HomeMy WebLinkAboutCAP111016CITY OF CENTRAL POINT
City Council Meeting Agenda
November 10, 2016
Next Res. 1479
Next Ord. 2030
I. REGULAR MEETING CALLED TO ORDER – 7:00 P.M.
II. PLEDGE OF ALLEGIANCE
III. ROLL CALL
IV. PUBLIC APPEARANCES – Comments will be limited to 3 minutes per
individual or 5 minutes if representing a group or organization.
V. SPECIAL PRESENTATION
Police Volunteer Swearing-In
Fire District No. 3 Quarterly Report
VI. CONSENT AGENDA
Page 2 - 8 A. Approval of October 27, 2016 Council Minutes
VII. ITEMS REMOVED FROM CONSENT AGENDA
VIII. PUBLIC HEARING, ORDINANCES, AND RESOLUTIONS
10 - 11 A. Resolution No. _________, Transferring Budget
Appropriations within the 2015-17 Budget Regarding
Lease of Street Sweeper (Weber/Samitore)
13 - 32 B. Public Hearing/First Reading, An Ordinance Updating
and Adopting the Central Point Comprehensive Plan
Population and Demographics Element, 2016-2036
(Humphrey)
IX. BUSINESS
34 - 50 A. Discussion of Potential Revisions to Central Point
Management Compensation Plan (Clayton)
Central Point
City Hall
541-664-3321
City Council
Mayor Hank Williams
Ward I Bruce Dingler
Ward II Michael Quilty
Ward III Brandon Thueson
Ward IV Allen Broderick
At Large Rick Samuelson Taneea Browning
Administration Chris Clayton, City Manager Deanna Casey, City Recorder
Community Development Tom Humphrey, Director
Finance Steven Weber, Director
Human Resources Elizabeth Simas, Director
Parks and Public Works Matt Samitore, Director Jennifer Boardman, Manager
Police Kris Allison Chief
52 - 56 B. Consideration of Traffic Control Comments for Country Crossing Music
Festival (Humphrey)
58 C. Planning Commission Report (Humphrey)
X. MAYOR’S REPORT
XI. CITY MANAGER’S REPORT
XII. COUNCIL REPORTS
XIII. DEPARTMENT REPORTS
XIV. EXECUTIVE SESSION
The City Council may adjourn to executive session under the provisions of ORS 192.660.
Under the provisions of the Oregon Public Meetings Law, the proceedings of an
executive session are not for publication or broadcast.
XV. ADJOURNMENT
Individuals needing special accommodations such as sign language, foreign language interpreters or equipment for the hearing impaired must request such services at least 72 hours prior to the City Council meeting. To make your request, please contact the City Recorder at 541-423-1026 (voice), or by e-mail at: Deanna.casey@centralpointoregon.gov . Si necesita traductor en español o servicios de discapacidades (ADA) para asistir a una junta publica de la ciudad por favor llame con 72 horas de anticipación al 541-664-3321 ext. 201
Consent Agenda
CAP111016 Page 1
CITY OF CENTRAL POINT City Council Meeting Minutes
October 27, 2016
I. REGULAR MEETING CALLED TO ORDER
Mayor Williams called the meeting to order at 7:00 p.m.
II. PLEDGE OF ALLEGIANCE
III. ROLL CALL: Mayor: Hank Williams Council Members: Allen Broderick, Bruce Dingler, Brandon
Thueson, and Rick Samuelson were present. Mike Quilty
and Taneea Browning were excused.
City Manager Chris Clayton; City Attorney Sydnee Dreyer;
Police Lieutenant Brian Day; Parks and Public Works Director Matt Samitore; Parks and Recreation Manger
Jennifer Boardman; and City Recorder Deanna Casey were also present.
IV. PUBLIC APPEARANCES
Mr. Terry Purcell addressed the Council concerning the option to put a bottle
redemption center in Central Point. He thinks that the City should instigate this project and manage it. He feels that the new Costco location would be a great area. The one redemption center in the valley is not enough to serve the entire
region. He thinks this would be a good option for the City to look into.
V. SPECIAL PRESENTATION Special Recognition of Al Workman. Parks and Recreation Manager Jennifer
Boardman introduced Mr. Workman and explained that he has spent years and
many volunteer hours teaching tennis to over 1,000 children in Central Point through the Parks and Recreation Program. Staff has prepared a plaque to install
on the Tennis Courts at Pfaff Park in honor of Mr. Workman and all the joy he has brought to Central Point Children. Mr. Workman stated that he enjoys his time teaching and requests that the City budget for repairs to the tennis courts at
Pfaff park.
V. CONSENT AGENDA
A. Approval of October 13, 2016 City Council Minutes B. Approval of Red Ribbon Week Proclamation
C. Approval of Arbor Day Proclamation D. Accepting September 30, 2016 Financial Report
E. Authorizing cancelation of November 24, 2016 and December 22, 2016
Council Meetings
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City of Central Point City Council Minutes October 27, 2016
Page 2
Allen Broderick moved to approve the Consent Agenda as presented. Rick
Samuelson seconded. Roll call: Hank Williams, yes; Bruce Dingler, yes; Brandon
Thueson, yes; Allen Broderick, yes; and Rick Samuelson, yes. Motion approved. VI. ITEMS REMOVED FROM CONSENT AGENDA
VII. PUBLIC HEARINGS, ORDINANCES AND RESOLUTIONS
A. Resolution No. 1477, A Resolution of Intent Declaring the City Council’s Intent to Initiate an Amendment to the Central Point
Comprehensive Plan (Map) and the Central Point Municipal Code Zoning Map from C-4, Tourist and Office Professional to C-5, Thoroughfare Commercial for Job Creation in the City of Central
Point.
Parks and Public Works Director Matt Samitore explained that the city has
received two land use applications requesting that the City consider changing the land use and zoning on East Pine Street (Biddle) corridor in order to accommodate their business proposal. The change involves replacing existing
commercial land with another commercial land use category better suited to the business being proposed. The City adopted an updated Economic Element in 2014 and this is being used to determine the need for more thoroughfare
commercial land.
The Department of Land Conservation and Development (DLCD) needs to be
notified whenever a city proposed changes to its Comprehensive Plan. If the Council is in support of the proposed changes the resolution of intent will begin
the process.
There was discussion regarding the difference between the C-4 and the C-5
zoning. Mr. Samitore stated that there are very few differences, but the C-4 does
not have the business type that the applicants need. Staff will explain the differences during the Public Hearing portion of the process. Changing the
zoning would not impact the traffic, only allow a different type of business to be located there. Rick Samuelson moved to approve Resolution No. 1477, A Resolution of Intent Declaring the City Council’s Intent to Initiate an Amendment to the
Central Point Comprehensive Plan (Map) and the Central Point Municipal Code Zoning Map from C-4, Tourist and Office Professional to C-5, Thoroughfare Commercial for Job Creation in the City of Central Point.
Brandon Thueson seconded. Roll call: Hank Williams, yes; Bruce Dingler, yes;
Brandon Thueson, yes; Allen Broderick, yes; and Rick Samuelson, yes. Motion approved.
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City of Central Point City Council Minutes October 27, 2016
Page 3
B. Resolution No. 1478, Adopting a Sidewalk Replacement Program for
the Repair and Replacement of City Public Sidewalks to Ensure Safe and Well Maintained City Sidewalks. Mr. Samitore explained that the City has an established sidewalk replacement
policy that is complaint driven. In most cases it is the responsibility of the property owner to keep and maintain the sidewalk adjacent to their property. If
there is a complaint or concern about a portion of a sidewalk the city will
investigate and if there is a problem the property owner will be informed that they need to correct the issue. The only exception is for City projects such as Pine
Street, and Hwy 99. These were city projects and the city inspects and maintains
these on an annual basis.
Unfortunately, across the country there have been many lawsuits against the
government agencies where people have tripped on sidewalks and hurt themselves. Central Point Municipal Code 12.04 states that sidewalks are the
responsibility of the adjacent property owner, but having an adopted policy allows for a second defense against lawsuits.
Most cities have similar policies to what is currently in our Code. Some cities do offer incentives and financing options for property owners who do not have the ability to pay for the replacement. Currently we do not have a policy for financial
assistance for sidewalk repair.
There was discussion regarding who should really be responsible for replacing a
sidewalk when the City or the development puts in landscape strips and plants trees without the property owners opinion. If the city is requiring trees in the
landscape strip that causes a sidewalk to need repair is it really the responsibility
of the property owner? Council felt that sidewalk replacement should be on a case by case basis regarding who will pay for it. Sidewalks are public right of
ways and the city should pay for or assist in replacement of damaged sidewalks.
Staff explained that pre-recession we had a sidewalk replacement plan, but because of budget restraints we have not been able to continue with that plan.
City Attorney Sydnee Dreyer stated that the policy before the Council is to protect the city from law suits. It was recommended by the Insurance Carrier. She
recommends approval of the proposed resolution. If after further discussions the Council would like to make changes to the Code the policy can also be changed. Bruce Dingler made a motion to approve Resolution No. 1478, Adopting a Sidewalk Replacement Program for the Repair and Replacement of City
Public Sidewalks to Ensure Safe and Well Maintained City Sidewalks. Allen
Broderick seconded. Roll call: Hank Williams, yes; Bruce Dingler, yes; Brandon Thueson, yes; Allen Broderick, yes; and Rick Samuelson, yes. Motion approved.
VIII. BUSINESS
A. ADA Play Structure at Pfaff Park and GoFundMe Account Discussion
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City of Central Point City Council Minutes October 27, 2016
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Parks and Recreation Manager Jennifer Boardman explained that the Central
Point Parks and Recreation Foundation has determined that their number one priority right now is to raise funds to help install a fully ADA accessible play structure at Robert Pfaff Park replacing the current equipment which is 25 years
old.
The Parks Commission has given their support for this project and will look into
adding it to the upcoming two year budget cycle and expressed support for a GoFundMe Account to raise donations. The Foundation and Parks Commission
will be looking into grant opportunities and other ways to get funds to help with
the project.
Brandon Thueson made a motion that the City Council is in support of the ADA play structure at Pfaff Park. Allen Broderick seconded. Roll call: Hank Williams, yes; Bruce Dingler, yes; Brandon Thueson, yes; Allen Broderick, yes;
and Rick Samuelson, yes. Motion approved. B. Fun Run Report and Donation Mrs. Boardman stated that the Parks and Recreation Department in conjunction with Anytime Fitness held the 6th annual Run 4 Freedom and Kids Fun Run on
July 4th. The run was successful and the numbers were up over last year. The total revenue for the run was $2,800 including sponsorships. The total
expenses for goods and materials were $1,236.15. Employee time and expenses were $1,296.00. Figuring in all expenses our donation to the Crater Booster Club
would be $267.85. The largest expense is the employee time on the day of the
event, if the city donates employee costs that would bring the donation amount to $1,563.85.
Staff is still struggling with how to calculate donation amounts when city staff is involved in an event. There are some events where staff time is not calculated
and others where we have been instructed to calculate as part of the expenses. There was discussion that if a donation benefits a city function then staff time would be donated, but if it benefits an outside organization staff time should be
considered in the event cost. In the case of the Fun Run the Crater Boosters and
the Football team could provide more support lessening the amount of staff time.
City Manager Chris Clayton explained that he would like to continue to see what staff costs are when totaling up expenses for events. The Council would always have the discretion to increase or decrease the amount donated. Council
Member Dingler stated that the City has continued to support Crater High School with donations and help. He does not think we should be donating staff time in
the future.
It was decided to continue with past practices for this year, but have a policy in
place for future events to calculate all costs and let the Council determine the
donation amount.
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City of Central Point City Council Minutes October 27, 2016
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Bruce Dingler made a motion to donate to the Crater Boosters a total of $1,563.85. Brandon Thueson seconded. Roll call: Hank Williams, yes; Bruce Dingler, yes; Brandon Thueson, yes; Allen Broderick, yes; and Rick Samuelson, yes. Motion approved.
IX. MAYOR'S REPORT
Mayor Williams reported that he:
Attended the Medford Chamber Forum where the owner of Dutch Bros
spoke on the success of the company.
Attended the Central Point Chamber Greeters at the Goodwill Store.
Attended the Skyrman Park ribbon cutting ceremony. He is very impressed with what staff has done for that property.
Met with Human Resource Manager Elizabeth Simas regarding the Managers Salary Survey.
X. CITY MANAGER’S REPORT
City Manager Chris Clayton reported that:
He attended the Skyrman Park Ribbon Cutting. It is nice to have Phase
one complete.
He received pictures from the County Administrator. They have
completed the landscaping at the RV Park at the Expo. The only thing left to complete is the Club house.
At the request of Mayor Williams the City sent a letter of support for the Fresh Alliance Food Recovery Program through ACCESS. This program diverts food from the waste stream and distributes still edible, nutritious
food to those in need through a network of partner agencies.
At the next Medford Water Commission meeting they will be presenting
the cost of service for next year.
Next week Mr. Humphrey and Central Point Police Department Staff will
be meeting with representatives of the Country Crossings Festival. They
will be working on safety and traffic routes for the festival.
Jackson County Commissioners held a public hearing tonight to discuss
the Siskiyou Monument expansion. Central Point Council members may wish to take a position on this issue.
He had lunch with the new City Manager for Medford this week.
XI. COUNCIL REPORTS
Council Member Allen Broderick reported that he has been paying attention to
downtown streetscapes in his recent travels. He recently visited Sedona, Arizona and noticed how nice their down town is. It is very pedestrian friendly and has several of the landscape options that we are considering.
Council Member Bruce Dingler reported that he attended the Development
Commission Open house.
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City of Central Point City Council Minutes October 27, 2016
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Council Member Rick Samuelson reported that he:
Attended a Crater Football Game.
Attended the Development Commission Open House.
Was not able to attend the RVCOG meeting, but received word that the County has been doing fly overs looking for marijuana grows. There are
several just outside the city limits, but Central Point doesn’t have an issue
at this time.
Council Member Brandon Thueson reported that he:
Attended the School Board Meeting, enrollment numbers are up for the
year.
Attended a Red Cross summit for emergency preparedness. There will be
more training opportunities in the future.
Attended the Development Commission Open House.
Wanted to thank Mr. Samitore for his quick response regarding speeding complaints in the Hamrick/Vilas Road area.
Has his daughter in the audience tonight. She has been appointed as Class Secretary and she wanted to see what a real council meeting was like.
XII. DEPARTMENT REPORTS
Parks and Public Works Director Matt Samitore reported that:
There is a new recommended route for the City Lights Parade. It would
start at Central Point Elementary, travel down 4th Street to Pine, then on to 2nd Street ending at City Hall. This would be a longer route, but it would
not be on Pine Street for very long. This would alleviate the issues with
the Post Office not being able to get into their parking area. The school district has agreed to let us use the parking area for staging the parade.
Staff will be bringing several policies to Council for consideration. Most of them will be regarding ADA compliance issues around town. We will be
modeling our policies after the City of Medford’s.
Lieutenant Brian Day reported that the Police Chief has been at a National Police
Chiefs Convention and then she went on vacation. She should be back next
week. They are gearing up for the Halloween Parties this weekend.
Finance Director Steven Weber reported that:
The department is ready to implement the budget billing service. This
would even out citizens water bills so there isn’t a huge spike in the
summer months.
He will be bringing the Audit report to the Council in December. They
have not quite finished the report in order to have it on the November agenda.
He has started having conversations with financial advisors regarding the water reservoir refinancing, and funding opportunities for Pine Street.
They have received a new Business License application and a change in water billing for the Super 8 Hotel, they have new owners.
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City of Central Point City Council Minutes October 27, 2016
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City Attorney Sydnee Dreyer reported that she spoke with the Costco Attorney
and they are very comfortable with going to the Appeals Court without the City participating. They said that the city has gone above and beyond to help support the decision. They will keep the city informed of any action that is taken from this
point forward. There should be a decision by March 1st at the latest. If the LUBA decision is upheld the appellants have an option to take the case to the Oregon
Supreme Court. She is not sure of the time line if that action is taken.
XIII. EXECUTIVE SESSION - None
XIV. ADJOURNMENT
Bruce Dingler moved to adjourn, Allen Broderick seconded, all said “aye” and the
Council Meeting was adjourned at 8:26 p.m.
The foregoing minutes of the October 27, 2016, Council meeting were approved by the City Council at its meeting of November 10, 2016.
Dated: _________________________ Mayor Hank Williams
ATTEST:
__________________________
City Recorder
CAP111016 Page 8
Resolution
Transferring
Budget Appropriations
CAP111016 Page 9
To: Honorable Mayor and City Council
From: Steve Weber, Finance Director
Date: November 1, 2016
Subject: Transfer of Budget Appropriation
Purpose:
Adopt a resolution transferring budget appropriations.
Summary
During the 2015-17 budget process, funds were allocated in the Internal Services Fund-Fleet Maintenance for the
purchase of a new street sweeper. The funds were budgeted in the capital outlay category, however, with the
purchase being done as a lease it is more appropriate for the annual lease payments to be recorded as a materials and
services line item. To keep the City in compliance with Oregon Budget Law, funds must be transferred from capital
outlay to materials and services.
ORS 294.463 allows for transfers of appropriation within funds by ordinance or resolution after a budget has been
approved and during the fiscal year or budget period for which the appropriations are made. The ordinance or
resolution must state the need for the transfer, the purpose for the authorized expenditures in the appropriation and
the amount transferred. The attached resolution meets the requirements of ORS 294.463.
Recommended Action:
Adopt the resolution approving the transfer of budget appropriation.
Staff Report
Finance Department
Steve Weber, Finance Director
CAP111016 Page 10
RESOLUTION NO. ___
A RESOLUTION TRANSFERRING BUDGET APPROPRIATIONS WITHIN THE 2015-17 BUDGET REGARDING
LEASE OF STREET SWEEPER
RECITALS:
1. The City budgeted for the purchase of a new street sweeper in the Internal Services Fund during the
2015-17 budget process.
2. The funds for the purchase were allocated to the Capital Outlay category of the Fleet Maintenance
section of the Internal Services Fund, however, with the purchase of the street sweeper being done
through a lease, the annual lease payments should be recorded as a line item in the Materials and
Services category.
3. ORS 294.463 allows for transfers of appropriation within funds by ordinance or resolution after a
budget has been approved and during the fiscal year or budget period for which the appropriations
are made.
4. To keep the City in compliance with Oregon Budget Law, $50,000 will be moved from Equipment to
Lease/Rentals in order to cover costs associated with the first annual lease payment.
THE CITY OF CENTRAL POINT OREGON RESOLVES AS FOLLOWS:
SECTION 1.
Adjusted
Appropriation Revenues Expenses Appropriation
Internal Services Fund 2,630,380$ 2,630,380$
Fleet Maintenance-
Lease/Rentals 24,000$ 50,000$ 74,000$
Equipment 307,000$ (50,000)$ 257,000$
Internal Services Fund - Revised 2,630,380$ 2,630,380$
Passed by the Council and signed by me in authentication of its passage this 10th day of November, 2016.
__________________________________
Mayor Hank Williams
ATTEST:
__________________________________
City Recorder
CAP111016 Page 11
Public Hearing
Ordinance
Comp Plan Population and
Demographics Element
CAP111016 Page 12
Page 1 of 2
December 10, 2016
AGENDA ITEM: File No. 15029
First Reading to consider Central Point 2016-2036 Population & Demographics Element for the Comprehensive Plan; Applicant: City of Central Point. STAFF SOURCE:
Tom Humphrey AICP, Community Development Director
BACKGROUND:
Population forecasts are a necessary comprehensive planning tool, they serve as the basis for identifying long-term
land and infrastructure needs. City staff introduced new PSU population forecasts to the Planning Commission last
November with an explanation of how these projections were derived and how they compare with the projections from the Regional Plan. Population forecasts will now be updated under a continuing four-year cycle. For Jackson
County that cycle was completed in 2015 and is referred to as the Coordinated Population Forecast 2015 through
2065, Jackson County (PSU Forecast). The forecast produced by PSU estimates 50-year population growth, but also
provides shorter-term incremental forecasts (for example, 1-, 10- and 20-year forecasts). As a pre-requisite to updating the City’s Housing Element it is
necessary for the City to amend its 2008 Population Element to
be consistent with PSU Forecast. The most significant change is
the difference between the 2008 Regional Plan population forecast (higher) and the PSU Forecast (lower). The table to the
left identifies the broadening differences between each forecast
from 2010 to 2060. The PSU forecast is what the City will use
in the attached Population & Demographic Element (Attachment A).
The structure of this Population Element will follow that of the PSU Forecast, including reference to an extended forecast period
2015 through 2065. The forecast period for the first 20-years
(2016-2036) will be the basis for the goals and policies of this element. The extended forecast period (2036-2065) will be used
for informational purposes only, i.e. long-term in population
characteristics.
The purpose of the Population Element is to identify the City of Central Point’s basic population characteristics such as age, sex, household size, etc., and includes projections of total population over a twenty-year period. The importance of the Population Element cannot be over stated. From the Population Element we can forecast future land need for housing
and jobs, future need for infrastructure, as well as the composition of the population and the needs of different age and sex cohorts. The Population Element feeds the Housing and Economic Elements. As a land use planning document, the Population Element is constructed to comply with Statewide Planning Goal 14 and administrative rules (OAR 660
Division 024-00301). Amending the 2008 Population Element is also a pre-requisite to updating the Urban Growth Boundary (UGB).
Year
City of Central Point
Regional Plan PSU City
City
Gain/(Loss)
2010 17,736 17,169 (567)
2011 18,050 17,235 (815)
2012 18,411 17,275 (1,136)
2013 18,778 17,315 (1,463)
2014 19,152 17,375 (1,777)
2015 19,541 18,329 (1,212)
2020 21,491 19,332 (2,159)
2025 23,483 20,484 (2,999)
2030 25,880 21,638 (4,242)
2035 28,469 22,680 (5,789)
2040 31,237 23,706 (7,531)
2050 34,155 25,416 (8,739)
2060 39,151 26,836 (12,315)
Source: Jackson County Comprehensive Plan, 2007 Population Element
Greater Bear Creek Valley Regional Plan, 2010
PSU Proposed Population Forecast, 2015
CAP111016 Page 13
Page 2 of 2
The Planning Commission considered the draft Population and Demographics Element (Attachment A) at their meeting
on November 1, 2016 and recommended City Council approval. Planning staff made various typographic and formatting
changes at the direction of the Planning Commission and prepared an ordinance (Attachment B) for the first reading of this document to initiate a Comprehensive Plan amendment for adoption.
ISSUES: The PSU Population Research Center (PRC) Forecast reduces the prior population forecast by 21%. If over time the PRC
Forecast holds, the City will need less land to service its projected growth needs. However, the PRC Forecast is required to be updated every four (4) years. Future updates may result in increases to the population forecasts. EXHIBITS/ATTACHMENTS:
Attachment “A – Population & Demographics Element” Attachment “B – Ordinance No. ____, An Ordinance Updating and Adopting the Central Point Comprehensive Plan
Population and Demographics Element (2016-2036). ACTION:
Consider proposed amendment and 1) forward the ordinance to a second reading, 2) make revisions and forward the ordinance to a second reading or 3) deny the ordinance.
RECOMMENDATION:
Discuss ordinance proposal and forward ordinance and amendments to a second reading.
CAP111016 Page 14
Page 1 of 1
ORDINANCE NO. _______
AN ORDINANCE UPDATING AND ADOPTING THE CENTRAL POINT COMPREHENSIVE
PLAN POPULATION AND DEMOGRAPHICS ELEMENT (2016-2036)
Recitals: A. The City of Central Point (City) is authorized under Oregon Revised Statute (ORS)
Chapter 197 to prepare, adopt and revise comprehensive plans and implementing ordinances consistent with the Statewide Land Use Planning Goals. B. The City has coordinated its planning efforts with the State in accordance with ORS
197.040(2)(e) and OAR 660-030-0060 to assure compliance with goals and compatibility with City and County Comprehensive Plans.
C. Pursuant to authority granted by the City Charter and the ORS, the City has
determined to update its Population and Demographics Element which was originally adopted in 1980 and revised in 2008.
D. Pursuant to the requirements set forth in CPMC Chapter 17.10.100 Amendments –
Purpose and Chapter 17.96.010, Procedure, the City has initiated the amendments and conducted the following duly advertised public hearings to consider the
proposed amendments: a) Planning Commission hearing on November 1, 2016 b) City Council hearing on November 10, 2016.
THE PEOPLE OF THE CITY OF CENTRAL POINT DO ORDAIN AS FOLLOWS:
Section 1. Based upon all the information received, the City Council adopts the Findings of Fact and Conclusions of Law dated November 10, 2016 and incorporated herein by
reference; determines that changing community conditions, needs and desires justify the amendments and hereby adopts the changes entirely.
Section 2. The City Comprehensive Plan Population and Demographics Element is hereby updated and adopted as set forth in Exhibit A –Comprehensive Plan Population and
Demographics Element, 2016-2036 which is attached hereto and by this reference incorporated
herein.
Section 3. The City Manager is directed to conduct post acknowledgement procedures
defined in ORS 197.610 et seq. upon adoption of the Population and Demographics Element.
Passed by the Council and signed by me in authentication of its passage this 8th day of December, 2016.
__________________________
Mayor Hank Williams
ATTEST: _____________________________
City Recorder
CAP111016 Page 15
`
Population
&
Demographics
Element
2016-2036
City of Central Point
Comprehensive Plan
Adopted Central Point City Council
Ordinance No.
DLCD Acknowledged
CAP111016 Page 16
City of Central Point Comprehensive Plan
Element 1 - Population and Demographics
Page 1
Table of Contents
1. INTRODUCTION ................................................................................................................................ 2
2. SUMMARY ........................................................................................................................................ 3
3. POPULATION HISTORY & CHARACTERISTICS ................................................................................... 3
3.1. Historic Growth Rate ................................................................................................................. 4
3.2. Percentage Share of the County Population. ............................................................................ 4
3.3. Race and Ethnicity ..................................................................................................................... 5
3.4. Components of Population Growth. ......................................................................................... 5
3.5. Natural Increase ........................................................................................................................ 5
3.6. Net Migration. ........................................................................................................................... 6
3.7. Age Characteristics. ................................................................................................................... 7
3.8. Household Types. ...................................................................................................................... 8
3.8.1.Family Households. ................................................................................................................. 9
3.8.2.Non-Family Households: ......................................................................................................... 9
3.8.3.Group Quarters. ...................................................................................................................... 9
3.9. Average Household Size; ......................................................................................................... 10
3.10.Median Household Income. ................................................................................................... 10
4. ASSUMPTIONS FOR FUTURE POPULATION CHANGE ..................................................................... 12
5. POPULATION PROJECTIONS 2016 to 2036..................................................................................... 12
6. PROJECTED POPULATION GROWTH CHARACTERISTICS ................................................................ 13
6.1. Age Characteristics. ................................................................................................................. 13
6.2. Growth Rate. ........................................................................................................................... 13
6.3. Percentage Share of County. .................................................................................................. 14
6.4. Race & Ethnicity. ..................................................................................................................... 14
6.5. Source of Growth. ................................................................................................................... 14
6.6. Household Characteristics. ..................................................................................................... 14
6.7. Median Household Income. .................................................................................................... 14
7.Population & Demographic Goals & Policies ........................................................................................... 14
APPENDIX A ................................................................................................................................................. 16
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City of Central Point Comprehensive Plan
Element 1 - Population and Demographics
Page 2
1. INTRODUCTION
The purpose of the Population Element is to track the historic characteristics and growth of the City’s population, and based on that information develop a 20-year forecast of the population. Based on the 20-year population forecast the City can plan for land and urban service needs to
accommodate the population growth.
The City’s Population & Demographics Element (Population Element) was last updated in 2008.
Since 2008 two events have occurred, each of which has significantly affected the results of the City’s 2008 Population Element. The first event was the Great Recession; the second was HB 2253 designating the Portland State University Population Research Center (PRC) as the sole
and official provider of population forecasts for cities and counties throughout the
state1.Together these two events necessitate an update of the City’s Population Element.
The Great Recession Within a year of completion of the Jackson County 2007 Population Element (Feb. 2007)2, which was the basis for the City’s 2008 Population Element, the national
economy was hit hard by the Great Recession (December 2007 to June 2009). The
economic impacts of the Great Recession were severe and the recovery period extremely
sluggish and tenuous. Because job losses were deep across all sectors of the economy and the recovery in job creation slow, the reliance on net migration as a key component to population growth had a significant impact on the City’s 2008 population forecasts.
HB 2253
Prior to 2013 Oregon law required that counties prepare coordinated population forecasts
according to "generally accepted" demographic methods. The result was population projections throughout the state that were based on highly diverse methods of forecasting that varied from county to county, both in terms of frequency of completion and outcome.
Recognizing that population forecasting is the foundation for long-term planning the
Oregon legislature in 2013 approved House Bill 2253 assigning Portland State Population
Research Center (PRC) the responsibility for preparing coordinated population forecasts for all counties and cities. The population forecasting requirements of HB 2253 were later adopted as ORS 195.033.
The population forecasts presented in this Population Element are from the Coordinated
Population Forecast 2015 through 2065 for Jackson County dated June 2015 prepared
by PRC (“PRC Population Forecast”) in accordance with ORS 195.033 and is attached to this Population Element as Appendix A. Typically, the City’s Population Element is
based on a 20-year planning period. The PRC Population Forecast uses a fifty (50) year
forecasting period3 with a four (4) year update cycle4, allowing for consideration of both
short and long term population change variables, and the re-evaluation of demographic
trends and economic events used in prior forecasts. Consequently, every four years the City’s Population Element will be updated using the latest PRC Jackson County forecast.
1 The Portland Metro is exempt from this requirement.
2 Basis for determining the City’s 2008 population projections.
3 ORS 195.003(6)
4 ORS 195.033(4)
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The first update for the PRC Population Forecast for Jackson County is tentatively
scheduled to occur in 2019.
PRC’s population forecasts are not considered land use decisions and as such are not
subject to review or appeal other than as provided in ORS195.033. However, the City’s Population Element, because it contains policies based on assumptions beyond the PRC
Population Forecasts, is considered a land use action and therefore subject to the
procedural requirements of Section 17.96, Comprehensive Plan and Urban Growth
Boundary Amendments, City of Central Point Municipal Code.
With the completion of each 4-year cycle the Population Element will be reviewed for changes in forecasted population and any needed policy changes. If no policy changes are required then
the Population Element will be re-certified by resolution of the City Council, including
incorporation of the up-dated PRC Population Forecast as an appendix to the Population
Element. If, for any reason, the policies of the Population Element need to be modified, then the
Population Element shall be updated by ordinance in accordance with ORS 195.033.
2. SUMMARY
When factors such as the economy, fertility, social trends, etc. are factored into the latest
population forecast for the planning period 2016-2036 the result was a 27% reduction in the City’s initial 2008 population forecast figures5 (29,006 vs 22,882). When measured in terms of the population’s average annual growth rate (AAGR) the forecasted AAGR for the planning
period dropped from 4.3% to 1.1%. Based on the forecasted growth rate it is projected that
between 2016 and 2036 the City of Central Point is expected to realize a net increase in
population of 4,357. Based on a projected average household size of 2.5 persons6 the population increase will result in the formation of 1,743 new households by 2036.
The City’s population is aging and is expected to continue to do so over the course of the
planning period. Net in-migration will be the primary source of population growth (97%), while
natural increases will continue to decline (3%). The City’s population will also become racially
and ethnically more diverse, a trend which is expected to continue throughout the planning period.
3. POPULATION HISTORY & CHARACTERISTICS
The Town of Central Point was founded on February 26, 1889 and by 18907 had a population of 543. With the exception of the decade between 1910 and 1920 the City has steadily grown
(Figure 1), and today is the third largest city in Jackson County.
5 Extended to 2036 from the Jackson County 2007 Population Element.
6 City of Central Point Regional Plan Element
7 1890 U.S. Census
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Source: U.S. Census and PRC Coordinated Population Forecast, Jackson County
3.1. Historic Growth Rate
Between 2000 and 2007 the City of Central Point’s average annual growth rate (AAGR) was 4.5%, three times Jackson County’s AAGR of 1.5% (Figure 2). Since the Great Recession the City and County have experienced a significant slowdown in population
growth, particularly from net in-migration. For the period 2010-2015 the City’s AAGR
dropped below 1%, while the County’s AAGR dropped to .6%. As Figure 2 illustrates
the decline in AAGR is not an unusual event following recessions, but does bounce back as the economy improves.
Source: U.S. Census & U.S. Census Bureau American Fact Finder
3.2. Percentage Share of the County Population. The City’s percentage of the county population has consistently increased (Figure 3). In 1900 Central Point’s population accounted for 2.4% of the County’s population, and
remained fairly constant until 1970 when the City’s percentage participation jumped
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from 3.1% to 4.2%. By 2015, the City accounted for 8.7% of the County’s population.
3.3. Race and Ethnicity
Since the 2000 Census the City’s racial diversity has continued to increase, particularly
within the Hispanic Community, which more than doubled in size from 4% in 2000 to 9% in 2014 (Figure 4). During this same period the County’s Hispanic population
increased from 7% to 11% (Figure 5).
Source: 2000 U.S. Census & U.S. Census Bureau American Fact Finder
Source: 2000 U.S. Census & U.S. Census Bureau American Fact Finder
3.4. Components of Population Growth. There are two basic sources of population growth: natural increase (births minus deaths)
and net migration (in-migration minus out-migration).
3.5. Natural Increase Growth occurring as a result of natural increase typically represents a very small
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percentage of a community’s population growth. Since 2000 the City’s net natural
increase rate (Figure 6) went from 7.6 to 8.0 per thousand population, representing 3%
of the City’s total population increase during that period. During the same period the
County’s rate of natural increase dropped from 1.0 to 0.8 (Figure 7).
3.6. Net Migration. By far the most significant contributor to a community’s population growth is net
migration. Based on the 2010 U.S. Census, the predominant source of growth for
Jackson County was due to net migration, which was responsible for over 80% of the
county’s population growth8.
Source: PRC Coordinated Population Forecast, Jackson County
8 U.S. Census Bureau, Census 2010
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Source: PRC Coordinated Population Forecast, Jackson County
3.7. Age Characteristics. Between 2000 and 2014 the City’s median age increased from 34.4 to 37.5 reflecting the continued aging of the Baby Boom generation. For the County the median age changed
from 39.2 to 42.7 during the same period. Figures 8 and 9 illustrate the changes in the
three major age cohort categories as a percentage of the City’s and County’s total
population.
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3.8. Household Types. A by-product of population growth is household formation. The U.S. Census allocates
the population to one of two household types; family and non-family. By definition a
household consists of all the people occupying a housing unit9, which is the basic unit for residential land use planning.
Since the early 1900’s (Figure 10) these two household types (family and non-family)
have been gradually changing in response to socio-economic conditions. The following
is a brief overview of these characteristics as they relate to the City. In addition to the
decline in average household size, the distribution of households by type has been gradually shifting from family to non-family households.
9 U.S. Census, Current Population Survey (CPS) - Definitions and Explanations
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3.8.1. Family Households. Family households are comprised of two or more people who are related by
marriage, birth, or adoption. Family households are most commonly represented
by married-couples. Family households have, and continue to, dominate household types. Although the formation of family households continues to
increase, it is doing so at a decreasing rate. In 1990, family households in the
City accounted for 77% of all households. By the 2010 Census, and through
201410, family households represented 71% of total households.
3.8.2. Non-Family Households: Non-family households are comprised of single persons, or two or more people who are not related. In 1990, non-family households represented 23% of all
households within the City. By 2010 non-family households represented 29% of
all households. As the City’s population grows older, the number of non-family
households is expected to increase as the elderly lose spouses and the young postpone marriage, or get divorced.
3.8.3. Group Quarters. To a much lesser extent there is a third, and smaller segment of the population
that is housed in what is referred to as group quarters. Group quarters are defined
as non-institutional living arrangements for groups not living in conventional housing units or groups living in housing units containing ten or more unrelated people or nine or more people unrelated to the person in charge. Examples of
people in group quarters include a person residing in a rooming house, staff
quarters at a hospital, college dormitories, or in a halfway house.
The City’s Group Housing population has historically accounted for a very small percentage of the population. Based on the 2000 Census City’s Group Housing population accounted for 0.8% (106) of the City’s total population and by 2010
had dropped to 0.4% (70) of the total population.
10 American Fact Finder, 2014
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3.9. Average Household Size;
Historically, the City’s average household size has been gradually declining from
3.42 average persons per households in 1960 to 2.61 in 2010 (Figure 11). At 2.61 the Cities average household size exceeded the County’s average of 2.40, and by
2010 is slightly higher than the U.S. average of 2.58.
3.10. Median Household Income. Figure 13 compares the median household income for the City of Central Point
and the County from 2000 to 2014. As illustrated in Figure 12 the City’s median
household income over the past 15 years peaked in 2010 and by 2014 declined to
$46,765.
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In Figure 13 the median household income for 2010 and 2014 has been adjusted
to 2000 dollars. The Great Recession’s impact on median household income has
not yet recovered from 2000 median income level, which is consistent with
national and state changes in median household income. Figure 14 compares the changes in income distributions from 2000, 2010, and 2014.
Source: 2000 U.S. Census & U.S Census Bureau American Fact Finder
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As of 2014 The City of Central Point had the second highest median income of all
cities in Jackson County (Figure 15).
Source: U.S Census Bureau American Fact Finder
4. ASSUMPTIONS FOR FUTURE POPULATION CHANGE
The City’s future population projections are from the Coordinated Population Forecast 2015
through 2065 Jackson County (Appendix A). These projections are based on the Cohort-
Component method of population forecasting, which essentially relies on trends in age, fertility/births, mortality, and net migration.
As the population of Jackson County continues to age the fertility rate will continue to decline.
The decline in the fertility rate will be minimal, dropping from 1.9 in 2015 to 1.8 by 206511.
Historically changes in fertility rates have not had a significant impact on the City’s population
growth. Similarly, the death rate, although increasing is expected to have a minimal impact on population growth over the next twenty years. When these two components are combined the net
difference does not yield any significant increases in the population. As previously discussed of
all the components of population change migration is the greatest contributor to population
growth throughout the planning period. Migration is also the most volatile component and is
very sensitive to changes in the economy, both positive and negative.
5. POPULATION PROJECTIONS 2016 to 2036
Over the course of the next twenty (20) years the City of Central Point’s population is expected
to increase at an average annual rate of 1.1%, taking the population from 17,485 in 2015 to 2,882 in 2036 (Table 1). During this same period the City’s percentage of the County population is
expected to increase from 8.7% to 8.9%. By 2065 Central Point will be the second largest City in
Jackson County12.
11 Coordinated Population Forecast 2015 through 2065 Jackson County
12 ibid
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6. PROJECTED POPULATION GROWTH CHARACTERISTICS
The following represents a general overview of the City’s and County’s population characteristics throughout the 2016-36 planning period. The information is taken from PRC’s
Coordinated Population Forecast 2015 through 2065, Jackson County.
6.1. Age Characteristics.
Based on the projected County age cohorts (Figure 16) the City’s population will continue to get older with the 65+ cohort claiming a larger percentage of the population. Although the City has a younger overall population it will experience a similar increase in the 65+ cohort
over the next 20-years. The aging of the population will also have an effect on the demand
for housing services, ranging from reductions in household size to changing demand for
housing types (i.e. senior housing).
6.2. Growth Rate. The City’s population will continue to grow, but at a decreasing average annual growth rate
of 1.1% vs. the 2.9% experienced between 2000 and 2010. Similarly, the County’s average
annual growth rate is expected to decline to 1.0% vs. 1.1%.
Year Central Point Jackson County
2016 18,525 213,286
2020 19,332 222,583
2025 20,484 234,561
2030 21,638 245,963
2035 22,680 255,840
2036 23,255 257,741
Change 4,730 44,455
Source: PRC Coordinated Population Forecast, Jackson County
TABLE 1. POPULATION GROWTH PROJECTIONS
CITY OF CENTRAL POINT AND JACKSON
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6.3. Percentage Share of County. As illustrated in Table 2 the City’s percentage of the County’s population will continue to
increase from 8.7% in 2016 to 8.9% by 2036.
6.4. Race & Ethnicity. The race and ethnicity of both Jackson County and the City of Central Point are expected to
continue to diversify. However, over the 20-year planning period the White, non-Hispanic
population will remain the dominant race.
6.5. Source of Growth.
The City’s primary source of growth will come from net migration (90%+), which is heavily dependent on the economy.
6.6. Household Characteristics. As illustrated in Figure 11 the average household size has been declining since 1960. For the
City of Central Point, the average household size has dropped from 3.42 in 1960, to 2.61 in
2010. It is expected that during the term of the planning period (2016 - 2036) the average household size will continue to decrease, but at a decreasing rate. The City of Central Point
Regional Plan Element uses an average household size of 2.5.
6.7. Median Household Income.
Changes in median household income will be a function of the strength of the general
economy and the rate of inflation. Time will tell.
7. Population & Demographic Goals & Policies
Goal - To maintain population and demographic forecasts as the primary data source for developing and implementing plans and programs for management of the City’s growth.
Policy 1 - Population Forecast: The population data presented in Table 1 is the acknowledged
population forecast for the period 2016 through 2036 and is to be used in maintaining and
updating the City’s Comprehensive Plan. It shall be the responsibility of the City to update the data presented in Table 1 based on the decennial U.S. Census. During the interim census periods adjustments to Table 1 will be based on the latest PRC Forecast (4-year cycle).
Policy 2 - Average Household Size. For purposes of calculating household formation, the City
will use an average household size of 2.5 for lands within the urban growth boundary. This
figure will serve as the basis for determining the number of households expected to be formed throughout the planning period. It shall be the responsibility of the City to periodically monitor and, if necessary, update the average household size through data provided by the U.S. Census
Bureau.
Policy 3 - Household Distribution. For purposes of calculating household formation, the City
will use 70% as the percentage of households that are family households and 30% as Non-Family Households. These figures shall be used in maintaining and updating the City’s Comprehensive Plan. It shall be the responsibility of the City to periodically monitor and, if
necessary, update the percentage of family households through data provided by the U.S. Census
Bureau.
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Policy 4 – Racial and Ethnic Diversity. Racial and Ethnic Diversity. The City acknowledges the
changing racial and ethnic diversity of the community and will continue to develop the strategies and tools necessary to ensure that the benefits of growth meet the needs of all people within the community regardless of race or ethnicity.
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APPENDIX A – Coordinated Population Forecast, 2015 Through 2065, Jackson
County
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Business
Management
Compensation
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STAFF REPORT
November 10th, 2016
AGENDA ITEM: Discussion and possible direction on potential revisions to the City of Central
Point Management Compensation Plan.
STAFF SOURCE:
Elizabeth Simas, Human Resources Director
Chris Clayton, City Manager
BACKGROUND/SYNOPSIS:
At the direction of City Council, the City Manager and Human Resources Director have conducted
a draft management compensation analysis. In addition to the comparative salary survey analysis
results, a review of the City’s Management Compensation Plan has produced several
recommended revisions. As a matter of reference, the City’s management compensation plan
was created in March of 2010 and has had one minor revision (position added to management
group) in December of 2013.
CURRENT COMPENSATION STRUCTURE:
The City of Central Point Management Compensation construct has five bands with the following
positions in each band:
1. Band I - $4,150-$5,600 Police Officer Manager
2. Band II – $5,150-$6,900 City Recorder, Accounting Supervisor, Public
Works Operations Manager, Parks & Recreation Manager,
and Police Lieutenant
3. Band III – $6,150 - $8,000 Building Division Manager and Police Captain
4. Band IV – $6,500 - $8,700 Directors – IT, HR, CD, PW/P, Finance
5. Band V – $7,150 - $9,100 Police Chief
The management Bands have minimum and maximum salary unlike the union grades which have
six 5% incremental steps. Per the Management Compensation Plan, a manager may not receive
more than a 6% annual increase within the band without Mayor approval. Currently we have two
employees in Band II and three directors in Band IV that are at the top of their respective scales.
ADMINISTRATION DEPARTMENT 140 South 3rd Street · Central Point, OR 97502 · (541) 664-7602 · www.centralpointoregon.gov
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COMPARATIVE SALARY SURVEY RESULTS
The jurisdictions listed in our management compensation plan that I received survey responses
from are the cities of Canby, Cornelius, Dallas, Forest Grove, Gladstone, Lebanon, Milwaukie,
Newberg, Roseburg, and Troutdale. The most significant compensation issues revealed were for
the police positions of Police Lieutenant, Police Captain, and Police Chief. Our wages are between
8% - 12% below average for those positions. Our general department directors are about 5%-8%
below average.
I also surveyed the local jurisdictions of Ashland, Grants Pass, Klamath Falls, Medford and Jackson
& Josephine Counties because they are our local labor market. Inasmuch, we may lose or recruit
employees from these jurisdictions so it is important that we are competitive within this market.
Again, the most significant compensation issues discovered were for the police positions of
Lieutenant, Captain, and Police Chief. Our wages are between 13% - 20+% below average for
those positions when compared with the local market. However, it is important to note that all of
these jurisdictions have larger citizen and employee populations than the City of Central Point. I
would expect we would be lagging in compensation. Our directors are about 4.5% to more than
15% below the average, with the most significant of Public Works being more than 15% and
Community Development about 12% below the average (local jurisdiction comparison).
INTERNAL COMPRESSION
We also have internal compression issues between City of Central Point police union officers and
Lieutenants. The greatest reason we have compression issues is that that the Police unit is a strike
prohibited unit so we are mandated to stay competitive with comparative jurisdictions. Currently,
there are two police bargaining unit positions that are making more than the average wage of
Lieutenants (one is making 3.2% more than our average Lieutenant wage). On 7/1/17, that will
increase to 6% more than the Lieutenant average salary. We also have a similar compression
issue between the positions of Police Lieutenant and Police Captain. None of the Police
Management is at the top of their scale.
RECOMMENDATION:
Based on the above information and of course staying within the City’s budget parameters, here
are my recommendations in order of priority:
1) The most urgent need is to get our police management to the top of the current scale as
soon as possible which will help alleviate some of the compression issues with the union
positions. There has to be a financial incentive for employees to accept promotions into
management.
2) Increase the top end of the salary scale for Lieutenant, Captain, and Police Chief by 10%. It
will take some time for them to reach the top but this is necessary to be competitive with
the market. (This would require creating additional Bands to separate out police
management)
3) Change Band V to Band VI (Police Chief) and create a new Band V and place the Public
Works Director and Community Development Director in this band and make the minimum
and maximum salary 5% above the current Band IV salary.
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Additional options to consider:
4) Consider increasing the minimum and maximum of each of the bands annually (January
1st) by the U.S. City Average CPI-U July – July; not to exceed 2.5%, effective January 1,
2018. This does not mean each employee will receive this increase because management
increases are based on performance but the scale will increase. This will help us maintain
competitiveness with the labor market.
5) Provide education incentives as we do with the union groups, such as 5% incentive for
managers with a bachelor’s degree and 5% incentive for directors with a master’s degree.
6) Consider increasing the health reimbursement account (HRA) VEBA contribution for
management employees.
PUBLIC HEARING REQUIRED:
A public hearing is not required for this item but allowing public comment on the proposed
recommendation is certainly allowable.
ATTACHMENTS
1. Management Compensation Analysis Presentation/Survey Data
SUGGESTED MOTION:
Staff is recommending that the council provide direction on revisions to the city’s management
compensation plan. Any directed plan revision will occur in early 2017 in conjunction with the
city’s 2017-2019 budget development/adoption process.
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City of Central Point
Salary Survey for Management 2016
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BACKGROUND
CITY COMPENSATION STRUCTURE
& SALARY SURVEY
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City of Central Point Compensation Types
Type of Plan Covered
Positions
Description
Grade/Step Union –Police &
General Services
Positions are placed in grades. Each grade has 6 steps in it;
5% increase between each step. Approx. 28% salary range
from 1st step to 6th step.
Typically employees move up a step annually. By their 5th
anniversary they are at top step. When COLAs are added to
the grade, it is given at step 1 and then 5% is maintained
between steps. (If a COLA of 2.5% is given to the group and
an employee is still eligible for step increases, the
employee receives 7.5% for the year. Those at the top of
the grade/step receive the COLA only.)
Band Management Bands are minimum and maximum salary ranges. The
range for each band is between 27%-34%. Managers are
given performance based increases. The maximum
increase without Mayor approval is 6%. Band ranges are
changed by City Council approval.
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Current Management Compensation Plan
Band I - $4,150-$5,600 Police Officer Manager
Band II – $5,150-$6,900 City Recorder, Accounting Supervisor, Public Works
Operations Manager, Parks & Recreation Manager,
and Police Lieutenant
Band III – $6,150 - $8,000 Building Division Manager and Police Captain
Band IV – $6,500 - $8,700 Directors –IT, HR, CD, PW/P, Finance
Band V – $7,150 - $9,100 Police Chief
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Date CPI-U Change
January-January
Y-T-D 2016
From released
numbers
Y-T-D
2.1%
1/1/16 1.4%
1/1/15 -0.1%
1/1/14 1.6%
1/1/13 1.6%
1/1/12 2.9%
Historical CPI-U All Cities Data
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General Services Police Unit Management
July 1, 2017 Contract expires Bargained increase
of 3.0%
July 1, 2016 1.4% COLA 2.5%1/1/16 2.78% average
(0-4% increase)
July 1, 2015 0.0% COLA 0.0% COLA 1/1/15 3.15% average
(0-5% increase)
July 1, 2014 1.6% COLA Added an additional
step to top of the
salary schedule
1/1/14 3.66% average
(0-5% increase)
July 1, 2013 1.6% COLA 1.6% COLA 1/1/13 2.58% average
(0-5% increase)Pay increase since 7/1/2013Note: G.S. & Police employees receive 5% step increase + COLA until they reach the top of their salary scale (typically takes 5 years). Once
union member is at the top of their scale, they receive the COLA only. Management does not have steps, they receive their increase and once
they reach the top of their scale, they do not receive increases until the scale is updated.
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Manager’s SalariesCAP111016 Page 43
Police Salary Survey
Police management
positions are between
8%-12% below comps.
Police management
positions are 6%-13.5%
below local jurisdiction
salaries.CAP111016 Page 44
Director Salaries CAP111016 Page 45
Recommendation Options
CAP111016 Page 46
When going through the budget process:
a)Increase the top end of the salary scale for Lieutenant, Captain, and Police Chief
by 10%. It will take some time for them to reach the top but this is necessary to
be competitive with the market. (This would require creating additional Bands to
separate out police management for the rest of the management group.)
b) Increase the top end of the band for Directors by 5%. Directors are making less
than the comparable cities and this will allow for performance based increases
particularly for those already at the top of the scale.
Additional options to consider:
c) Consider increasing the minimum and maximum of each of the bands each
January 1st by the U.S. City Average CPI-U July –July; not to exceed 2.5%,
effective January 1, 2018. This does not mean each employee will receive this
increase because increases are based on performance but the scale will increase.
This will help us maintain competitiveness with the labor market.
Recommendations:
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Additional options to consider:
d)Provide education incentives as we do with the union groups, such as 5%
incentive for managers with a bachelor’s degree and 5% incentive for directors
with a master’s degree.
d)Consider increasing contributions to all managers health reimbursement accounts
(HRA’s).
Recommendations:
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Recommended changes
to the Management Compensation Plan
Current Schedule Proposed Schedule
These proposed changes to the schedule do
not change any employees current salary but
allows for future increases.
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Direction from the Council
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Business
Country Crossing Traffic
Control
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Page 1 of 1
STAFF REPORT
November 10, 2016
AGENDA ITEM:
Consideration of Traffic Control Comments for Country Crossing Music Festival
STAFF SOURCE:
Tom Humphrey, Community Development Director
BACKGROUND:
Representatives from the City attended a local agency meeting on Monday, October 31st to discuss a traffic control plan that was submitted to Jackson County Roads by Country Crossing Representatives. The Consultant’s proposal was discussed at length and John Vial produced a summary of local agency
comments and recommendations (Attachment A). Country Crossing and their Consultants have already submitted an application for a County event permit
and creating an effective traffic control plan is part of that permit.
ISSUES:
The success of this venture and the actual involvement of the City, County and State will be based upon
Event Management Consultant’s ability to manage traffic and its associated impact to local infrastructure.
EXHIBITS/ATTACHMENTS:
Attachment “A” – Comments on Traffic Control for Country Crossing Music Festival, dated November 2, 2016
Attachment “B” – Country Crossing 2016 Maps Critiqued by Local Agencies
ACTION:
Discuss the local agency comments and recommendations with City staff.
RECOMMENDATION:
Direct staff as necessary
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Business
Planning Commission
Report
CAP111016 Page 57
City of Central Point, Oregon
140 S 3rd Street, Central Point, OR 97502
541.664.3321 Fax 541.664.6384
www.centralpointoregon.gov
Community Development
Tom Humphrey, AICP
Community Development Director
PLANNING DEPARTMENT MEMORANDUM
Date: November 10, 2016
To: Honorable Mayor & Central Point City Council
From: Tom Humphrey AICP, Community Development Director
Subject: Planning Commission Report
The following items were presented by staff and discussed by the Planning Commission at its
regular meeting on November 1, 2016.
A. Public Hearing to consider a Conditional Use Permit application to place a Mobilitie Telecommunications Antenna in the public right-of-way near McDonalds restaurant. The proposed project site is located in the C-4, Tourist and
Office-Professional zoning district. The Planning Commission was given a revised
staff report and received additional testimony from the applicant’s agent following the earlier consideration of a 75 foot pole on 9th Street. Acknowledging that a pole like this raises visual and aesthetic concerns, the applicant modified their proposal to reduce the
pole height to 50 feet, confined equipment to inside a metal pole and agreed to paint it a
light color. The Commission passed Resolution No. 834 approving the proposal with
these and other conditions. B. Public Hearing to consider Resolution No. 835 Recommending Approval of the City of Central Point Population & Demographics Element to the City Council.
The Planning Commission received a staff report from Planning Manager Don Burt
who summarized changes to State Law (HB 2253) and the resulting forecasts prepared by the PSU Population Research Center (PRC). These forecasts became the basis for the revised 2016-2036 Population & Demographics Element for the Central Point
Comprehensive Plan. These forecasts will also be used to develop a new Housing
Element for the City. The Commission unanimously approved the resolution.
Urban Renewal – East Pine Street Streetscape Engineering Contract – Staff summarized the Development Commission’s open house on October 24th.
Costco Conditional Use Application Update – The Commission was informed of a further appeal to the Appellate Court.
Changes on the Planning Commission – The Commission discussed who
should be considered for the position of vice-chair pending Chuck Piland’s retirement and Mike Oliver’s appointment as Chair.
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