compost classes for 2013 and noted that the fall leaf bag
promotion is underway and the Recycle Center will have free leaf drop off November
17 and December 15. Discounted cost leaf bags are available to residents at
Ashland Sanitary. Buck also noted that the Plastic Round Up is scheduled for
October 25/26 at the Expo in Central Point.
Sustainability Sub-Committee — Commissioner McGinnis
Commissioner McGinnis summarized the work of the Sustainability sub-committee
and provided a handout detailing the efforts. The Sub-committee is interested in
pursuing using the ICLEI Star Communities framework for local sustainability and
referenced the table that outlines the goals and objectives of the framework.
McGinnis noted that the group felt that the table provided a good organizational tool
to give a view of the full spectrum of the plan, but noted that it could be implemented
one component at a time or in groups providing flexibility of implementation.
The Commission discussed the table elements and how the Commission would fit in
the planning process.. Chair Weir suggested that the sub-committee research direct
costs of the Star Communities system as well as potential consulting or staff costs
associated with developing a full plan. Commissioner Silverberg noted that the table
provides a tool for prioritization which is an important component in the plan
development.
McGinnis noted that the sub-committee will be working at providing further details,
including those mentioned by Commissioners and will bring back a more complete
document for review at a future meeting, potentially in December. Issues remaining
include who leads the overall project, what other efforts are already underway, how
should the various existing projects be connected to the plan, etc.
6. Old Business
"Bring Your Own Bag" Policy(Plastic Bag_ Ban) — Buck/Silverberg
Commissioners Buck and Silverberg provided a brief overview of the memo in the
meeting packet. Hanks noted that the sub-committee has been reviewing and is
generally supports the City of Eugene ordinance model. Buck emphasized that the sub-
committee feels strongly that the educational component is critical to meeting the longer
term objective of the ordinance which is a behavioral shift away from disposables and
greater use of reusables overall.
The Commission discussed existing and potential exclusions, appropriate price points
for the charge imposed for the use of paper bags, what types of businesses are most
impacted, etc. Commissioner Beam noted that he continues to feel that the ban is
selective and should be adopted equally. Hanks noted that the core concept of the
regulation is the prohibition of one particular product, the single use plastic bag in
conjunction with a cost for using a paper bag rather than a true reusable bag.
Buck mentioned that it would be important to also have a definition for and prohibit
compostable plastic bags as they currently don't work as intended.
Beigel — Coryell made a motion to accept the memo as the Commission's
recommendation to the Council, second by Buck. Motion passed 7-1 (Beam no vote).
Commissioner Buck made a motion to select Chair Weir to present the recommendation
to the Council on behalf of the BYOB sub-committee and the full Commission.
Commissioner Gould second, passed 7-1 (Beam no vote).
7. New Business
Car Washing Best practices / Signage for Anti Idling — Gould
Commissioner Gould updated the Commission on her work on potential programs for
the City to adopt relating to a green car wash program. Gould provided information on
alternate car washing programs used by other Cities (Stockton, Santa Monica) to
reduce storm drain contamination relating to charity car washes that result in soap into
the storm drain.
Hanks noted that the concept could be implemented by the Public Works Dept as they
are responsible for storm drain maintenance and compliance and also currently provide
the car wash kit. With two car wash units in the City, both under the same ownership,
developing a similar program could be possible. Hanks suggested that Gould and he
meet with PW Staff to discuss.
Gould also updated the Commission on her work with the School District regarding the
potential installation of signage in school parking lots/student pick up areas to
reduce/eliminate idling of parent passenger vehicles. Hanks noted that the District
employee fleet and bus areas were provided no idling signs but the school parking lots
were somewhat different and might require school by school approval or an
administrative approval from the District Superintendent. Gould stated she was working
with PTA groups and may schedule a meeting with the Superindentent to discuss
opportunities.
The Commission appreciated the updates on both topic and supported continued
efforts.
8. Wrap Up
Weir reminded the Commission of the annual goals and requested that Commission
members continue to work on those that interest them and ask for agenda spots as
needed.
Weir also noted several of the topics scheduled for the October meeting, including a
review of the City's investment policy as it relates to the public forum presentation from
several months prior regarding divestment, the Ashland Schools quarterly report,
updates from Gould on the car wash/idling work, the idea of a Commission retreat to
discuss the Commission's current charter (purpose/charge) and potential changes to it,
as well as an update from Staff on the City's progress relating to the Operational
Sustainability Plan.
The Commission also discussed moving the November meeting due to the
Thanksgiving holiday as well as getting started on the awards committee for 2014.
Weir adourned the meeting at 8:00.
CITY OF
AS H LAN D
Council Communication
January 15, 2013, Business Meeting
Annual Review of Investment Policy for the City of Ashland
FROM:
Barbara Christensen, City Recorder, christeb@ashland.or.us
SUMMARY
City Council review the current City of Ashland Investment Policy.
BACKGROUND AND POLICY IMPLICATIONS:
This policy was previously reviewed and approved by the City Council in December 2011 to meet
current Oregon Revised Statutes pertaining to investment of municipal funds.
There are no suggested changes to the current policy although there is current action taking place in the
legislature regarding Oregon credit unions ability to accept and safely hold government funds.
The approval of allowing Oregon credit unions is currently being moved through the process and is set
to begin in April 2013. At this time there are five credit unions that are filing to participate, none of
which are in our area. This program will be tracked and if appropriate, at the next review of the City
Investment Policy, any proposed changes will be submitted at that time.
The policy states that it shall be reviewed on an annual basis by the Investment Officer and the City
Council.
FISCAL IMPLICATIONS:
N/A
STAFF RECOMMENDATION AND REQUESTED ACTION:
Approve City of Ashland Investment Policy
SUGGESTED MOTION:
Approve City of Ashland Investment Policy
ATTACHMENTS:
Investment Policy
Press Release—Ted Wheeler, State Treasurer—Oregon Credit Unions
Page 1 of 1
City of Ashland Investment Policy
Revised November 2009
Page 1 of 7
CITY OF ASHLAND, OREGON
INVESTMENT POLICY
I. POLICY STATEMENT
It is the policy of the City of Ashland to invest public funds in a manner which will provide the
highest investment return with the maximum security while meeting the daily cash flow demands
of the entity and conforming to all state and local statutes governing the investment of public
funds.
II. SCOPE
This investment policy applies to activities of the City of Ashland and Ashland Parks &
Recreation in regard to investing the financial assets of all funds except for funds held in trust for
deferred compensation funds for the employees of the City of Ashland. In addition, funds held by
trustees or fiscal agents are excluded from these rules; however, all funds are subject to
regulations established by the State of Oregon. Other than bond proceeds or other unusual
situations, the estimated portfolio size ranges from$15,000,000 to $24,000,000.
These funds are accounted for in the City of Ashland's Comprehensive Annual Financial Report
and include:
General Fund
Special Revenue Funds
Capital Projects Funds
Debt Service Funds
Enterprise Funds
Internal Service Funds
Trust&Agency Funds
Funds of the City will be invested in compliance with the provisions of all applicable Oregon
Revised Statutes. Investments of any tax-exempt borrowing proceeds and any related Debt
Service funds will comply with the arbitrage restrictions in all applicable Internal Revenue Codes.
III. OBJECTIVES AND STRATEGY
The primary objectives, in priority order, of the City of Ashland's investment activities shall be:
1. Legality. This Investment Policy will be in conformance with federal laws, state statutes,
local ordinances, and internal policies and procedures.
2. Liquidity. The City of Ashland's investment portfolio will remain sufficiently liquid to
enable the City of Ashland to meet all operating requirements which might be reasonably
anticipated.
3. Diversification. Diversification of the portfolio will include diversification by maturity and
market sector and will include the use of multiple broker/dealers for diversification and
market coverage.
4. Yield. The City of Ashland's investment portfolio shall be designed with the objective of
attaining a market rate of return throughout budgetary and economic cycles, commensurate
with the City of Ashland's investment risk constraints and the cash flow characteristics of the
portfolio. "Market rate of return" may be defined as the average yield of the current three
City of Ashland Investment Policy
Revised November 2009
Page 2 of 7
month U.S. Treasury bill or any other index that most closely matches the average maturity of
the portfolio.
Effective cash management is recognized as essential to good fiscal management. Cash
management is defined as the process of managing monies in order to ensure maximum cash
availability. The City shall maintain a comprehensive cash management program that includes
collection of accounts receivable, and the management of banking services.
IV. STANDARDS OF CARE
I. Delegation of Authority. Authority to manage the City of Ashland's investment program is
delegated to the City Recorder/Treasurer and Administrative Services Director who are the
designated investment officers of the City and are responsible for investment decisions and
activities, under the review of City Council. The day to day administration of the cash
management program is handled by the City Recorder/Treasurer or by, the Administrative
Services Director in the absence of the City Recorder/Treasurer.
Management responsibility for the investment program is hereby delegated to the City
Recorder/Treasurer and Administrative Services Director, who shall establish written
procedures for the operation of the investment program consistent with this investment policy
and subject to review and adoption by City Council. Procedures should include reference to:
safekeeping, PSA repurchase agreements, wire transfer agreements, banking service contracts
and collateral/depository agreements. Such procedures shall include explicit delegation of
authority to persons responsible for investment transactions. No person may engage in an
investment transaction except as provided under the terms of this policy and the procedures
established by the City Recorder/Treasurer and Administrative Services Director. The City
Recorder/Treasurer and Administrative Services Director shall be responsible for all
transactions undertaken and shall establish a system of controls to regulate the activities of
subordinate officials.
2. Prudence. The standard of prudence to be used by investment officials shall be the "prudent
person" standard and shall be applied in the context of managing an overall portfolio. These
standards states: "Investments shall be made with judgment and care, under circumstances
then prevailing, which persons of prudence, discretion and intelligence exercise in the
management of their own affairs, not for speculation, but for investment, considering the
probable safety of their capital as well as the probable income to be derived."
3. Limitation of Personal Liability. The Investment Officer acting in accordance with written
procedures, the investment policy and in accord with the Prudent Person Rule shall not be
held personally liable in the management of the portfolio.
4. Ethics and Conflict of Interest. Officers and employees involved in the investment process
shall refrain from personal business activity that could conflict with proper execution of the
investment program, or which could impair their ability to make impartial investment
decisions. Employees and Investment Officers shall disclose any material financial interests
in financial institutions that conduct business within this jurisdiction, and they shall further
disclose any large personal financial/investment positions that could be related to the
performance of the investment portfolio. Employees, officers, and their families shall refrain
from undertaking personal investment transactions with the same individual with whom
business is conducted on behalf of the City, Officers and employees shall, at all times,
comply with the State of Oregon, Government Standards and Practices Commission, code of
ethics set forth in ORS Chapter 244.
City of Ashland Investment Policy
Revised November 2009
Page 3 of 7
IV. AUTHORIZED AND SUITABLE INVESTMENTS.
1. Authorized Investments. All investments of the City shall diversified by type, maturity and
issuer. Before any transaction is concluded, to the extent practicable, the Investment Officer
shall solicit and document competitive and offers on comparable securities. When not
practicable, the reasons should be similarly documented. At all times the Investment Officer
will strive for best execution of all transactions. Additionally, if reasonably unanticipated
events cause the portfolio limits to be exceeded, the Investment Officer will take the steps
necessary to correct the situation as soon as practicable. Investments may be sold at a loss
when the Investment Officer deems that such a decision is prudent.
2. Suitable Investments.
a. U.S. Treasuries
b. Agencies and Instrumentalities of the United States.
c. Savings and Demand Accounts (Oregon depositories only)
d. Time Certificates of Deposit(Oregon depositories only)
f. Banker's Acceptances(Oregon issued)
g. Corporate Debt
h. Municipal Debt(States of Oregon, California, Idaho and Washington only)
i. Oregon Local Government Investment Pool(LGIP)
The specific permitted securities are defined under Oregon Revised Statutes Chapters 294.035,
294.0401 294.046 and 294.810. (See Addendum A) Collateral requirements are bank deposits,
time deposits, certificates of deposit and savings accounts are defined in ORS Chapter 295. (See
Addendum B)
V. INVESTMENT PARAMETERS
1. Diversification. The City will diversify the investment portfolio to avoid incurring
unreasonable risks, both credit and interest rate risk, inherent in over investing in specific
instruments, individual financial institutions or maturities.
Diversification Constraints on Total Holdings.
ISSUER TYPE % of portfolio
U.S. Treasury Obligations Up to 100%
U.S. Government Agency Securities and
Instrumentalities of Government Sponsored Corp. Up to 75% and 25%per issuer
Bankers' Acceptances (BA's) Up to 25% and 15%per issuer
Certificates of Deposit(CD) Up to 35% and 5% of deposits per
institution
Municipal Debt Up to 35% and 10%per issuer
Corporate Debt (AA, A1, P1) Up to 25% and 5%per issuer
State of Oregon Investment Pool Securities ORS Limit 294.810
The investment officers will routinely monitor the contents of the portfolio comparing the
holdings to the markets, relative values of competing instruments, changes in credit quality, and
City of Ashland Investment Policy
Revised November 2009
Page 4 of 7
benchmarks. If there are advantageous transactions, the portfolio may be adjusted accordingly,
but not to exceed% as stated.
2. Investment Maturities. The City will not directly invest in securities maturing more than
three (3) years from the date of purchase.
a. The maximum weighted maturity of the total portfolio shall not exceed 1.5 years. This
maximum is established to limit the portfolio to excessive price change exposure.
b. Liquidity funds will be held in the State Pool or in money market instruments maturing
six months and shorter. The liquidity portfolio shall, at a minimum, represent six month
budgeted outflow.
c. Core funds will be the defined as the funds in excess of liquidity requirements. The
investments in this portion of the portfolio will have maturities between 1 day and 5 years
and will be only invested in high quality and liquid securities.
Total Portfolio Maturity Constraints:
Under 30 days 10% minimum
Under 90 days 25% minimum
Under 270 days 5 0% minimum
Under 1 year 7 5% minimum
Under 18 months 80% minimum
Under 3 years 100% minimum
Exception to 3 year maturity maximum: Reserve or Capital Improvement Project monies may be
invested in securities exceeding three (3) years if the maturities of such investments are made to
coincide as nearly as practicable with the expected use of the funds.
Due to fluctuations in the aggregate surplus funds balance, maximum percentages for a particular
issuer or investment type may be exceeded at a point in time subsequent to the purchase of a
particular issuer or investment type may be exceeded. Securities do not need to be liquidated to
realign the portfolio; however, consideration will be given to this matter when future
reinvestments occur.
VII. SAFEKEEPING, CUSTODY AND AUTHORIZED DEALERS
1. Safekeeping and Custody of Securities. The laws of the state and prudent treasury
management require that all purchased securities be bought on a delivery versus payment
basis and be held in safekeeping by the City, or the City's designated depository.
All safekeeping arrangements shall be designated by the Investment Officer and shall list
each specific security, rate, description, maturity, and cusip number. Each safekeeping
receipt will clearly state that the security is held for the City or pledged to the City. In
addition, repurchase requirements including Master Repurchase Agreements shall be in place
prior to any business being conducted.
2. Authorized Financial Dealers. The Investment Officer shall maintain a list of all
authorized brokers/dealers and financial institutions that are approved for investment
purposes or investment dealings. Any firm is eligible to make an application to the City
of Ashland and upon due consideration and approval will be added to the list. Additions
and deletions to the list will be made at the discretion of the Investment Officer. To be
eligible, a financial institution must meet at least one of the following three criteria:
City of Ashland Investment Policy
Revised November 2009
Page 5 of 7
a. Be a primary dealer of the Federal Reserve Bank of New York; or
b. Report voluntarily to the F.R. B. of New York; or
c. Affirm that it has met the securities dealers' capital adequacy requirements
of the F.R. B. of New York continuously for the preceding 12 months.
At the request of the City of Ashland, the firms performing investment services shall provide
their most recent financial statements or Consolidated Report of Conditions for review.
Further,there should be in place, proof as to all the necessary credentials and licenses held by
employees of the brokers/dealers who will have contact with the City of Ashland as specified
by, but not necessarily limited to the Financial Industry Regulatory Authority (FINRA),
Securities and Exchange Commission(SEC), etc.
All dealers with whom the City transacts business will be provided a copy of this Investment
Policy to ensure that they are familiar with the goals and objectives of the investment
program.
If the City hires an investment advisor to provide investment management services, the
advisor is authorized to transact with its direct dealer relationships on behalf of the City. A
list of approved dealers must be submitted to the Investment Officer prior to transacting
business.
3. Competitive Transactions. The Investment Officer will obtain telephone, faxed or emailed
quotes before purchasing or selling an investment. The Investment Officer will select the
quote which best satisfies the investment objectives of the investment portfolio within the
parameters of this policy. The Investment Officer will maintain a written record of each
bidding process including the name and prices offered by each participating financial
institution.
The investment advisor must provide documentation of competitive pricing execution on
each transaction. The advisor will retain documentation and provide upon request.
VIII. CONTROLS
1. Accounting Method. The City shall comply with all required legal provisions and Generally
Accepted Accounting Principles (GAAP). The accounting principles are those contained in
the pronouncements of authoritative bodies including but not necessarily limited to, the
Governmental Accounting Standards Board (GASB); the American Institute of Certified
Public Accountants (AICPA); and the Financial Accounting Standards Board(FASB).
Pooling of Funds: Except for cash in certain restricted and special funds, the City will
consolidate balances from all funds to maximize investment earnings. Investment income
will be allocated to the various funds based on their respective participation and in
accordance with generally accepted accounting principles.
2. Internal Controls. The City will maintain a structure of internal controls sufficient to assure
the safekeeping and security of all investments.
The Investment Officer shall develop and maintain written administrative procedures for the
operation of the investment program that are consistent with this investment policy.
City of Ashland Investment Policy
Revised November 2009
Page 6 of 7
Procedures will include reference to safekeeping, wire transfers; banking services contracts,
and other investment related activities.
The Investment Officer shall be responsible for all transactions undertaken.
No officer or designee may engage in an investment transaction except as provided under the
terms of this policy and the procedures established by the Investment Officer and approved
by the Council.
3. External Controls. The City of Ashland may enter into contracts with external investment
management firms on a non-discretionary basis. These services will apply to the investment
of the City's short-term operating funds and capital funds including bond proceeds and bond
reserve funds.
If an investment advisor is hired, the advisor will comply with all requirements of this
Investment Policy. The investment advisor will provide return comparisons of the portfolio
to the benchmark on a monthly basis. Exceptions to the Investment Policy must be disclosed
and agreed upon in writing by both parties. The Investment Officer remains the person
ultimately responsible for the prudent management of the portfolio.
Factors to be considered when hiring an investment advisory firm may include, but are not
limited to:
a. The firm's major business
b. Ownership and organization of the firm
c. The background and experience of key members of the firm, including the portfolio
manager expected to be responsible for the City's account
d. The size of the firm's assets base, and the portion of that base which would be made up
by the City's portfolio if the firm were hired
e. Management Fees
f. Cost Analysis of advisor
g. Performance of the investment advisory firm, net of all fees, versus the Local
Government Investment Pool or other benchmarks over a given period of time
IX. PERFORMANCE EVALUATION AND REPORTING
The investment portfolio shall be designed with the objective of obtaining a rate of return
throughout budgetary and economic cycles, commensurate with the investment risk constraints
and the cash flow needs.
The city's investment strategy is active. Preservation of capital and maintenance of sufficient
liquidity will be considered prior to attainment of market return performance. A market
benchmark will be determined that is appropriate for longer term investments based on the City's
risk and return profile. When comparing the performance of the City's portfolio, all fees and
expenses involved with managing the portfolio shall be included in the computation of the
portfolio's total rate of return. This would include any in-house management of the funds, as well
as outside management.
The Investment Officer shall prepare monthly and quarterly compliance summary reports that
provide details of the investment portfolio, as well as transaction details for the reporting period.
Details shall be sufficient to document conformity with the provisions of the statutes and this
City of Ashland Investment Policy
Revised November 2009
Page 7 of 7
investment policy and shall include a listing of individual securities held at the end of the period.
All investments owned will be marked-to-market monthly by the City's third-party custodian.
The performance(total return) of the City's portfolio will be measured against the performance of
the Local Government Investment Pool (LGIP) and the yield of the 91-day U.S. Treasury Bill.
X. INVESTMENT POLICY ADOPTION BY GOVERNING BODY
This investment policy will be formally adopted by the City Council. The policy shall be
reviewed on an annual basis by the Investment Officer and the City Council. Material revisions
to this policy will require a review by the Oregon Short Term Fund Board, pursuant to current
Oregon Revised Statutes.
ViewArticle Page 1 of 2
Oregon State Treasury ........
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Te d W h e e I e r EGON STATE TREASURER
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Oregon Investment Council
Nevus Media Contact Treasurer Ted Wheeler
State Treasurer
FOR IMMEDIATE RELEASE
10/03/2012
Oregon credit unions submit groundbreaking paperwork to accept and safely
hold government funds
111ew collateral protection will allow credit unions to become public depositories on April
SALEM--Five Oregon credit unions have submitted the required notice and paperwork with the
Oregon State Treasury to allow therm to accept and safely hold large government fund deposits.
Then the Oregon Credit Union Public Funds Collateralization Program begins,pegged for April 1,
2013,it will give Oregon government entities additional options for deciding where to keep funds.
Today in Oregon,only qualified banks can accept substantial public deposits beyond the Federal
Deposit Insurance Corporation insured limit,which is now$250,000 per depositor.
Banks protect public funds deposits above the insured threshold through a program that:pools
collateral posted by participating institutions.In the event of a bank failure,the state can recover
public funds by selling this collateral.The Public Funds Collateralization Program for ban is
administered by the State Treasury.
Credit union deposits are currently limited to$250,000,the insured limit established by the
National Credit Union Administration.Until now,unlike banks,they did not have an option to hold
public funds beyond that level.Legislation passed in 2010 and clarified in 2011 allows the State
Treasury to establish a collateralization program to protect public deposits at credit unions.
To trigger creation of that program,the law requires a minimum of five credit unions to file
materials,including written commitments from government entities to actually make sufficiently
large deposits that would exceed the insurance protection level.
The submitted pledge letters are from the cities of Portland,Beaverton,Corvallis,Independence,
and Klamath Fails.
http:llwww.oregon.gov/treasuryNewsroom/Pages/ViewArticle.aspx?pressReleaselD=38 12/31/2012
ViewArticle Page 2 of 2
"I want to thank community leaders,legislators and credit unions who have worked long and hard
to create this new avenue for state and local deposits,"said State Treasurer Ted Wheeler'."Oregon
governments of all sizes now will have the ability to deposit public money in many of our fine
community credit unions with the appropriate safeguards."
The five initial participating credit unions'are Unitus,Pacific Crest,OSU Federal Credit Union,
OnPoint,and Advantis.
The Northwest Credit Union Association says an additional five will participate when the program
is operational next year.Those are[`SAPS CU,Northwest Community,Old West,Wauna Federal
Credit Union,and Oregon Community.Seven other credit unions helped supply startup"unding
(Mid Oregon,Valley,Northwest Preferred,Clackamas,Rogue,Rivermark,and Oregonians).
"Credit unions are safe and sound harbors for government deposits. They are local and
committed to their communities,"said Troy Stang,President and CEO,Northwest Credit Union
Association."We wish to thank our credit unions and the Oregon Treasurer's office for working
with the Northwest Credit Union Association to make it possible for public entities to have a
choice to deposit their funds in local member-owned financial cooperatives."
The amount of required collateral from each credit union will hinge on how much money each
institution has in total deposits and outstanding loans.The minimum collateral requirernent can
range from 10 to 110 percent of uninsured public funds deposits,depending on the capitalization
level of the credit union and the number of participating credit unions in the program.
As ofjune 30,there were 37 banks qualified as public fund depositories in Oregon and 29 of those
held public funds,which totaled almost$1.4 billion.The funds are deposited by the gamut of
governments,from state agencies to school districts to cities to water districts.
The Oregon State Treasury protects public assets and saves Oregonians money through its
investment,banking,and debt management functions.State investment policies are overseen by
the Oregon Investment Council,The State Treasury also promotes public outreach and Education
to help Oregonians learn strategies to save money,invest for college and make smart financial
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http ellwww.oregon.gov/treasurylNewsroom/Pages/ViewArticle.aspx?pressReIeaselD=3 8 12/31/2012
CITY OF
AS,HLAND
OPERATIONAL SUSTAINABILITY PLAN
Framework,Plan Format& Process Outline
Introduction
The Conservation Commission has long been interested in assisting the City in the development
of a formal cross-departmental sustainability planning effort to ensure coordination across City
operational functions. This planning effort can function as an internal communication and
tracking tool to develop prioritized actions to meet a variety of long term goals and objectives as
well as provide a location to report on existing efforts relating to operational sustainability and
efficiency.
Objective
In addition to the functions described above, an operational sustainability plan is a tool to
increase the efficiency of the organization in their resource consumption. Efficiency in this case
is defined as a reduction in consumption, an avoidance of use, re-use of resource or process by-
product with decision making based on analysis of all inputs and outputs of a given process or
product used. The resulting decision and action should lead the organization to increased
resource efficiency with a related, defined cost savings over a given period of time.
Goal
In May of 2012, the Commission recommended that Council amend a previous Council goal
relating to City operational efficiency. Council approved the recommendation which resulted in
the following Council goal:
"Develop a concise sustainability plan for the community and
for City operations, beginning with development of a plan
framework, suggested plan format, timeline and resource
requirements for City Operations that can be used as a model
for a community plan to follow"
With the understanding that the content and priority of specific actions will need to be developed
by City Staff, matched with budget planning and other existing planning documents and plans,
the Commission focused its efforts on the listed Council goal elements of:
1) Plan framework 3) Process & Timeline
2) Plan format 4) Resource requirements
1
Plan Framework
While the City has undertaken many different actions and
within its departments and divisions that have led to
programs p
increased operational efficiency and outcomes that are more
sustainable, there has been no formal guiding statement or
accompanying principles to help embed sustainability into daily
decision making in internal City operations.
The Commission and its Sustainability sub-committee spent
considerable time reviewing both community and operational
sustainability plans, with a particular focus on the different
types of decision making frameworks utilized.
Most if not all plans recognize and pay homage to the
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impact, planet (environment), people (social) and profit
(financial) and the need for all three components to be
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ICLEI—Local Governments for Sustainability
Because ICLEI specifically exists to serve local governments in their efforts towards
sustainability, the Commission recommends that the operational plan be developed using ICLEI
framework, tools and resources. This will provide City staff with a solid, understandable
framework and process to follow as the full plan is developed.
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2
Additionally, as a member of ICLEI, the City has access to a variety of Sustainability planning
and implementation resources, most notably the Sustainability Planning Toolkit
(http://www.icleiusa.gEg/sustainabi'lit3qoolkit).
The Natural Step
The Natural Step is a comprehensive framework guided by basic principles summarized by four
system conditions shown below. The framework requires the recognition that strategic planning
and decision making must be made within the constraints of the system conditions and uses a
process called"backcasting" to set a target or vision of success followed by the development of
steps or actions needed to achieve that target.
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The Commission recognizes that there are distinct differences between an operational plan and a
community-wide plan and while the Commission recommends the ICLEI framework and
protocol for the City's operational sustainability plan, that may or may not be the best fit for the
community plan that the Commission is interested in initiating after the operational plan is up
and running.
Having the opportunity to test the ICLEI framework for the internal operational plan will be
valuable for both City staff and the Commission in providing an assessment and
recommendation to Council on a framework for the larger community sustainability plan in the
near future.
Plan Format
The plan will need to contain a consistent template to use to set and measure targets across all
resource elements based on existing data sets, or benchmarks.
3
Resource Elements
Each resource element and subcomponents will contain an introductory narrative describing its
general use and need within the organization, its total annual consumption, current
consumption/utilization rates (could be calculated and displayed several ways),
reduction/conservation/utilization target and prioritized actions to meet the target.
Resource Elements Initial Inventory
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Natural Gas Re-purposed/Sold Miles traveled
Renewables Recycled #of vehicles
Back-up Power(diesel) Disposed Vehicle Fuel type
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Production/Processes Avoided RFP Critieria
Irrigation/Landscape Replaced Purchasing Criteria
General Use (office/restroom/etc) Disposed Construction Standards (LEED)
Life cycle cost analysis
This section will describe all administrative polices,acquisition/purchasing policies,project standards or
requirements that relate to any and all resource elements detailed in the operational sustainability plan and function
as a key tool in utilizing the decision making framework to meet the targets for each resource element
Benchmarks
For City Staff to set and track targets, it is essential to have accurate baseline benchmark data.
Based on discussion with Staff, the Commission recommends using 2010 data as the initial
baseline benchmark to measure progress on meeting the targets set for each resource element.
Where 2010 data isn't available or does not exist for the proposed action, new benchmark data
may be created to track progress.
Targets
Specific targets will be established for each resource element with some being set at the sub-
component level. For example, the energy resource element contains subcomponents with
different target types. Targets at the sub-component level could be structured similar to this:
Electric Target— 15%reduction in total electric consumption
Renewables Target—Minimun of 5%of total electric consumption from local renewable generation
Targets will be set for the initial 2015 milestone, as well as longer range targets in five year
increments, with the intent of pushing the organization to evaluate both short and long term
resource and revenue return on investments.
4
Sample Subcomponent Data Table
Primary Uses
Facilities Heating/Cooling/Lighting
Pumping-Water/Wastewater
Departmental Operations—IT Network, Fleet/Shop operations, etc
Consumption/Use Data 2010 2015 2030 Notes/Comments
Benchmark Target Target
Total Annual Consumption
Consumption per sq/ft of building
Water System consumption
Wastewater System Consumption
Proposed Actions
Each resource element will share a similar template table. Following the table of proposed
actions within each resource element, each proposed action will have a narrative explaining
detailed project costs, cost effectiveness calculations (ROI, life cycle costing, etc), connection of
project to meeting specific resource target, funding options, staffing requirements, responsible
department, organizational and/or employee benefits, community benefits and other pertinent
information.
Sample Action Plan Table
*Data for display purposes only,not project specific
Proposed Action Cost Savin Total %of Completions Notes/Comments
(kWhr) Target Date
Installation of Variable Speed Pumps at Wastewater
Treatment Plant(12 pumps) $15,750 272,000 15% 6/30/13
Replace HVAC System at Water Treatment Plant $30,000 543300 3% 12/31/13
Installation of lighting occupancy sensors at City Hal $7,500 9,000 .5% 9/1/13
Conduct solar assessment for all City facilities $15,000 N/A 12/31/13
Install solar panels at 90 N Mountain Service Center$275,000 10% 6/30/14 Approximate 50k kWh
generationtyr
5
Performance Tracking
A consistent tracking system will be developed and implemented for all resource elements and
will contain the following metrics:
Source data ID (where it comes from)
Collection responsibility (who is collecting it)
Collection location (where it is collected/entered)
Frequency of collection (when it is collected)
Analysis or calculations required (what needs to be done with it)
Frequency of review/reporting (how often does it get distributed/reviewed)
Review responsibility (who does the data/report go to)
The creation of a strong and consistent tracking system will provide continuity of the plan over
time and allow transition of responsibility among different staff members with no loss of data,
accuracy or consistency in calculations or analysis.
Reporting
To adequately integrate the plan into City operations and daily decision making, the Commission
feels strongly that an annual report should be prepared and presented to the City Council to
acknowledge successes and progress towards the targets, discuss areas of needed focus, provide
suggested modifications to targets, etc.
Internally, quarterly updates to the City Administrator with a copy to the Commission would be
recommended to work through initial implementation issues and identify potential changes in
plan format, targets, reporting details, etc. The Commission could function as a reviewer of
adjustments and provide recommendations and support for small operational modifications of the
plan.
A comprehensive review and update of the plan should occur on or near each of the five year
milestones, beginning with the 2015 initial milestone. This review provides an opportunity to
step back and evaluate emerging trends, changes in technology, major alterations to various
business practices, regulatory changes, etc. as well as the ability to include additional resource
elements, tracking procedures and other updates to better meet future targets
Process & Timeline
Because many of the potential actions require financial resources to accomplish, the Commission
is hopeful that the initial draft operational plan can be developed parallel to the City's annual
budget preparations. Upon Council approval of the plan framework, format, timeline and
resource requirements provided by the Commission, City staff could begin drafting the full
document in January of 2013 and have a completed final draft for review and approval in May of
2013.
6
The Commission is anticipating being a resource to staff as the plan is developed and would
welcome several in-process updates as the plan is put together to offer guidance, evaluate and
recommend targets and generally support the plan development process.
Implementation of elements of the plan could begin in July of 2013 which presents a clean
starting date for funding requirements as well as for tracking and benchmarking purposes.
Resource Requirements
The Commission has also been supportive of the City dedicating staff specifically for the
development and implementation of both the Operational Sustainability Plan and ultimately a
community sustainability plan. The opportunity to start with the drafting of the operational plan
with the guidance outlined in this Commission recommendation allows City staff and Council to
determine whether dedicated staffing is needed initially or if a coordinated core inter-
departmental team charged with plan development and implementation is effective.
If Council and City Administration determine that current staffing availability does not exist to
assist City staff on the plan development, a number of consultants locally, regional and statewide
provide specific services in this area and could be selected through a request for proposals
process. Depending on the desired or available level of involvement from City staff, the
Commission has found a range of cost from similar projects in other cities to be from $15,000 to
$40,000. Where this plan fits within this range is dependent upon the scope of work for the
consultant vs. internal City staff.
Whether the plan is developed and coordinated internally or contracted to a consultant,
significant staff resources will be required to provide the raw data, existing lists of projects and
potential projects, actions and activities to be evaluated, prioritized and recommended for
inclusion in the plan.
As the decision making framework is fully integrated into administrative policies and actions are
implemented and successful, overall coordination and "next level"projects, such as complex
treatment systems equipment at the City's water or wastewater treatment plants, may require
more specialization and focus than an inter-departmental team has the ability to accomplish or
manage alongside their regular job duties within the organization.
The Commission recognizes that there are multiple ways staffing resources and consultant
services could be deployed to effectively meet the targets set and bring an increased level of
sustainability planning and awareness to the organization and the Commission will continue to
be available to City staff and Council as those types of issues arise through the duration of the
development and implementation process.
Additionally, the Commission feels strongly that the further integration of sustainability
principles and practices into the organization will lead to significant cost savings across many
Departments and Divisions of the City and those financial savings will be tracked and accounted
for along with the various resource savings achieved. The result should validate that sustainable
operations is financially prudent as well as environmentally and socially necessary.
7
CITY OF
-.r�►S H L A N D
Council Communication
November 6, 2012, Business Meeting
Acceptance of Operational Sustainability Plan Framework
FROM:
Lee Tuneberg, Administrative Services Director, tunberl@ashland.or.us
SUMMARY
The attached document is presented to Council by the Conservation Commission as part of completing
the Council goal of developing a sustainability plan for City operations. The document provides a
recommended plan framework, suggested plan format, project timeline and resource requirements that
can be used by City staff to develop and implement a complete and comprehensive Operational
Sustainability Plan.
BACKGROUND AND POLICY IMPLICATIONS:
The Conservation Commission has for a number of years been researching and discussing how they
could assist Council and City staff in the integration of sustainability principles and practices both
within City operations and community wide.
In April of 2012, the Commission presented a recommended outline of a plan and process to move
towards achieving the sustainability planning goal. In May of 2012, the Council approved an
amendment to the original goal based on the recommendation of the Commission to first develop a
decision making framework, a plan format and a timeline for the development of a City Operational
Sustainability Plan and use that experience as a pilot project in the subsequent development of a broad
community Sustainability Plan. The complete amended Council goal is as follows:
"Develop a concise sustainability plan for the community and for City operations, beginning with
development of a plan framework, suggested plan format, timeline and resource requirements for City
Operations that can be used as a model for a community plan to follow"
It is the intent of the Commission to function as a resource to City staff as the complete plan is
developed and assist in the review and recommendation of various plan elements such as the
establishment of milestone targets for specific resource reduction, replacement, avoidance, etc or
prioritization of implementing actions to meet the established targets.
As the plan is developed, a myriad of existing internal administrative policies would be reviewed and
potentially recommended for modification to better align and promote sustainable operations within
the organization. In conjunction with the development of the plan, both available staffing and project
funding resources will be reviewed and utilized to assist in the initial prioritization of implementing
actions and will be used as part of each individual action's life cycle costing/return on investment. It is
anticipated that future departmental operational and capital budget proposals will incorporate elements
of the adopted sustainability plan.
Page 1 of 2
�r,
CITY OF
L A N D
FISCAL IMPLICATIONS:
As described in the framework document, initial resource requirements for the development of the plan
may vary depending on the assigned level of involvement and/or coordination of existing City staff. If
an internal team is assigned and charged with the development of the plan, direct expenditures would
be minimized, but it is recognized that the scope of the plan is beyond current staff workload. A
responsible party(existing or added staff) with sufficient time, skills and authority to manage the
program would need to be identified. In order for the plan to succeed, both in development and on a
longer term basis, staff time will be needed from most departments to meet plan requirements.
An alternative is contracting the plan development to a consultant to reduce, but not eliminate, staff
time associated with the project. The amount of this option would be determined through a bid process
but estimates range from $15,000 to $40,000 depending on the desired level of involvement by City
staff. This does not address the ongoing staff commitments needed for the program in that a key
element of the plan after establishment is data collection and tracking. Some of this is currently being
done internally but a change in focus (scope) and additional performance goals would require more
staff resources or supplanting existing work assignments.
As the complete plan is developed, additional resources or reallocations from other programs for
sustainability efforts would need to be considered by the city administrator and addressed along with
other programs needs in the budget process.
A key objective of the operational sustainability plan is cost savings across departments and divisions
of the City over time. It is premature to estimate total annual cost savings as that is dependent on the
implementing actions completed each year and their calculated return on investment, but cost recovery
of the plan development is an important and easily tracked performance measure.
STAFF RECOMMENDATION AND REQUESTED ACTION:
The Commission recommends that Council accept the plan framework, format and timeline and direct
City staff to begin developing the complete Operational Sustainability Plan.
SUGGESTED MOTION:
I move to accept the attached Operational Sustainability Plan Framework document as drafted and
presented by the Conservation Commission and City staff.
ATTACHMENTS:
City of Ashland Operational Sustainability Plan Framework, Format and Process Outline
Page 2 of 2
P, 11
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