HomeMy WebLinkAboutSpecial Meeting Info.
CI1ry OF
ASH:LAND
Memo
DATE:
TO:
FROM:
RE:
May 24, 2005
Mayor and City COJ:~ill
City Recorder y-tfY
Appointment of vacant Council Position #6
A Special Meeting of the Council has been scheduled for June 8, 2005 beginning at noon, Fran has
arranged for lunch to be available in the Jury Room at 11 :45 as it didn't seem it would be proper to eat
lunch in front of the applicants while interviewing,
I have enclosed a copy of the interview schedule for your convenience, Please note that Tom Dimitre is
unable to attend the interview meeting as he had already been scheduled to be out of to"TIl at this time, I
provided Tom the list of questions that the Council had agreed on and his responses will be submitted to
you prior to the June '8th meeting.
The following are the questions that I found consensus from the Council for your interviewing process
(these have not been distributed to the applicants, other than to Tom Dimitre):
1. What do you think the biggest issue facing the city is and how would you influence it in the next two
years?
2. What do you believe you would contribute to the City Council based on your experience? What are
you good at?
3. What do you want to accomplish while serving on the City Council?
4. What is your primary motivation for seeking the vacant council seat?
As requested, I have sent out the question regarding "decision-making" and asked that the applicants
return their response to this question by June 1, 2005 to my office, The response from the applicants on
this question will be sent out to you with the upcoming June ih council packet for your information,
Also, I have confirmed with the County Elections office voter registration and residency requirements
on all applicants,
Please let me know if you have questions, or if there is a need to make any changes,
City Hall
City Recorder's Office
20 E Main
Ashland, Oregon 97520
www.ashland.or.us
Tel: 541-488-5307
Fax: 541-552-2059
TTY: 800-735-2900
r~'
Cliry OF
ASH[LAND
Memo
DATE:
TO:
FROM:
RE:
June 2, 2005
Mayor and City COUf&il
City Recorder
Appointment of vac nt Council Position #6
Enclosed you will find the agendas for the Special Meetings of June 6th and June 8th. A1tached to these
agendas are the answers from the applicants to the question regarding decision-making. The only
applicant that I did not hear from was Michael Riedeman, although I did try and reach him before
sending this out to you.
I tried to set the schedule alphabetically by last name, but at the request of Andrew Ainsworth, I placed
him in the time slot of Alan Sasha Lithman who removed himself from the process.
The agenda schedule on June 6th allows time at the beginning of the meeting to discuss and determine
the questions for the applicants. Also, the agenda schedule on June 8th allows time, if the council should
desire, to make a decision on the vacancy. If a decision is not made at the June 8th meeting, this could
be done at the Regular Meeting of the Council on June 21 st.
Please let me know if you have questions, or if there is a need to make any changes.
City Hall
City Recorder's Office
20 E Main
Ashland, Oregon 97520
www.ashland.or.us
Tel: 541-488-5307
Fax: 541-552-2059
TTY: 800-735-2900
r.,
Cll'Y OF
ASHLAND
AGENDA
CITY COUNCIL - SPECIAL MEETING
June 6, 2005 - 5:15 p.m.
Civic Center Council Chambers, 1175 E. Main Street
I. ROLL CALL
II. COUNCIL DISCUSSION I QUESTIONS REGARDING INTERVIEW PROCESS
III. 5:45 P.~. -INTERVIEW CANDIDATES
IV. 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).
r~'
SPECIAL MEETING ASHLAND CITY COUNCIL
Monday, June 6,2005 - 5:15 p.m.
Civic Center Council Chambers, 1175 E. Main Street
Interview Schedule for June 6 2005
5:55 David Chapman
6:05 Tom Dimitre
6:15 John Gaffey
6:25 Steve Hauck
6:35 Don Laws
6:45 Greg Lemhouse
Please wait in the lobby area until you are asked to come into the Council Chamlbers for
your interview. This is being asked mainly as a courtesy to those that are interviewing.
Thank you.
"The decision-making process of the Council is to discuss issues before us and try to reach consensus.
Yet many decisions require a majority vote for approval. Please describe how you approach decision-
making. "
David R. Chapman
June 1, 2005
The key to a good informed decision is information and knowledge. The model that I tend to use
for structuring a decision is an iterative process borrowed from design and planning.
1. Formulate goals and objectives.
2. Identify and design alternative solutions.
3. Predict the positive and negative consequences for each alternative.
4, Evaluate consequences in relationship to goals and objectives.
5. Decide based on the information obtained from above.
6. Implement the decision.
7. Assess the effectiveness of the result.
The source of goals may be operational or strategic. Consensus begins in strategi(~ goals with full
Council participation in choosing important problems. But whether the goals are staff generated or
Council generated, you must try to work together to understand the conditions and causes of the problem
and to generate a set of possible solutions and alternatives.
While identifying alternative solutions, it is important for each member to have a common
understanding of the background and purpose of the action. History and expertise may come from city
staff, residents, consultants and other members. Cooperation and trust, consideration and respect, and the
ability to determine the strengths and expertise of other members are vital traits for developing this
understanding. It is necessary to determine how much information is enough for a good decision, on what
part of the information to place your focus, and to have a realistic time line for gathering information.
It is clear that it will be necessary to manage some conflict to get key decisions made. Negotiation
to advance your interests, explaining issues or concerns, while monitoring your biases is required. The
legal and fmancial constraints must be understood. The process must explore and communicate
underlying concerns, identify potential areas of agreement and disagreement and, if possible, find some
common ground for the majority.
Some notions that I keep in mind during a decision process are:
1. Seek the best advice.
2. Clearly state what you are trying to achieve.
3. Keep it simple and elegant, easy to understand and fIX.
4. ConSider all options and reasons for acceptance and rejection.
5. Capture your thoughts and ideas; organize your thinking.
6. Explore to understand key assumptions and areas of conflict.
7. Does a problem exist? Does it solve the problem (without negative consequences)?
(J. Morrison)
8. Does my decision reflect the community will? Do I feel their will is correct?
~~~Q .~~~
RECEIVED
JUN 01 2005
From:
To:
Date:
Subject:
tom dimitre <tdimitre@earthlink.net>
"Barbara Christensen" <barbarac@ashland.or.us>
6/1/2005 10:15:35 PM
Re: Council Position #6
Hi Barbara: Here is the answer to question #5, as you requested,
Thanks,
One last (hopefully) question for you, Will the questions on Monday
come from the list that you provided, or will there be questions not
on the list? Thanks again,
Tom Dimitre
5. The decision-making process of the Council is to discuss issues
before us and try to reach consensus. Yet many decisions require a
majority vote for approval. Please describe how you approach
decision-making.
One of the primary duties of my current job is to listen to all sides
of an issue and ask questions to ensure that I understand the issue as
well as ensure that I have heard diverse opinions. I am a good
listener. I also gather information and do research on issues to make
sure that I am well informed.
As a City Councilor I would endeavor to continue the good work of this
Council and Mayor by encouraging public input and a large diversity of
opinion. I want to hear what the citizens have to say. Gathering this
information is the first part of my decision making process, There are
many issues where I would make my decision by weighing the public input
that is received.
I also have personal values and beliefs on some key issues. For
example, I believe that Ashland's downtown should be preserved and kept
as unique. I strongly support the big box ordinance and would like to
see it strengthened. It would be difficult to sway my value on this
issue. I also strongly believe in equal rights for all human beings _
no matter their gender, age, sexual orientation, religion, ethnicity,
etc. This is a core value that cannot be compromised or swayed by
public opinion to the contrary,
Through any decision making process, I would feel free to be part of a
consensus; however I would also feel free to be a lone dissenting vote.
On May 31, 2005, at 7:56 AM, Barbara Christensen wrote:
> Tom, also because you will be available for interviewing on Monday,
> please just return the one question to me regarding decision-making on
> June 1 st. Thank you, Barbara
>
> Barbara Christensen
> City RecorderfTreasurer
> City of Ashland
> Ashland OR 97520
05/31/05
Submission for vacated Council Position #6
Council members,
"The decision-making process of Council is to discuss issues before us and try to
reach consensus. Yet many decisions require a majority vote for approval. Please
describe how you approach decision-making,"
Interesting-- I don't know that I've ever considered the legislative body of a representative
democracy to be a consensus-seeking organization. I would prefer that it come up \vith practical
or just solutions. Consensus can be serendipitous or hammered-out, but not a necessary
precondition to success. History is replete with disastrous consensus decisions. Consequently, in
my own process I don't use consensus as an a priori for gauging the success or rightness of my
decisions. For example, I don't see any value in pre-supposing a consensus is possible between a
faith-based approach and a fact-based approach.
As regards my own decision-making process, I start by determining just how useful :my input
might be. If it strikes me that I don't have anything useful to contribute, I'm perfecdy happy to
let those who have more interest in the matter run with it.
Once involved, I like to use whatever resources are available to know what I can about the
history, precedents, and personalities involved. I want to know what the social, economic, legal
and physical constraints are bearing on the matter. Towards that, I seek out people \vith expertise
in those areas. Additionally, for a city council the input of interested parties is vital.
As the stakes rise in severity and impact on others for making a correct decision, I give more
credence to input that can be examined, quantified, and tested. It should also be legal. As I gain
more knowledge about the issue, I look to fit it into patterns or contexts to see if there are any
guidelines to be had that way.
The above lays the groundwork from which I seek new knowledge, insights, and solutions.
I try to do some cost/benefit considerations, weigh the risks, and assess the chances for success
and failure of various courses of action. Then, I rank the options in terms of their likelihood of
bringing about the desired results.
It's a pretty straightforward process to state but not always so straightforward to implement-and
certainly not infallible as practiced by me.
REC;EIVED
MAY 3 1 20U~
1~~r~~:r~<gb"[i~!~6~~06:,~I5!~EYI~,~gy~~!I96:.,':":
"....'.E~9.~':,f]1
From:
To:
Date:
Subject:
Steve Hauck <stephenhauck@yahoo.com>
Barbara Christensen <barbarac@ashland,or,us>
6/1/2005 8:37:51 PM
Interview question
Here is my answer to the interview question.
When it comes to decision-making, my approach has been
to study all the pertinent facts and opinions on both
sides of an issue, bring whatever background or
experience I might personally have and then make my
personal decision as to what the proper course of
action appears to be.
As the group deliberates and expresses their stands or
questions about possible directions, I try to listen
to those statements or questions and then do my best
to help craft a solution that, most, if not all, of
the group could support, without sacrificing my core
beliefs of the right choice to make.
If consensus or near-consensus is not possible, or I
find myself as the sole opinion on the opposite side,
I will remain with that decision if I am convinced by
my research and listening that it remains the only
course I can take. I also respect those that do the
same when I am on the majority side.
I've found that the key to good decision-making is not
if consensus is always reached, but that all opinions
are listened to and respected in the final outcome.
That means that those other viewpoints are
acknowledged, even if not accepted in the final
decision.
Steve Hauck
The plain and simple truth is rarely plain and never simple.
Oscar Wilde
MEMO
TO: CITY COUNCIL
FROM: DON LAWS
SUBJECT: ANSWER TO WRITTEN QUESTION FOR COUNCIL CANDIDATES
June 1, 2005
MY APPROACH TO COUNCIL DECISION-MAKING
Consensus is a useful goal for Council decision-making, It implies neither
unanimity nor simple majority rule, It does imply an effort to work together in 'Nays that
do not lead to decisions that will alienate members of the Councilor significant numbers
of the public,
Even if unanimity were possible in this community it is frequently not desirable,
We need a variety of ideas to promote a dialogue that may result in better decisions than
any of the Councilors start with. Majority rule must be relied on with great care, If a
majority constantly overrides a minority on issues that really matter to the minority, it can
easily result in bitterness and even revolt. Members of the Council who may frequently
be in the minority quite likely represent the views of a significant portion of our citizens.
The Council wants to avoid making decisions in a manner that turns off large numbers of
people.
We need to make decisions that maintain at least a minimum level of
cohesiveness in both the Council and the community, This requires that the Council look
for possible concessions and compromises that may not be what the Council thinks is
"perfect," but that will make policies that all members of the Council and public can live
with.
Finding solutions that may seem less than perfect, but which the whole Council
can tolerate, is the road to real consensus,
Obviously, reaching consensus requires careful listening to one another until we
understand as well as hear what the others are saying, We also must understand how
strongly they feel about it. To help with this it might be useful to do around-the..table
comments from all Councilors both at the beginning and near the conclusion of all
controversial questions.
One last suggestion, aimed especially at myself, is the need for patience iln letting
issues evolve. I think patience will help considerably in listening to and understanding
others,
RECEIVED
May 30, 2005
MAY ~11. 2005
Dear Ashland City Council,
In response to the question posed of how I approach making decisions, I start out
by pointing out the obvious steps. Before making any decision, it's always best to listen
to all opinions, look at every angle, gather all possible information, contemplate every
outcome and debate all points prior coming to a conclusion. In such an environrnent, the
decision made is most often best possible and, in all likelihood, final. This, however, is
the easy and most obvious answer. For anyone who has been involved in making critical
and time sensitive decisi.ons, it is certainly not reality,
The reality of the decisian making progress, however, is that the worst thing a person
can da when faced with an important decisian is to nat make one, Many will continually
analyze the situatiQn refusing tQ mQve fQrward until the time to act has passed, rendering
any positive effects .of the decisiQn minimal. This is "paralysis by over-analysis'~1 and is
seen all t.o .often in such situati.ons, The .other fatal flaw is t.o make a decision and t.o let
.one's ego get invQlved, This keeps the decision maker frQm cQntinually evaluating the
QutCQme of the decisiQn that was made and making the necessary changes, Most
decisions are not final and can be adjusted if they result in unintended or unforeseeable
consequences. Failing to -do so can be catastrophic and be linked directly to a person's
inability to be flexible and "adjust fire,"
For the past 10 years, I have been placed daily in the position to make crucial and
.often life .or death decisions, P.olice officers make d.ozens .of decisions every day that
directly affect the lives of those they come in contact with, whether it is solving a
neighborhood dispute -or the taking of a human life, In many cases, the information that
is used to make these decisions is incomplete at best. Decisions however must be made,
.often over the span .of only a few seconds ,and the margin for error is minimal. Each of
these decisi.ons must be made with the level' .of seriousness appr.opriate f.or the situation
and ,the decision maker must be willing to face the consequences or fallout from
decisions that result in unwanted outcomes,
As a supervisor, I have been placed in many situations where the decisions I have
made have not only affected the lives of an individual but those under my command,
These decisions are never taken lightly, The information available to me at the time is
processed and input is sought from others, Options are then pondered and consequences
are considered prior to my decisions being set forth and acted an. This can be a vel)'
streamlined and time sensitive process or one that may take several days, In each case,
my decisions are made with confidence, knawing that I am making the best decision at
the time, given the information for which I have to work and the course of action is
committed t.o 100%. That being said, in each case I have als.o maintained flexibility and
the ability t.o change course as the situation progresses,kn.owingthatl never have the
market cornered on the best decisi.ons, I have had the opportunity to make many .of these
decisi.ons, n.ot only in times of crisis, but dealing with people that I supervise, which can
be just as critical, as the wr.ong decisi.on can drastically effect the morale, confid(~nce and
self-worth .of the group and .of the individual.
Ihave also hadthe opportunity to serve on several committees and chaired others.
In each case consensus building is key, but in the end the importance of making a
decision, committing to it and being flexible in regards to the outcome are just as
important. In an effort to build a consensus, I believe it is important to seek varied
opinions and hear as many alternative arguments as possible. It is certain that everyone
brings with them to the table a personal bias or opinion based on their life's experience.
This often shapes our beliefs and opinions.
In my experience, if my opinion can stand up logically to any and all alternative
arguments, then I feel confident in my position. If it doesn't, then I have to consider the
arguments and make the appropriate changes. Such is life when working with others in a
committee or council setting. It is accepted that each will have a different view on the
same subject, but each must be flexible and willing to listen to alternative views and
change if necessary, Ultimately though, a decision must be made in a timely matter
whether through consensus or majority vote, In any case, everyone's views and opinions
must be n~spected and taken into account prior to the decision being made.
I also strongly believe that a decision must be made that is best for all, even if it is
in opposition to my own beliefs, There may be times when one must stand on his
principle and his belief system, but the role of a council member is to represent the entire
community and come to a decision, taking into account the information on hand and
current situation, which has the best results for the most people. These decisions must be
made simply because they are the right thing to do, not what is best for me or the small
group which I feel I most directly represent.
R~ctfu~
(?;;-"
0: ~eluse
285~~[gewood Ln
Ashland~jf{
CIT'Y OF
ASHLAND
AGENDA
CITY COUNCIL - SPECIAL MEETING
June 8, 2005 - 12:00 p.m.
Civic Center Council Chambers, 1175 E. Main Street
I. ROLL CALL
II. 12:15 -INTERVIEW CANDIDATES
IV. COUNCIL DELIBERATION ON VACANCY COUNCIL POSITION #6
V. ADJOURNMENT
In compliance with the Americans with Disabilities Act, if you need special assistolnce 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 3.5. 102-35.104
ADA Title I).
~~,
SPECIAL MEETING ASHLAND CITY COUNCIL
Wednesday, June 8, 2005 - Noon
Civic Center Council Chambers, 1175 E. Main Street
Interview Schedule for June 8'1 2005
12:15 Andrew Ainsworth
12:25 Larry Medinger
12:35 Michael Morris
12:45 Eric Navickas
12:55 ~chaelFUedeman
1:05 Laurel Sutherlin
1: 15 Colin Swales
1:25 David Williams
Please wait in the lobby area until you are asked to corne into the Council Chamlbers for
your interview. This is being asked mainly as a courtesy to those that are interviewing.
Thank you.
Andrew Ainsworth
928 Beswick Way
Ashland, OR 97520
"The decision-making process of Council is to discuss issues before us and try to
reach consensus. Yet many decisions require a majority vote for approval. Please
describe how you approach decision-making."
Since, first and foremost, I am a representative of the people, I would listen to my
constituents' thoughts and feelings on an issue. However, one can only listen for so long,
To hear every citizen's stance on every issue would take tOG long and, thus, halt
government. There comes a point when I, as a representative trusted with the duty of
making an informed decision, must listen to my thoughts on the matter, taking into
account the well being of the town and all of its people, not just the vocal ones. It is only
then, after listening to the facts, the people, and myself, that I can make an infoflned
decision that I will not regret.
R;ECEIVED
MAY 31 2005
From:
To:
Date:
Subject:
<arrylay57@aol.com>
<christeb@ashland.or.us>
6/2/2005 11 :39:36 AM
council question
Dear Barbara,
Following is my reply to Council question:
It is definitely important to try for consensus in any decision making situation, Staff reports are valuable
contributors to starting the consensus seeking process in that they should provide enough background
information that decision makers need to make good choices, It is especially important that the regulatory
background be expressed in staff reports so that the actual range of decision available to the local entity is
clear and the discussion can center within realistic parameters.
The drive to reach consensus is important because it gives each decision maker the chance to bring up
their particular concerns and make suggestions to others making use of their unique perspE~ctive and
background information. I have always enjoyed this process, both in private life, and on committees,
commissions and boards on which I have served. I enjoy the "genius of the group" wherein the creative
process is enhanced by the input of many different perspectives. And I think, in my experience anyway,
that the process results in a constantly renewed respect for different points of view.
That being said, the time for the vote does have to happen, and everyone has to vote their conscience and
best judgement. I don't think it is necessary or even healthy to have unanimous consensus on every
issue. But the genius is in the consensus seeking process, and we must have that to come to the best
decisions possible.
Larry Medinger
6/01/2005
Barbara:
Answer to the council question
I have always tried to use consensus in decision making whenever possible. Unlike
building alliances or other methods of reaching for decisions, this keeps all parties
involved and results in decisions that can benefit more people. I also feel that tilneliness
is very important in decision making. If a window is mis~ oftentimes the decision will
be made by outside circumstances
In making decisions, I prefer to do as much research as possible into the problenl and the
proposed solution before it comes up for discussion and vote on a decision. It should not
be a liability to be prepared. With this done, it becomes easier to evaluate the risks and
benefits of the proposal in group discussion and to understand others concerns 'without
having to learn as you go.
All decisions must be evaluated against each person's core values and the conuuunity
values. Even though these values are not always universally agreed upon, they Jnust be
respected by all participants. At this point the ramifications of the decision can be
evaluated and the decision can be arrived at with everyone providing their input on the
proposal and the final decision acceptable to all.
Mike Morris
RECEIVED
JUN 01 2005
From:
To:
Date:
Subject:
Tracy Harding <reclamation@riseup.net>
Barbara Christensen <barbarac@ashland.or,us>
6/1/20056:04:18 PM
Decision Making
Eric Navickas
711 Faith Ave.
Ashland OR 97520
To the Mayor and Council:
I'd like to thank you for the opportunity to describe my personal
process toward decision making,
I feel decisions made by council need to begin with a thorough
understanding of the forces and realities effecting our city.
We live in a rare city whose character, natural environment, small
businesses, theaters, and actively involved citizenry make it unique
and have made Ashland very popular for tourists and residents alike.
This popularity has created various problems including increased
property values, accelerated growth, and a polarized political
climate where council has become the mediator to opposing sides,
Water, economic health, density, and affordability are the four most
critical issues that will drive my decisions as a councilor,
Water is our most vital necessity that could arguable drive all other
decisions. We have a very limited 15,000 acre watershed that supplies
most of our drinking water. As a city we need to make every effort to
protect our watershed from the forces of commercial extraction and
recreational development. The city has regressed substantially from
the strong position it has historically taken toward protecting our
watershed. I will place this value as a top priority. At the same
time, however, we need to realize the benefits of limited water as a
restricting factor. We have no right to ship water from miles away to
supply our city. Aggressive conservation and development patterns
that look to limiting water use need to always supersede the desire
to acquire more water from other watersheds.
The economic health of our city is heavily dependent on its character
and charm. As development throughout our city continues, the council
needs to be very conscious of retaining this character. Scale of
development, especially within downtown areas, has too often
destroyed the character of American cities, My decisions will be very
conscious that scale and historically congruent development patterns
are not only an aesthetic desire but are also critical to the
economic health of our city.
Density and maintenance of our Urban Growth Boundary is a third
priority for myself as a potential decision maker in our city.
Continued sprawl is not an acceptable alternative to continued growth
in my opinion, There are many opportunities for in-fill within our
city especially within the downtown area. Simultaneously, however, we
must be confident that the proposed in-fill is not over-scaled or
results in the deterioration of the character or diversity of our city.
My final commitment is to maintaining affordability, Ashland is
expensive and will continue to be expensive and there is no easy
answer to this problem, Although I do not claim to have a solution, I
will make every effort possible to promote affordable housing, living
wages for all our citizens, and an economically diverse community,
Ashland needs to playa stronger role in state politics to promote
progressive le~Jislation that addresses these needs and we need to not
fear investing in solutions, These problems will not disappear, but
we need councilors who give them priority if we hope to see any level
of change, I will prioritize confronting this serious problem,
I have lived in Ashland for many years and have a deep love for this
community and the character of our city. I was educated at the
University of Oregon where I received a degree in Architecture. Our
state leads the nation in progressive land use planning and social
responsibility. 'Ne need leaders in our communities that understand
these values that separate Oregon form other States and are willing
to continue to stretch the boundaries towards creating a healthy,
just society.
Sincerely,
Eric Navickas
From:
To:
Date:
Subject:
"Iau relmaccu rdy@jeffnet.org" <Iau relmaccu rdy@jeffnet.org>
<barbarac@ashland.or,us>
6/2/2005 11 :38:07 AM
RE: Council question
Greetings,
I have an extensive background working and living in situations that
involve collective decision making, and I have used and taught a number of
versions of consensus decision making with informal groups and nonprofit
organizations. As a project director for the Oxygen Collective and a board
member of the Klamath Siskiyou Wildlands Center, I regularly practice the
consensus process for arriving at a decision everyone is comfortable with.
I understand that as a part of this process it is often necessary to make
compromises and be open to diverse perspectives and respond with
flexibility to pragmatic realities. Consensus means that everyone involved
agrees to accept and endorse the choice made, not necessarily that it is
their personal highest outcome. I am committed to working closely with
others to have my voice heard while responding with respect and earnest
attention to opposing opinions from those I am working with.
I am familiar with the majority vote system and know that time contraints
and work load will frequently necessitate an up or down decision, It is my
intention to discuss issues in a concise and thorough manner as possible
with the goal of reaching consensus before resorting to a majority vote,
while accepting the result of those votes when they occur.
Thank you, Laurel
Original Message:
From: Barbara Christensen barbarac@ashland.or.us
Date: Thu, 02 Jun 2005 11: 15: 18 -0700
To: laurelmaccurdy@jeffnet.org
Subject: Council question
"The decision-making process of Council is to discuss issues before us and
try to reach consensus. Yet many decisions require a mojority vote for
approval. Please describe how you approach decision-making."
Laurel..you have until 1 pm to return this to me, Thank you, Barbara
Barbara Christensen
City RecorderlTreasurer
City of Ashland
Ashland OR 97520
(541) 488-5307
PUBLIC RECORDS LAW D1SCLOSURE
This is a public document. This email is subject to the State
Retention Schedule and will be made available to the Public.
Decision-Making Question
From: Colin Swales
To: Ashland City Recorder
(cc Mayor and Council)
5/29/05
Barbara,
Thanks for your letter of May 24 with the interview schedule for Wednesday June 8,
Please let me know at your earliest convenience if this should change,
I note from your letter that in addition, Council has asked that I answer the following
question:
"The decision-making process of Council is to discuss issues before us and try to reach
consensus.
Yet many decisions require a majority votefor approval.
Please describe how you approach decision-making. "
I'm not sure if this is meant to be a trick question or just if the two preamble sentences are
designed to elicit a certain required answer,
1) I agree that reaching consensus is a worthy goal worth striving for.
2) The second statement needs clarification.
Our charter (Article VIII -Council Section 9 ) requires ".... the concurrence ofa majority
of the members of the Council present at a Council meeting shall be necessary lo decide
any question before the Council. ",
So its not just many decisions that require such a majority - but all of them,
3) How I approach decision-making:
I learn from the expertise of those with a specialized knowledge, be it colleagues on
the decision-making body or witnesses who testify. I then mix that with my own
understanding and experience and weigh everything against the goals to b(~
achieved. After debate and deliberation, I make my decisions based on the most
efficient and fiscally responsible path of action.
Decisions by all City officials on City business should be based on what is perceived
to be in the best interests of the City and its citizens.
Colin Swales
P.S. I strive at all times to uphold ethical principles that are embodied in the following
ordinance of the City of Portland's (which I have previously shared with Council and a
version of which our legal department had hoped to bring before you last March for
consideration, )
City of Portland. Ethics Ordinance.
1.03.010 Definitions.
A. "City official" means any elected official, employee, appointee to a board or
commission, or citizen volunteer authorized to act on behalf of the City of Portland,
Oregon,
B. "Ethics" means positive principles of conduct. Some ethical requirements are
enforced by federal, state, or local law; others rely on training, or on individuals' desire to
do the right thing, The provisions of this Chapter which are not elsewhere enforced by
law shall be considered advisory only,
1.03.020 Trust.
The purpose of City government is to serve the public, City officials treat their office as a
public trust.
A. The City's powers and resources are used for the benefit of the public rather than any
official's personal benefit.
B. City officials promote public respect by avoiding even the appearance of impropriety,
C. Policymakers place long-term benefit to the public as a whole above all other
considerations, including the concerns of important individuals and special interests,
However, the public interest includes protecting the rights of under-represented
minorities,
D. Administrators implement policies in good faith as equitably and economically as
possible, regardless of their personal views,
E. Whistle-blowing is appropriate on unlawful or improper actions,
F. Citizens have a fair and equal opportunity to express their views to City officials,
G. City officials do not give the appearance of impropriety or personal gain by accepting
personal gifts,
H. City officials devote City resources, including paid time, working supplies and capital
assets, to benefit the public,
I. Political campaigns are not conducted on City time or property.
1.03.030 Objectivity.
City officials' decisions are based on the merits of the issues. Judgment is independent
and objective.
A. City officials avoid financial conflict of interest and do not accept benefits from
people requesting to affect decisions,
B. If an individual officials financial or personal interests will be specifically affected by
a decision, the official is to withdraw from participating in the decision,
c. City officials avoid bias or favoritism, and respect cultural differences as part of
decision..making,
D. Intervention on behalf of constituents or friends is limited to assuring fairness of
procedures, clarifying policies or improving service for citizens,
1.03.040 Accountability.
Open government allows citizens to make informed judgments and to hold officials
accountable,
A. City officials exercise their authority with open meetings and public records.
B. Officials who delegate responsibilities make sure the work is carried out efficiently
and ethically,
C. Campaigns for election allow the voters to make an informed choice on appropriate
cri teria,
D. Each City employee and appointee is encouraged to improve City systems by
identifying problems and proposing improvements,
E. City government systems are self-monitoring, with procedures in place to promote
appropriate actions.
._~~-~.._-~~---~--_.-----------------------
1.03.050 LeadershiD.
A. City officials obey all laws and regulations,
B. City officials do not exploit loopholes,
C. Leadership facilitates, rather than blocks, open discussion,
D. Officials avoid discreditable personal conduct and are personally honest.
E. All City bureaus and work teams are encouraged to develop detailed ethical standards,
training, cmd enforcement.
F. The City Auditor will publish a pamphlet containing explanations and examples of
sethical principles,
From:
To:
Date:
Subject:
<DFWi@aol.com>
<christeb@ashland.or,us>
6/1/2005 1: 1 0:44 PM
Decision Question
Hi Barbara, Council candidates were to respond to the question about
decision making by today ("Please describe how you approach decision-making"). My
response is below.
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I believe whole-heartedly that an attempt to reach a consensus as a Council
is absolutely the way that the Council should proceed. However, I also
believe that each Council member should attempt to approach decision-making with
an intellectually honest intent to maintain Ashland as a superior place in
which to live. To my mind, this means that decision-making should not occur
within the confines of a particular specious cause, or within the limits of a
particular political ideology. Of course, a Council member should always
approach controversial decisions in the knowledge that a preconceived position may
not be the best long-term one for our City, and be willing to modify his or
her initial position during a debate as may be appropriate.
As has been amply demonstrated in past Council decisions, in the final
analysis each Council member will, and I believe should, vote according to his or
her conscience, whether or not that vote is consistent with the votes of
other Council members. However, one must always be prepared to debate issues
courteously, and to accept in good faith any vote that does not happen to' be
consistent with one's own views,
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Regards, Dave Williams