HomeMy WebLinkAbout2007-0430 Study Session Packet
CITY OF
ASHLAND
CITY COUNCIL STUDY SESSION
AGENDA
Monday, April 30,2007 at 5:15 p.m.
Council Chambers, 1175 East Main Street
1. Look Ahead Review
2. Discussion of process for establishing Council Goals
3. Review of regular meeting agenda for May 1, 2007
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 (1TY 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 1).
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CITY OF
ASHLAND
Council Communication
Study Session - Council Goal-Setting Process
Meeting Date: April 30, 2007 Primary Staff Contact: Martha Bennett, bennettm@ashland.or.us
Department: Administration 552-2103
Contributing Departments: Secondary Staff Contact:
Approval: Martha Bennett
Estimated Time: 30 minutes
Statement:
The City Council asked to discuss the process for City Council goal setting for 2007
Staff Recommendation:
Outlined below. My recommendations are intended only to be a starting point, and Council should
have a thorough discussion of how they want goal-setting to take place. I have attached the materials
that were on the Council agenda last fall related to 2006 Council Goal Setting for your review.
Background:
These are the questions that need to be resolved by the Council prior to a formal goal setting session.
Question #1 -- What is being "done" at goal setting? In other words, what timeframe are we
using? What constitutes a goal? What about discussion about projects, programs, or activities?
Considering that we are talking about conducting a goal-setting session after the proposed budget for
FY 2008 has already been prepared, I recommend the following:
· Council should focus on a session that prepares us for the remainder of calendar year 2007 and
for all of calendar year 2008. We should plan on having a "check-in" session in January or
early February of2008 to check progress.
· Council should review and either revise or confirm the seven "big picture" goals, and these do
not need to be prioritized.
· Council should spend the majority of their time talking about the projects, programs, and
activities that they want to work on in the next 18 months. These need to be prioritized so that
there are somewhere between 8 and 12 things that the Council hopes to accomplish.
Question #2 - Should there be a facilitator (selected by the Mayor and Council?
Yes. The only way to ensure full participation is to have an external facilitator. The outside facilitator
can also talk with all Councilors about their feelings about how to prioritize the project level items and
can then design a process.
Question #3 - What should be the process before the goal setting session?
There are three things that should happen before the formal goal setting session:
· Departments should generate recommendations on what they see as the top three to five
projects, programs and activities for their department for the coming year. These
recommendations should be sent to the full Council at least two weeks before the session.
· Each Councilor and the Mayor should review the "long-range" goals and recommend any
changes they'd like to see. Each member of the Council should also develop their own list of
r~'
the five to ten projects, programs, and activities that they would like to see as top priorities for
the next 18 months. Staff and/or the facilitator will compile the complete list of items from the
Council and will sort them by topic. There should be no editing (except for typos or
misspellings) .
. The facilitator should interview each Councilor to understand the Councilor's list of projects
and to discuss the Councilor's thoughts about an appropriate process.
Question #4 - Do we really need to limit the priorities to 8 to 12? Can't we do more?
Council should discuss this, but it is my strong recommendation that you set a clear, limited set of
priorities. These prioritized projects is about how you spend your time, and it's not realistic to expect
that we can collectively accomplish much more than 8 to 12 things in the next eighteen months. It also
helps staff ensure that we are working on the things that are important to the Council as a whole and
eliminate the guesswork in deciding which project to bring forward.
Related City Policies:
None.
Council Options
rA'
r'~'~-~-'----------------~
i Martha~~r1r1ett.~~i~Jo_~ e!~:njents. Goals ancl,YVi~h Listdoc
--'~"'I
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-4H-o..cn~A: ~~..a.~ N~~'f
'1 Mr.LS I'\~ I/b(,/OV
Work Session Notes
January 28, 2006
Vision - a "picture" of what we want (10 years)
Goals/Mission/Milestones, some "how" to achieve the vision, broader categories (4 years)
Projects/Policies - how, specific tasks (2 years)
VisionlValues Elements(imtlal work is at end)
· Opportunity - hOUSing, jobs, young people can stay If they choose, basIC human needs met by community
· All voices are heard, respected, valued
· Multi-functional downtown - vibrant, VItal -7 and other urban centers
. Safety and public health
· Employees and residents feel connected to and partICipate in the community
· Outdoor orientation, and history mointained/carrled forward
· Sustainable -7 economic
-7 water energy, transport~.
-7 not reliant ~-
. Community "foot print-
. Capacity to respond to
. Healthy neighborhoods
. Diversity - economic, cu
*** John wiJ/ take this and prl
I. Effectively use, clarify, and/o
tools/strategies to resolvt
multi-functional and Viable
2. We facilitate the development 0
(diversity; opportunities; sal
3, We expand, broaden, and preserv
(opportunity; capocity; sustali
4, We emphasize the vitality of the d
community "Footprint~. diversh
5, We move towards energy and resour _G Independence -7270 reduction of electrICity over 50 years.
(sustainability, conservation, environment)
6, We improve community ability to prevent, respond to, and maintain servICes In the event of emergencies
(safety, sustainability)
7, Provide for fiscal responsibility by identifying, maintaining, and establishing future revenue sources;
seeking and implementing cost savings, (Opportunities, public health, outdoor, capaCity, sustainability)
b0~J ~
~ Of'LtJ" (~
"n 1M j ./ (}7 { v"^" {fA (/) (P
)<dJl-'" -- ~i M- 0 () ')WL
"1)~l-e,.tS . ..-a/~\ -rt-
()J> ~" ~ .
(:^t0~<4~JQ0
'ommunity values
I1d political.
Goals 2-4 years {Items in itah
'ement
"rint~. sustainable;
;y
Inits by 2010,
. amily-wage jobs.
" "rultl-functional downtown' sustainability;
Priorities/policies/projects (2 years)
Goal 1) Effectively use, clarify, and/or establish community growth (jobs and housing) management
tools/strategies to resolve competing values and oppartunities. (community "footprint~. sustainable; multi-
functional and Viable centers)
10. Review annexation and re-zoning. Achieve desired energy efficient results of annexation.
lb. Define "family friendly" housing and give suggestions for accomplishmg
lc. Define "density bonuses," and effective use of it.
Id. Identify ways that City inadvertently is an impediment to business opportunity (include Inventory and
, ~-""'-~---'---"~--""T----~_.._.__~_
, Martha Bennett.~ Vision elements, Goals and Wish ~~~t.Qo,~" .
_____._._;_____________------L::~___.:....._:...~_______________
. .-
Page 2 ;
l--
Analysis of special designations)
ie. Training for Council, commission members, and volunteers about comprehensive plan.
If. Review in-fill policy for possible alternative strategies to accomplish or mitigate.
Goal 2) We facilitate the development of affordable/workforce housing, netting at least 200 umts by 2010
(diversity: opportunitIes: safety, community)
20. Establish a housing trust fund.
2b. Identify public/private/other agency partnerships.
2c. Establish employee-housing or employee assistance programs. Alternatives costs, trade-ofts.
2d. Review salaries/policy of employees relative to Ashland housing costs.
2e. Conservation opportunities: what and how much can we accomplish with our 200 units.
Goal 3) We expand, broaden, and preserve the economIc base with year-round employment and family-wage
jobs. (opportunity: capacity: sustamable: diversity)
30. Establish a City economic development CommiSSion, alternative strategies for accomplishing.
3b Identify/recommend policy for point-of-contact With City for economic development.
3,- Identify opportunities for portnerships to accomplish economic base expansion, etc.
3d. Include significant involvement of citizens and diverse stakeholders in 'old" action Item #1.
Goal 4) We emphaSIze the vitality of the downtown area.
40. Finish Downtown Master Plan.
4b. Evaluate/ recommend costs for implementation: commission re-design of downtown plaza.
4c. Funding strategies for 5b.
4d. Library, restrooms, CIVIC center
4e. Pros and cons of police sub-station downtown.
Goal 5) We move tawords energy and resource independence 72% reduction of electricity over 50 years.
(sustainability, conservatIon, environment)
5a. Develop "game plan" for meeting 2'Yo per annum torget.
5b. Identify opportunities and/or incentives for conservation measures such as: zero-net-energy project:
earth-advantage: commercial building (energy efficient); retrofitting
5c. What's the next step up In green fleet measures?
5d. What are obstacles and opportunities for weekend services, including services to Medford, etc?
5e. Evaluate City facilities for energy conservation and costs to improve.
5f. Evaluate opportunities for being more conservative In water use. (Right water, right use). Beyond 2050
plan?
Goal 6) We improve community ability to prevent, respond to, and maintain services in the event of
emergencies (safety, sustainability)
6a. Develop long-term funding strategies for CERT and equipment.
6b. Compile "lessons learned" from drills: recommend policies as necessary.
6c. How con we help Forest Service with fuels-reduction in watershed. Funding/project support.
6d. Continue #19 on "old" list.
6e. What will it take to operate our grid in case of regional grid failure? (solar-powered vehicle)
Goal 7) Provide for fiscal responsibility by identifying, maintaining, and establishing future revenue sources:
seeking and implementing cost savings. (Opportunities, public health, outdoor, capocity, sustainability)
7a. Establish task force, or , to evaluate funding/revenue opportunities. (Food and beverages)
7b. Establish task force, with public participation, to reduce AFN debt.
Other projects/policies not tIed to Goals
i Mar:tha.~ennett - Vision e.lements. Goals and Wish List.doc. .
~"";:-,..--,-,--,.,----,--__:,,,,_.____..__ _._.nL_---'-___ '-~-'-______~____"'~_ ___~_____
~ ~n..~. 'n.. --_~.._____n__._ ____c~51~~J
L Establish Public Safety Commission.
L Do systematic neighborhood review for safety Improvement opportUnities.
.1 Charter Review process.
1., Complete land use ordinance update.
5. Formalize "meet the mayor" program. Costs and structure?
6. Same for Town hall program.
Public Works: Infrastructure management is adequate. Streets: maintenance needs. They will be coming to
council to describe more fully In March. Drainages across private property.. how to deal with these.
Planning: meshing commission and council goal-setting. Assumption of staff avoilable for committees and
commissions... clarify this.
Homeland security issues: inform council.
FY 05-06 Goals list
J. keep as consideration for final prioritization discussion
2. keep
3. keep
4. keep
5. keep
6. drop - supplanted by new goal
7. drop, except for Croman white paper and Railroad Property Study in #3 goal above
8. keep
9. keep
10. modify - funding source maintenance green plan
11. drop
12. keep
13. keep
]4. drop
15. keep
16. drop - wrapped into base work
17. merge with and keep
18. keep
19. merge with fuels reduction
20. drop, depending on decisions made February 21.
2 J. drop
22. merge with finanCIal viability milestone
23. keep
24. keep
Ongoing philosophies: Do succession planning coupled with fiscal responsibility (goal as well as philosophy)
(economic sustainability)
'-'--~~~~~-~-._-'.""""'-------,--,-,------------,--,-""--:",---..,,..-
M~rth~ ~en~~~-=- Vi~~!l~~~~ts~__Go~~nd 'v'1i.~~ ~iSt.doc~~~___~ __~n________ .._n __h__~_~~___~___~._ _n_ _~~~~_~ !
Initial work from two groups on values/vision:
A community where:
Young people can stay if they want... creating opportunity for this.
All voices are heard.
Downtown is vibrant, healthy, and serving multiple functions (residential and
commercialgathermg spot).
Urban living is a viable option.
Streets are safe and efficiently designed.
Facilitate the use of multiple transportation modes - bikes, pedestrians, etc.
City employees have vested mterest and are actively engaged in and living in the
community.
People are active and healthy.
History is preserved - bUIldings, legacy, neighborhoods.
Economic base is diverse.
Citizens use water efficiently from primary and secondary sources.
City services are excellent and varied.
Self-sustaining community
Revitalized downtown with satellite centers
Coherent footprint
Effective public transportation system
Fire resilient watershed
Plentiful supply of workforce housing
Regional partnerships are In place.
Broader array of job opportunities
Housing for people of all income levels.
Broader economic base -? more better-paying jobs
A community of social and economic diversity
A Viable and utilized mass transit system -? reduced movement, more walking,
more biking
The ability to be self-sustaining (regional, local) -? food, conservation of
energy/resources, money, jobs, economical housing
Ability to respond to changing resources -? resilient
What will our population be? (Stop now?) How many Jobs?
Basic human needs are met... warm, well-fed (not too) and the community ensures
that it is so.
City operates at a fiscally responsible leveL. now escalating out of control
Title
I.
II.
lJl.
IV.
V.
VI.
VII.
VIII.
/l1ftu.,~-13 . S~ wOf"-IrJtU-/
d()c...~
Council Goal Settin2 2007
Index
Current Department Workloads
Page
3
Goal] "community growth"
· Community Development (1 a- 1 t)
· Electric/Conservation (1 a)
7
7
9
Goal 2 "workforce housing"
· Community Development (2a, 2b, 2e)
· Human Resources (2c, 2d)
. Electric (2e)
10
10
13
14
Goal 3 "economic base"
· Administration (3a-3d)
15
15
Goal 4 "downtown vitality"
· Community Development (4a, 4b, 4d)
· Electric/Conservation (4c)
. Police (4e)
16
16
18
18
Goal 5 "energy & resource independence"
· Electric/Conservation (5a, 5b, 5e, 5f)
· Public Works (5c, 5e, 5f)
· Administration (5d)
19
19
22
22
Goal 6 "emergency response"
· Fire (6a, 6b, 6c, 6d)
· Electric (6e)
24
24
26
Goal 7 "fiscal responsibility"
· Administration (7a, 7b)
· Finance (7a, 7b)
28
28
29
IX.
Other Projects/Policies - Not Tied to Goals
· Establish Public Safety Commission
· Neighborhood review for safety improvements and opportunities
· Charter review process
· Complete Land Use ordinance update
· Formalize "Meet the Mayor"
· Formalize "Town Hall"
31
31
32
32
32
33
Page 1 of 43
· Public Works infrastructure management
· Meshing Commission & Council Goal Setting
· Homeland Security
x.
Existing Goals Carried Over
· Economic Development Plan
· Inform & educate community on planning issues/regulations
· Complete revision of downtown plan
· Establish formal public involvement policy
· Complete Riparian ordinance
· Adopt Dark Sky ordinance
· Develop urban forestry plan
· Improve public trails system
· Develop comprehensive public transportation plan
· Remodel/replace City Council chambers
· Increase safety at Wimer StreetINorth Main/Hersey Street Intersection
· Enhance water supply and conservation
· Develop 5 year information technology plan
· Establish stronger role in stewardship of Ashland Watershed
· Develop performance measure program for all City departments
· Implement no-cost & low-cost Health and Human Services plan
· 6-12 month City-wide community visioning process
Page 2 of 43
33
33
33
34
34
35
35
35
35
36
36
36
37
37.
38
39
39
40
42
42
Current Department Workload
Administration
Nondiscretionary time is 80%. There are three employees in Administration: Diana, Ann
and Gino. 100% of Diana's time is spent supporting Administration and Mayor and
Council. Both Ann and Gino spend 70% of their time on nondiscretionary items. These
items are generated externally (citizen needs), internally (budget preparation, training,
seasonal projects, commission support, council, organizational needs, employees etc.)
and by job description (intergovernmental projects, community liaison work, day to day
operations, web development, RVTV etc.).
Current discretionary projects (projects generated by council) but are not shown on the
list of goals include:
· AFN options
· Railroad Property
20% of current staff time is available for discretionary projects
Community Development
Historically, approximately 0.5 FTE has been available for discretionary projects. This
discretionary workload primarily has been distributed between the Community
Development Director and Planning Manager, with the majority of discretionary
workload directed to Director.
Currently, Non-discretionary time is 100%. The Planning Division is currently operating
at 3/4ths of normal full staffing levels. This includes the Planning Manager (currently
Interim Community Development Director), Senior Planner and two Assistant Planners.
With the hiring of a Community Development Director and an Associate Planner, it is
assumed that the Department will be at full staffing levels by July 2006. Until the
aforementioned positions are filled, it is assumed that the Planning Division has no
additional capacity or staff time to dedicate toward discretionary/long- range projects.
Current discretionary projects (projects generated by council) include:
· Land Use Ordinance Update - Project management & implementation
· Organizational Audit - Project management & implementation
· Economic Opportunity Analysis oflndustriallEmployment Lands (i.e. Croman &
Railroad properties) - Project management & implementation
· Final draft & adoption of Wetland & Riparian Areas Protection Ordinance - Project
management, completion & implementation
· Completion of Downtown Plan - Phase I - Project management
Page 3 of 43
It is estimated that approximately four to five full-time planners are needed to carry out
workload associated with on-going current planning applications (i.e. development
applications) and general zoning administration (i.e. responding to citizen/customer
inquiries and needs). This figure is supported by the findings included in the draft
Organizational Audit (Zucker Systems). Increased complexity and scope of planning
applications, number of development applications, and requests from commissions,
committees and the general public places significant demands on staff time, and has
resulted in the delay or inability to accomplish long-range planning priorities of the
Council. Once the Department is up to full staffing levels, it is estimated that time
comparable to an approximately 1.0 FTE would be available to engage in work
associated with discretionary/long-range planning efforts. This figure does not factor in
an amount of time that allows the Department to accommodate priorities/policies and
projects that frequently occur throughout the year and that cannot be anticipated at this
time (i.e. free board).
El ectri c/Conservati on
The Electric and Conservation Departments currently consist of 21 + FTE' s who maintain
and operate our electric utility, electric and water conservation programs. 85% of our
operation field crew's time is consumed by maintenance and new construction projects.
The other 15% is devoted to dealing with the public and outage situations.
The Conservation staff devotes about 85% of their time to customer inquires and program
related conservation activities. The other 15% is devoted to program planning, reporting,
and special projects.
Any significant new programs would require new or contracted staff for completion.
Finance
At this point I feel it is safe to say that there is no discretionary time available in
Accounting, Customer Service, Finance Administration, Human Resources, Municipal
Courts or Purchasing. Each area is tasked to meet daily requirements. These divisions
provide internal and external customer service and the demands for high levels of service
are normally generated by other city functions.
The department works hard at documenting procedures, cross training and resource
allocation to provide service, support and to meet pressures from changes in priorities.
Many employees rotate between areas of expertise to alleviate work load pressures, only
to return to their regular assignment hoping to get caught up before another reassignment.
Supervisors are "working managers" who backfill to meet customer demands and tackle
managerial responsibilities after hours and on weekends.
Many areas have suffered from loss of key employees and "institutional knowledge" over
the last three years and new areas of responsibility being shifted to the department such
as parking enforcement, the Hargadine structure, AFN and risk management and related
Page 4 of 43
insurances. Staff is hopeful that workloads will stabilize when vacant positions are
filled, staff is trained and procedures have been developed or stabilized. However, there
are areas going under served that will absorb any "free" time gained when there are
changes in the above mentioned items.
The department is a "can do" group who are always optimistic that changes can be made
to resolve the problems intimated by the narrative above, given the time to work on them.
Fire
There is one department director and two program managers in administration: Fire
Chief, Division Chief- EMS/Fire Training & Division Chief -- Fire & Life Safety
Services. Nondiscretionary time is 90% across all three administrative positions, and is
allocated as follows: Fire Chief spends 50% of time managing daily department
operations, approximately 35% of time is allocated to forest resource management issues,
and 15% of time in responding to citizen inquiries and planning for future projects.
Division Chief EMS / Fire Training allocates 50% of time managing Emergency Medical
Services and related issues, 40% of time managing fire training program and 10%
carrying out special administrative assignments. Division Chief ~ Fire & Life Safety
Services spends 100% of nondiscretionary time managing the Fire & Life Safety Division
and related issues involving planning actions and code enforcement & development.
Discretionary time for all three positions is 10% and is allocated to attending continuing
education classes, workshops and attending state and local professional association
meetings. Line personnel, including the three shift supervisors, spend 100% of their time
responding to emergencies, training, responding to non-emergency public service calls,
and performing building and equipment maintenance functions. Due to nature of
workload and rotating work schedule, these line positions are not in a position to relieve
any portion of the management workload. Inability of management employees to handle
all current workload initiatives results in prioritizing of programs. Successful recruitment
of new Division Chief - Operations in May 2006 (two previous attempts were
unsuccessful) should significantly improve management capacities and reduce backlogs.
Human Resources
Currently the Human Resources Division is comprised of2 FTE and we are fully tasked
almost 100% of the time. Our days are unpredictable with employee benefit questions,
work-related injuries, inquiries from job-seekers, Personnel Action Forms, selection
processes, inquiries from the public, etc. Non-discretionary time is running at about 90-
95% for the Human Resource Manager and at least that for the Human Resource Analyst
who also provides front office coverage for Administration. Many projects are on hold
right now awaiting the discretionary time needed to complete them. Staff frequently
forgoes training opportunities in favor of "desk time" to draft policies and attempt to get
caught up.
Page 5 of 43
We have a few large projects on the horizon, including several key staff recruitments,
preparations for labor negotiations with our two public safety bargaining groups, open
enrollment for health insurance benefits, review of risk management practices, etc. We
have experienced a steady increase in recruitment workload due to turnover, and we
anticipate this to continue as the baby boomers reach retirement age.
Police
The department is staffed with 42 employees. This includes sworn and non-sworn
personnel in administration, investigations, patrol and special assignments. Of our 16
patrol positions, 7 are probationary, meaning that 7 of our 16 patrol officers have been
working for the city for less than 18 months. This translates into an enormous effort in
hiring, training and integrating new people into both the department and community.
Currently we are awaiting the draft report from our consultants (PERF). Following their
departmental and community assessment, PERF will be offering a number of
recommendations regarding our police structure and operation. ] count on this report to
provide creative & industry-sound suggestions which we can review and adopt as
appropriate.
Public Works
Public Works operations divisions are responsible for the overall operation of the water
and waste water plants, distribution and collection facilities, streets, and storm drains.
They respond to citizen complaints and perform maintenance activities as required to
keep the infrastructure functioning. There is some capacity to respond to emergencies
and unanticipated maintenance needs. However, additional workforce needs in the
divisions have been identified and it is not reasonable to expect the operations divisions
to absorb additional significant duties. Fortunately, the Council Goals only require major
involvement from Public Works Operations in only one area: Energy Conservation (Goal
5, Items 5c and 5e). This is addressed below.
The administration and engineering divisions are responsible for general direction and
oversight of the department, engineering and management associated with the capital
improvements program, and staffing a number of City committees. The department
director is currently on active duty in Iraq. Some administrative staff members are
currently taking work home to meet deadlines on work assignments. Engineering is
engaged in a significant capital improvements program. Many of these projects involve
outside consultants. The outside consultant contracts and construction contracts require
management by division personnel. It is safe to say that the current base workload does
not provide capacity to take on more significant projects. This condition is likely to last
for at least the next two years.
Page 6 of 43
Goal #1
Effectively use, clarify, and/or establish community growth (jobs and housing) management
tools/strategies to resolve competing values and opportunities.
(community 'foot print"; sustainable; multifunctional and viable centers)
Priorities/policies/project (2 years)
a) Review annexation and re-zoning. Achieve desired energy efficient results of annexation.
b) Define "family friendly" housing and give suggestions for accomplishing
c) Define "density bonuses" and effective use of it
d) Identify ways that City inadvertently is an impediment to business opportunities (include
Inventory and Analysis of special designations)
e) Training for Council, commission members, and volunteers about comprehensive plan
f) Review in-fill policy for possible alternative strategies to accomplish or mitigate
Responsible Department (la, Ib, Ic, 1d, Ie and If): Community Development
Understanding of Goal # I
New and existing Comprehensive Plan goals and policies would need to be evaluated in light of
influencing community growth management strategies, while considering competing values and
opportunities related to family wage job creation and work force housing. The likely tools and
activities available to the Community Development Department for implementation of this goal
include:
./ Amendments to land use approval criteria with respect to Annexations and Zone Change
requests. This could include defining and codifying into the land use ordinance elements
associated with family-friendly housing, family-wage jobs, energy-efficiency standards,
etc.;
./ Use of City appointed task force(s). Public discussion needs to occur in order to flush out
questions and concerns related to in-fill and the City's historic desire to make efficient
use of its land base, while maintaining a compact community footprint that provides a
solid foundation for comprehensive transportation planning. A similar task force could be
used to identify real and perceived impediments to attracting business opportunities of a
scale and design commensurate with community values.
./' Adoption of neighborhood plans (similar to North Mountain Plan) for larger undeveloped
tracts of land within and outside the City Limits. Such candidates would likely include
the area north of Normal Avenue, between Walker and Clay Street, as well as the
Croman Mill and Railroad properties.
./' Evaluate training opportunities for Council, Planning Commission and other citizen
committees. Monthly study sessions could provide an opportunity for such discussions.
Page 7 of 43
Estimated Costs
Completion of this goal relies heavily upon the dedication and availability of staff Some
Comprehensive Plan and Ordinance Amendments could be executed during
implementation of the recommendations associated with the Land Use Ordinance update.
Siegel Planning Services is under contract to identify inconsistencies in the existing Land
Use Ordinance and suggest possible revisions to improve clarity, consistency and
predictability. The Siegel Report will be presented to the Council in early Spring 2006.
The report estimates that adoption of the proposed revisions will take at least nine (9)
months.
Expediting the adoption of Comprehensive Plan policies, Land Use Ordinance
Amendments and Neighborhood Planning Overlays relevant to achieving the stated goal
could be expedited through the use of private consultants. Approximately $100,000 was
budgeted for 2005-2006 for persona] services contracts to carry out the Community
Deve]opment Organizationa] Audit, Land Use Ordinance Review and Downtown Plan-
Phase 1. It may be difficult to count on a comparable amount given the competing
interest of moving ahead with the Downtown Plan - Phase II. The estimated cost of the
Downtown Master Plan - Phase Il ranges from $] 75,000 to $400,000. Funding will need
to be discussed as part of the 2006-2007-budget process.
Personnel time
Once the Department is up to full staffing levels (i.e. July/August 2006), it is estimated
that approximately 1.0 FTE would be available to engage in work associated with long-
range planning efforts.
Alternatives
Specialized task forces, appointed by the Mayor, willlike]y improve the process and
produce better results that have community support. Such task forces, however, do not
always expedite the process or production of final reports, neighborhood overlays,
Comprehensive Plan and ordinance amendments.
Trade-Offs
If the Council would like to aggressively pursue the complete accomplishment of this
Goal over the next two-years (July 1, 2006 - June 30, 2008), it would likely result in the
following trade-offs:
./ Implementation and adoption of the suggested revisions in the Siegel Report (i.e. Land
Use Update - Phase I) would likely have to be spread out over 24-months, rather than the
projected nine-month scenario.
Page 8 of 43
./' The development and completion of the Downtown Master Plan - Phase]] - would likely
be spread out over the next 24-months, rather than the projected 12 to 15 months.
./' Economic Opportunities Analysis for the Croman Mill and Railroad properties would be
spread over the next 12 to l5 months, rather than nine-months. This would move the
estimated completion date to approximately July/August 2007.
./' Time line for the implementing the recommendations of the Community Development
Department Organizational Audit would likely need to be adjusted.
./' Work related to the adoption of a Dark Sky Ordinance would not commence until after
July I, 2008.
./' Existing 2005-2006 Council Goals identified beyond the July 2006 - June 2008 period
would not be advanced by the Community Development Department without Council
direction and approval.
Secondary Department (la): Electric/Conservation
Understanding of Goal # I
When the City annexes land we have broad powers to set conditions which could mandate that
. all new homes be built to Earth Advantage standards. We estimate that about 20 hours of staff
time is involved in modeling and certifying an EA home. Therefore if a total of 50 homes were
built under the program a maximum of lOOO staff hours would be needed. However, depending
on how many homes are included in each development, it may be possible to reduce this time
requirement, as modeling each home may not be necessary and inspections of homes located in
one development often times could be grouped together. Other economies of scale might also be
achieved in other ways to reduce these costs. Based on our current rebates levels of $1,000 for
each EA home, a cost of $50,000 would also be incurred under this scenario. However since we
could mandate these requirements as a part of annexation these incentive payments could be
eliminated. Also, we are currently working with BP A to try and get them to fund a portion or all
of the EA incentive costs as a part of their regional conservation initiative.
Page 9 of 43
Goal #2
Facilitate the development of affordable/workforce housing, netting at least 200 units by 2010.
(diversity; opportunities; safety, community)
Priorities/policies/project (2 years)
a) Estab]ish a housing trust fund
b) Identify public/private/other agency partnerships
c) Estab]ish employee-housing or employee assistance programs. Alternative cost, trade-offs
d) Review sa]aries/policy of employees relative to Ash]and housing costs
e) Conservation opportunities; what and how much can we accomplish with our 200 units
Responsible Department (2a, 2b and 2e): Community Development
Understanding of Goal #2
The creation or retention of affordable/workforce housing units is the purpose of this goal, which
includes a target number (200) and completion date (2010) as performance measures of success.
Further the establishment of a Housing Trust Fund and continued efforts to create housing
through public/private partnerships are prioritized. Both the establishment of a Housing Trust
Fund, and the development of partnerships are tools ultimate]y intended to faci ]itate the creation
of affordable/workforce housing. As the terms "affordab]e housing", "]ow-income housing" and
"workforce housing" have different meanings it would be valuable to further refine the terms by
corresponding income ranges to ensure the Council Goa] is addressed appropriately.
To implement this goal the Community Development Department activities would include:
,/ Defining workforce housing parameters
· Income range, diversity, community need
· Needed housing types (rentals or ownership).
,/ Establish a Housing Trust Fund
· Define Housing Trust Fund Uses and Programs through consultation with
citizens, housing providers, developers, socia] service providers, and elected and
appointed officials.
· Establish award process and criteria for distribution of Trust Funds
· Estab]ish administrative responsibility to oversee the operation of the Trust Fund
· Determine and secure an ongoing (sustainable) funding sources to maintain the
viability of the Trust Fund.
· Adopt ordinance establishing the Housing Trust Fund through public review
process
· Education/campaign to obtain voter endorsement of any funding stream t~at
requires such.
Page 10 of 43
./ Facilitate Public/Private Partnerships
· Work with housing providers to develop property purchased in part with City
funds (CDBG, General Fund)
· Coordinate with Other local institutions (ASD, SOU, OSF, ACH, etc) to develop
workforce housing
· Encourage private sector sponsorship of affordable/workforce housing
Estimated Costs
Direct subsidy to affordable housing projects is presently limited to approximately
$210,000 per year (CDBG) and .75FTE of the Housing Program Specialist. The typical
amount of subsidy per unit the City has contributed to housing projects in the recent past
is approximately $50,000 per unit directly subsidized by the City, with additional
subsidies received from the State or Federal Government.
To directly subsidize all 200 units the City would have to anticipate a cost of
approximately $ 1 0,000,000 at today's subsidy rates. However, it is understood that the
City would not directly subsidize all units in the goal of 200. Rather Land Use
regulations for zone changes, annexations, condominium conversions, and large-scale
development have provisions requiring the private developers to provide affordable
housing units.
These land use related affordable housing units generate between 15-35% of the
development as low income (60% area median income) or workforce housing (] 20%
AMI). To accomplish the development of200 such units through land use regulations
alone would require the approval of zone changes and annexations that include a total of
approximately 120 - 270 units per year. The range is dependant upon the targeted
income level, 270 units necessary jf only 15% are to be at or below the 60%AMI level,
] 20 units per year necessary if 35% of the total units are to be at the] 20%AMI level. It
is important to note that the City of Ashland historical1y has had only] 20-] 50 new
residential units added each year within the existing City Limits and the public need
criteria (five year supply) has functioned to limit annexations and zone changes in the
past. The land supply designated as multifamily land is diminishing, and thus the
potential implications of using affordability requirements within the land use ordinance
to address this goal are that the City may be in a position to examine the potential for
UGB expansion and/or further incentives to create affordable housing.
It is likely a combination of land use criteria and direct subsidy will be employed to
address the goal of retaining or creating 40 units per year. Given tbat existing Land
Use regulations available to promote affordable bousing bave not prompted tbe
development of 200 units in 5 years, to accomplisb the stated goal it may be
necessary to re-examine and modify existing land use ordinances to further
promote tbe development of affordable housing by the private market.
Land use requirements alone will not likely accomplish the goal, and the limited CDBG
subsidy provided for affordable housing is insufficient to create more than 3-5 units
Page 1 ] of 43
annually. Thus an additional amount of subsidy will be necessary to meet the goal.
Assuming up to 20 units per year are created through land use incentives (greater than
the current average over the last 5 years) it is estimated that an additional subsidy to fund
15-20 units would be needed. Using an average subsidy of $50,000 per unit this
extrapolates to a cost of $750,000-$] ,000,000 the first year, with that amount and
increasing annually by the percent of increase in of construction and land costs.
Personnel time
The Housing Program Specialist currently undertakes the task of creating affordable
housing Currently the Housing Program Specialists time is allocated with
approximately:
./ ] 5% being used to respond to citizen, developer, media, and affordable housing
developer inquiries
./ 20% in direct support of the Housing Commission and its subcommittees including
education and outreach
./ 20% in research and development of ordinances, resolutions, and contract development
(resa]e restrictions, fee waivers, income qualifications etc) related to affordable housing
./ 5-10% of his time is spent coordinating with local and regional organizations
./ 35% of his time is dedicated to administration of the Community Development Block
Grant (CDBG) Program. The CDBG program administration time has been reduced to
the minimum and cannot be redu<;ed further.
./ The development of a Housing Trust Fund, would require approximately 25% of the
Housing Program Specialist time in addition to the ongoing activities undertaken in
support of the Housing Commission goals.
./ Legal Department and Finance Department assistance would be imperative to establish
.the legal and financial frameworks for administration of the trust. These Departments
would have to assess the time necessary to undertake their responsibilities.
Alternatives
The examination of existing land use ordinances is work currently being undertaken by
the Housing Commission and it is anticipated that such efforts will require:
./ 10% of the Housing Program Specialists time through suggested modifications and
adoption.
./ Planning personnel in undertaking examination of annexation and zone change
ordinances, Goal 1 a - as they relate to energy conservation, some of the process of
evaluation could incorporate additional recommendations intended to promote affordable
housing.
Trade-Oils
The 'discretionary' items currently undertaken by the Housing Program Specialist that
could be reduced or eliminated to create the additional time necessary to expedite the
Page 12 of 43
development and implementation of a HTF and administer an increase in affordable
housing projects include:
./ Regional coordination activities (Jackson County Housing Coalition, Southern Oregon
Housing Resource Center, Housing Alliance, Jackson County Continuum of Care
Consortium) and a reduction of time spent on education and outreach activities
(workshops, presentations) unrelated to the development of a Housing Trust Fund.
./ Direct responsiveness to Housing Commission and Council requests (for infonnation or
specific activities and research) not outlined within a scope of work to address the
Council Goals
The purpose of reducing efforts associated with the above items would be to allow
consistent and systematic focus on the Housing Trust Fund Development, contract
development and review, and implementation, award processes, and administration of
new and existing affordable housing projects..
The 35% of the Housing Program Specialists time currently dedicated to CDBG related
activities is currently the minimum necessary to administer the program and is thus non-
discretionary.
The Housing Program Specialists workload estimates do not factor in an amount of
discretionary time that allows the Housing Program Specialist to accommodate new
activities identified by the Housing Commission during the course of a year. To have the
flexibility to be responsive to opportunities approximately 5-] 0% time allowance should
be considered.
,/ Existing 2005-2006 Council Goals identified beyond the July 2006 - June 2008 period
would not be advanced by the Community Development Department without Council
direction and approval.
Responsible Department (2c and 2d): Human Resources
Understanding of Goal #2
As I understand this project, it is a component of the overall Council Goal of facilitating the
development of affordable/workforce housing, netting at least 200 units by 2010.
Human Resources can assist and support the Housing Program Specialist with this goal by being
the point of contact for City of Ashland workforce housing issues. 1 view this as a multiple
phase project.
Phase] - Survey of current City workforce to determine the housing needs and
preferences. This could be absorbed by current staff and resources in the
Page ]3 of 43
upcoming Fiscal Year by staggering other projects to accommodate this one. It is
possible that Fannie Mae can assist in developing the survey with Human
Resources being the conduit.
If the survey indicates that a large portion of our workforce desires to live in
Ashland but cannot afford to, we would move to Phase ll.
Phase ll- Research other successful employer-assisted housing programs and develop a
model program that would work for City of Ashland employees. This would take
considerable more staff time m exactly how much is difficult to quantify at the
onset.
Phase II could not be completed until the second year, and would require
additional resources.
Phase IIl- Upon approval and direction of the Mayor and Council, a pilot of the City of
Ashland employer-assisted housing program could be implemented. This would
take significant financial resource dedication and would require staff time from
other departments such as Legal, Finance and Community Development.
Estimated Costs
Phase I could be absorbed within current budget with no additional costs. Phase II would
require additional staff resources, or offloading of some SafetylRisk Management
responsibilities in the upcoming year. Phase 1lI would require significant budget and
resource dedication at the direction of the City Council.
Secondary Department (2e): Electric Department
Understanding Goal #2
The 200 units that would be funded under this type of initiative would incur a maximum of about
4,000 hours of staff time based on our typical EA certification process. However, since the City
would be playing a major role in this type of endeavor and also because a standard type design
would probably be utilized, we feel that the time commitment could reduced significantly to
probably somewhere in the 2500 hour range. lncentives of $200,000 would be incurred if these
were single family type structures and we stayed with our current incentive structure. Hopefully
BPA would cover a portion of the incentive costs and other creative financing options like zero
interest loans could be explored to reduce the portion of the cost not born by BP A.
Page 14 of 43
Goal #3
Expand, broaden, and preserve the economic base with year-round employment and family-wage
jobs
(opportunity; capacity; sustainable; diversity)
Priorities/policies/projects (2 years)
a) Establish a City economic development commission, alternative strategies for accomplishing
b) Identify/recommend policy for point-of-contact with City for economic development
c) Identify opportunities for partnership to accomplish economic base expansion, etc.
d) Include significant involvement of citizens and diverse stakeholders in "old" action item #1
i.e. produce a working economic development plan)
Responsible Department (3a, 3b, 3c and 3d): Administration
Understanding of Goal #3
Administration's understanding of this item is that Council would like the City to take the lead
role in Economic Development.
Estimated Costs
Dedicated staff person: $80K
Personnel Time
To adequately establish and maintain this project requires a full time dedicated employee.
100% of 1 person, ongoing.
Primary Staff
City Administrator
Alternative
lfthis project were added to the list, council might consider making it a requirement of the new
Com Dev director to have experience in economic development or make it a partial
responsibility of the Assistant City Administrator or rely on SOREDI or contract with the
Chamber.
Page 15 of 43
Goal #4
Emphasize the vitality of the downtown area
Priorities/policies/projects (2 years)
a) Finish Downtown Master Plan
b) Evaluate/recommend costs for implementation; commission re-design of downtown plaza
c) Funding Strategies for identifying opportunities and/or incentives for conservation measures
such as: zero-net-energy project; earth advantage; commercial building (energy efficient);
retrofitting
d) Library, restrooms, civic center
e) Pros and Cons of police sub-station downtown
Responsible Department (4a, 4b and 4d): Community Development
Understanding of Goal #4
The completion of Downtown Plan - Phase 1 - is identified in the 2005-2006 Council Goals.
Phase I is designed to produce a work program (i.e. outline of the process) for the development
of a revised Downtown Plan. The Portland-based consulting firm, Crandall-Arambula, has been
contracted to compile a work program for Phase II and present it to the Council for adoption. It is
projected that the work program for Phase II will be adopted by May 2006.
Staff understands that Goal #4 involves the process and document preparation associated with
the production of a new Downtown Master Plan. The end product will include a new downtown
plan document, as well as associated deliverables (i.e. revised design guidelines & standards,
etc.). This goal does not include the implementation of possible capital improvement projects
identified as possible action items in the plan. Such projects will staff time and cost associated
with design, evaluation and approval of funding sources, permit approval and construction.
Many of the projects or tasks associated with Goal #4 will be accomplished through the
development and adoption of a new Downtown Master Plan. The approved planning document
could be structured to include:
../ Identification of possible funding strategies
../ Identify locations for public rest rooms, police sub-station & future civic center
../ Evaluate current Plaza design and assess alternative location for public spaces (i.e.
maintain existing, seek additional public spaces)
Page 16 of 43
Estimated Costs
The cost associated with the development of a new Downtown Master Plan has been
projected to range between $175,000 to $400,000. A more specific cost estimate will be
identified as part of the development of the work program in Phase 1. Currently no
funding has been identified for the development of the Downtown Master Plan - Phase
II. If Goal #4 is a priority, funding for the development of a new Downtown Master Plan
document will need to be identified during the 2006 -2007 annual budget process.
The goal also identified the task of commissioning a re-design of the downtown plaza.
Funding for the design time associated with this effort has not been factored into
development of the Downtown Master Plan - Phase II. Similarly, while ideal police sub-
station locations could be evaluated and incorporated as part of the Downtown Master
Plan - Phase II, funding for capital construction or the lease of space would be beyond
the scope of the project and the tasks performed by the Community Development
Department.
Personnel time
At the January 26th, 2006 workshop with the Downtown Planning Committee, George
Crandall stated that the process associated with development of the Downtown Master
Plan would take approximately nine (9) months and would not involve a significant
amount of staff time. Given the nature of the Ashland community and other projects that
compete for public involvement opportunities, this schedule seems overly optimistic.
It is estimated that at least .25 FTE will be dedicated toward Project Management and
other duties related to the completion of the Downtown Master Plan over the next 12 to
15 months. Many City projects and issues compete for public meeting time.
Consequently, given the myriad of issues that surround a downtown planning effort it is
overly optimistic to conclude that a new Downtown Master Plan would be ready for
adoption within a 9-month scenario as described by the Crandall-Arambula.
The nature and volume of possible deliverables resulting for the Downtown Planning
process (i.e. Downtown Guidelines, Design Standards, Plan and Ordinance Amendments)
would likely effect the cost and timeline for this project.
Trade-Offs
An aggressive timeline for completing Goals #1 and #2, it would likely result in the
following trade-offs:
./ The development and completion of the Downtown Master Plan - Phase II - would likely
be spread out over the next 24-months, rather than the projected 12 to 15 months.
Page 17 of 43
../ Existing 2005-2006 Council Goals identified beyond the July 2006 - June 2008 period
would not be advanced by the Community Development Department without Council
direction and approval.
Responsible Department (4c): Electric/Conservation
Understanding of Goal #4
The City has a wide array of energy efficiency programs that addresses almost all end uses for
electricity in the City. We don't have a zero net energy program and new commercial building
do need more emphasis. City staff would be able to investigate various ways to add and
strengthen our offerings in these areas with our existing staffing. There will no doubt be costs
involved in acquiring conservation in these areas if programs are implemented and this would be
detailed as a part of these studies. We estimate that about 100 hours of staff time would be
required to do this research.
Responsible Department (4e): Police
Understanding of Goal #4
While this is a broad goal, impacting the entire city government, a specific police contribution
was noted. That is: Pros & Cons of police substation.
Pros: Visible police location may increase sense of safety & security. Increased police
presence does reduce uncivil behavior. Staffed location provides easier access of
services for visitors. Physical location does provide convenience for officers assigned to
area.
Cons: Adds to an already crowded & competitive demand for government space needs
downtown. Costly to build, lease and equip. Very costly to staff.
Estimated Costs
To establish and maintain an effective downtown presence in a sub-station will require 4
additional police officers.
Page 18 of 43
Goal #5
Move towards energy and resource independence ~ 2% reduction of electricity over 50 years.
(sustainability, conservation, environment)
Priorities/policies/project (2 years)
a) Develop "game plan" for meeting 2% per annum target
b) Identify opportunities and/or incentives for conservation measures such as: zero-net-energy
project; earth-advantage; commercial building (energy efficient); retrofitting
c) What's the next step up in green fleet measures?
d) What are obstacles and opportunities for weekend services, including services to Medford,
etc?
e) Evaluate City facilities for energy conservation and costs to improve
f) Evaluate opportunities for being more conservative in water use (Right water, right use).
Beyond 2050 plan?
Responsible Department (Sa, 5b, 5e and Sf): Electric/Conservation
Understanding of Goal #5
Sa) Develop "game plan" for meeting 2% per annum target.
Developing a "game plan" for meeting a 2% reduction in electricity purchases each year
for 50 years is an extremely aggressive goal. Our current peak demand is growing at
about 1.5% in the winter and 3% in the summer. With the recent increases in natural gas
prices we could see even greater increases in electric load growth over what has occurred
during the last six years. The City's actual electric power consumption for the last 6
years is as follows:
2000 169,662,420 kWh's
2001 168,026,070 kWh's
2002 170,059,545 kWh's
2003 171,930,200 kWh's
2004 173,821,432 kWh's
2005 177,794,000 kWh's
This represents about a I % annual growth in electricity consumption. In order to meet
the Council goal of a 2% reduction in the amount of purchased electricity from BP A, a
3% reduction oflast year's 177,794,000 kWh's in the consumption would be needed.
This would equal 5,333,820 kWh's annually. Ifwe assume Y2 of this amount is acquired
through generation and Y2 is acquired by conservation, we would incur the following kind
of costs:
Page 19 of 43
Generation
2,669,9]0's kWh of new generation is needed. The 15 kW police station solar system
has produced about 129,088 kWh over the 5 Y2 years it has been in operation. This
equates to about 23,450 kWh's per year. Therefore, we would need a solar system about
] ] 3 times the size of the 15 kW solar system located on the police station to produce Y2 of
the target and meet the 2% overall goal. Based on a cost of $6/watt, a 1,695 k W system
(15kw X ] 13) would cost $] 0,170,000 and this amount of new solar cells would need to
be added annually to continue to produce half of the yearly target via solar generation
within the City each year. Just finding areas large enough to host this generation would
also challenging.
Our current wholesale power bill from BP A is about $6,900,000 per year for Power and
Transmission. The reduction that would occur from this amount of solar generation
would result in a wholesale bill savings of about $103,500 annually.
Conservation
To acquire the remainder of the target with Conservation would, according to the NW
Power Planning Council, incur an average levelized cost of$.024/ kWh or about
$2,200,000 per average megawatt. The 2,669,910 kWh's represents about 30% of an
average megawatt so it would cost us about $660,000/year in additional conservation
costs. Since this is about 2.6 higher than our existing conservation incentive budget
which is administered by a staff of 1.75 FTE's, we would estimate at least an additional 2
FTEs would be needed to implement these programs. This would add about an additional
$160,000/ year in salary and benefits annually in order to acquire this conservation
resource.
These numbers are just a very quick analysis and obviously can dramatically change if
some of the base assumptions are changed, or the mix between conservation and solar is
weighted more heavily toward conservation.
The City is very lucky to be able to utilize federal hydropower resources that are
available from BP A to meet our wholesale power supply needs. Other areas of the
country and even areas of the region not served by Public Power would be extremely
happy to get the benefits available to the City through our relationships with BP A. The
City has been aggressively operating Conservation programs for nearly 25 years now, so
to ramp to these higher levels and continue these higher levels for 50 years isn't possible.
Taking all this into account and also considering the high cost of implementing this goal,
makes it appears that this goal is unachievable in its present form and needs to be
modified to be something that is more realistic and affordable.
We would therefore like to suggest the following goal that is more achievable, affordable
and would make sense for the City to pursue.
Page 20 of 43
"The City, through a combination of local renewable generation, conservation, the
purchase of Environmentally Preferred Power (EPP) from BP A, and the purchase of
other renewable resources should strive to ensure that all new electric load growth
beyond 2007 is carbon neutral."
This goal would give us an incentive to pursue conservation activities to the maximum
extent possible to reduce future load growth. Nex,t we would acquire local generation
within the City, pursue cost effective regional and local renewable resource generation
projects and then purchase EPP from BP A to make up the difference in annual load
growth. The City ofSeaUle's Municipal Utility recently announced a goal along these
lines as something they are pursuing and to my knowledge the City would be the first
Oregon utility to adopt this goal. This goal also fits in well with the current regional
decision making process which could result in allocation of the Federal generation on a
prorated basis to each utility in 201 1.
5b) Identify opportunities and/or incentives for conservation measures such as: zero-net-
energy project; earth-advantage; commercial building (energy efficient); retrofitting.
The City has a wide array of energy efficiency programs that addresses almost all end
uses for electricity in the City. We don't have a zero net energy program and new
commercial building do need more emphasis. City staff would be able to investigate
various ways to add and strengthen our offerings in these areas with our existing staffing.
There will no doubt be costs involved in acquiring conservation in these areas if
programs are implemented and this would be detailed as a part of these studies. We
estimate that about 100 hours of staff time would be required to do this research.
5e) Evaluate City facilities for energy conservation and costs to improve.
The City will be able to provide staff to provide energy and water audits to all City
facilities using existing staff within the first 6 months ofFY 06-07.
5f) Evaluate opportunities for being more conservative in water use. (Right water, right use).
Beyond 2050 plan?
City staff will be presenting a paper to the Mayor and Council within the next 4-6 weeks
that will detail the current status of our water conservation activities and whether we are
on track to meet the 2050 plan's water conservation targets. This analysis will not only
include existing programs but will also address future activities and try and assess the
amount of savings that could occur by implementing them. One area that warrants
further assessment outside our current efforts would be to provide better utilization of the
existing Talent Irrigation District System and possibly expand its use by acquiring more
water for the system and also invest in ways to use the existing resource more efficiently.
Staff feels this is an appropriate 'activity to pursue and estimates that we could contract
with an outside consulting firm for $20,000 to $30,000 to work on this issue. This study
could analyze at a minimum, piping and other conservation actions, lack of metering,
Page 21 of 43
facility ownership, water rights availability and the costs to implement any recommended
activities.
Responsible Department (Sc, Se and Sf): Public Works
Understanding of Goal #5
5c) The next step in green fleet measures.
The department has a clear understanding of the goals to have an equipment fleet which
is as economical and environmentally benign as it can be. This has been a "project
without a name" that the department regards as an ongoing responsibility. Recently,
Council has given this initiative a boost in priority. It is important to develop plans to
take this initiative to the next level.
This project will be undertaken within the Fleet Operations division. A temporary
assignment was made in that division to fill the Maintenance and Safety Supervisor
position. Until the permanent department director returns this division manager will be
on temporary assignment. The division will be shorthanded until that time. Given
current workloads and the current temporary assignment, it is not reasonable to expect the
division to take on a project right now that goes beyond the ongoing effort to improve
fleet efficiency. When the director returns and permanent assignments can be made
within Fleet Operations (less than a year) it will be possible to develop the next steps
toward accomplishing the green fleet initiative as envisioned by Council. Until that time
it is not possible to identify costs or time commitments.
5e) Evaluate city facilities for energy conservation measures.
Building operations and maintenance efforts are conducted under the leadership of the
Maintenance and Safety supervisor. The situation with personnel assignments described
above is an obvious obstacle to moving forward at this time.
Responsible Department (Sd): Administration
Understanding of Goal #5
Admin understands this to mean the council would like the community to have extended evening
and weekend bus service not only in Ashland but to and from Medford and to explore the various
opportunities and challenges...
Page 22 of 43
Estimated Costs
The TTPe plan from 2000 estimates that $] .5 - $2 million would be needed for a transit
program with no fare service, expanded hours and expanded routes (current costs $290K
plus approximately $IOOK in MPO Ashland funds)
Personnel Costs
Getting RVTD to expand hours of operations will require some regional political
pressure. For staff it is about building relationships, establishing a presence with RVTD
board/staff and participating in regional transportation meetings, communicating
Ashland's needs...
Staff commitment possibly 12% of I person initially and gradually growing as project
becomes more of a reality.
Primary Staff
Management Analyst
Alternatives
Consider establishing Ashland transit to augment, supplement current RVTD services
e.g. in town shuttle services, jitneys, "fun to ride" smaller buses all ideas identified in the
TTPe. The challenge of funding remains.
Page 23 of 43
Goal #6
Improve community ability to prevent, respond to, and maintain services in the ev.ent of
emergencIes
(safety; sustainability)
Priorities/policies/projects (2 years)
a) Develop long-term funding strategies for CERT and equipment
b) Compile "lesions learned" from drills; recommend policies as necessary
c) How can we help Forest Service with fuels-reduction in watershed? Funding/project support.
d) Continue #19 on "old list" (i.e. establish stronger, formalized role for City in stewardship of
entire Ashland watershed
e) What will it take to operate our grid in case of a regional grid failure? (solar powered
vehicle)
Responsible Department (6a, 6b, 6c, 6d): Fire
Understanding of Goal #6
6a) Develop Long-Term Funding Strategies for CERT and Equipment.
a) Provide for continuity of program coordination and development by converting
.63 FTE to 1.0 FTE.
b) Insure that required community CERT bases are established and adequately
equipped.
c) Continue to aggressively pursue Citizen Corps grant funds where available.
Estimated Costs
Increase in program coordinator's position from part-time to full-time will increase the
fire department EMS Division budget by $20,000 annually. CERT equipment funding is
adequate at present level of appropriation.
Personnel Time
Personnel time necessary is met by increasing CERT coordinator hours from 25 hrs per
week to 40 hrs per week.
Primary Staff
CERT Program Coordinator / Division Chief - EMS Division
Alternative
None noted.
Page 24 of 43
6b) Emergency Preparedness: Exercises, After-Action Reports and Policies
a) Provide regular community-wide emergency preparedness exercises.
b) Insure that "after-action" reports are completed and forwarded to City Council.
c) Make recommendations on future improvements, and remedial corrections where
necessary, in City emergency preparedness capability.
Estimated Costs
Current appropriation level within the Fire Operations Division budget should be
sufficient to support EOC functions, identified enhancements and cover exercise
expenses.
Personnel Costs
Staff time is distributed across several departments for conducting exercises and has been
limited to approximately] 0 hrs per year per participant.
Primary Staff
Fire Chief, City Emergency Management Team and selected support staff.
Alternatives
None noted.
6c) Assist USFS With Funding & Project Support For Watershed Projects
Estimated Costs
Costs will be dependent on degree of City interest in funding the collection of additional
forest resource data, inventories and monitoring activities critical to the City's interests in
current and future USFS projects in the Ashland Watershed. These costs may run
$30,000 to $60,000 per year if grant support cannot be secured.
Personnel Costs
The on-going commitment of our City Consulting Forester to USFS projects on federal
lands in the Ashland Watershed will result in approximately $25,000 annually in billable
hours under current contract. The continued commitment of Fire Chief in Watershed
program management functions will result in 35% of total work hours, or approximately
$40,000 annually.
Primary Staff
Fire Chief, Clerk II, Consulting City Forester, Ashland Forest Lands Commission and
community members.
Alternatives
None noted.
Page 25 of 43
6d) Establish A Stronger, Formalized Role For City In Stewardship 0/ Entire Ashland
Watershed.
a) Propose amendments to USFS / COA MOu.
b) Development of the Community Wildfire Protection Plan Alternative.
c) Creation of AFRCA T committee as technical advisor to USFS For AFR.
d) Promote development of monitoring plans for COA / USFS forest lands.
e) Development of a riparian management strategy for COA forest lands.
Estimated Costs
Material costs have not been significant.
Personnel Time
City Personnel time to date has been significant with regard to meetings, GIS work and
coordination. City Consulting Forester time commitment to date has been approximately
$] 5,000 in billable hours.
Primary Staff
Fire Chief, Clerk II, Consulting City Forester, Ashland Forest Lands Commission,
community members.
Alternative
None noted.
Responsible Department (6e): Electric/ Conservation
Understanding Goal #6
6e) What will it take to operate our grid in case o/regional grid/ai/ure? (solar-powered
vehicle)
The City's current operating procedure with respect to emergency electrical outages is to
utilize backup fossil fueled generation for critical loads. We currently have diesel
generators at 90 N. Mountain, the Waste Water Treatment Plant, the Water Treatment
Plant and four portable generators for our sewage lift stations. In addition, we have
natural gas fuel-back up generators at City Hall, the Police Station, and both Fire
Stations. In addition, both Ashland Community Hospital and Oregon Shakespeare
Festival have natural gas fuel backup generation. To try and keep the grid active during
an outage is not feasible as there is no source generation within the City that could be
used for power supply. The City's solar systems on both the Civic Center and the Police
station have no battery backup systems or inverters which are designed to provide power
in the advent of grid failure.
Page 26 of 43
The City's hydro generation which is located at the City water treatment plant site can
produce about 600 k W of power depending on water usage. Back in 1997 the City
experimented with trying to utilize that resource to power the Water Treatment Plant in
the event of a power failure to the plant. These experiments were unsuccessful because
the quality and frequency of the power produced was not acceptable to operate the
equipment at the plant and could result in damage to the plant's equipment. Since then, a
350kW diesel powered generator has been installed as a backup supply. This generation
can operate 24-48 hours per 500 gallons of fuel and has a tank of 500 gallons in size. For
extended outages the tank could be refilled assuming the plant is accessible.
In addition, the old line that was built around 1910 that serves the Water Plant will be
replaced soon with a new underground feed that is currently being installed as a part of
the new water line installation. The old line will remain as a redundant feed to the plant
that can be used if a disruption to the new line were to occur.
A solar powered vehicle was also mentioned in the goal but there was very little
information as to how the vehicle would be used. A mobile PV powered vehicle would
probably need a large set of storage batteries because a solar array that could be deployed
in a mobile manner wouldn't be able to have much generation capacity and therefore
would need to utilize a battery storage system that would be large enough to accomplish
the tasks that would be envisioned by the Council. If information is provided that defines
the proposed use of this type of vehicle we would be happy to try and identify the cost of
outfitting such a vehicle.
Page 27 of 43
Goal #7
Provide for fiscal responsibility by identifying, maintaining and establishing future revenue
sources; seeking and implementing cost savings
(opportunities, public health, outdoor, capacity, sustainability)
Priorities/policies/projects (2 years)
a) Establish task force or to evaluate funding/revenue opportunities. (food and
beverages)
b) Establish task force, with public participation, to reduce AFN debt.
Responsible Department (7a and 7b): Administration
Understanding Goal #7
Administration's understanding of this goal is that council would like to have citizen
involvement and a task force strategy to determine what action should be taken with the food and
beverage tax sunset and to determine how government should reduce AFN debt.
Estimated Costs
a) $3000 (meeting space, outreach, advertising)
b) $3000 (meeting space, outreach, advertising)
Personnel Costs
a) 10% of 1-2 people for 1 year (research minute taking, report writing, meeting
coordination, data gathering/compilation etc.)
b) 10% of 1-2 people for 1 year (research minute taking, report writing, meeting
coordination, data gathering/compilation etc.)
Primary Staff
City Administrator
Alternatives
For both a and b make this a council discussion and decision not a task force and solicit
public input through the current process of public hearing/public forums, web survey etc.
Page 28 of 43
Goal #7 cont'd
Secondary Department (7a and 7b): Finance
Understanding Goal #7
To the Finance Director this translates into two focused projects aimed at helping to maintain the
financial viability of the city. I believe much of this is done during the annual budget process but
that Council is considering a different approach done independently.
Tools already in place to assist with this include the budget process, established financial
management policies including fund balance minimums, information from several previous
reviews of revenue potentials and the data discussed above (prior year Goal #25) relating to
performance measures and efficiencies.
These require staff time to support, document or implement. Task forces can be (and have been)
used to generate ideas of where "more money" can be "found" based upon specific uses that
were warranted (Parks land, AFN, affordable housing, Ski Ashland, etc.). Usually there is a
need for an "expert" to speak to the potential and likely barriers to implementation.
7a) (Revenues Focus) would consist of tbe following:
I. Inventory existing and potential revenue sources
2. Define them, identifying their potential, characteristics, requirements for
implementation and/or susceptibility to change
3. Develop strategies for (a) implementing new revenue streams and (b) maintaining
ongoing revenue streams.
4. Implement accepted strategies
5. Review and upd~te annually.
Estimated Costs
Depending on the self sufficiency of a task force to do this, working independently, using
existing information and tools available, then only manager time would be required to
participate in their meetings as long as no minutes are needed.
Personnel time
I would estimate that there would be at least 8 hours of the Finance Director time spent
on this each month the task force operates. The director would have to review output of
the group and respond to inquires. As long as the group only needs help from "exempt
from overtime employees" cost will be minimal.
Page 29 of 43
Alternatives
The city can:
· Hire a consultant to do the review and report directly to Council. Cost may be
around $ I 0,000 for the consultant and still will require staff time to provide data,
be available to meet and respond to questions.
· Hire added staff to work in this area (.25 FTE)
· Direct staff to pursue this project in preparation of the annual budget process.
7b) (Expense/Cost Savings Focus) would consist of tbe following:
I. Identify opportunities of cost containment through changes in levels of services,
cost containment or efficiencies
2. Evaluate opportunities to determine feasibility, cost-benefit and priority
3. Develop strategies for implementing changes
4. Implement accepted strategies
5. Review and update annually.
Estimated Costs
Although an independent task force may be able to do much of this project, I believe it
differs from the revenues project in that so much of this is reliant on internal business
experts to provide data, answer questions, evaluate options, design strategies and perform
implementation. This means, for any group to evaluate things discussed, it will require
significant participation of staff.
Unless there are available hours from departments to work on this, the cost for this action
will be the value of delayed or cancelled work.
Personnel time
I would estimate that there could be 16 hours of the managerial time spent on this each
month the task force operates. Managers would have to review output of the group and
respond to inquires and then work with their business experts to evaluate the cost and
benefit of proposed changes. Depending on the number of changes and the complexity of
their implementation, the cost of the work or "shifted tasks" could be considerable.
Page 30 of 43
Other projects/policies not tied to Goals
1. Establish Public Safety Commission
Responsible Department: Police
Resolution prepared and awaiting submission to council. Suggest that council defers
until after PERF report received and evaluated.
Estimated budget for commission: $1500 Staff time can be absorbed in baseline tasks.
2. Do systematic neighborhood review for safety improvement opportunities
Responsible Department: Police
Will provide response at February 10 Session.
Secondary Department: Fire
a) Review all neighborhoods within the Urban-Wildland Fire Zone for compliance
with Fire-Wise domestic vegetation recommendations.
b) Survey all neighborhoods for compliance with fire department emergency access
requirements, ie: street & alleys, parking, encroachments, other clearances.
c) Review all buildings for compliance with maintenance requirements for fire
sprinklers, standpipes and connections, and alarm systems.
d) Review all neighborhoods for compliance with Oregon Fire Code requirements
for storage of Hazardous Materials, combustibles, Liquefied Petroleum Gas and
processes associated with home-based businesses.
e) Inspection of eating, dining and drinking establishments throughout the City that
experience peak occupancy during holiday events, ie: Halloween, Festival of
Lights, etc.
Estimated Costs:
Material costs would not be significant.
Personnel Time:
This goal could not be accomplished with current staff and would require 1.0 FTE
at an annual cost of $80,000 salary & benefits.
Primary Staff:
Fire Marshal, additional Fire Inspector FTE
Third Department: Public Works
Will provide response at February 10 Session.
Page 31 of 43
3. Charter Review Process
Responsible Department: Administration
Administration's understanding of this project is to continue providing information to the council
until council decides to place the issue on the ballot or table the project. For planning purposes
we anticipate this project to be completed this fiscal year.
Estimated Costs
$5000 (ballot measure language)
Personnel Costs
10% staff time for remainder of fi sea) year.
Primary Staff
Management Analyst
Alternatives
None
4. Complete Land Use Ordinance update
Responsible Department: Community Development
Will provide response at February] 0 Session.
5. Formalize "Meet the Mayor" program. Costs and Structure?
Responsible Department: Administration
Administration's understanding of this project is to facilitate and structure a means for the
general public to meet with the Mayor in an informal setting four times per year.
Estimated Costs
$3000 (space rental, advertising, refreshments, printed materials)
Personnel Costs
5% of I person for 2 years.
Primary Costs
Management Analyst
Alternatives
?
Page 32 of 43
6. Formalize "Town Hall" program
Responsible Department: Administration
Admin is unclear as to what this means
Estimated Costs
Personnel costs
Primary Staff
Management Analyst
Alternatives
7. Infrastructure management is adequate. Streets: maintenance needs. They
will be coming to council to describe more fully in March. Drainage across
private property... how to deal with these
Responsible Department: Public Works
Wi]] provide response at February 10 Session.
8. Meshing commission and council goal-setting. Assumption of staff a vail able
for committees and commissions... clarify this
Responsible Department: Community Development
Will provide response at February 10 Session.
9. Homeland Security issues
Responsible Department: Police
Identify through council liaison scope of council's interest & mechanism to make reports.
No additional cost. Can be handled in baseline tasks.
Page 33 of 43
Existing Goals Carried Over
1. Produce a working economic development plan
Responsible Department: Administration
Understanding of Ex isting Goal
Administration's understanding of this item is to create community discussion to determine
community goals for economic development resulting in an economic development plan which
focuses on the economic development activities/desires within the community.
Estimated Costs
$5000 (community meetings, advertising, outreach, data capture/compilation)
Personnel Costs
20% of 1 person for 1 year.
Primary Staff
City Administrator
Alternatives
Role this item into new council goal # 1 .
2. Continue to provide information to the community and foster
discussion on growth and planning issues, with an emphasis on
historic preservation, annexation requirements, State land use
law, infill policy and impacts related to density, rate of growth,
development standards, and processes.
a) Refine and create program to educate the public about State
land use laws and what the City has done to slow growth
b) Review in-fill program as it relates to already densely
populated neighborhoods.
Responsible Department: Community Develoument
Will provide response at February 10 Session.
Page 34 of 43
3. Complete revision of downtown plan
Responsible Department: Community Development
Will provide response at February 10 Session.
4. Establish formal public involvement policy by 2006
a) Increase the level of effectiveness with which the Council and
Commissions influence planning policies and challenges and increase
public acceptance and engagement in directing the City's urban
landscape
b) Results in a process that meets LCDC Goal #1 Participation Goal
Requirement to increase public acceptance and engagement in
directing the City's urban landscape
Responsible Department: Community Development
Will provide response at February] 0 Session.
5. Complete Riparian Ordinance
Responsible Department: Community Development
Will provide response at February 10 Session.
6. Adopt dark sky Ordinance to reduce light pollution on public and private
property
Responsible Department: Community Development
Will provide response at February 10 Session.
Page 35 of 43
7. Develop urban forestry plan
Responsible Department: Community Development
Will provide response at February 10 Session.
8. Improve public trails system by developing a comprehensive trails plan
that addresses minimizing public and private conflicts in cooperation with the
Parks Commission
a) lnclude Bear Creek Greenway (dog park to Mountain Ave. park). Plan
should discuss range of tools to obtain access and ways to estimate
construction costs and costs to obtain easements
b) Secure a method ofmaintaining the current level of access, natural
beauty and value of Bear Creek Greenway
c) Research funding source
Per New Council Goals: Modify - funding source maintenance green plan
Responsible Department: Community Development
Will provide response at February 10 Session.
9. Develop a comprehensive public transportation, traffic, and parking plan
to reduce pollution and congestion, and to improve Ashland's quality of life
a) Secure expanded bus service in Ashland for evenings and/or weekends
b) Evaluate TTPC Plan and develop action plan for items adopted.
Responsible Department: Administration
Understanding of Existing Goal:
Administration's understanding of this project is to develop a comprehensive plan for
transportation, traffic and parking and develop an action plan for TIPe items.
Estimated Costs
$2000 (printing)
Personnel Costs
Page 36 of 43
10% of 2 persons for 2 years. (Likely a combination of Admin staff and Public Works
staff)
Primary Staff
Management Analyst and Public Works
Alternatives
This item relates directly to the project/priority/policy association with new GOAL
Secondary Department: Public Works
Will provide response at February 10 Session.
10. Evaluate and create a plan for re-model/replacement of City Council
Chamber (seating, sound, design, Web access)
Responsible Department: Administration
Understanding of Existing Goal:
Estimated Costs
$30,000 (Architectural concept CIP for FY06)
$300,000 (Construction CIP for FY2008)
Personnel Costs
5% of 1 person for five months. Architectural concept will be completed this fiscal year.
10-20% of 1 person for one year Depending on construction/implementation
Primary Staff
Management Analyst
Alternatives
None
Secondary Department: Public Works
Will provide response at February 10 Session.
Page 37 of 43
11. 1ncrease safety at Wimer StreetINorth Main/Hersey Street 1netersection
Responsible Department: Administration
Administration's understanding is funding must be found to accomplish needed safety
improvements to this location.
Estimated Costs
Minimal (construction, engineering, ROW acquisition is separate)
Personnel Costs
5% of I person for I year. Admin staff attends MPO tech meetings and has made a
proposal to RV ACT for $ I. I million for this project.
Primary Staff
Management Analyst
Alternatives
None
Secondary Department: Public Works
Will provide response at February 10 Session.
12. Enhance water supply and conservation to meet targets
a) Develop citywide focus "the right water for the right use"
b) Explore and potentially develop 3- year plan to improve and extend our
current TID system
c) Negotiate for other water supply options
d) Complete pre-design plan for future extension of TAP water line,
including priority for conservation
e) Pursue water quality and temperature improvements
Responsible Department: Public Works
Will provide response at February 10 Session.
Page 38 of 43
13. Develop a five-year plan to identify, fund and fully integrate all
information technology functions within the organization
Responsible Department: Public Works
Will provide response at February 10 Session.
Secondary Department: Computer Services
Will provide response at February 10 Session.
14. Establish stronger, formalized role for City in stewardship of entire
Ashland Watershed
a) Pursue ways to reduce risk of stand-replacing fire in watershed
(Municipal and Federal lands)
b) 1mprove the overall management of the Ashland Watershed by working
with the Forest Service and continue efforts to reduce the wildfire
threat in the watershed
a. Lobby for $$$
b. Collect water quality/quantity source data
c. Continue community wildfire protection plan
d. Review relationship with Mt. Ashland / Ski Area
e. QAQC
f. Promote and support, with City resources, the implementation of
the Ashland Forest Resiliency Community Alternative in
collection with Ashland Ranger District of the Rogue River
National Forest
Responsible Department: Fire
Understanding of Existing Goal
a) Propose amendments to USFS I COA MOU.
b) Development ofthe Community Wildfire Protection Plan Alternative.
c) Creation of AFRCAT committee as technical advisor to USFS For AFR.
d) Promote development of monitoring plans for COA I USFS forest lands.
e) Development of a riparian management strategy for COA forest lands.
Page 39 of 43
Estimated Costs
Materia] costs have not been significant.
Personnel Time
City Personnel time to date has been significant with regard to meetings, GIS work and
coordination. City Consulting Forester time commitment to date has been approximately
$]5,000 in billab]e hours.
Primary Staff
Fire Chief, Clerk II, Consulting City Forester, Ashland Forest Lands Commission,
community members.
Alternative
None noted.
Secondary Department: Public Works
Will provide response at February] 0 Session.
15. Develop performance measures program for all City departments
Responsible Department: Finance
Understanding Existing Goal
This is an ongoing goal and project since 1999 but deserves more time and energy than it is
getting. Currently it is scheduled for concentrated effort in the coming budget year. The
expectation is that meaningful measures, reported on in a timely fashion, will help in decision
making and result in cost savings or added support by the public.
Elements of performance measures are presented in the annual budget document but no program
that incorporates all departments has been formally adopted or developed. Such a plan will
require dedicated staff time from each department (including a project manager from Finance) to
identify meaningful measures, develop targets, criteria and methodologies, and organize the
program so as to:
1. Identify meaningful areas to measure and the metrics that are important.
2. Report on at least two years of actual performance for each measure.
3. Estimate short-term (and possibly long-term) targets.
4. Monitor performance compared to targets.
5. Make adjustments in operations to meet targets.
6. Monitor impacts of adjustments or improvements.
Page 40 of 43
Performance measures are best when they are meaningful to the department AND the reader and
they come from base operations requiring minimal additional work to monitor and report upon.
Estimated Costs
Most of this program must be accomplished through internal staff and changes in
priorities. However, shifting workloads will have a cost implication that may best be
quantified by the department having to delay or forget doing certain projects in favor of
developing and managing performance measures.
Internal cost could be in the $25,000 per year range. An expectation is that the cost of the
time and expenses invested will yield equivalent or better benefit.
Personnel time
I believe a lead person in this area could spend up to 25% of their time developing,
implementing, and reporting on this program in the first year. Subsequent years would
require less time of the coordinator and added time from each department.
Since much of this work requires advanced accounting, spreadsheet and report writing
skills and training, my estimate is $22,500 in direct personnel, benefit and training costs
in the finance department the first year and $10,000 in each following year of
maintenance and upgrade.
For discussion sake, costs for other departments to participate in development during the
initial year and to take over management in subsequent years would be the reverse to
Finance Department costs, on average. The first year would be approximately $2,500
and grow to $15,000 per year for all other departments combined.
Alternatives
In 1998 a consultant helped the city develop some performance measure goals that lost
momentum once the expert stopped and key staff left. As stated above, the city needs to
have these as an important priority and take ownership for the measures to be done and
maintained.
The city can:
· Continue to develop these in the budget process as time allows.
· Invest sufficient funds to develop a program, trusting that the benefit derived will
surpass the cost.
· Wait I to 2 years for organizational changes that may provide discretionary time
in Finance and other departments to work on this in earnest.
· Stop allocating resources.
Page 41 of 43
]6. ]mplement no-cost and low-cost strategies within the Health and Human
Services Plan in partnership with service providers that aid in the delivery 0/
services to people most in need
Responsible Department: Administration
Understanding of Existing Goal
Admin understanding of this item is that the council would like the City to implement a means of
assisting those in need by compiling all the various sources of assistance into an easily
understood and useful single information piece for distribution.
Estimated Costs:
Minimal (printing)
Personnel Costs:
Minimal (research, contacting other agencies etc.)
Primary Staff:
Management Analyst
Alternatives:
?
] 7. Plan and implement a 6-]2 month City-wide community visioning process
Responsible Department: Administration
Understanding of Existing Goal
Admin understands this goal to mean a thorough and comprehensive process which engages all
levels of citizenry in order to identify community values and then to prioritize actions.
Estimated Costs
$200K-$250 (based on Tualitin, population $25,000. Initial requirement was $250K,
council approved $200K; $ 1 50K for process and $50K for advertising, outreach etc. Per
Tualitin, "$ 1 50K is a bare bones process relying heavily on volunteers and low-tech
methods") process involves surveys, public outreach, citizen meetings, consultant
assistance, data gathering/compilation etc.
Personnel Costs
It is likely that a project of this scope would require dedicated staff time of about 30% of
1 person for two years.
Page 42 of 43
Primary Staff
Management Analyst
Alternatives
Council might consider trying to accomplish this objective on a smaller scale by using a
citizen survey and designing the survey tool accordingly. This might cost $25K -- $30K
and require dedicated staff for a much shorter period of time. Possible bring in other
partners to help shoulder the costs, Hospital, SOU, Parks, Chamber etc.
Page 43 of 43
fJ Hudtl\.Q...1.. r C ,'L:b ~~t rJwj-
f "'- ,,~S ~ ~~() c-1
\='~ b{~OIO ~,1~,
Council Goal Settine 2007
Index
Title Page
I. Goal] "community growth" 2
II. Goal 2 "workforce housing" 3
III. Goal 3 "economic base" 4
IV. Goal 4 "downtown vitality" 5
V. GoalS "energy & resource independence" 6
VI. Goal 6 "emergency response" 7
VII. Goal 7 "fiscal responsibility" 8
VIII. Other Projects/Policies - Not Tied to Goals 9
IX. Existing Goals Carried Over 10
. Establish formal public involvement policy
. Complete Riparian ordinance
· Adopt Dark Sky ordinance
· Develop urban forestry plan
. Improve public trails system
· Develop comprehensive public transportation plan
. Remodel/replace City Council chambers
· Increase safety at Wimer StreetINorth Main/Hersey Street Intersection
. Enhance water supply and conservation
· Develop performance measure program for all City departments
· Implement no-cost & low-cost Health and Human Services plan
· 6-12 month City-wide community visioning process
X. Budget Considerations 12
· Fiscal Year 2007
. Fiscal Year 2008
Page 1 of 12
Goal #1
Effectively use, clarify, and establish community growth, includingjobs and housing Use
management strategies to resolve competing values and opportunities.
Priorities/policies/project (2 years)
a) Review annexation and re-zoning. Achieve desired energy efficient results of annexation.
b) Define "family friendly" housing and give suggestions for accomplishing
c) Define "density bonuses" and effective use of it
d) Identify and correct ways that City inadvertently is an impediment to business opportunities
(include Inventory and Analysis of special designations)
e) Training for Council, commission members, and volunteers about comprehensive plan
f) Review in-fill policy for possible alternative strategies to accomplish or mitigate
From Feb 10 Meeting:
Council agreed to absorb the intent of this goal as much as possible during ongoing business.
They will defer all other portions to beyond Fiscal year 2008. With the exception of"e" which
will be done in Fiscal Year 2008.
There was a vote on whether "r' should be on the list for this biennium: 4 ~ yes, 2 - no.
Page 2 of 12
Goal #2
Assist in the development of workforce housing, with the goal of gaining at least 200 units by
2010.
Priorities/policies/project (2 years)
a) Establish a housing trust fund
b) Identify public/private/other agency partnerships
c) Establish employee-housing or employee assistance programs. Alternative cost, trade-offs
d) Review salaries/policy of employees relative to Ashland housing costs
e) Conservation opportunities; what and how much can we accomplish with our 200 units
1) Implement land use code changes relative to implementing this goal
From February 10 Meeting:
Council agreed that this goal can be accomplished as long as very few tasks are added, also
includes a significant reduction in regional involvement. This starts immediately and is ongoing.
Change the number of units in the goal statement. (Bill suggested 125), Check with John, Bill
will check on this also.
Hf' added.
Page 3 of 12
Goal #3
Expand, broaden, and preserve the economic base with year-round employment
and family-wage jobs
Priorities/policies/projects (2 years)
a) Establish a City economic development commission, alternative strategies for accomplishing
b) Identify/recommend policy for point-of-contact with City for economic development
c) Identify opportunities for partnership to accomplish economic base expansion, etc.
d) Include significant involvement of citizens and diverse stakeholders in "old" action item #1
i.e. produce a working economic development plan)
From February 10 Meeting:
Administration, with an ad hoc commission, will take on Economic Development Plan in this
Biennium. Implementation is dependant upon recommendations and future Council decision (b,
c, d under Priorities would be part of Commission's charter.)
Page 4 of12
Goal #4
Emphasize the vitality of the downtown area
Priorities/policies/projects (2 years)
a) Master Plan: Initially lower than land-use ordinance review and Goal #2. If this stays lower
priority (see table), seek funding mechanisms early, to facilitate later planning.
From February 10 Meeting:
Updating code, downtown plan (contingent on funding), land-use ordinance update - which is
higher priority?
Downtown Goal # 2 Housin~ Land use
Alex 3 2 1
Kate 3 I 2
Cate 3 1 2
Russ 3 1 2
David 1 3 2
Jack 1 2 3
Page 5 of 12
Goal #5
Move towards energy and resource independence
Priorities/policies/project (2 years)
a) Develop "game plan" for meeting 2% per annum target
b) Identify opportunities and/or incentives for conservation measures such as: zero-net-energy
project; earth-advantage; commercial building (energy efficient); retrofitting
c) What's the next step up in green fleet measures?
d) What are obstacles and opportunities for weekend services, including services to Medford,
etc?
e) Evaluate City facilities for energy conservation and costs to improve
f) Evaluate opportunities for being more conservative in water use (Right water, right use).
Beyond 2050 plan?
From February 10 Meeting:
Dynamic tension between cost efficiency and independence (includes a, be, e, and part of f)
Staff will frame discussion ideas for Council to give direction to Conservation Commission.
"c" study in Fiscal Year 2008 and implement after that.
"d" watch for this in other goals
"f' watch for this in other goals: Existing goad # 12 and others
Page 6 of 12
Goal #6
Improve the City' ability to prevent, respond to, and maintain services
in the event of emergencies
Priorities/policies/projects (2 years)
a) Develop long-term funding strategies for CERT and equipment
b) Compile "lessons learned" from drills; recommend policies as necessary
c) How can we help Forest Service with fuels-reduction in watershed? Funding/project support.
d) Continue #]9 on "old list" (i.e. establish stronger, formalized role for City in stewardship of
entire Ashland watershed
From February] 0 meeting
Fit 6a into budget if possible.
Page 7 of]2
Goal #7
Provide for fiscal responsibility by identifying, maintaining and establishing future revenue
sources. Seek and implement cost savings
Priorities/policies/projects (2 years)
a) Establish task force or to evaluate future funding/revenue opportunitie:s. (e.g.
food and beverages)
b) Do a city-wide services assessment (not likely to be done until after Fiscal Year 2008 unless
other resources are identified).
From February 10 Meeting:
See changes to priorities above.
Page 8 of 12
Other projects/policies not tied to Goals
I. Establish Public Safety Commission
Will be presented to Council within a couple of months
2. Do systematic neighborhood review for safety improvement opportunities
Keep this without priorities attached to it
3. Charter Review Process
Moving forward
4. Complete Land Use Ordinance update
Ongoing
5. Formalize "Meet the Mayor" and "Town Hall" programs. Costs and
Structure?
Will be done, absorb in base program of work
6. Infrastructure management is adequate. Streets: maintenance needs. They
will be coming to council to describe more fully in March. Drainage across
private property... how to deal with these
To Council in March.
7. Meshing commission and council goal-setting. Assumption of staff available
for committees and commissions... clarify this
Council will be looking at all commission structure - advise commissions that they have impact
on staff time.
Page 9 of 12
Existing Goals Carried Over
1. Establish formal public involvement policy by 2006
a) Increase the level of effectiveness with which the Council and
Commissions influence planning policies and challenges and increase
public acceptance and engagement in directing the City's urban
landscape
b) Results in a process that meets LCDC Goal #J Participation Goal
Requirement to increase public acceptance and engagement in
directing the City's urban landscape
Send to Planning Commission
2. Complete Riparian Ordinance
Status report - Update and what will it take to complete.
3. Adopt dark sky Ordinance to reduce light pollution on public and private
property
David will research this and develop it.
4. Develop urban forestry plan
After Fiscal Year 2008. By this time next year, Tree commission will have a report on this.
5. Improve public trails system by developing a comprehensive trails plan
that addresses minimizing public and private conflicts in cooperation with the
Parks Commission
a) Include Bear Creek Greenway (dog park to Mountain Ave. park). Plan
should discuss range of tools to obtain access and ways to estimate
construction costs and costs to obtain easements
b) Secure a method ofmaintaining the current level of access, natural
beauty and value of Bear Creek Greenway
c) Research funding source
Per New Council Goals: Modify - funding source maintenance green plan
May be federal funding for this through transportation funding... Public Works project? Update
what's been done, and re-write. Needs more clarification to identify trade-offs.
Page 10 of 12
6. Develop a comprehensive public transportation, traffic, and parking plan
to reduce pollution and congestion, and to improve Ashland's quality of life
a) Secure expanded bus service in Ashland for evenings and/or weekends
b) Evaluate TTPC Plan and develop action plan for items adopted.
Coming to Council in Study Session in May.
7. Evaluate and create a plan for re-model/replacement of City Council
Chamber (seating, sound, design, Web access)
In process
8. Increase safety at Wimer StreetINorth Main/Hersey Street Inetersection
In process
9. Enhance water supply and conservation to meet targets
a) Develop citywide focus "the right water for the right use"
b) Explore and potentially develop 3- year plan (0 improve and extend our
current TID system
c) Negotiate for other water supply options
d) Complete pre-design plan for future extension of TAP water line,
including priority for conservation
e) Pursue water quality and temperature improvements
In process
10. Develop performance measures program for all City departments
Later
11. Implement no-cost and low-cost strategies within the Health and Human
Services Plan in partnership with service providers that aid in the delivery of
services to people most in need
Underway
12. Plan and implement a 6-12 month City-wide community visioning process
Will come in Budget Discussion.
Page 11 of 12
Budget Considerations
Fiscal Year 2007
· Goal 2 and ongoing. Salaries in Fiscal Year 2007
· Goal 3 Commission, following the charter review process
. Goal 2f and ongoing
. Goal 5e
. Goal7a
Fiscal Year 2008
· Comprehensive planning training (Goal I f)
· Green fleet "big" items in Fiscal Year 2008 and implementation after that (Goal 5c)
Page 12 of 12
~f}IttA-0~ D: ~U'<<&/~
~Vt d.uL OV\ S /2. --I' Dlt' JiJ 1-
W~ v I 0.1 t1~d-r 0A2 II -
C()v.-'lcdu/ ~ ~/d.L~~
Page
2
3
4
5
6
7
8
9
]0
Council Goal Settine 2007
Index
Title
I. Goall "commumty growth"
lI. Goal 2 "workforce housmg"
Ill. Goal 3 "economic base"
IV. Goal 4 "downtown vitality"
V. GoalS "energy & resource independence"
VI. Goal 6 "emergency response"
VII. Goal 7 "fiscal responsIbility"
VIII. Otber Projects/Policies - Not Tied to Goals
IX. Existing Goals Carried Over
. Establish formal public involvement policy
. Complete RIparian ordinance
. Adopt Dark Sky ordinance
· Develop urban forestry plan
. Improve public trails system
. Develop comprehensive public transportation plan
Remodel/rep]ace City Council chambers
. Increase safety at Wimer Street/North Main/Hersey Street Intersection
. Enhance water supply and conservation
. Develop performance measure program for all City departments
. Implement no-cost & low-cost Health and Human Services plan
. 6-12 month City- WIde community visioning process
X. Budget Considerations
Fiscal Year 2007
. Fiscal Year 2008
12
Page I of6
Goal #1
Inl'rease the (,it, 's use of existine manaeement ~frategies &. tools and dnelop
nl''' ones as needed to n'solve competing values.
Pblccti\l's
a) Review annexation and re-zoningJo (,llsll.lt'Jht'J1_~.neQ~~Ilt'~"-lIUlll:~t!.!.!~U'_'-.1<lQlJ~,-ht'd ril\
Q!llm II fc\
b) ..Dt'\'eloP~landJr~ to~"family friendly" housmg,
c )fu:~:-;alnin~5.:x_i"tin~.density bonus, 111}1g1.1111, .!nd In filLfl.QIJ_l_:U_'l.C!l,\III~' _I ht'lI_~tIl'~_I,I~_,'~isjll
meeting c~laI2IJ,:,-hl,<lj:ll~ p!lQU!.1~~
~O De\s:.'-I]JL~lralt'.I;_\ tlllll~"I1Cf<]lllrdal1!lli..thc .comprehensive plan
Goal #2
Assist in the development of workforce housing, with the goal of gaining at
least 200 units by 20] O.
.ObICCli\t's
a) Establish a housing trust fund
,b) Establish employee-housing or employee assistance programsJil':i.'.llLr!Jlr1o\'t't',s,
,(J Review salarieS2!iQ.poli~ fQ! lli employees relative to Ashland housing costs
g) Dt"velQ1UU2m_l'-':~ ~__l~l_~,).!.11\!"'li.!1,g,, J_':'2511J""ldit a n'll.:,:s.!S._ot'.cne..rgYu.c:()!llC!\;j j I-"n i n ,Ir[ol(\~hlt?
housin1! ulllh
f.) Idenlifv Jand use code changes relative to implementing this goal
Goal #3
j)l'verop a \Vorking EcoJlomic Development Plan
,Qb il'l.,ti \ cs
a) Establish a City L conomic J2evelopment .~. ommissJOT\.
b) Ensure thaI the l'lan contains:
Estabhsht'_0. policy for point-of-contact with City for economic development.lllqlliTles
· )dent if I t's opportunitIes for partnership to accomplish economic base expansion,
____ s ig11.lfi.f.a.nL!D~ Ql'-,el.n~!!1Q[~ili z ell'::;, and d i _\:Q,'!S'_?l a k t' h (21 d e T '-
..'Stralt"\lies 10 ensure <InprorJTIate ('it\' slillf'~Jli'll)_lI~',!ll'.SS oPPor:.t\lIJI!!.Will(~i!ll!
Imentor\' and :\nal\'sis of special desi'!nalions)
Page 2 of6
. Deleted: EfTKfivrl)' un, clarify, and
ntablish community crowth, including
jObs and housinl:. Un manacrmtnl
stU'rcifl: 10 rnolv" rompt'fing: valurs
.~~~= ~~rtunilin.,
Deleted: ~
.__~~!~~~J_~~~~~CCI
Deleted: AchKV~ desucd rnergy
efftCJcnt Te-SUltS of Innuanon
Deleted: Defm<
\'=_=~"""'_.O"."'.
. Deleted: and gi....e suggC50tlonS for
,!~C~~_~~~~=-=~_==-~_=_=-=c
Deleted: Defm. "
Deleted: d) Idmrify and concCI ways
mat ('it)' inadvmrndy is an impedunenl
10 business opportunities (include
InveDlOfY and Analysis of speCIal
, des~a~~.~, ~ ___~_____ Lm J
',~~:~:rra,:~!,!~~_~,:,:,~!I:J:::~T2f1
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~~~:~~.!~~~~!" _ _. CJID
3 Deleted: Ah<rnlriv< cos~ trl<k.ofTs'
'l Deleted: e
::.~~~ _~~n~~a~~_ ~~~rcruJ
Deleted: f
, Deleted: mpJem<Jl1
~"'--="'.>:z:>,=,"".".'_...c.~--":="'=.=,-~'<,..=,. _""
; Deleted: Expand. broad.~:~~c:JZD
~~:~_~~._~_",~,CJID
; Deleted: e
; Deleted: d
, Deleted: e
! ~eted:_:~<rn-"',-"e S:~~~,_~lJ
Formatted [ ,,:(101)
, , : Deleted: Id<nrifylr<ro1TDll<Jld
, : Deleted: c) Id<ntify 0
'~
", Formatted: Bullets and Numbenn9
, Deleted: . <Ie
, Deleted:
. : Deleted: d) Includ< Signif~m(~}i]l
~ DeI~J~~ri-,,~,- c::m:D
Goal #4
&vital~ the downtown area
.( l\2Jydl\ I"~
a) Finish Downtown Master Plan. includ!.n~ consideration of library, restrooms, civic center
b) Evaluate/ recommend costs and funding strategies for implementatIOn;
.l) Assess pros and cons of police sub-station downtown.
Goal #5
Establbh realistic targets and strategies fen: reducing energy and resource
.dependence 011 outside sources.
TOhll'(II\.':~
a) .\""" tJl" fl.'J,!~il.J1~ .\o)(meeting ~2% per annum rCdll(1I()1l11ld"\'l11(J~\ lIHl,.IIIJ1P1H)11,
N Assess next step in green fleet J?I0yal11
~) (ondll,] ':' hI. bt'r~<:Jil anahsis fLJI IlllQro\ ing ,>nel~~_C()I1Ser\ J.I l.ll!UJ.l. City facllitie~
(1) .'\,111"", Ill'>lrc'lLcnerev dliC~<;111 re~ll\''-Qf anl},l',\.aJlgn t nOE -.,] III S \I! . '\" I. \ alll.~!~l' [Jo] Ie y
Ih~J1 cr,',lI.,', 1'.110~ "fficicnc\' crileri~1 flll JI1I1\.'xalions'))
I.
Goal #6
Improve the City' ability to prevent, respond to, and maintain services
in emergency events
2 year Priorities/policies/proiects)
a) Develop long-tenn funding strategies for CERT and equipment
b) Compile "lessons learned" from drills; recommend policies as necessary
III (\H1IIIl1ll' 11,.,-I~tbe.!l..~U:orm~ili,,--e~!J:Ql~.LQ!JJ.!LI.!Ulf.\'Gl!tkl1l.r of \.'Ill)!\.' ;\<;hla.Il.0.-,-'..all'blleIJ
c) Assess ways to help Forest Service with fuels-reduction in watershed
Goal #7
De' elop str~ltl'g\' to assure that the City Budget is linancialh stable. t.'slJl'ciall\'
the ten-H'ar projection.,
Dt>.ifC11\ <.:,
a) Establish task force or strategy to evaluate future funding/revenue opportunities hi! ClJY
prtmpll'.'
b) Conduct assessment of city services fOI oPDo11lmitie<; for co'l ~lnd ">1\ 1,'t' rl.'dUC1H)1l and kc'
f~)r-,"'!~ Ill'
Page 3 of6
,;<~~.~,~~~a5iu'ht
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Deleted: of
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Deleted: ,
Deleted: <
; Deleted: c) Commission r~-dt'slgn of
: downtown pll.2Jl ~
, d
Deleted: !nroICTllC1llahOn.'
If this is low priority. ~d, funding
mechanilsms early. to faclhtalt lalt"!
}~~.IIil1Jl~~c,'
Deleted: Mov. toward.
Deleted: in
, Deleted: mAl
,,_~~~~~~~~~~~Ol~1
Fonnatted: Indent: Left: 0', first
line: O.
~~et-.:!:~ Develop "gam< plan
" Deleted: - for
; Deleted: large"
-~-_._--_. .---.-.
.__u____..______ __
, Deleted: b) Idennfy opponunin..
andlOf incnJrives fOf conscrvaflQn
mc.aswl~ such as. zero-ntf-aJCTg)
project;. eanh-advBnta~c; commnclal
building (energy dfintnt). teDof,mn~
(
Deleted: measures
Deleted: d) A..... obstacles and
oppommiries fOJ weekend SrrvICCS.
including !tnvicC's to Medford tiC'
C
Deleted: Evaluate
Deleted: for energy conservarion and
.:~~~~() ~~~~~--
: Deleted: f) E.....lu.te oppornmitlcs (Of
being mOTe cOO5oC'f....al1'Ve m Wiley U~(
(RighI wlter, right use) Beyond 20~O
, plan'
Deleted: IlI1Dlenxnlation,
Staff will frame discussion ideas for
CounciJlo give duectlon 10 Consnvarion
.~;"'lfT~i~~~=. L, LwJ
; Deleted: d) Continue to strengthen a
.l~~~~Ciry om st~~C1illJ
! Deleted: 1D1Dlemcnla~on'
~ Fit 6~~~udgct 2f possibl<~!..~~_,_..~
Deleted: Provid. for rlScal
.~po.~~~~ by ~~e~~!inK.' r :-:'J ':.5) !
: Deleted: Dnr
; !'lli!!illiesloolicic:sl1>roi<<ts
I:
Existing Goals Carried Over
1. Establish formal public involvement policy by 2006
a) Increase the level of effectiveness with which the Council and
Commissions influence planning policies and challenges and increase
public acceptance and engagement in directing the City's urban
landscape
b) Results in a process that meets LCDC Goal # 1 Participation Goal
Requirement to increase public acceptance and engagement in directing
the City's urban landscape
2. Complete Riparian Ordinance
3. Adopt dark sky Ordinance to reduce light pollution on public and private
property
4. Develop urban forestry plan
After Fiscal Year 2008. Tree commission will have a report on this in 2007.
****5. Improve public trails system by developing a comprehensive trails
plan that addresses minimizing public and private conflicts in cooperation with the
Parks Commission
a) Include Bear Creek Greenway (dog park to Mountain Ave. park). Plan
should discuss range of tools to obtain access and ways to estimate
construction costs and costs to obtain easements
b) Secure a method of maintaining the current level of access, natural beauty
and value of Bear Creek Greenway
c) Research funding source
Per New Council Goals: Modify - funding source maintenance green plan
6. Develop a comprehensive public transportation, traffic, and parking plan to
reduce pollution and congestion, and to improve Ashland's quality ofhfe
a) d\ ..\~,,'ss ~)hs.hL,'ks andoP[lorlullitil'S fur \\l'd,end ,cn Ices. IJlcll1dlll~ Sl'n ices to
\t.,:~I.[\.lr.0., s:.l r;.
Secure expanded bus service in Ashland for evenings and/or weekends
b) Evaluate TTPC Plan and develop action plan for items adopted.
7. Evaluate and create a plan for re-model/replacement of City Council
Chamber (seating, sound, design, Web access)
8. Increase safety at Wimer StreetINorth Main/Hersey Street Intersection
9. Enhance water supply and conservation to meet targets
d) t:\'aluaie opportullltles lor nelll!!. more conSl'r\'Jm l' 11~lt'1" use (Riuhl \\-3tt''1". l;ghlllSl'),
Be\'on~12(\1Qpl~Tl
Page 4 of6
Deleted; 1
ImDI~mrntarion'
Not lill.dy to b~ don( until after flsc.1
Y CM 2008 WJIC~5 olhcr rcsources art
,dnlhf><<I"
/-"'="",--"- _-c.... =c.._.-= .="-~ "'e:.--""'~:-'''''_
, Deleted: Olhf'r projKu/policin nol
tif'd to Goals'
,
. J. Establish Public Sllf~I)' Commi.uion1
2. Do s}'srtm.ric n,.;glrborlrtHHI rrvi~",
Jor utfnJ'r' imp'owm~nl opportuniri~s4d
3. Chlll"r Rt'Vi~M' PrOCts.s1
4. C ompl", Land lIst Ort/inllnu
, uptlo/<1
I 5. Fo,,,,,aJiu "Mttt ,hr Mayor" 0111/
taTown Hall" prol,alPts ,
6. }n'rrra" indlvidua/romlPtissions.
. ~~_~ ~;"h council KOII}.srrrin,_ 11
a) Develop citywide focus "the right water for the right use"
b) Explore and potentially develop 3- year plan to improve and extend our
current T1D system
c) Negotiate for other water supply options
d) Complete pre-design plan for future extension ofT AP water line,
including priority for conservation
e) Pursue water quality and temperature improvements
10. Develop performance measures program for all City departments
I 1. Implement no-cost and low-cost strategies within the Health and Human
Services Plan in partnership with service providers that aid in the delivery of
services to people most in need
12. Plan and implement a 6- I 2 month City-wide community visioning process
Page 5 of6
~ [l ill'I-,!.l.!~r2
Budget Considerations
Fiscal Year 2007
Goal 2 and ongoing. Salaries in Fiscal Year 2007
Goal 3 Commission, following the charter review process
Goal 2f and ongoing
Goal 5e
Goal 7a
Fiscal Year 2008
Comprehensive planning training (Goal 11)
Green fleet "big" items in Fiscal Year 2008 and implementation after that (Goal 5c)
Other proiects/policies not tied to Goals
J. Establisll Public Salim' Commission
2. Do sl'stematic lIl'ir:.hborlIOOd review (or sa(etr imprOl'ement OIJ1JOrtllllirie'"
3, Charter Rel'iell' Process
,J. Complete Luntll",t' Ortlil1l/llct' IIpdate
5. Formalhe "/Hel't the MarDI'" and "TOWill/ail'> prOf?rams
6. 11Itef.!rate individual commissions' It'ork lI'ith council eO(lI-seltil1~
Page 6 of6
Page 2: (1] Deleted Cate Hartsell 5/21/20062:47:00 PM
d) Identify and correct ways that City inadvertently is an impediment to business
opportunities (include Inventory and Analysis of special designations)
e
Page 2: (2] Deleted Cate Hartsell 5/21/20063:04:00 PM
Training for Council, commission members, and volunteers about
Page-2: (3]DeIeted Cate Hartsell 5/21/2006 3:06:00 PM
f) Review in-fill policy for possible alternative strategies to accomplish or mitigate
__._.n___________._._~_____~ ____ ~ _._ __,__~_'_____.__._.._,_.__._..m.'._~'_._________
Page 2: (4] Deleted Cate Hartsell
2 year Priorities/policies/project
Page 2: (S]Deleted Cate Hartsell
b) Identify public/private/other agency partnerships
c
------------ --------...---.,--.-..-
5/21/2006 3:12:00 PM
5/21/2006 3:09:00 PM
Page 2: (6] Deleted Cate Hartsell 5/21/20063:18:00 PM
Conservation opportunities; what and how much can we accomplish with our 200 units
~_~__ ~_.______ __n________. ______._____ . _.._____________....______.
Page 2: (7] Deleted Cate Hartsell 5/21/20063:30:00 PM
Expand, broaden, and preserve the economic base with year-round
employment and family-wage jobs
Page 2: [8) Deleted
2 year Priorities/policies/proiects
Page 2: (9] Deleted Cate Hartsell
, alternative strategies for accomplishing
Cate Hartsell
5/21/20063:24:00 PM
5/21/20063:33:00 PM
Page,2: (10] Formatted Cate Hartsell 5/21/20063:38:00 PM
BUlleted + Level: I + Aligned at: 0.25" + Tab after: OS' + Indent at: OS'
Page 2:,(11] Deleted Cate Hartsell 5/21/2006 3:39:00 PM
d) Include significant involvement of citizens and diverse stakeholders in "old" action
item #1 i.e. produce a working economic development plan)
Page 2: [12] Deleted Cate Hartsell 5/2112006 3:44:00 PM
Implementation:
Administration & ad hoc commission will develop Economic Development Plan in this
Biennium. Commission's charter would include b, c, d under Priorities.
Page 3: [.13)'DeIetE!d Cate Hartsell 51-21/'2006 4:13:oo:PM
Implementation
Staff will frame discussion ideas for Council to give direction to Conservation
Commission.
"c" study in Fiscal Year 2008 and implement after that.
"d" watch for this in other goals .
Hr' watch for this in other goals:
Page,3: (;14) . Deleted eilte Hartsell 5"2-1/.>200& 4:18:00 PM
d) Continue to strengthen a formalized role for City in stewardship of entire Ashland
watershed
Page 3: '[15)..Deleted
Cate Hartsell
5/2112006 4:25:00 PM
Provide for fiscal responsibility by identifying, maintaining and
establishing future revenue sources. Seek and implement cost savings
~u~_-~_~_____~ -____H ___C_~_____ 'C~ ,__p-=~=-=---~-__ .-~-==pa,~~IJ
!_~~rt~a~~~!1net!: PI~'2~in_~___ _ 0_'___
From:
To:
Date:
Subject:
"Cate Hartzell" <cate@mind.net>
'''Martha Bennett'" <bennettm@ashland.or.us>
5/24/2006 7:01 :23 AM
Planning
Martha and John,
I would like to suggest and ask for help on a few things.
First, there are several people upstate whom I talked with about
brownsfields about 3-4 years ago, relative to our potential projects. I
think they were brownsfield specialists from DEQ and I have forgotten
the other agency. Given that there is a potential that the UP Railroad
is not going to be especially receptive to our issues about trucking
dirt in and out of the railroad area, and given the fact that they have
done this kind of project far more often than we have, I would like to
see the City bring in a legal brownsfield specialist to consult with us.
I think it's imperative that we not expend any more energy on this
project than we have to; the biggest step towards that goal is knowing
our rights and responsibilities ahead of time. I expect that once it
starts, it's going to run its course pretty fast. I am very disappointed
that UP/DEQ don't plan on holding another public hearing. I have not
seen anything that resolves my serious questions about the hydrology on
and downslope (heavily residential) from the site.
Second, I think it's important that we establish and communicate a
timeline and plan for filling the vacancies that we have in Comm Dev and
Police Chief. I would like to work with you on the process for the
latter.
Third, Jack and I spent Sunday afternoon working on editing the draft
Council Goals. (attached) We signed up for that at goal setting, but
hadn't gotten to it until then. It was our intention to suggest a study
session on them; if we had to it could happen at a regular meeting, but
having worked on them, I think there's enough happening with them that
we're best served by the less formal, longer setting. I collected the
various files from Integrations and Gino and would like to work with
staff or Martha to make sure the Council has all the materials needed
from our Jan-Feb meetings to refresh our memories and arrive at a set of
goals, ideally prior to the issuance of the final Budget document.
Fourth, I assume that we are planning a community reception for Martha,
Joe, and the Interim Police Chief that includes a welcome home for
Paula. Since my June calendar is filling up (June 14 the DEQ meeting,
June 20, the Homelessness Summit in Salem, etc), it would be really
great to select the date for that and get it on our calendars. In
addition, Jack and I have talked about the Council hosting the next
social get-together with department heads. We think it's very important
to continue to create venues that foster relationships with staff. Is it
possible for Diana to help with that? Since Don Robertson's wife has
moved here, we'll have to find a new venue, but again, given all the
changes, I think it would be very helpful.
Thanks for your attention to my requests. Please let me know what I need
to do to facilitate getting these various requests addressed.
, '......
~Cl.r!~a ~~ennett ~,~!~!'ing
Cate
cc:
--- ----------,--- ------------------....,......~~--.--.---~-------.----_.._--. - ----------~-~--_._-----'-
"'John Morrison'" <morrisoj@ashland.or.us>, <council@ashland.or.us>
Page 2 .
CITl' OF
ASHL,AND
AGENDA FOR THE REGULAR MEETING
ASHLAND CITY COUNCIL
May 1, 2007
Civic Center Council Chambers
1175 E. Main Street
6:30 p.m. Executive Session to discuss City Attorney selection pursuant to ORS 192.6150(2)(a).
7:00 p.m. Regular Meeting
I. CALL TO ORDER
II. PLEDGE OF ALLEGIANCE
III. ROLL CALL
IV. MAYOR'S ANNOUNCEMENT OF BOARD AND COMMISSION VACANCIE~
V. APPROVAL OF MINUTES [5 minutes]
1. Executive Session meeting minutes of April 17, 2007
2. Regular Council meeting minutes of April 17, 2007
3. Executive Session meeting minutes of April 23, 2007
VI. SPECIAL PRESENTATIONS & AWARDS
1. Mayor's Proclamation of National Historic Preservation Week
2. Mayor's Proclamation of Police Week and Peace Officer's Memorial Day
3. 2nd Annual Rogue Valley Ride with Leaders - Jim Olney
VII. CONSENT AGENDA [5 minutes]
1. Minutes of Boards, Commissions, and Committees
2. Request for Approval of Easement for Public Trail Purposes
3. Liquor License Application - Kobe Restaurant
4. Third Quarter Financial Report: January - March 2007
VIII. PUBLIC HEARINGS (Testimony limited to 5 minutes per speaker, unless it is the subject
of a Land Use Appeal. All hearings must conclude by 9:00 p.m., be continuecl to a
subsequent meeting, or be extended to 9:30 p.m. by a two-thirds vote of council {AMC
92.04.040})
1. Council Appeal of PA2006-02354, Kistler
2. Adoption of a Resolution Levying Special Benefit Assessments for the Nevada Street
Local Improvement District No. 85 and Adoption of Findings
COUNCIL MEETINGS ARE BROADCAST LIVE ON CIIANNr~L 9
VISIT TIfF CITY OF ASHLAND'S \VE13 SfTE AT WWW.ASfILAND.OR.US
IX. PUBLIC FORUM Business from the audience not included on the agenda. (Total time
allowed for Public Forum is 15 minutes. Speakers are limited to 5 minutes or less,
depending on the number of individuals wishing to speak.) [15 minutes maximum]
X. UNFINISHED BUSINESS
None.
XI. NEW AND MISCELLANEOUS BUSINESS
None.
XII. ORDINANCES. RESOLUTIONS AND CONTRACTS
1. Second Reading of an Ordinance titled, "An Ordinance Amending the Ashland
Municipal Code, Adding a New Chapter 10.115, Tenant Rights in Conversion of
Existing Multi-Family Rental Units into For-Purchase Housing"
2. Second Reading by title only of an Ordinance titled, "An Ordinance Amending the
Ashland Municipal Code, Chapter 15.04, Regarding Conversion of Existing Multi-
Family Rental Units into For-Purchase Housing in Multi-Family Districts"
3. Reading of a Resolution titled, "A Resolution Repealing Resolution Nos. 81-20,81-
63,89-14 and Appointing Park Commission to Facilitate Senior Program"
4. Reading of a Resolution titled, "A Resolution Updating the Forest Lands Commission
Membership, Quorum, Powers and Duties and Repealing Resolution 2005-31"
XIII. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL
LIAISONS
1. Reading of a Resolution titled, "A Resolution Supporting Measure 15-75 Local Option
Tax for Operation of Public Library"
2. Discussion of the Imperatrice Property Proposal
XIV. 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).
COLNCIL MEETINGS ARE BROADCAS'fLIVE ON (TlANNEL 9
VISIT THE (Try OF ASHLAND'S \VEB SITE ;\ T WWW.ASHLAND.OIUJS