HomeMy WebLinkAbout2005-0608 Special Mtg Packet
Cllry OF
ASHLAND
AGENDA
CITY COUNCIL -- SPECIAl. MEETING
June 8, 2005 - 12:001 p.m.
Civic Center Council Chambers, 1175 E. Main Street
I. ROLL CALL
II. 12:15 -INTERVIEW CANDIDATES
IV. COUNCIL DELIBERATION ON VACANCY COUNCIL POSITION #6
V. ADJOURNMENT
In compliance with the Americans with Disabilities Act, if you need special assistance to
participate in this meeting, please contact the City Administrator's office at (541) 488-6002 (TTY
phone number 1-800-735-2900). Notification 72 hours prior to the meeting will enable the City to
make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.102-35.104
ADA Title I).
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SPECIAL MEETING ASHLAND CITY COUNCIL
Wednesday, June 8, 2005 - Noon
Civic Center Council Chambers, 1175 E. Main Street
The questions are:
1) What do you believe you would contribute to the City Council based on your
experience? What are you good at?
2) What do you want to accomplish while serving on the City Council?
3) What do you think are the biggest issues facing the city?
4) Relative to the key issues mentioned, what approach would you recomn1end the
Council take?
Interview Schedule
12: 15 Andrew Ainsworth
12:25 Larry Medinger
12:35 Michael Morris
12:45 Eric Navickas
12:55
1:05
1: 15
1:25
Laurel Sutherlin
Colin Swales
David Williams
Andrew Ainsworth
928 Beswick Way
Ashland, OR 97520
"The decision-making process of Council is to discuss issues before us and try to
reach consensus. Yet many decisions require a majority vote for approval. Please
describe how you approach decision-making."
Since, first and foremost, I am a representative of the people, I would listen to my
constituents' thoughts and feelings on an issue. However, one can only listen for so long.
To hear every citizen's stance on every issue would take too long and, thus, halt
government. There comes a point when I, as a representative trusted with the duty of
making an informed decision, must listen to my thoughts on the matter, taking into
account the well being of the town and all of its people:, not just the vocal ones. It is only
then, after listening to the facts, the people, and myself, that I can make an informed
decision that I will not regret.
RECEIVED
MAY :11 2005
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From:
To:
Date:
Subject:
<arrylay57@aol.com>
<christeb@ashland.or.us>
6/2/2005 11 :39:36 AM
council question
Dear Barbara,
Following is my reply to Council question:
It is definitely important to try for consensus in any decision making situation. Staff reports are valuable
contributors to starting the consensus seeking process in that they should provide enough background
information that decision makers need to make good choices. It is especially important that the regulatory
background be expressed in staff reports so that the actual range of decision available to the local entity is
clear and the discussion can center within realistic parameters.
The drive to reach consensus is important because it gives each decision maker the chance to bring up
their particular concerns and make suggestions to others making use of their unique perspE~ctive and
background information. I have always enjoyed this process, both in private life, and on committees,
commissions and boards on which I have served. I enjoy the "genius of the group" wherein the creative
process is enhanced by the input of many different perspectives. And I think, in my experience anyway,
that the process results in a constantly renewed respect for different points of view.
That being said, the time for the vote does have to happen, and everyone has to vote their conscience and
best judgement. I don't think it is necessary or even healthy to have unanimous consensus on every
issue. But the genius is in the consensus seeking process, and we must have that to come to the best
decisions possible.
Larry Medinger
6/01/2005
Barbara:
Answer to the council question
I have always tried to use consensus in decision making whenever possible. Unlike
building alliances or other methods of reaching for decisions, this keeps all parties
involved and results in decisions that can benefit more people. I also feel that ti]neliness
is very important in decision making. If a window is missed, oftentimes the decision will
be made by outside circumstances
In making decisions, I prefer to do as much research as possible into the problen1 and the
proposed solution before it comes up for discussion and vote on a decision. It should not
be a liability to be prepared. With this done, it becomes easier to evaluate the risks and
benefits of the proposal in group discussion and to understand others concerns "rithout
having to learn as you go.
All decisions must be evaluated against each person's core values and the colmI1Lunity
values. Even though these values are not always universally agreed upo~ they Inust be
respected by all participants. At this point the ramifications of the decision can be
evaluated and the decision can be arrived at with everyone providing their input on the
proposal and the final decision acceptable to all.
Mike Morris
RECEIVED
JUN 0 1 2005
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From:
To:
Date:
Subject:
Tracy Harding <reclamation@riseup.net>
Barbara Christensen <barbarac@ashland.or.us>
6/1/2005 6:04: 18 PM
Decision Making
Eric Navickas
711 Faith Ave.
Ashland OR 97520
To the Mayor and Council:
I'd like to thank you for the opportunity to describe my personal
process toward decision making.
I feel decisions made by council need to begin with a thorough
understanding of the forces and realities effecting our city.
We live in a rare city whose character, natural environment, small
businesses, theaters, and actively involved citizenry make it unique
and have made Ashland very popular for tourists and residents alike.
This popularity has created various problems including increased
property values, accelerated growth, and a polarized political
climate where council has become the mediator to opposing sides.
Water, economic health, density, and affordability are the four most
critical issues that will drive my decisions as a councilor.
Water is our most vital necessity that could arguable drive all other
decisions. We have a very limited 15,000 acre watershed that supplies
most of our drinking water. As a city we need to make every effort to
protect our watershed from the forces of commercial extraction and
recreational development. The city has regressed substantially from
the strong position it has historically taken toward protecting our
watershed. I will place this value as a top priority. At the same
time, however, we need to realize the benefits of limited water as a
restricting factor. We have no right to ship water from miles away to
supply our city. Aggressive conservation and development patterns
that look to limiting water use need to always supersede the desire
to acquire more water from other watersheds.
The economic health of our city is heavily dependent on its character
and charm. As development throughout our city continues, the council
needs to be very conscious of retaining this character. Scale of
development, especially within downtown areas, has too often
destroyed the character of American cities. My decisions will be very
conscious that scale and historically congruent development patterns
are not only an aesthetic desire but are also critical to the
economic health of our city.
Density and maintenance of our Urban Growth Boundary is a third
priority for myself as a potential decision maker in our city.
Continued sprawl is not an acceptable alternative to continued growth
in my opinion. There are many opportunities for in-fill within our
city especially within the downtown area. Simultaneously, however, we
must be confident that the proposed in-fill is not over-scaled or
results in the deterioration of the character or diversity of our city.
My final commitment is to maintaining affordability. Ashland is
expensive and will continue to be expensive and there is no easy
answer to this problem. Although I do not claim to have a solution, I
will make every effort possible to promote affordable housing, living
wages for all our citizens, and an economically diverse community.
Ashland needs to playa stronger role in state politics to promote
progressive le9islation that addresses these needs and we need to not
fear investing in solutions. These problems will not disappear, but
we need councilors who give them priority if we hope to see any level
of change. I will prioritize confronting this serious problem.
I have lived in Ashland for many years and have a deep love for this
community and the character of our city. I was educated at the
University of Oregon where I received a degree in Architecture. Our
state leads the nation in progressive land use planning and social
responsibility. We need leaders in our communities that understand
these values that separate Oregon form other States and are willing
to continue to stretch the boundaries towards creating a healthy,
just society.
Sincerely,
Eric Navickas
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From:
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Date:
Subject:
"Iau relmaccu rdy@jeffnet.org" < lau relmaccu rdy@jeffnet.org>
<barbarac@ashland.or.us>
6/2/2005 11 :38:07 AM
RE: Council question
Greetings,
I have an extensive background working and living in situations that
involve collective decision making, and I have used and taught a number of
versions of consensus decision making with informal groups and nonprofit
organizations. As a project director for the Oxygen Collective and a board
member of the Klamath Siskiyou Wildlands Center, I regularly practice the
consensus process for arriving at a decision everyone is comfortable with.
I understand that as a part of this process it is often necessary to make
compromises and be open to diverse perspectives and respond with
flexibility to pragmatic realities. Consensus means that everyone involved
agrees to accept and endorse the choice made, not necessarily that it is
their personal highest outcome. I am committed to working closely with
others to have my voice heard while responding with respect and earnest
attention to opposing opinions from those I am working with.
I am familiar with the majority vote system and know that time contraints
and work load will frequently necessitate an up or down decision. It is my
intention to discuss issues in a concise and thorough manner as possible
with the goal of reaching consensus before resorting to a majority vote,
while accepting the result of those votes when they occur.
Thank you, Laurel
Original Message:
-----------------
From: Barbara Christensen barbarac@ashland.or.us
Date: Thu, 02 Jun 2005 11: 15: 18 -0700
To: laurelmaccurdy@jeffnet.org
Subject: Council question
"The decision-making process of Council is to discuss issues before us and
try to reach consensus. Yet many decisions require a mojority vote for
approval. Please describe how you approach decision-making."
Laurel..you have until 1 pm to return this to me. Thank you. Barbara
Barbara Christensen
City RecorderlTreasurer
City of Ashland
Ashland OR 97520
(541) 488-5307
PUBLIC RECORDS LAW D1SCLOSURE
This is a public document. This email is subject to the State
Retention Schedule and will be made available to the Public.
From: Colin Swales
To: Ashland City Recorder
(cc Mayor and Council)
5/29/05
Decision-Making Question
Barbara,
Thanks for your letter of May 24 with the interview schedule for Wednesday June 8.
Please let me know at your earliest convenience if this should change.
I note from your letter that in addition, Council has asked that I answer the following
question:
"The decision-making process of Council is to discus.s issues before us and try to reach
consensus.
Yet many decisions require a majority vote for approval.
Please describe how you approach decision-making. "
I'm not sure if this is meant to be a trick question or just if the two preamble sentences are
designed to elicit a certain required answer.
1) I agree that reaching consensus is a worthy goal worth striving for.
2) The second statement needs clarification.
Our charter (Article VIII -Council Section 9 ) requires ".... the concurrence ofa majority
of the members of the Council present at a Council meeting shall be necessary to decide
any question before the Council. ".
So its not just many decisions that require such a majority - but all of them.
3) How I approach decision-making:
I learn from the expertise of those with a specialized knowledge, be it colleagues on
the decision-making body or witnesses who testify. I then mix that with my own
understanding and experience and weigh everything against the goals to be
achieved. After debate and deliberation, I make my decisions based on the most
efficient and fiscally responsible path of action.
Decisions by all City officials on City business should be based on what is perceived
to be in the best interests of the City and its citizens.
Colin Swales
P.S. I strive at all times to uphold ethical principles that are embodied in the following
ordinance of the City of Portland's (which I have previously shared with Council and a
version of which our legal department had hoped to bring before you last March for
,~ -,
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consideration. )
City of Portland. Ethics Ordinance.
1.03.010 Definitions.
A. "City official" means any elected official, employee, appointee to a board or
commission, or citizen volunteer authorized to act on behalf of the City of Portland,
Oregon.
B. "Ethics" means positive principles of conduct. Some ethical requirements are
enforced by federal, state, or local law; others rely on training, or on individuals' desire to
do the right thing. The provisions of this Chapter which are not elsewhere enforced by
law shall be considered advisory only.
1.03.020 Trust.
The purpose of City government is to serve the public. City officials treat their office as a
public trust.
A. The City's powers and resources are used for the benefit of the public rather than any
official's personal benefit.
B. City officials promote public respect by avoiding even the appearance of impropriety.
C. Policymakers place long-term benefit to the public as a whole above all other
considerations, including the concerns of important individuals and special interests.
However, the public interest includes protecting the rights of under-represented
minorities.
D. Administrators implement policies in good faith as equitably and economically as
possible, regardless of their personal views.
E. Whistle-blowing is appropriate on unlawful or improper actions.
F. Citizens have a fair and equal opportunity to express their views to City officials.
G. City officials do not give the appearance of impropriety or personal gain by accepting
personal gifts.
H. City officials devote City resources, including paid time, working supplies and capital
assets, to benefit the public.
I. Political campaigns are not conducted on City time or property.
1.03.030 Obiectivitv.
City officials' decisions are based on the merits of the issues. Judgment is independent
and objective.
~
~
A. City officials avoid financial conflict of interest and do not accept benefits from
people requesting to affect decisions.
B. If an individual officials financial or personal interests will be specifically affected by
a decision, the official is to withdraw from participating in the decision.
c. City officials avoid bias or favoritism, and respect cultural differences as part of
decision-making.
D. Intervention on behalf of constituents or friends is limited to assuring fairness of
procedures, clarifying policies or improving service for citizens.
1.03.040 Accountability.
Open government allows citizens to make informed judgments and to hold officials
accountable.
A. City officials exercise their authority with open meetings and public records.
B. Officials who delegate responsibilities make sure the work is carried out efficiently
and ethically.
C. Campaigns for election allow the voters to make an informed choice on appropriate
criteria.
D. Each City employee and appointee is encouraged to improve City systems by
identifying problems and proposing improvements.
E. City government systems are self-monitoring, with procedures in place to promote
appropriate actions.
1.03.050 Leadership.
A. City officials obey all laws and regulations.
B. City officials do not exploit loopholes.
C. Leadership facilitates, rather than blocks, open discussion.
D. Officials avoid discreditable personal conduct and are personally honest.
E. All City bureaus and work teams are encouraged to develop detailed ethical standards,
training, and enforcement.
F. The City Auditor will publish a pamphlet containing explanations and examples of
sethical principles.
rsa.r~arC3.~hristen~~n - De,cisi9,rl"QlJe~tion
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Page 1, I
From:
To:
Date:
Subject:
<DFWi@aol.com>
<christeb@ashland.or.us>
6/1/2005 1: 1 0:44 PM
Decision Question
Hi Barbara, Council candidates were to respond to the question about
decision making by today ("Please describe how you approach decision-making"). My
response is below.
******************************************************************************
*************************
I believe whole-heartedly that an attempt to reach a consensus as a Council
is absolutely the way that the Council should proceed. However, I also
believe that each Council member should attempt to approach decision-making with
an intellectually honest intent to maintain Ashland as a superior place in
which to live. To my mind, this means that decision-making should not occur
within the confines of a particular specious cause, or within the limits of a
particular political ideology. Of course, a Council member should always
approach controversial decisions in the knowledge that a preconceived position may
not be the best long-term one for our City, and be willing to modify his or
her initial position during a debate as may be appropriate.
As has been amply demonstrated in past Council decisions, in the final
analysis each Council member will, and I believe should, vote according to his or
her conscience, whether or not that vote is consistent with the votes of
other Council members. However, one must always be prepared to debate issues
courteously, and to accept in good faith any vote that does not happen to be
consistent with one's own views.
******************************************************************************
**************************
Regards, Dave Williams
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BALLOT FOR COUNCIL - COUNCIL POSITION #6
Vote for your THREE top choices.
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Tom Dimitre
John Gaffey
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Don Laws
Greg Lemhouse
Lany Medinger
Michael Morris
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David Williams
CITY RECORDER'S OFFICE
20 E Main Street
Ashland, Oregon 97520
WWN.ashland,or,us
Tel: 541-488-5307
Fax: 541-552-3059
TTY: 800-735-2900
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CITY OF
ASI-ILAND
BALLOT FOR COUNCIL - COUNCIL POSITION #6
Vote for your THREE top choices.
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David Chapman
Tom Dimitre
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Steve Hauck
Don Laws
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Larry Medinger
Michael Monis
Eric Navickas
Michael Riedeman
Laurel Sutherlin
Colin Swales
David Williams
CITY RECORDER'S OFFICE
20 E Main Street
Ashland, Oregon 97520
www.ashland.or.us
Tel: 541-488-5307
Fax: 541-552-3059
TTY: 800-735-2900
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CITY OF
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BALLOT FOR COUNCIL - COUNCIL POSITION #6
Vote for your THREE top choices.
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David Chapman
Tom Dimitre
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Don Laws
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Colin Swales
David Williams
CITY RECORDER'S OFFICE
20 E Main Street
Ashland, Oregon 97520
www.ashland.or.us
Tel: 541-488-5307
Fax: 541-552-3059
TTY: 800-735-2900
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CITY RECORDER'S OFFICE
20 E Main Street
Ashland, Oregon 97520
www.ashland.or.us
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Fax: 541-552-3059
TTY: 800-735-2900
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CITY OF
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CITY RECORDER'S OFFICE
20 E Main Street
Ashland, Oregon 97520
www.ashland.or.us
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BALLOT FOR COUNCIL - COUNCIL POSITION #6
Top three candidates - Vote for ONE
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CITY RECORDER'S OFFICE
20 E Main Street
Ashland, Oregon 97520
www.ashland.or.us
Tel: 541-488-5307
Fax: 541-552-3059
TTY: 800-735-2900
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CITY OF
ASI-ILAND
BALLOT FOR COUNCIL - COUNCIL POSITION #6
V ote for your THREE top choices.
U- Andrew Ainsworth
~ David Chapman
~ Tom Dimitre
John Gaffey
Steve Hauck
Don Laws
KX Greg Lemhouse
X Larry Medinger
Michael Morris
Eric Navickas
XX Michael Riedeman
Laurel Sutherlin
~ Colin Swales
David Williams
CITY RECORDER'S OFFICE
20 E Main Street
Ashland, Oregon 97520
www.ashland.or.us
Tel: 541-488-5307
Fax: 541-552-3059
TTY: 800-735-2900
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