HomeMy WebLinkAboutCAP071918CITY OF CENTRAL POINT City
Council Meeting Agenda
July 19, 2018
Next Res. 1546
Next Ord. 2045
I.REGULAR MEETING CALLED TO ORDER – 7:00 P.M.
II.PLEDGE OF ALLEGIANCE
III.ROLL CALL
IV.SPECIAL PRESENATIONS
A. St. Vincent DePaul Report
B. Purple Heart City Presentation
V.PUBLIC COMMENTS
VI.CONSENT AGENDA
Page 2 - 8 A.Approval of June 28, 2018 City Council Minutes
9 - 12 B.Approval of Purple Heart City Proclamation
13 C. Acceptance of St. Vincent DePaul Report
VII.ITEMS REMOVED FROM CONSENT AGENDA
VIII.PUBLIC HEARING
15 - 22 A.Public Hearing and First Reading of an Ordinance
Approving Vacation of Open Space Located in Snowy
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 Taneea Browning
At Large Rob Hernandez
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
Police Kris Allison Chief
Public comment is for non-agenda items. If you are here to make comments on a
specific agenda item, you must speak at that time. Please limit your remarks to 3
minutes per individual, 5 minutes per group, with a maximum of 20 minutes per
meeting being allotted for public comments. The council may ask questions but may
take no action during the public comment section of the meeting, except to direct
staff to prepare a report or place an item on a future agenda. Complaints against
specific City employees should be resolved through the City’s Personnel Complaint
procedure. The right to address the Council does not exempt the speaker from any
potential liability for defamation.
These items are considered routine, and therefore, will not be allotted discussion
time on the agenda; these items may be passed by the Council in one blanket
motion; any Councilor may remove an item from the “Consent” agenda for
discussion by requesting such action prior to consideration.
Butte Station, Phase 2, Central Pont, Oregon and
Accepting Reservation of Easement to City (Samitore)
IX. ORDINANCES AND RESOLUTIONS
24 - 72 A. Continued Second Reading Ordinance No. _______, An Ordinance
Updating and Adopting the Central Point Comprehensive Plan Parks and
Recreation Element (2018-2038)
74 - 75 B. Resolution No. _________, A Resolution Authorizing the City Manager to
Execute the Lease Agreement with KS State Bank for the Purchase of a
Vacuum Truck (Weber/Samitore)
IX. BUSINESS
77 - 97 A. Council Appointment to Vacant At-Large Position (Mayor Williams)
99 -117 B. Legislative Priorities (Clayton)
119 C. Planning Commission Report
X. MAYOR’S REPORT
XI. CITY MANAGER’S REPORT
XII. COUNCIL REPORTS
XIII. DEPARTMENT REPORTS
XIV. EXECUTIVE SESSION
XV. ADJOURNMENT
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.
Consent Agenda
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CITY OF CENTRAL POINT City Council Meeting Minutes
June 28, 2018
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, Taneea
Browning, Kelly Geiger, Rob Hernandez, and Mike Quilty
were present. Brandon Thueson was excused.
City Manager Chris Clayton; City Attorney Sydnee Dreyer;
Police Chief Kris Allison; Parks and Public Works Director Matt Samitore; Finance Director Steven Weber; and City
Recorder Deanna Casey were also present.
IV. PUBLIC APPEARANCES - None
V. CONSENT AGENDA
A. Approval of June 14, 2018 City Council Minutes. Rob Hernandez moved to approve the Consent Agenda. Bruce Dingler
seconded. Roll call: Hank Williams, yes; Bruce Dingler, yes; Taneea Browning, yes; Rob Hernandez, yes; and Mike Quilty, yes. Motion approved.
VI. ITEMS REMOVED FROM CONSENT AGENDA - None
VII. ORDINANCES AND RESOLUTIONS A. Continued Second Reading – An Ordinance Updating and Adopting
the Central Point Comprehensive Plan Parks and Recreation Element (2018-2038)
Parks and Public Works Director Matt Samitore explained this item was continued because of questions on the amount of parks recommended over the next 20 years. After reviewing the document it has been determined that the
current parks inventory evaluation numbers were incorrect. The document does not calculate parks that the city has but have not been developed.
Staff will return with a corrected document and recommends continuing this item to the July 19, 2018 Council meeting in order to correct the table being
referenced. It will not change the overall recommended acres of parks, but will
update what the city currently has. It will change the amount of needed parks over twenty years to just over 19 acres.
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City of Central Point City Council Minutes June 28, 2018
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City Attorney Sydnee Dreyer would recommend continuing to date certain with the understanding that the Planning Department may determine that it needs to
return to a first reading depending on the necessary changes. Mayor Williams asked if anyone from the audience would like to speak to this
issue.
Larry Martin, Taylor Road resident.
Mr. Martin stated that it is important to have the correct numbers in the document that is intended to last twenty years. He supports overall approval of the Parks
Element.
Mike Quilty moved to continue the Second Reading of An Ordinance
Updating and Adopting the Central Point Comprehensive Plan Parks and Recreation Element (2018-2038) to July 19, 2018. Taneea Browning seconded. Roll call: Hank Williams, yes; Bruce Dingler, yes; Taneea Browning,
yes; Kelly Geiger, yes; Rob Hernandez, yes; and Mike Quilty, yes. Motion approved.
B. Resolution No. 1541, Approving the Temporary No Parking Zone on
North 10th and North 3rd Streets for the 2018 Country Crossing Country Music Festival
Mr. Samitore presented two maps regarding parking and street closures for the
Country Crossing Festival this year. We are expecting to have more traffic in Central Point in regards to parking and want to limit the amount of on road
parking to use for pedestrian traffic. There will be “no event parking” signs for
neighborhoods off of Gebhard Road because they had parking traffic from the event last year. We are working on a map of private property owners who will be
providing parking and will have that available for event attendees. These
additional lots will not be announced by the event organizers so the city will provide the maps in a variety of ways. Jackson County will be enforcing no
parking restrictions in the Boes Subdivision and along Upton Road. Rob Hernandez moved to approve Resolution No. 1541, Approving the
Temporary No Parking Zone on North 10th and North 3rd Streets for the 2018 Country Crossing Country Music Festival. Mike Quilty seconded. Roll call: Hank Williams, yes; Bruce Dingler, yes; Taneea Browning, yes; Kelly Geiger,
yes; Rob Hernandez, yes; and Mike Quilty, yes. Motion approved.
C. Resolution No. 1542, Authorizing the City Manager and Finance
Director to Execute a $15,000 Dollar Donation to the Crater High School Practice Football Field/Javelin Area Upgrade Project
City Manager Chris Clayton explained that earlier this year the City was contacted about participating in the upgrade of Crater High School’s practice
football field/javelin area. After several meetings with the school district the city is
comfortable with a donation in the amount of $15,000. This will provide much
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City of Central Point City Council Minutes June 28, 2018
Page 3
needed additional youth sports activity/practice facilities. The City Attorney has suggested that the city and school district enter into an inter-governmental
agreement to cover the use of the shared facilities. By helping with this project the city is working on two of the strategic plan goals.
Taneea Browning moved to approve Resolution No. 1542, Authorizing the City Manager and Finance Director to Execute a $15,000 Dollar Donation to
the Crater High School Practice Football Field/Javelin Area Upgrade Project. Bruce Dingler seconded. Roll call: Hank Williams, yes; Bruce Dingler, yes; Taneea Browning, yes; Kelly Geiger, yes; Rob Hernandez, yes; and Mike
Quilty, yes. Motion approved. D. Resolution No. 1543, Approving Appointments and Adopting
General Procedures for Fiscal Year 2018-2019
Finance Director Steven Weber presented an annual resolution regarding
general procedures and appointing specific individuals or firms to represent the city in the capacity of City Attorney, City Auditor, City Engineer, Municipal Judge, and insurance Agent of Record. The General Procedures establishes and
regulates our procedures such as council expenses; accounting principles; outstanding checks, and capital acquisitions. The budgetary appropriations for the contracted services are included in the 2017-2019 City of Central Point
Budget.
Mike Quilty moved to approve Resolution No. 1543, Approving Appointments and Adopting General Procedures for Fiscal Year 2018-2019. Rob Hernandez seconded. Roll call: Hank Williams, yes; Bruce Dingler, yes;
Taneea Browning, yes; Kelly Geiger, yes; Rob Hernandez, yes; and Mike Quilty,
yes. Motion approved.
E. Resolution No. 1544, Approving a Noise Variance Request by the Oregon Department of Transportation to Allow for Night Work to
Construct a Second North Bound Off-Ramp at Exit 33
Mr. Samitore explained that ODOT is working on plans to construct a second North Bound off ramp for Exit 33. In order to prevent as much impact on traffic as
possible they are asking permission to work at night. The only business that may have issue with this would be La Quinta Inn & Suites. The project is slated to begin this fall. Rob Hernandez moved to approve Resolution No. 1544, Approving a Noise
Variance Request by the Oregon Department of Transportation to Allow for Night Work to Construct a Second North Bound Off-Ramp at Exit 33. Taneea Browning seconded. Roll call: Hank Williams, yes; Bruce Dingler, yes;
Taneea Browning, yes; Kelly Geiger, yes; Rob Hernandez, yes; and Mike Quilty,
yes. Motion approved.
VIII. BUSINESS
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City of Central Point City Council Minutes June 28, 2018
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A. Discussion regarding Industrial Hemp
Mr. Clayton explained that this is an informational item only, the city has received a business license application for agricultural and industrial hemp consultant to be located in Central Point. Hemp is a legal substance and does not fall within
the scope of the marijuana regulations in our code. Given the land use regulations imposed in our zoning code, hemp should not become a significant
issue in the city limits. Any grower of hemp would need to consult with the ODA
and comply with any applicable requirements under state law.
There was discussion if the city could even enforce laws restricting Hemp
because it is not an illegal substance. There is a similar odor for hemp as with marijuana but it less potent, and the plant is not used for medical or recreational
uses.
B. Discussion regarding Upton Property Lease
Mr. Samitore explained that we have one proposal for the Upton Road property. They have also purchased the surrounding property and proposing to grow
hemp. Staff is recommending a three year lease with two 2-year options to extend. They are interested in purchasing the property and would like to put that option in the agreement with a $30,000 upfront payment to go toward the
purchase price.
City Attorney Dreyer stated that the lease agreement should not have an
automatic renewal option, it should come to the city for approval to extend just in case there are concerns with the type of agriculture. Staff is looking for direction
before continuing with this option. The lease is not currently in our budget and
would need to be added as additional revenue source. The proposed revenue could be allocated for the potential new Parks and Public Works Operations
Facility.
Mike Quilty moved to direct staff to prepare and negotiate a lease for
Council consideration at a future meeting. Bruce Dingler seconded. Roll call: Hank Williams, yes; Bruce Dingler, yes; Taneea Browning, yes; Kelly Geiger, yes; Rob Hernandez, yes; and Mike Quilty, yes. Motion approved. C. Discussion Regarding Snowy Butte Station Street Credits
Mr. Samitore stated that the city entered into three SDC agreements with Chris Galpin in 2005 and 2006 regarding Parks, Streets, and Storm Drains. He
explained the various improvements that were done for Snowy Butte Station
area. There is a remaining credit balance. Based on Oregon Revised Statutes and the City Municipal Code, qualified public improvements expire within 10
years of an agreement. These credits should have expired in April of 2016.
There were 28 townhomes built in 2007 that qualified for the credits but were not
used at the time of construction. The developer may have a right to a refund of
$100,828.00 for those unused credits.
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City of Central Point City Council Minutes June 28, 2018
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The storm drain credits were determined to be a change of use and don’t expire
until 2023. However, 14 townhomes were constructed in 2017 which exceed the credit and staff will prepare a refund in the amount of $5,800. The city will budget for payment of the unused Street and Storm Drain SDC Credits as part of a
supplemental budget.
City Attorney Dreyer said she was unsure the city has the authority to refund the
expired credits because of the timeline. She has a conflict of interest with this item because she also represents the LLC.
Council directed staff to check with an outside counsel to determine if we are required or able to issue a check for the remaining SDC Credits.
IX. MAYOR'S REPORT
Mayor Williams reported that he:
• Attended the LOC and use training here in City Hall. He was disappointed in
the direction the league wants the cities to go.
• Conducted two interviews for the City Council vacancy. He will be making a
recommendation at the next meeting.
• He attended the Mayor’s United meeting yesterday and has been working
with SOREDI to get the local mayor’s working together on projects around the
valley.
• He attended a fair board meeting regarding the Red White and Boom. They
were pleased with the Rodeo turnout this year, and our relationship remains strong.
X. CITY MANAGER’S REPORT
City Manager Chris Clayton reported that:
• The offer on 466 Front Street fell through. We are still looking for a buyer and
working with a Realtor.
• There was a vandalism incident last night to the newly planted pots in the
downtown. The Police Department is doing the investigation.
• The City Recorder has the sponsor tickets for Red, White and Boom.
• Election Packets will be available for candidates to pick up on July 9, 2018 at 8:30 a.m.
• The League of Oregon Cities registration begins July 2nd, if Council members plan to attend let the City Recorder know.
• He will send out the interactive CX Fest parking map tomorrow. We are
creating a list of parking lots that will be available during the event.
• The July Study Session will be with Rogue Disposal and the Community
Center Financing options.
• He will be on vacation for two weeks starting July 2nd.
• ODOT is working with the city to help alleviate some of the traffic congestion
over the I-5 bridge which is happening between 4 – 6 p.m.
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City of Central Point City Council Minutes June 28, 2018
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XI. COUNCIL REPORTS
Council Member Mike Quilty reported that:
• He attended the Rogue Disposal meeting regarding the use of fuel from the
PUD station.
• He attended an Oregon Freight Advisory meeting in Portland last Friday.
• He attended an MPO meeting regarding clean air in Jackson County and target cities.
Council Member Taneea Browning reported that:
• She had a productive meeting with Travel Medford looking at goals and
objectives for the future, we are finding common areas of interest for future focus.
• She finished up the planning meetings for LOC Conference and there is discussion about potentially adding a smaller conference that could rotate to
smaller communities, more information will follow. It looks very promising that
Southern Oregon will be the first location.
• Bill Christie of the Grange Co Op retired from the Grand and the Chamber
Board. He will be greatly missed. As someone said at his retirement lunch, “When you see Bill, you just know things are going to get better!” He was an
incredible asset and I am sure we will see him again soon.
• She attended the Memorial Day Celebration at Don Jones Park.
• She attended the Rodeo Dinner and Rodeo on Saturday.
• She attended the Medford Chamber Forum.
• She attended a Travel Oregon meeting in Grants Pass where they were referring to the Red, White, and Boom as the Central Point 4th of July Event.
• She attended an LOC Board meeting in North Bend, making sure our voice is heard when state wide issues are discussed.
• She attended the LOC land use training here in City Hall.
• Fire District 3 will hold a neighborhood meeting regarding a location on
Scenic for a new fire station.
• Greeters was at Bobbios this month and will be at 7 Oaks in July.
• She attended the ribbon cutting for the Rec and Go program along with
Central Point Parks Commission Member Jenny Horton.
• She attended an RVCOG meeting yesterday. They have a new grant writer,
SOREDI has landed a 15 year tax abatement in Grants Pass for Dutch Bro’s
headquarters that will bring in jobs. The Regional Brownfield assessment project is going well and progressing nicely.
• ODOT reported effective July 1, texting or distracted driving in general fines will go up to $1,000. They are no longer issuing warnings.
XII. DEPARTMENT REPORTS
Chief Allison reported that:
• The person responsible for the vandalism downtown was apprehended by
Jackson County Sheriff and was having a mental health issue. Between the
Central Point Police officers and Central Point Parks Employees the plants were replanted and should be fine.
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City of Central Point City Council Minutes June 28, 2018
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• The August Study Session will be hosted by Central Point PD and the Canine
Unit.
• They are working with Community Works on a Victims Advocate Grant.
• They have been busy working on the Freedom Festival and CX Fest.
Parks and Public Works Director Matt Samitore reported that:
• The traffic signal at Pine and 2nd Street is up and running. They will be
coordinating the timers once both signals are working.
• Flower baskets should be hanging on Pine Street before the 4th of July
Parade.
• Paving of Pine Street will be done the last week of July.
XIII. EXECUTIVE SESSION - None
XIV. ADJOURNMENT
Mike Quilty moved to adjourn, Taneea Browning seconded, all said “aye” and the
Council Meeting was adjourned at 8:24 p.m.
The foregoing minutes of the June 28, 2018, Council meeting were approved by the City
Council at its meeting of July 19, 2018.
Dated: _________________________ Mayor Hank Williams
ATTEST:
__________________________
City Recorder
CAP071918 Page 8
Combat Wounded, Disabled Veteran to Crisscross the Nation in specially adapted Ford F-150, to
bring awareness of the costs of war.
There are an estimated 1.8 million Purple Heart recipients, combat wounded service members
who have transitioned back into civilian life. They have made great sacrifices to ensure our
freedoms but often go uffecognized. The road to recovery can be a long and difficult struggle
for our nation's wounded warriors and their families.
The focus of the 2018 "Purple Heart Run" will be'6Mobility is Freedom." Sponsored jointly
by Wounded Warriors Family Support (WIMFS) and the Military Order of the Purple Heart
(MOPH), the Purple Heart Run features a mobility-equipped, 2018 Ford F-150 truck, adapted
to suit combat-wounded veterans who are paralyzed or have lost legs or anns. Our belief is that,
given the right vehicle for mobility, a combat-wounded veteran will have the freedom to live a
productive and quality life with his or her family.
The Purple Heart Run is the quintessential road trþ whereby Purple Heart recipients themselves
thank Americans from all across our great country for their appreciation and support of our
nation's military families for the sacrifices that they make when America goes to war. Driven by
a combat wounded and disabled veteran, the Purple Heart Truck will make its way from coast-to-
coast and back, rallying conÌmunities to thank our country's military veterans and support this
great mission. The Purple Heart Run will begin in Mt. Vernon, VA, on the 18'h of June, traverse
the nation to California, andend in Spokane, Washington at the site of the 2018 MOPH National
Convention on 30 July, 2018. During the Convention, the keys to the truck will be presented to a
disabled veteran, selected from a nationwide search for eligible nominees.
Along the way, the Purple Heart Truck will stop to visit with local MOPH Chapters and Purple
Heart entities who will host an appropriate welcoming ceremony. At each stop they will deliver
Combat'Wounded Parking Signs, provided by WWFS, free of charge to any interested entity as a
way of honoring and recognizing these veterans. In the year since the last Purple Heart Run, the
response to placing the signs has been tremendous. From coast to coast, the signs have been
placed in the parking lots of businesses, churches, schools and colleges, government buildings,
medical facilities, and sports venues. Americans of all walks of life are invited and encouraged
to show their support for our military families by visiting one of the events on this year's tour
and signing the Ford truck with a message of support to our countq/'s veterans and their families.
We need your help to allow us to continue to serve our nation's veterans and their families.
Every donation, large or small, is deeply appreciated and helps us meet our goal of making a
normal transition back to civilian life a reality for many deserving veterans and their families.
Partnership opportunities are available for companies and organizations of all kinds, and your
financial support of the Purple Heart Run goes directly to the support and rehabilitation of
deserving wounded warriors. By partnering with either the WWFS or MOPH Foundations, you
would be showing your support for wounded veterans and their families as well as our country's
active and retired military and their families around the world. Through our partnership, you
would be making areal, tangible difference that will change the lives of deserving wounded
warriors and their families.
CAP071918 Page 9
The mission of Wounded Wurùor Familv Support (WWFS) is to provide support to the families
of those who have been wounded, injured or killed during combat operations. The families of our
casualties suffer in many ways: some financially, some psychologically. The overwhelming
stress of the recovery process can threaten to tear a family apart.
The Family Retreat program provides vacation retreats, free of charge, for Wounded veterans to
have the opportunity to decompress in a peaceful, non-stress environment, and share in positive
experiences with their spouses and children, strengthening the bonds of their families and
making lasting memories. The Caregiver Respite Programs provide respite and supplemental
services nationwide to the caregivers and families of wounded war veterans. Oftentimes
caregivers are spouses or family members who have many other responsibilities, such as work,
managing bills and taking care of children. Caregivers of veterans often spend long hours caring
for their loved one, feel high levels of stress and neglect their own personal health. The Respite
Services Programs provide secondary caregiver assistance, respite aid for remote areas and short-
term temporary relief in the form of child care and other services. The program also assists the
caregiver in enrolling in the Department of Veterans Affairs Caregiver Support Services and
other agencies offering resources and support. The "Mobility is Freedom" program provides
grants to qualified combat-wounded for the purchase of Ford vehicle, specially adapted to suit
combat-wounded veterans who areparalyzed or have lost legs or arms
The Militøry Order of the Purple Heart Sewice Foundation provides emotional, physical,
educational and financial support for wounded and disabled veterans and their families, to help
improve their lives. Programs include suicide prevention, support for veterans with brain
injuries, counseling for Post-Traumatic Stress (PTS) and assistance for women's health issues -
all common challenges for veterans. The Purple Heart Service Foundation provides
scholarships, family assistance, claims assistance and employment training. Family members
also get support, learning how to help disabled veterans to cope with their physical, emotional
and behavioral challenges.
CAP071918 Page 10
tírv*J,tc."' 'l::',', "TMILITARY ORDER OF THE PURPLE HEART FOUNDATIONSymbolizing "Mobility is Freedom", a combat wounded and disabled veteran is driving thePurple Ford F-1 50 cross-country, 6,700 miles from D.C. to Texas, to show appreciation forAmericans who suppofi military families. At the event, all attendees will be invited to sign theFord Raptor truck that will be presented to a nominated heroic veteran.Date & Time: July 27th,2017 - Starts at 10:00am PSTLocation: Crater Lake Ford, 2611 Biddle Rd. Medford, OR, 97501To learn more, contact: Keith Wittnebel, E: kw375O@gmail.com I P: 541.601.0364*'¿..!'.trtI.r. ¡: 'CAP071918Page 11
WHEREAS, the Purple Heart is the oldest military decoration in present use, and was initially
created as the “Badge of Military Merit” by General George Washington in 1782; and
WHEREAS, the Purple Heart was made available to the common soldier and is specifically awarded to any member of the United States Armed Services who has been wounded or killed in
combat with a declared enemy of the United States; and
WHEREAS, the City of Central Point, Oregon has had numerous residents make the ultimate
sacrifice in many of the world wars and has many residents that have been awarded the Purple Heart for wounds received in combat; and
WHEREAS, veterans have paid the high price of freedom by leaving their families and
communities and placing themselves in harm’s way for our country and for the good of all;
WHEREAS, the contributions and sacrifices of our men and women from Central Point who
served in the Armed Forces have been vital in maintaining the freedoms and way of life enjoyed
by our citizens; and
WHEREAS, the City of Central Point is honored to become a Purple Heart City, and we appreciate the sacrifices of Purple Heart recipients have made in defending our freedoms.
NOW, THEREFORE, I, Hank Williams, Mayor of the City of Central Point, Oregon do hereby
proclaim Central Point, Oregon a
PURPLE HEART CITY
and I encourage all citizens to honor and support our veterans for the sacrifices and contributions they have made to this great country.
IN WITNESS WHEREOF, I hereby set my hand this 19th, day of July, 2018.
___________________________ Mayor Hank Williams City of Central Point
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Central Point Assistance Program
St. Vincent de Paul
July 5, 2018
During the first six months of our joint Central Point/St. Vincent de Paul emergency assistance
program, we have spent three quarters of the $18,000 you entrusted to us. Specifically, we
have spent $9,000 assisting 56 families to pay past due utility bills. In addition, we have spent
nearly $5,000 to help 19 families pay overdue rental bills and avoid eviction. We averaged
about $160 per family for utilities and $263 for rent. Normally, we match your Central Point
funds with some of our own to cover the entire past-due bill
We are now learning how to best spend your funds. At first we were a little too frugal, offering
only $100 per client for utilities and $200 per client for rent. We have increased those amounts
to $250 for utilities and up to $400 for rental assistance. Also, we separated the funds,
allocating $9,000 to utilities and $9,000 to rent. At this point, we have spent all our utility fund
and all but $4,022 in our rental account. Our current plan is to spend this balance on utility
and/or rental debts as they come in. We expect to have used the entire amount by August.
Meanwhile, we have spent $12,010 of our own funds to help 12 Central Point families move
into permanent housing. This included 16 adults and 20 children. Five of these families were
homeless when they came to us. We averaged $1,001 per qualified family to help them pay
rental deposits and last month’s rents. We have found this to be a very successful program in
helping families move into permanent housing.
We very much appreciate the financial support the City of Central Point has provided and hope
you will renew this $18,000 grant and consider increasing it in the future.
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Ordinance
Public Hearing – Park
Vacation
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City of Central Point
Staff Report to Council
ISSUE SUMMARY
MEETING DATE July 19, 2018
SUBJECT: First Reading to Consider an Ordinance to vacate a 6,145 square foot lot
back to the developer (Applicant: City of
Central Point)
STAFF MEMBERS: Matt Samitore, Parks and Public Works Department
DEPARTMENT: Community Development
ACTION REQUIRED:
__Motion
_X_Public Hearing
_x_Ordinance 1st Reading
Ordinance 2nd Reading
__Resolution __Information/Direction
__Consent Agenda Item
__Other
RECOMMENDATION: X Approval
__Denial
__None Forwarded
__Not applicable Comments:
BACKGROUND INFORMATION:
The City of Central Point received a small pocket park from the original developer of Snowy Butte
Station in 2003. The lot was going to be a ‘tot-lot’ with a small playground and gazebo. Since the
time of the dedication, the area around the lot has been primarily built out as a senior living facility. Additionally, the City also received a larger parcel that is planned for improvements in the 2019-21
FY to be incorporated into the City's active park system. Currently, this area is only used for open
space. Lastly, the City has determined that the smaller pocket parks that are less than 1 acre in
size are difficult and expensive to maintain as it takes the same time and staffing to maintain them
as it does a 1 to 2-acre park.
The land will be vacated back to the current developer Investors II LLC because they own the
property immediately adjacent to the parcel.
FINANCIAL ANALYSIS:
Financial impact to the City would be to lessen our future park maintenance obligations.
LEGAL ANALYSIS:
n/a
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COUNCIL GOALS/STRATEGIC PLAN ANALYSIS:
Managed Growth and Infrastructure, Goal 3; Cooperate with developers to plan future needs for schools and parks.
STAFF RECOMMENDATION:
Consider the first reading of the proposed parks vacation and 1) approve the ordinance; 2) approve
the ordinance with revisions; 3) deny the ordinance.
RECOMMENDED MOTION:
Approve Ordinance No. ___ An Ordinance vacating
ATTACHMENTS:
Attachment “A” – Ordinance No. ____ An Ordinance Vacating open space area located at the
intersection of Cheney Loop, a public street, and a Public Alley in Snowy Butte Station, Phase 2,
consisting of approximately 6,145 square feet.
+
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ORDINANCE NO. _____ AN ORDINANCE APPROVING VACATION OF OPEN SPACE LOCATED IN SNOWY BUTTE
STATION, PHASE 2, CENTRAL POINT, OREGON AND ACCEPTING RESERVATION OF
EASEMENT TO CITY
RECITALS:
A. WHEREAS, the City of Central Point initiated a vacation of open space area located at the intersection of Cheney Loop, a public street, and a Public Alley in Snowy Butte Station, Phase 2, consisting of approximately 6,145 square feet, more or less, as more fully described in Exhibit “A” incorporated herein by reference. B. WHEREAS, the City published and posted statutorily required notice; C. WHEREAS, a duly noticed public hearing was held before the City Council on July ___, 2018;
D. WHEREAS, the City determined the need to reserve therefrom a public utility easement within the vacated area;
E. WHEREAS, after due consideration, the City has made certain findings in connection with the request for vacation of City property and subsequent statutory procedures for the vacation process, which findings are attached hereto and incorporated herein as Exhibit “B”; F. WHEREAS, based on the attached findings, the City of Central Point determines that it is in the best interest of the public to grant the vacation request. THE PEOPLE OF THE CITY OF CENTRAL POINT DO ORDAIN AS FOLLOWS: SECTION 1. Vacated Property. The open space area located at the intersection of Cheney Loop, a public street, and a Public Alley in Snowy Butte Station, Phase 2, consisting of approximately 6,145 square feet, more or less, as described in Exhibit “A” attached hereto, is hereby vacated, and title to the vacated property shall be returned and belong to the owners of the adjacent property pursuant to Oregon law. SECTION 2. Findings. The Council adopts the Findings attached to this Ordinance set forth in Exhibit “B.” SECTION 3. Reservation of Easement. A public utility easement is hereby reserved for the benefit of and conveyed to the City of Central Point, its successors and assigns under and upon the vacated property in which to construct, operate, maintain, repair, replace, improve, and enlarge utility systems for purposes of transmission, distribution, and sale of
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such utilities. This grant of easement extends to providers of public utilities for such purposes. The City and such utilities shall also have reasonable rights of ingress and egress to and from such easement across the vacated property. Public utilities that may use this easement include, but are not limited to, storm drainage, sanitary sewer, water, gas, electric, telephone and cable television. Section 4. Deed. The vacated property shall be conveyed to the abutting property owner by quit claim deed, a copy of which is attached hereto and made a part hereof as Exhibit “C.” Conveyance shall be subject to the conditions set forth in this ordinance and applicable law. Section 5. Conditions of Vacation. The vacation is conditioned upon the adjacent property owner (owner whose property abuts the vacated property) executing any and all necessary documents to effectuate this vacation. Section 6. Filing. Certified true copies of this ordinance shall be recorded in the office of the County Clerk of Jackson County, Oregon, and with the County Assessor and County Surveyor of Jackson County, Oregon. Section 7. Effective Date. For purposes of transfer of ownership of the property covered by the vacation, this Ordinance shall be effective upon completion of the conditions provided herein.
PASSED by the Council and signed by me in authentication of its passage this ____ day of _________________________ 2018. ___________________________________ Mayor Hank Williams ATTEST: __________________________________ City Recorder
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EXHIBIT “B” FINDINGS TO AN ORDINANCE VACATING OPEN SPACE LOCATED IN SNOWY BUTTE
STATION, PHASE 2, CENTRAL POINT, OREGON AND ACCEPTING RESERVATION OF
EASEMENT TO CITY In connection with the ordinance vacating open space located at the intersection of Cheney Loop, a public street and a Public Alley, the Council finds: 1. That the subject open space is no longer needed for park or open space purposes, that the open space is not a significant asset to the City, and that the open space provides more value to the public by being added to the local taxable land base than remaining in its current state. 2. The Council reviewed the staff report with findings; conducted a public hearing on the proposed open space vacation on July ____, 2018; and found the vacation of the open space to be in the public interest. 4. The City provided notice of the proposed vacation to adjacent property owners pursuant to ORS 271, by publication in the Medford Mail Tribune, a newspaper of general circulation published in Jackson County, Oregon. Notice was published once per week for two consecutive weeks with the first publication on May ____, 2018 and the second publication on July ____, 2018. 5. Said notice provided, among other things, that a hearing before the City Council concerning the proposed vacation would be held on July ____, 2018 in the City Council Chambers in Central Point, Oregon, which was the time and place when objections to such proposed vacation would be considered and heard. 6. The City Council convened at the time and place specified in the public notices and no objections were made to said vacation. 7. On _______________, 2018, the City posted at or near each end of the portions of land proposed to be vacated, a copy of the notice provided for in ORS 271. 8. The Council determined that the proposed vacation would not substantially affect the market value of the property owners abutting the open space to be vacated. 9. Vacation of the subject property will be in the public interest. It will add property to the tax rolls and will potentially decrease City costs and liabilities associated with the maintenance of public open space. 10. The vacated property will be deeded to the abutting property owner subject to the reservation of a public utility easement for the City of Central Point for construction, installation, maintenance, repair, replacement, distribution, and transmission of utilities and ingress and egress to such utility easement.
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“EXHIBIT C” Recording Requested By: City of Central Point 140 S. Third Street Central Point, OR 97502 When Recorded Mail To: City of Central Point 140 S. Third Street Central Point, OR 97502 Mail Tax Statements To: OWNER AS PER COUNTY RECORDS AT TAX ASSESSORS OFFICE
(This Space for Recorder=s Use)
VACATION QUIT CLAIM DEED City of Central Point, an Oregon municipal corporation, Grantor, releases and quitclaims to Investor’s II, LLC, an Oregon limited liability company, Grantee, all right, title and interest in and to the real property described below, which real property was vacated, closed and abandoned by Ordinance No. _____________________ passed and approved by the City Council of the City of Central Point, Oregon on July ___, 2018. All that certain real property dedicated to the City of Central Point for public use as OPEN AREA, located at the intersection of Cheney Loop, a public street, and a Public Alley, in the City of Central Point, Oregon, located within SNOWY BUTTE STATION, PHASE 2, filed for record on February 22, 2006 in Volume 32 of Plats, Page 14 of the Records of Jackson County, Oregon, and filed as Survey Number 19077 in the office of the Jackson County Surveyor. RESERVING THEREFROM THAT CERTAIN 10.00-FOOT-WIDE PUBLIC UTILITY EASEMENT, as dedicated to the City of Central Point for public use, being along the westerly boundary of said Open Area, lying easterly of and coincident with the easterly right-of-way of said Cheney Loop. Said OPEN AREA containing 6,145 square feet, more or less.
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BEFORE SIGNING OR ACCEPTING THIS INSTRUMENT, THE PERSON TRANSFERRING FEE TITLE SHOULD INQUIRE ABOUT THE PERSONS RIGHTS, IF ANY, UNDER ORS 195.300, 195.301 AND 195.305 TO 195.336 AND SECTIONS 5 TO 11, CHAPTER 424, OREGON LAWS 2007, SECTIONS 2 TO 9 AND 17, CHAPTER 855, OREGON LAWS 2009, AND SECTIONS 2 TO 7, CHAPTER 8, OREGON LAWS 2010. THIS INSTRUMENT DOES NOT ALLOW USE OF THE PROPERTY DESCRIBED IN THIS INSTRUMENT IN VIOLATION OF APPLICABLE LAND USE LAWS AND REGULATIONS. BEFORE SIGNING OR ACCEPTING THIS INSTRUMENT, THE PERSON ACQUIRING FEE TITLE TO THE PROPERTY SHOULD CHECK WITH THE APPROPRIATE CITY OR COUNTY PLANNING DEPARTMENT TO VERIFY THAT THE UNIT OF LAND BEING TRANSFERRED IS A LAWFULLY ESTABLISHED LOT OR PARCEL, AS DEFINED IN ORS 92.010 OR 215.010, TO VERIFY THE APPROVED USES OF THE LOT OR PARCEL, TO DETERMINE ANY LIMITS ON LAWSUITS AGAINST FARMING OR FOREST PRACTICES, AS DEFINED IN ORS, AND TO INQUIRE ABOUT THE RIGHTS OF NEIGHBORING PROPERTY OWNERS, IF ANY, UNDER ORS, 195.301 AND 195.305 TO 195.336 AND SECTIONS 5 TO 11, CHAPTER 424, OREGON LAWS 2007, SECTIONS 2 TO 9 AND 17, CHAPTER 855, OREGON LAWS 2009, AND SECTIONS 2 TO 7, CHAPTER 8, OREGON LAWS 2010. The true consideration for this conveyance is other consideration, consisting of conveyance by Grantee to Grantor of certain easements pertaining to the subject real property granted to Grantor of even date. Dated this ____day of ____________, 2018. City of Central Point By: STATE OF OREGON ) ) ss. County of Jackson ) This instrument was acknowledged before me on____________________, 2018, by the City of Central Point, Oregon, acting by and through ________________________________, its _________________________________. Notary Public for Oregon My Commission Expires:
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Ordinance
Parks and Rec Element
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City of Central Point
Staff Report to Council
ISSUE SUMMARY
MEETING DATE: July 19, 2018
SUBJECT: Second Reading to Consider an Ordinance to Update the Parks and Recreation
Element of the Central Point Comprehensive
Plan (File No. CPA-17005) (Applicant: City of
Central Point)
STAFF MEMBERS: Tom Humphrey AICP, Community Development Director and Justin Gindlesperger, Community Planner II, Stephanie
Holtey, Principal Planner
DEPARTMENT: Community Development
ACTION REQUIRED:
__Motion
__Public Hearing
__Ordinance 1st Reading
X Ordinance 2nd Reading __Resolution
__Information/Direction
__Consent Agenda Item
__Other
RECOMMENDATION:
X Approval
__Denial
__None Forwarded __Not applicable
Comments:
BACKGROUND INFORMATION:
On May 1, 2018 the Planning Commission held a duly noticed public hearing to consider the Parks
Element and forwarded a favorable recommendation to the City Council. The Council conducted a public hearing on May 24, 2018. At that time, the Council had questions about the existing parks
inventory relative to the target level of service standard (i.e. 3.5 acres per 1,000 residents) for Core
Parks. Staff clarified the level of service standard and inventory reflect the adopted standard and
park needs analysis in the Parks Master Plan adopted by the Council on March 23, 2017
(Ordinance No. 2035). Following discussion the City Council unanimously voted to move the Parks Element to a second reading without revisions.
On June 14, 2018, the City Council conducted the second reading of the Parks Element. At that
time, Council expressed additional concerns about the parks inventory relative to the level of
service standard. Only four Council members were present, so the second reading was continued to the June 28th Council meeting. Staff met with Councilman Hernandez on June 28th and July 11th
to discuss the concerns. At the June 28th Council meeting, staff provided an overview of the parks
inventory and requested the second reading be continued to July 19, 2018 as necessary to correct
the parks inventory database and make corresponding changes to the Parks Element. The Council
moved to continue the second reading to July 19, 2018. Since that time, two additional changes have occurred, as follows:
CAP071918 Page 24
• The parks inventory was updated to remove Boes Park. Per the Department of Land
Conservation and Development (DLCD), urban parks located outside the Urban Growth Boundary (UGB) cannot be counted in the inventory of current parkland even though the
City owns and maintains the land; and,
• The parkland needs assessment was updated to address the Portland State University (PSU) 2018-2068 Coordinated Population Forecast published on June 30, 2018. Per the PSU numbers, the City’s 2038 forecast population increased by 2,643 persons. The
resulting increase in population increases the City’s parks need by roughly 10 acres based
on the adopted parks ratio of 3.5 acres per 1,000 residents.
Based on these changes, the parkland needs analysis identifies a core parkland deficit of approximately 53 acres. When planned parks are taken into consideration, including Boes Park,
the deficit drops appreciably to roughly 22 acres (See Tables 1 and 2 comparing current parks vs.
planned parks). The current deficit provides us with documented need for additional parkland as
needed to add Boes Park and an additional 22 acres of parks to serve land newly added to the UGB.
Current UGB Parks Inventory & Needs Assessment
Planned UGB Parks Inventory & Needs Assessment
Core Parks (Current) 37.29
Core Parks (Planned) 46.64
LOS Standard 3.5
LOS Standard 3.5
2038 Population 25933 2038 Population 25933
Population/1000 Residents 25.93
Population/1000 Residents 25.933
LOS Parks Need (Acres) 90.77 LOS Parks Need (Acres) 90.77
Parks Surplus/Deficit -53.47 Parks Surplus/Deficit -44.12
Adjusted to include Boes: -21.83
*Portland State University Population Research Center, “Coordinated Population Forecast: 2018 through 2068, Jackson County Urban Growth Boundaries (UGB) and Area Outside UGBs.” June 30, 2018.
The 9.35 acre difference between the Core Parks in Table 1 and Table 2 account for planned
future parks in the UGB including: Bohnert Farm Park, two parks in the north village, and a park at
White Hawk. According to the Parks & Public Works Department, all these parks have an existing
funding source for development and are programmed in the Parks CIP for 5 years of operations and maintenance.
The City has had plans to develop Boes Park for a number of years, but has been unable to
acquire grants funds due to its location outside the UGB. Once Boes Park is brought into the UGB,
Parks will pursue a grant funding opportunities to fund park development in conjunction with SDC funds.
Funding for new parks to serve residents in newly developed lands within the UGB will be funded
by a combination of developer funds, SDCs, grants, and City funds. At this time, maintenance cost
estimates are not available for Boes Park or parks that will be developed to serve incremental growth in the UGB.
At this time, Council is considering the second reading of the Parks Element with changes needed
to reflect state planning requirements and updated population numbers.
Description:
The Parks Element is a twenty year plan (2018-2038) establishing goals and policies for managing
and improving the City’s parks system. The Parks Element was last acknowledged in 1983 and at
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the time represented the planning period 1983-2003. The Parks Element update accounts for
population growth, changes in demographics, and urban growth boundary expansions necessary to
accommodate growth over the next twenty year planning period (2018-2038). The updates to the Parks Element provide an analysis of the City’s current parks and recreation system (Map 1), how
the community envisions the parks system in the future (Map5), and what challenges and
opportunities the City faces in implementing the goals set forth in the Parks Element.
The 3.5 acres per 1000 (residents) figure was arrived at from the research done for the City’s Parks Master Plan, including state and national standards, public input and surveys. The standard is for
core parks only and doesn’t include trails and open space or special recreation facilities. The
standard represents a target as necessary to provide the desired recreational opportunities for
Central Point residents. It also serves as the basis for parks acquisition within the current UGB and
UGB expansions.
Future parkland needs are determined by comparing the proposed level of service to the existing
park system and the City’s expected population growth. The proposed level of service standard for
core parks is consistent with the City’s overall performance of providing approximately 10 acres for every 1,000 residents of total parklands (i.e. core parks, open space and specialized recreation facilities) and is consistent with state and national standards.
Based on the updated population numbers, the City’s current level of service for parks is 1.95 acres
per 1000 residents for core parks only. Based on population projections for the next 20 years, the
City will add roughly 6,832 new residents. If no new parkland is acquired, the level of service would drop to 1.44 acres per 1000 residents. Based on this assessment and an application of the level of
service standard in the Parks Master Plan, the City would need to acquire 53 acres of parkland
over the next 20 years. This is reflected in the Parks Element (Figure 4.2 Level of Service and
Parkland Needs, 2018-2038).
Metric Measurement
Existing Level of Service (LOS) Standard 3.5 acres per 1,000 residents
2018 Population 19,101 residents
2038 Population Forecast 25,933 residents
Parkland Acreage (Core Parks - City Only) Total Developed
City-owned & maintained 37.29 acres 33.73 acres
Total 37.29 acres 33.73 acres
Level of Service 2018 2038 2018 2038
Effective Level of Service based on total acreage
(acres/1,000 residents) 1.95 1.44 1.77 1.30
Net LOS to Standard (acres/1,000 residents) (1.55) (2.06) (1.73) (2.20)
Performance to Standard 56% 41% 50% 37%
Parkland Need in Acres (3.5 acres * (Population/1000
residents))
66.85
90.77
66.85
90.77
Acreage surplus (deficit) (29.56) (53.48) (29.56) (53.48)
Source: PSU Population Research Center Coordinated Population Forecast 2018-2068.
In addition to the planning context, parks and recreation facilities inventory and park and recreation needs assessment, the text, goals, and policies of the Parks and Recreation Element have been
modified and updated to reflect changes in policy since the last Park Element was adopted in 1983.
FINANCIAL ANALYSIS:
Financial impact to the City is limited to staff in-kind expense and professional service fees that
have been budgeted in order to evaluate the current and proposed changes.
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LEGAL ANALYSIS:
The primary issues to be considered and discussed at the meeting will be master plan-related as noted above, with specific attention being given to changes due to “Changing Conditions”.
1. The goals and policies in the Parks Element of the Comprehensive Plan create a framework
that is necessary for the attainment of future parklands and maintenance of the entire parks
system. The guidance provided by the Parks Element establishes a direction to ensure the long-term recreation needs of the community are met.
These actions are all evaluated in light of City and State Land Use Goals and Regulations.
COUNCIL GOALS/STRATEGIC PLAN ANALYSIS:
Managed Growth and Infrastructure, Goal 3; Cooperate with developers to plan future needs for schools and parks. Recreation, Goal 1; Revise Parks and Recreation Master Plan.
STAFF RECOMMENDATION:
Consider the second reading of the proposed amendment to the Comprehensive Plan, Parks and
Recreation Element (2018-2038), and 1) approve the ordinance; 2) approve the ordinance with
revisions; 3) deny the ordinance.
RECOMMENDED MOTION: Approve Ordinance No. ___ An Ordinance Updating and Adopting the Central Point
Comprehensive Plan Parks and Recreation Element (2018-2038).
ATTACHMENTS:
Attachment “A” – Ordinance No. ____ An Ordinance Updating and Adopting the Central Point
Comprehensive Plan Parks and Recreation Element (2018-2038).
Attachment “B” – Final Draft Parks Element (Corrections shown).
+
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ATTACHMENT “A”
Page 1 of 1
ORDINANCE NO. _______
AN ORDINANCE UPDATING AND ADOPTING THE CENTRAL POINT COMPREHENSIVE
PLAN PARKS AND RECREATION ELEMENT (2018-2038)
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 Parks and Recreation Element which was originally adopted in 1983.
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 May 1, 2018 b) City Council hearing on May 24, 2018.
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 Staff Reports, Findings of Fact and evidence which are 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 Parks and Recreation Element is hereby updated and adopted as set forth in Exhibit A –Comprehensive Plan Parks and Recreation
Element, 2018-2038 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 Parks and Recreation Element.
Passed by the Council and signed by me in authentication of its passage this ___ day of
____________, 2018. __________________________
Mayor Hank Williams
ATTEST:
_____________________________ City Recorder
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Page 1 of 44
PARKS & RECREATION
ELEMENT
2018-2038
City of Central Point
Comprehensive Plan
Final Draft
July 19, 2018
City Council Meeting
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Page 2 of 44
Contents
1. Introduction and Summary.................................................................................................................... 4
1.1. Community Engagement................................................................................................................... 4
1.2. Strategic Objectives .......................................................................................................................... 4
1.3. Service Standards .............................................................................................................................. 5
1.4. Future Improvements ........................................................................................................................ 6
2. Planning Context ................................................................................................................................... 7
2.1. Central Point Forward, A City Wide Strategic Plan ......................................................................... 7
2.1.1. City Mission Statement ................................................................................................................. 7
2.1.2. City Statement of Values .............................................................................................................. 8
2.2. Central Point Comprehensive Plan ................................................................................................... 8
2.2.1. The Regional Plan Element........................................................................................................... 8
2.2.2. Transportation System Plan .......................................................................................................... 9
2.2.3. Central Point Parks and Recreation Master Plan ........................................................................ 10
Parks and Recreation Department Mission Statement ................................................................................ 10
2.3. Statewide Planning Goal 8 – Recreational Needs ........................................................................... 10
2.4. Jackson County Comprehensive Plan ............................................................................................. 10
2.5. Oregon Trails 2016: A Vision for the Future .................................................................................. 11
3. Parks and Recreation Facilities Inventory .......................................................................................... 11
3.1. Park Classifications ......................................................................................................................... 11
3.1.1. Community Parks ........................................................................................................................ 11
3.1.2. Neighborhood Parks .................................................................................................................... 12
3.1.3. Pocket Parks ................................................................................................................................ 12
3.1.4. Open Space Lands ....................................................................................................................... 12
3.1.5. Special Use Facilities .................................................................................................................. 13
3.1.6. Trails ........................................................................................................................................... 13
3.2. Facility Inventory ............................................................................................................................ 13
3.3. OTHER RECREATION PROVIDERS .......................................................................................... 17
3.3.1. Jackson County ........................................................................................................................... 17
3.3.2. Medford....................................................................................................................................... 17
3.3.3. Phoenix ....................................................................................................................................... 17
3.3.4. Talent .......................................................................................................................................... 18
3.3.5. Oregon State Parks ...................................................................................................................... 18
3.3.6. Bureau of Land Management ...................................................................................................... 18
4. Park & Recreation Needs Assessment ................................................................................................ 18
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4.1. Community Demographics ............................................................................................................. 19
4.2. Parkland Gap Analysis: Level of Service, Proximity & Distribution ............................................. 21
4.2.1. Level of Service .......................................................................................................................... 21
4.2.2. Proximity..................................................................................................................................... 22
4.2.3. Distribution ................................................................................................................................. 32
4.2.3.1. New Community Parks ........................................................................................................... 34
4.2.3.2. New Neighborhood Parks ....................................................................................................... 34
.................................................................................................................................................................... 35
4.3. Priorities .......................................................................................................................................... 38
5. Goals & Policies ................................................................................................................................. 38
5.1. Goals & Policies ............................................................................................................................. 38
5.1.1. Community Engagement and Communication ........................................................................... 38
5.1.2. Recreation Programming ............................................................................................................ 39
5.1.3. Parks & Open Space ................................................................................................................... 40
5.1.4. Trails & Pathways ....................................................................................................................... 41
5.1.5. Design, Development & Management ........................................................................................ 41
5.1.6. Facilities Development Plan: ...................................................................................................... 42
6. Implementation Strategies................................................................................................................... 43
6.1. Acquisition Guidelines .................................................................................................................... 43
6.2. Design and Development Guidelines .............................................................................................. 43
6.3. Funding Options .............................................................................................................................. 43
6.4. Project-Level Options ..................................................................................................................... 44
6.5. System-Wide Options ..................................................................................................................... 44
6.6. Enhancing Communications & Outreach ....................................................................................... 44
6.7. Capital Improvement Planning ....................................................................................................... 44
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1. Introduction and Summary
The Parks Element (Parks Element) was prepared in collaboration with city residents, the Parks and
Recreation Commission, the Planning Commission, and the City Council. The Parks Element inventories
and evaluates existing parks and recreation areas, assesses the needs for acquisition, site development
and operations, and sets goals and policies necessary to achieve the community’s parks and recreation
long-term objectives. The Parks Element is a twenty-year (2018-2038) plan for managing and enhancing
the City’s parks, trails and recreation services, including goals and policies necessary for the attainment
of high-quality recreation opportunities to benefit residents of Central Point.
The City of Central Point’s park system currently contains approximately 122 130 acres of developed
and undeveloped park and open space lands distributed among 31 31 parks, special facilities and open
space areas. This system of parks supports a range of active and passive recreation experiences,
including a skate park and access to approximately 4.9 miles of trails within its parks and along the Bear
Creek Greenway. As part of its recreation services the City also offers a variety of general recreational
and educational programs, which vary from cultural arts to fitness, education and outdoor recreation.
The majority of the City’s current recreation programming focuses on the City’s youth.
1.1. Community Engagement
Community engagement and feedback played an important role in establishing a clear planning
framework that reflects current community priorities. Throughout this planning process, the public
provided information and expressed opinions about the needs and priorities for parks, trails and
recreation facilities, including recreational programs in Central Point. A variety of public outreach
methods were used; including community surveys, community meetings, stakeholder discussions, online
engagement and emails, and Parks and Recreation Commission sessions. Feedback from the community
outreach efforts played a crucial role in updating policies and prioritizing capital investments.
The City’s residents are generally satisfied with the parks, trails and recreation opportunities in the City.
Most residents care deeply about the future of the City’s parks, recreation and trail system and
appreciate the opportunity to offer feedback in the development of the Parks Element, including a strong
interest in additional or expanded services and facilities. Specific recommendations are included in the
Needs Assessment chapter and the results from surveys, meeting notes and major findings are included
in the Parks and Recreation Master Plan, a ten year parks and recreation development program.
1.2. Strategic Objectives
Preparation of the Parks Element is based on six strategic objectives intended to guide City decision-
making necessary to ensure that the City’s parks and recreation system meets the long-term needs of the
community. These strategic objectives are:
1. Community Engagement and Communication: Encourage meaningful public
involvement in park and recreation;
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2. Recreation Programming: Establish and maintain a varied and inclusive suite of
recreation programs that accommodate a spectrum of ages, interests and abilities and
promote the health and wellness of the community;
3. Parks & Open Space: Acquire and develop a high-quality, diversified system of parks,
recreation amenities and open spaces that provide equitable access to all residents;
4. Trails & Pathways: Develop a high-quality system of multi-use trails and bicycle and
pedestrian corridors that connects to regional trails and provides access to public facilities,
neighborhoods and businesses;
5. Design, Development & Management: Plan for a parks system that is efficient to maintain
and operate, while protecting capital investment; and
6. Facilities Development Plan: Maintain and implement the Parks and Recreation Master
Plan, a ten year parks and recreation development program.
1.3. Service Standards
A parks standard of 10 acres per 1,000 population is a common standard used by many cities. This
standard includes all elements of a parks system from active core parks to open space and trails systems.
The City’s 1980 Parks and Recreation Element referred to use of this standard1 as a reasonable objective
to achieve all the City’s future parks and recreation needs. Currently, the City’s ratio is 7.26.8 acres per
1,000 population.
For the current planning period (2018-2038) the Parks and Recreation Department follows a set of
service standards in order to provide quality recreational opportunities and to achieve community parks
and recreation goals. The standards are applied to the three (3) main components of the Parks and
Recreation system:
• Community, Neighborhood & Pocket Parks: The City classifies three (3) types of parks
(Core Parks); community parks, neighborhood parks, and pocket parks. To emphasize the
importance of the need for Core Parks within its park system the City uses an acreage
standard of 3.5 acres per 1,000 people for its Core Parks. The City currently provides Core
Parks at a rate of 2.071.95 acres per 1,000 people.
• Open Space & Trails: In addition to its Core Parks the City provides approximately 73 82
acres of open space within the UGB. The Parks Element does not include a numeric standard
for open space areas and the acreage of open space is not included in the acreage standard
for Core Parks. Open Space areas protect sensitive natural areas through existing regulations
and provide recreation, including trail corridors as a secondary objective. The area protected
along Bear Creek accounts for all of the City’s open space acreage and provides a corridor
for the Bear Creek Greenway multi-use path.
Acquisitions of open space focus on properties necessary to fill crucial connections in the
greenway and trail system. Similarly, trail acquisition and development priorities are
1 City of Central Point 1983 Parks and Recreation Element, p. VII-13
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designed to provide a comprehensive pedestrian and bicycle system, connecting
neighborhoods to commercial areas and other key destinations, rather than toward meeting a
population-based mileage standard. As a benchmark the City currently provides open space
and trails at an approximate rate of 4.124.31 acres per 1,000 people.
• Specialized Recreation Facilities: The Parks Element does not include a numeric standard
for special use facilities. Special use recreation facilities are, by their nature, unique and do
not translate well to a population based numeric standard. Special use facilities within the
City include the Joel Tanzi Skate Park, Skyrman Arboretum and Civic Field.
1.4. Future Improvements
The Parks Element includes a detailed needs assessment identifying the City’s parks and recreation
needs throughout the twenty year planning period. Within the Parks Element the locations and types of
existing facilities, land use classifications, and other factors necessary to identify gaps in the parks
system are identified. Understanding the known gaps in the park system will provide a foundation for
the continued strategic planning ensuring that tomorrow’s residents have convenient access to a system
of parks and trails to stay healthy and active.
The City of Central Point is anticipated to add approximately 5,5806,832 additional residents by the year
20382. Serving existing and future residents will require improvements to, and expansion of, the City’s
park, trail and recreation system. The implementation strategy includes acquisitions of additional
parkland, development and improvement of existing facilities and funding and investment options.
• Parks and Recreation Master Plan. The application of the goals in the Parks Element is
detailed by the Parks and Recreation Master Plan with specific actions in order to ensure
existing parks provide desired recreational amenities and opportunities. The Master Plan is a 10-
year guide that includes investments for development and improvement of core parks. For
example, the proposed development of Community Park near Central Point Elementary in the
south-central portion of the City will expand recreational resources for the community. The
Master Plan also includes smaller improvements throughout the parks system to enhance
accessibility, safety and usability.
• Capital Improvement Plan. Investments in the acquisition, development and renovation of the
park system are prioritized in the City’s Parks and Recreation Capital Improvement Plan (CIP).
The CIP lists all parks and facilities projects considered for the next 20 years, with an estimated
need for approximately $16.5 million for future improvements.
The City does not have a multi-purpose community recreation center, and the number and types of
activities the Department can offer in its current facilities are limited by a lack of capacity. Given the
interest in establishing a community recreation center, it is recommended to continue the review of
funding alternatives, as well as updating the modeling of user demand and analyzing options for
community center facility development and operations revenues and costs.
2 Based on Portland State University’s Interpolation Table for 2038 with the 2017 Certified Population2018 PSU Coordinated Forecast (2018-2068) population as the base year.
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New investments in parks and recreation will be necessary over the next twenty years to meet the
growing needs of the community, support youth development, provide options for residents to lead
healthy, active lives, and foster greater social and community connections.
2. Planning Context
Although the Parks Element represents the community’s interests and needs for park and recreational
facilities, trails and programming, there are numerous other documents that were used and referred to in
preparation of the Parks Element. To appreciate the thoroughness of the Parks Element, it is necessary to
acknowledge these collaborating documents.
As previously noted, current community interests in the City’s parks and recreation programing surfaced
through a series of public outreach efforts that included mail and online surveys, open house meetings,
stakeholder meetings, online engagement, website content and Parks and Recreation Commission
meetings. An assessment of the park inventory became the basis for determining the City’s current level
of performance (2.071.95 acres per 1,000 people). An overarching needs analysis was conducted for
recreation programs and facilities, parks and trails to assess current demands and project future demand
accounting for population growth.
Past Central Point community plans and other relevant documents were reviewed for policy direction
and goals as they pertain to the provision and planning for parks, trails and recreation opportunities in
Central Point. The development of each involved public input and adoption by their respective
responsible legislative body.
2.1. Central Point Forward, A City Wide Strategic Plan
The City maintains a strategic plan, the purpose of which is to envision a preferred future for the City
and to “…formulate a way to make this future happen through community teamwork and actions. It is a
document that records what people think – the blueprint for positive change that defines the vision,
goals and outcomes that must occur to realize the future.” 3 The community’s mission, vision and
values as set forth in the Strategic Plan serve as the foundation of the Comprehensive Plan, including
this Parks Element. The guidance from the Strategic Plan that is carried forward in the Parks Element is
to provide high quality facilities that attract users and provide high quality, age appropriate programs
that benefit all residents.
2.1.1. City Mission Statement
The City’s mission statement reads as follows:
It is the mission of the City of Central Point to build and maintain a highly livable
community by working in harmony and being a catalyst for partnership with all the
members of the community, public and private.
3 City of Central Point Strategic Plan, pp 3, May 24, 2007, Resolution No. 1143
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2.1.2. City Statement of Values
The Strategic Plan contains a set of five values as follows:
• Growth: We value planned growth that will retain our small town atmosphere.
• Public Safety: We value a professional service oriented public safety policy that
promotes a sense of safety and security in our city.
• Transportation: We value a system of transportation and infrastructure that is modern,
efficient and sensitive to the environment.
• Community: We value a clean and attractive city with parks, open space and
recreational opportunities.
• Service: Provide highest level of service possible in the most efficient and responsible
manner.
These citywide value statements provide a foundation for the policies and recommendations within the
Parks Element.
2.2. Central Point Comprehensive Plan
The Central Point Comprehensive Plan is the guiding policy document for land use and growth-related
planning for the City. The Comprehensive Plan consists of ten mandatory elements, one of which is the
Parks Element. The Parks Element relies heavily on the Population Element, Land Use Element,
Transportation Element, and Regional Plan Element to identify the communities changing
demographics, future population growth, and the physical direction of future growth.
2.2.1. The Regional Plan Element
The City’s Comprehensive Plan elements must be consistent with the Regional Plan Element4 adopted
in 2012, which addresses the long-term urbanization needs (2060).
The City’s Regional Plan Element includes eight (8) urban reserve areas totaling 1,721 gross acres set
aside for future development5. The Regional Plan provides a general distribution of land uses for each
URA. Prior to an amendment to include a URA, or any part of a URA, into the UGB, a conceptual land
use plan (Concept Plan) must be completed demonstrating that the proposal is consistent with the land
use distribution6 for each URA. The Concept Plans, when approved become part of the City’s Regional
Plan.
4 Regional Plan Element, City of Central Point Comprehensive Plan, Ordinance No. 1964, August 9, 2012. 5 City of Central Point Regional Plan Element, Section 3.3 Urban Reserve Areas and Land Uses 6 City of Central Point Regional Plan Element, Section 4.1.8 Conceptual Land Use Plans
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Figure 2.2. Summary Acreage by Urban Reserve Area
Urban Reserve
Area
Reasonably
Developable Acreage
Acreage as
Parks/Open Space
Percentage of
Acreage
as Parks/Open Space
CP-1B 441 0 0%
CP-1C 60 0 0%
CP-2B 282 17 6%
CP-3 27 16 58%
CP-4D 52 51 99%
CP-5 19 2 9%
CP-6A 386 77 20%
CP-6B 162 0 0%
Total 1,492 163
At such time as lands are included in the City’s Urban Growth Boundary (UGB), the Concept Plans are
further refined and the dedication of parkland must be consistent with the needs for future parkland as
shown in the acknowledged Concept Plans7, including the Parks Element, the Land Use Element and the
Regional Plan. The Parks Element establishes an inventory of parkland needs for future growth. The
amount of needed parkland is then used by the Land Use Element to further refine the geographic
distribution of land uses provided in the Regional Plan’s Concept Plans.
2.2.2. Transportation System Plan
The Transportation System Plan (TSP) provides specific information regarding transportation needs to
guide future transportation investment across the City for vehicular, rail, transit, bicycle and pedestrian
travel modes. A component of the TSP is the Bicycle and Pedestrian System. The goal of the Bicycle
and Pedestrian System is to develop more diverse transportation options that are safe and convenient
travel. The TSP also maps specific priority improvements for bicycle and pedestrian facilities to enhance
connectivity throughout the City, including to parks and recreation sites.
The focus of the bicycle system is on the use of the bicycle as a means of transportation, with the
recreational use of bicycles a secondary consideration8. A systematic approach to filling gaps in
sidewalks will provide a safe pedestrian system, with primary focus on connection to schools and transit
stops.
7 City of Central Point Regional Plan Element, Performance Indicators Section 4.1.21 “ Park Land.” 8 City of Central Point, Transportation System Plan, pp 84, December 8, 2008, Ordinance No. 1922.
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The Transportation Planning Rule requires that a local government ensure that any plan amendments,
including comprehensive plan elements, would not affect an existing or planned transportation facility9.
While improvements will enhance connectivity to parks and/or recreation sites, the Parks Element does
not include proposed development on specific parcels and would not have an effect on the transportation
system.
2.2.3. Central Point Parks and Recreation Master Plan
The Central Point Parks and Recreation Master Plan10 (Parks Master Plan) is an adjunct document to the
Parks Element, the purpose of which is to outline the goals, community needs, and implementation
strategies to be achieved within a ten year program period. The Parks Master Plan outlines capital
improvement, and lists and prioritizes projects across the city. Major recommendations include the
acquisition of additional parkland, development of a swimming pool, development of a community
center and the development of additional walking and bicycle paths throughout the city.
Parks and Recreation Department Mission Statement
The Parks and Recreation Department mission is to “...provide safe, high quality parks,
open space and recreational facilities that encourage residents and visitors to live, invest
and play in the community, and develop recreation programs that promote memorable
experiences in people’s lives.”
2.3. Statewide Planning Goal 8 – Recreational Needs
Statewide Planning Goal 8 requires that communities plan for “The requirements for meeting such needs,
now and in the future, shall be planned for by governmental agencies having responsibility for recreation
areas, facilities and opportunities: (1) in coordination with private enterprise; (2) in appropriate
proportions; and (3) in such quantity, quality and locations as is consistent with the availability of the
resources to meet such requirements. State and federal agency recreation plans shall be coordinated with
local and regional recreational needs and plans.”11.
The City of Central Point has addressed these requirements in the Parks Element. City residents are proud
of Central Point for its small town character and for what has been accomplished in the park system with
modest resources, but they are also interested in certain facility improvements. This Plan documents those
desires and provides a framework for addressing capital development and funding in the near-term.
2.4. Jackson County Comprehensive Plan
The Recreation Element of the Jackson County Comprehensive Plan12 includes the continuation of the
Bear Creek Greenway program, some of the objectives of which include cooperation with affected
public agencies and other land owners in planning an interconnecting trail system between the county’s
9 OAR 660-012-0060(1) 10 City of Central Point, Parks and Recreation Master Plan, March 23, 2017, Ordinance No. 2035. 11 OAR 660-015-0000(8) 12 Recreation Element, Jackson County Comprehensive Plan, Ordinance No. 2007-4, September 16, 2007.
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population centers, evaluating future recreation needs within urban growth boundaries in cooperation
with the incorporated cities, and continuing to offer technical assistance to the cities. The Parks Element
reflects the goals and policies of the County’s Recreation Element to further access to the Bear Creek
Greenway in order to expand its use for non-motorized transportation and pedestrians.
2.5. Oregon Trails 2016: A Vision for the Future
The Statewide Trails Plan is a ten-year plan (2016-2025) completed by the Oregon Parks in order to
maintain the state’s eligibility to participate in the Recreational Trails Program (RTP). The intent of the
plan is to provide information to assist recreation planners and land managers with trail planning,
including All-Terrain Vehicle, snowmobile, non-motorized, water trail and Scenic Waterways planning
components. The plan segments the state into planning regions and identifies the southwest region to
include Coos, Curry, Josephine, Jackson and Douglas Counties. With regard to non-motorized trail
needs, the plan stresses the need for trail connectivity in the region including making trail connections
within urban areas, providing connections between existing trails and providing connections to parks,
open spaces and other natural areas outside of urban areas.
3. Parks and Recreation Facilities Inventory
3.1. Park Classifications
Parkland is classified to assist in planning for the community’s recreational needs. The Central Point park
system is composed of a hierarchy of various park types, each offering recreation and/or natural area
opportunities. Separately, each park type may serve only one function, but collectively the system will
serve the full range of community needs. Classifying parkland by function allows the City to evaluate its
needs and plan for an efficient, cost effective and usable park system that minimizes conflicts between
park users and adjacent uses.
The Parks Element categorizes the City’s parkland into five (5) classifications based on characteristics
addressing the intended size and use of each park type. The classifications include the three (3) types of
core parks; community parks, neighborhood parks, and pocket parks, along with Open Space Lands,
Special Use Areas and Trails.
3.1.1. Community Parks
Community parks are large sites developed for organized play, contain a wide array of facilities and
appeal to a diverse group of users. Community parks are generally 10 to 40 acres in size and serve
residents within a 2-mile drive, walk or bike ride from the site. In areas without neighborhood parks,
community parks can also serve as local neighborhood parks. Don Jones Park is an example of a
community park.
In general, community park facilities are designed for organized or intensive recreational activities and
sports, although passive components such as pathways, picnic areas and natural areas are highly
encouraged and complementary to active use facilities. Developed community parks typically include
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amenities such as sport courts (basketball, tennis), covered activity areas, soccer and/or baseball fields
and bike and pedestrian trails. Since community parks serve a larger geographic area and offer more
facilities than neighborhood parks, parking and restroom facilities should be provided. Often community
parks contain specialized facilities such as boat launches, river front, historic structures or access to
other significant natural landscape features.
3.1.2. Neighborhood Parks
Neighborhood parks are small parks designed for unstructured, non-organized play and limited active
and passive recreation. Neighborhood parks generally are considered the basic unit of traditional park
systems and range from 0.25-5 acres in size, depending on a variety of factors including neighborhood
need, physical location and opportunity. Neighborhood parks are intended to serve residential areas
within close proximity (up to ½-mile walking or biking distance) of the park and should be
geographically distributed throughout the City. Since access to neighborhood parks is mostly pedestrian,
they should be located along road frontages to improve visual access and provide sidewalks or other safe
pedestrian access. To accommodate a typically desired amount of recreational amenities and open areas
a minimum size of 1.5 acres is recommended.
Developed neighborhood parks typically include amenities such as pedestrian paths, picnic tables and
benches; play equipment, a multi-use open field for informal play, sport courts or multi-purpose paved
areas and landscaping. Restrooms are typically not provided due to high construction and maintenance
costs. When neighborhood parks contain amenities that result in longer visits, such as tennis courts and
picnic shelters, restrooms could be an asset to provide services that are conducive to extended playing
times. Depending on the size and function of a neighborhood park parking is usually not provided;
however, on-street, ADA-accessible parking stall(s) may be beneficial.
3.1.3. Pocket Parks
Pocket parks are small parks that provide limited opportunities for active play and passive recreation.
They are generally less than 0.5 acres in size and provide modest recreational amenity to residents
within a ¼-mile walking distance. Due to their small size, pocket parks are discouraged and the Parks
Element recommends against pursuing additional pocket parks due to the higher maintenance costs and
lower recreational value. The existing pocket parks have limited to no opportunity for expansion.
3.1.4. Open Space Lands
Open spaces are undeveloped lands primarily left in a natural state with recreation use as a minor
objective. These lands are usually owned or managed by a governmental agency, which may or may not
accommodate public access. Open space lands protect sensitive natural areas, and can include wildlife
habitats, stream and creek corridors, or unique and/or endangered plant species. The Land Use Element
identifies the areas protected along Bear Creek as open space lands that also accommodate the Bear
Creek Greenway trail corridor.
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No standards currently exist or are proposed for open space lands. Potential acquisition of open space
land is typically evaluated for its significant merits beyond outdoor recreation value, with an emphasis
on preservation of unique natural features.
3.1.5. Special Use Facilities
Special use facilities include single-purpose recreational areas or stand-alone sites designed to support a
specific, specialized use. This classification includes stand-alone sport field complexes, arenas,
community centers, community gardens or sites occupied by buildings.
3.1.6. Trails
Trails are non-motorized recreation and transportation corridors generally separated from roadways.
Trails can be developed to accommodate a single use or shared uses, such as pedestrians and bicyclists.
Recreation trail alignments aim to emphasize a strong relationship with the natural environment and may
not provide the most direct route from a practical transportation viewpoint. Trails may be developed in
conjunction with various recreational activities, such as jogging, cycling and nature observation.
Trails should be sufficiently wide enough to accommodate the intended type of trail user(s), preserve the
features through which the trail is traversing and buffer adjacent land use activities. Trails are classified
by use type and function, including regional trails, park trails, community trails and bike routes. Trail
should be developed based on the trail standards in the Parks Master Plan10.
3.2. Facility Inventory
The City’s Park and Open Space Inventory identifies the City’s recreational assets . The City owns and
maintains approximately 122 acres of developed and undeveloped park and open space lands within the
Urban Growth Boundary (UGB) and an additional 22.29 acres outside the UGB (i.e. Boes Park)..
Additionally, the City Hall houses the library and indoor spaces for recreation programs and activities.
Figure 3.2. Existing Inventory: Park & Open Space Lands by Type
Community Park Name Status Acreage
Community Park Developed 2.85
2.05
Don Jones Park Developed 10.67
8.60
Robert Pfaff Park Developed 1.48
Twin Creeks Park Developed 3.26
3.21
Total Community Park Acreage 18.26
15.34
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Neighborhood Park Name Status Acreage
Boes property Undeveloped 9.32
Flanagan Park Developed 5.34
Forest Glen Park Developed 1.91
1.90
Griffin Oak Park Developed 1.53
0.79
Snowy Butte Station Park Undeveloped 2.22
Summerfield Park Undeveloped 1.34
Van Horn Park Developed 2.15
2.04
William Mott Park Developed 3.58
Total Neighborhood Park Acreage 18.07
22.97
Pocket Park Name Status Acreage
Cascade Meadows Park Developed 0.23
Glengrove Wayside Park Developed 0.24
Menteer Park Developed 0.49
0.46
Total Pocket Park Acreage 0.96
0.93
Special Facility Use Park Name Status Acreage
Civic Field Developed 7.9
7.26
Joel Tanzi Skate Park Developed 0.69
0.59
Skyrman Arboretum Developed 1.79
1.77
Total Special Facility Acreage 10.39
9.62
Open Space / Natural Area Status Acreage
Bear Creek Greenway Developed 28.58
WQ Detention/Swale Areas Developed 4.96
Other Open Space/Natural Areas Undeveloped 52.37
Open Space (all combined) Undeveloped 72.87
Total Open Space Acreage 82.37
72.87
Total Park System Acreage 130.05
121.73
The following map shows the location of existing parks, and trails and open spaces within the City’s
UGB (see Map 1). A detailed description of each park is included in the Parks Master Plan.
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3.3. OTHER RECREATION PROVIDERS
Although the City of Central Point is the major provider of parks, open space and recreation
opportunities within the Central Point planning area, other providers also contribute recreation
opportunities. Several other parks, recreation and open space areas are located within close proximity to
Central Point and provide city residents opportunities for a wider array of outdoor activities. Providers of
these facilities include the following.
3.3.1. Jackson County
Jackson County has ten parks with facilities that include a multi-use sports park, RV parks,
campgrounds, cabin rentals, meeting space and facility rentals, picnic areas, gardens, boat launches, boat
rentals, fishing platforms, swimming areas, a water slide, trails and playgrounds. Jackson County’s Expo
Park is home to the Jackson County Fair and includes the Bob and Phyllis Mace Watchable Wildlife
Memorial Center and the Seven Feathers Event Center. The fairgrounds are used 365 day a year by
community groups, private promoters, and organizations that plan special events and private functions.
Facilities include the 57,600 sf Isola Memorial Arena, the 7,381 sf Padgham Pavilion, the covered
Olsrud Arena, along with livestock barns, horse stalls, a sale pavilion and lawn areas. Overnight RV
parking for large recreational vehicles is complete.
3.3.2. Medford
The City of Medford, contiguous on the south and east edge of Central Point, is Southern Oregon’s
largest provider of recreation services. The City currently provides over 2,500 acres of public parkland
and recreation facilities distributed among 36 park sites and numerous open space parcels. This system
of parks supports a range of active and passive recreation experiences. Medford’s Parks and Recreation
Department is responsible for the maintenance and programming of the U.S. Cellular Community Park
and the Santo Community Center providing over 300 programs, services and events each year.
3.3.3. Phoenix
The City of Phoenix, located approximately six miles south of Central Point, has 35 acres of park land.
Facilities at their three parks include playgrounds, a softball field, concession stand, picnic area,
community garden, nature paths and wetland observation platforms. Colver Road Park and City Hall
Park have localized service areas, which would not likely attract Central Point residents. However, the
24-acre Blue Heron Park is connected to Central Point via the Bear Creek Greenway.
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3.3.4. Talent
The City of Talent, located approximately nine miles south of Central Point, manages 19 acres as parks
and recreation facilities. The facilities for their eight parks include playgrounds, sports fields, picnic
areas and shelters and trails. The Downtown Park has a multi-use facility for skateboarders, in-line
skaters and BMX bikers that may attract Central Point users. Also, Lyn Newbry Park is connected to
Central Point via the Bear Creek Greenway.
3.3.5. Oregon State Parks
Seven state parks and recreation sites are located in the Central Point vicinity. These include day-use
sites, waysides, campgrounds, scenic viewpoints, and state heritage sites. These diverse sites provide
recreational opportunities for picnicking, fishing, boating, swimming, bicycling, hiking, bird and
wildlife watching and cultural and environmental interpretation. Touvelle State Recreation Site, 8 miles
north of Central Point, provides water-based recreation opportunities on the Rogue River. Touvelle is a
popular site for picnicking, boating, swimming and fishing. Next to the park, Denman Wildlife Refuge
teems with local and migratory wildlife. The Oregon Department of Fish and Wildlife stocks Rainbow
trout in this section of the river.
3.3.6. Bureau of Land Management
The BLM has a number of campgrounds, day use areas, trails, and snow parks within their Medford
District. Some sites have specific functions, such as hiking trails. Some sites, such as the Hyatt Lake
Recreation Complex, provide many different recreation opportunities, such as camping, fishing,
swimming and hiking. The Upper and Lower Table Rocks are an Area of Critical Environmental
Concern (ACEC) co-managed by the BLM and the Nature Conservancy. They are located approximately
10 miles north of Central Point. The Nature Conservancy manages about 3,600 acres of Lower Table
Rocks, and the BLM manages 1,280 acres on Upper and Lower Table Rocks. The area provides
outstanding opportunities for hiking and environmental education.
4. Park & Recreation Needs Assessment
This chapter assesses Central Point’s needs for park and recreation facilities and programming, based on
the community’s vision, input and priorities. The needs and recommendations presented here are based
on public input – including survey results, stakeholder discussions, and public meetings – as well as
information gathered through site inventories and state and national recreation trends.
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4.1. Community Demographics
In 2018, an estimated 18,92419,101 people reside in Central Point, according to the Portland State
University Population Research Center13. The city has been growing steadily for the past four decades,
with a 329% increase in population from 1970 to 2010 (see Figure 4.1A). Much of this increase occurred
between 1990 and 2000, when the city grew by nearly 5,000 people, an annual rate of approximately
6.6%. While the rate of population growth has slowed since - to approximately 2.7% annually over the
past 15 years, it remains three times faster than population growth in Jackson County as a whole. Today,
Central Point is the third largest city in Jackson County and is expected to continue to grow over the
coming decades.
Central Point is home to many families with children, which represent over one-third of households.
Residents are relatively young, particularly when compared to the remainder of Jackson County.
However, this may be changing. The city is experiencing growth in the percentage of residents over 45
and a decline in the number of young children.
Figure 4.1A. Population Characteristics: Central Point, Jackson County, Oregon (2015)
Demographics Central Point Jackson County Oregon
Population Characteristics
Population (2015) 17,485 210,975 4,013,845
Population (2010) 17,169 203,206 3,831,074
Population (2000) 12,493 181,269 3,421,399
Percent Change (2000 - 2015) 40.0% 16.4% 17.3%
Persons w/ Disabilities (%) 15.6% 16.9% 14.2%
Household Characteristics
Households 6,637 82,977 1,522,988
Percent with children 31.4% 24.6% 26.9%
Median HH Income $46,765 $44,086 $50,521
Average Household Size 2.61 2.44 2.5
Average Family Size 3.04 2.96 3.05
Owner Occupancy Rate 61.8% 62.4% 61.5%
Age Groups
Median Age 36.5 42.1 38.4
Population < 5 years of age 7.5% 5.9% 6.2%
Population < 18 years of age 26.5% 21.8% 22.6%
Population 18 - 64 years of age 58.7% 60.6% 63.5%
Population > 65 years of age 14.8% 17.6% 13.9%
The population forecast projects continued growth over the coming 20 years. It estimates the population
of the urban area will grow to 20,48421,035 people by 2025 and 23,29025,933 by 2038. This growth
13 Based on Portland State University’s Interpolation Table for 2038 with the 2017 2018 as the base year per PSU's
2018-2068 Coordinated Population ForecastCertified Population as the base year.
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represents a 2436% increase in total population between 2018 and 2038 and an Average Annual Growth
Rate of 1.0 7 percent14.
Figure 4.1B. Population Change – 1970 – 2038
As the population of Central Point grows, the City will need to acquire and develop additional parkland
to meet community needs. The City’s recreational facilities and programs will be in increasing demand.
The City of Central Point can also expand into urban reserve areas through annexation. These areas fall
to the west of the city and to the north, along Interstate 5. Growth in these areas will require the City to
plan for and provide parks to serve existing and new residents.
14 Average Annual Growth Rate is the average increase in the value of population over the 20-year planning horizon.
It is calculated by taking the arithmetic mean of the growth rate over the 20-year time period.
4,004
6,357 7,509
12,493
17,169
19,101 19,714 21,035
22,920
24,815 25,933
0
5,000
10,000
15,000
20,000
25,000
30,000
1970 1980 1990 2000 2010 2018 2020 2025 2030 2035 2038
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4.2. Parkland Gap Analysis: Level of Service, Proximity &
Distribution
Central Point residents are fortunate to have access to great parks and the Bear Creek Greenway.
Through thoughtful planning, the City has secured several new park sites over the years, and a strong
core system of parks and open spaces exist today. However, the continued and projected growth of the
city will place further pressure on access to new lands for parks. While about half of residents believe
the City currently has enough parks, just over 20% feel that there are not enough park and recreation
opportunities in the City.
To better understand where acquisition efforts should be directed, the Parks Element examines and
assesses the current distribution of parks throughout the city through a gap analysis. The gap analysis
reviews the locations and types of existing facilities, land use classifications, transportation/access
barriers and other factors as a means to identify preliminary acquisition target areas. Understanding the
known gaps in the park system will provide a foundation for strategic planning to ensure that
tomorrow’s residents have access to a distributed system of parks and trails to stay healthy and active.
4.2.1. Level of Service
Central Point’s existing community, neighborhood and pocket parks make up approximately 39.2437.29
acres of parkland, of which 30 acres are developed, resulting in a current level of service of 2.071.95
acres per one thousand residents (see Figure 4.2). Given a level of service target of 3.5 acres per
thousand residents, the City currently faces a deficit of 3027 acres of core new parkland in the UGB, and
36 acres of developed parkland. The above parkland acreage calculations do not include include the
undeveloped acreage of the Boes property in the CP-4D urban reserve area. Per state parks planning
requirements, urban parks outside the UGB cannot be counted in the inventory. It is noted here because
Donce Boes Parks is included in the UGB and is evelopment of that site tdeveloped to serve as a new
neighborhood park, results in an the current urban parkland deficit will be area deficit of approximately
277 acres.
Central Point’s population is anticipated to grow by approximately 4,5006,832 residents by 2038. In
order to serve future residents, the City would need to acquire and develop an additional 16 24 acres of
parkland, in addition to current needs. Accordingly, the City should aim to acquire 43 acres of parkland,
and develop 52 53 acres, between 2018 and 2038 to fully meet the desired level of service standard (3.5
acres/1,000 residents). The above parkland needs for 2038 do not account for 9.35 acres of planned
parks or the Boes property. When the planned parkland is acquired and developed, and the Boes
property is added to the UGB, the 2038 parkland deficit will decrease to approximately 22 acres.
Figure 4.2. Level of Service and Parkland Needs – 2018 and 2038
Metric Measurement
Existing Level of Service (LOS) Standard 3.5 acres per 1,000 residents
2018 Population 19,101 residents
2038 Population Forecast 25,933 residents
Parkland Acreage (Core Parks - City Only) Total Developed
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City-owned & maintained 37.29 acres 33.73 acres
Total 37.29 acres 33.73 acres
Level of Service 2018 2038 2018 2038
Effective Level of Service based on total acreage (acres/1,000
residents) 1.95 1.44 1.77 1.30
Net LOS to Standard (acres/1,000 residents) (1.55) (2.06) (1.73) (2.20)
Performance to Standard 56% 41% 50% 37%
Parkland Need in Acres (3.5 acres * (Population/1000 residents)) 66.85 90.77 66.85 90.77
Acreage surplus (deficit) (29.56) (53.48) (29.56) (53.48)
Source: PSU Population Research Center Coordinated Population Forecast 2018-2068.
4.2.2. Proximity
In reviewing parkland distribution and assessing opportunities to fill identified gaps, residentially zoned
lands were targeted, since neighborhood and community parks primarily serve these areas. Additionally,
primary and secondary service areas were used as follows:
• Community parks: ½-mile primary & 1-mile secondary service areas
• Neighborhood parks: ¼-mile primary & ½-mile secondary service areas
Map 2, 3 and 4 on the following pages illustrate the application of the distribution standards from
existing, publicly-owned neighborhood and community parks. These maps show that the eastern portion
of the city (east of I-5) is well served with reasonable access to public parkland. The portion of the City
west of Highway 99 is also reasonably well served, though a gap exists in the southern portion of this
Metric
Existing Level of Service (LOS) Standard
2018 Population
2038 Population Forecast
Parkland Acreage (Core Parks - City Only)
City-owned & maintained 39.24 acres 29.92 acres
Total 39.24 acres 29.92 acres
Level of Service 2018 2038 2018 2038
Effective Level of Service based on total acreage
(acres/1,000 residents)2.07 1.68 1.58 1.28
Net LOS to Standard (acres/1,000 residents)(1.43) (1.82) (1.92) (2.22)
Performance to Standard 59% 48% 45% 37%
Acreage surplus (deficit)(26.99) (42.27) (36.31) (51.60)
Source: Population data from PSU Center for Population Research
Measurement
3.5 acres per 1,000 residents
18,924 residents
23,290 residents
Total Developed
CAP071918 Page 92
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area. The majority of the City’s park needs exist in the central portion of the city, between I-5 and
Highway 99.
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4.2.3. Distribution
Based on the parks need assessment, the Proposed Parkland Target Acquisition Areas, as shown on Map
5, highlights those areas of the City that will require special focus for park acquisition and development
in the coming years. A total of three potential acquisition areas are identified within current city limits
and include one proposed community park and two proposed neighborhood parks (see Figure 5).
The greatest documented land need is for additional community park sites to provide the land base for a
blend of passive and active recreation opportunities, such as sport fields, picnicking and walking.
Secondarily, new neighborhood parks are needed to improve overall distribution and equity throughout
the City, while promoting recreation within walking distance of residential areas. The acquisition and
development of the community and neighborhood parks necessary to meet the geographic distribution
goals described above would meet, or significantly address, the current and future level of service needs.
Figure 4.2.3A. Parkland Service Gap Areas by District & Park Type
Gap Area Location Park Type
1 North Central Near 10th St.
and Upton Rd.
Neighborhood
2 Near Beebe Road Rd. and
Hamrick Road.
Community
Additionally, a number of future parkland acquisition target areas are identified within urban reserve
areas. As annexations and/or new residential development occur within these urban reserve areas, the
City should be prepared to purchase or negotiate for the protection of developable lands for recreational
uses. Efforts to secure future parklands in these urban reserve areas may require developer incentives,
such as density bonuses, to entice landowners into cooperating to set aside appropriately-sized areas for
future use as parks (see Appendix E for other acquisition tools).
Figure 4.2.3B. Parkland Service Gap Areas within the URA by Location & Park Type
Gap Area Location Park Type
3 CP-6A – South of Scenic Av. Neighborhood
4 CP-6A – Near Taylor Rd. Community
5 CP-6A – North of Beall Ln. Neighborhood
6 CP6-B – Southwest of Beall
Ln. & Hanley Rd.
Community
7 CP-2B- Southeast of Upton
Rd. and Wilson Rd.
Community
While the targeted acquisition areas do not identify a specific parcel(s) for consideration, the area
encompasses a broader area in which an acquisition would be ideally suited. These acquisition targets
CAP071918 Page 101
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represent a long-term vision for improving parkland distribution throughout Central Point, and guidelines
are provided in the Master Plan10 for size ranges and recreational amenities for future community and
neighborhood parks.
CAP071918 Page 102
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4.2.3.1. New Community Parks
Central Point should acquire and develop two new community parks (of 10 to 30 acres in size) to
provide adequate space for needed community recreation amenities, improve geographic distribution,
and help meet the desired park level of service. One community park should be located in the northern
portion of the city, to the east of Highway 99 (see Map 5) to serve residents of neighborhoods near
Scenic Avenue and Dobrot Way. A second community park should be located to the east of Interstate 5,
northeast of the intersection of Beebe Road and Gebhard Road to serve residents in the eastern portion
of the city. Due to size requirements for community parks, and areas of the city that are heavily
developed, it will be difficult to locate new community parks within existing developed sections of the
city.
4.2.3.2. New Neighborhood Parks
Central Point’s neighborhood park system goal is to provide a neighborhood park within walking
distance (¼-mile) of every resident. Achieving this goal will require acquiring new neighborhood park
properties in currently underserved locations. Within the current city limits, Central Point should acquire
and develop two new neighborhood parks of 3 to 5 acres to serve local neighborhoods. A new
neighborhood park, Summerfield Park, is scheduled for construction in the north-central portion of the
city, near the intersection of N 10th Street and N 3rd Street, see Map 5. A second neighborhood, Don
and Flo Bohnert Farm Park, is currently under construction in the north-west portion of the city, near
Stone Pointe Drive. A third neighborhood park should ideally be located near the intersection of Glenn
Way and Timothy Street to serve residents in the southeastern portion of the city. Other proposed
neighborhood park locations are identified on Map 5 and aim to address parkland distribution needs
within the urban reserve areas.
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4.3. Priorities
As opportunities to acquire large park sites may be limited, the City should prioritize available
opportunities to secure large sites and/or multiple adjacent properties and should consider acquisition
partnership opportunities with the Central Point School District or other education and recreation
providers. The City will need to take advantage of opportunities in strategic locations to better serve
residents. The City should look to proactively acquire neighborhood and community park sites in newly
incorporated areas, should the City’s urban growth boundary and city limits expand in the future. Such
acquisitions would help ensure the City can adequately provide parks in future neighborhoods.
New parks should be developed with walking paths, play areas, shade trees, picnic areas and benches,
spray-grounds or other water features, and other appropriate amenities as desired by the local
community. For example, the City could consider adding half-court basketball courts, small skate park
elements and other recreation features in the development of new or existing neighborhood parks to
expand recreational opportunities.
In general, Central Point residents believe parks and recreation are essential to the quality of life in the
city. This value holds whether or not residents actually use available park and recreation services.
Residents are also generally satisfied with the number of existing parks and recreation opportunities and
the condition of local parks.
5. Goals & Policies
5.1. Goals & Policies
Taken together, the goals and policies provide a framework for the city-wide Parks and Recreation
Comprehensive Plan Element. A goal is a general statement describing an outcome the City wishes to
provide. Goals typically do not change over time unless community values shift. Policies are more
specific, measurable statements that describe a means to achieving the stated goals. Policies may change
over time. Recommendations are specific actions intended to implement and achieve the goals and
objectives and are contained in other chapters of the Plan.
The Parks Element supports those policies addressing Oregon Statewide Planning Goal 5: Open Spaces,
Scenic and Historic Areas and Natural Resources, and Goal 8: Recreation Needs. The Parks Element
also complies with Oregon Parks and Recreation Department’s 2013-2017 Statewide Comprehensive
Outdoor Recreation Plan (SCORP).
5.1.1. Community Engagement and Communication
Goal 1: Encourage meaningful public involvement in park and recreation planning and
inform residents through department communications.
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Policies
1.1 Support the Parks and Recreation Commission (Commission) as the forum for public discussion of
parks and recreation issues and conduct joint sessions as necessary between the Commission and
City Council to improve coordination and discuss policy matters of mutual interest.
1.2 Involve residents and stakeholders in system-wide planning, park site facility design and recreation
program development and continue to use a diverse set of communication and informational
materials to solicit community input, facilitate project understanding and build public support.
1.3 Support volunteer park improvement and stewardship projects from a variety of individuals, service
clubs, faith organizations and businesses to promote community involvement in parks and recreation
facilities.
1.4 Continue to promote and distribute information about recreational activities, education programs,
community services and events, and volunteer activities sponsored by the City and partner agencies
and organizations.
1.5 Prepare and promote an updated park and trail facilities map for online and print distribution to
highlight existing and proposed sites and routes.
1.6 Implement a comprehensive approach for wayfinding and directional signage to, and identification
and interpretive signage within, park and trail facilities.
1.7 Survey, review and publish local park and recreation preferences, needs and trends periodically to
stay current with community recreation interests.
5.1.2. Recreation Programming
Goal 2: Establish and maintain a varied and inclusive suite of recreation programs that
accommodate a spectrum of ages, interests and abilities and promote the health and
wellness of the community.
Policies
2.1 Expand and enhance the diversity of programs offered, focusing on programs that are in high
demand or serve a range of users.
2.2 Enable programming and services to meet the needs of diverse users, including at-risk communities
or those with special needs.
2.3 Maintain and enhance program scholarships, fee waivers and other mechanisms to support recreation
access for low-income program participants.
2.4 Continue to pursue development of a multi-use community center that provides additional space for
recreation programs.
2.5 Pursue opportunities to develop an indoor aquatic facility and recreation center, potentially in
partnership with other organizations or agencies. Consider financial feasibility and long term
operations needs prior to design or construction of any new facility.
2.6 Implement and support special events, festivals, concerts and cultural programming to promote arts,
health and wellness, community identity and tourism, and to foster civic pride.
CAP071918 Page 107
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2.7 Leverage city resources by forming and maintaining partnerships with public, non-profit and private
recreation providers to deliver recreation services; coordinate with the school district for access to
existing facilities (e.g. schools gymnasiums, tracks, fields) for community recreational use.
2.8 Explore partnership opportunities with regional healthcare providers and services, such as
Providence, Asante and the Jackson County Health and Human Department, to promote wellness
activities, healthy lifestyles and communications about local recreation facilities and the benefits of
parks and recreation.
2.9 Periodically undertake a comprehensive evaluation of existing recreation program offerings in terms
of persons served, customer satisfaction, cost/subsidy, cost recovery and availability of similar
programs via other providers.
5.1.3. Parks & Open Space
Goal 3: Acquire and develop a high-quality, diversified system of parks, recreation
amenities and open spaces that provide equitable access to all residents.
Policies
3.1 Provide a level of service standard of 3.5 acres per 1,000 residents of developed core parks
(community, neighborhood and pocket).
3.2 Strive to provide equitable access to parks such that all city residents live within one-half mile of a
developed neighborhood park.
3.3 Prioritize park acquisition and development in underserved areas where households are more than ½-
mile from a developed park.
3.4 Explore partnership with local utilities, public agencies and private landowners for easements for
parkland, trail corridors and recreation facilities.
3.5 Pursue low-cost and/or non-purchase options to preserve open space, including the use of
conservation easements and development agreements.
3.6 Continue to provide community gardens at suitable sites to provide opportunities for gardening,
healthy eating and social connections.
3.7 Provide and maintain facilities for alternative or emerging sports, such as pickle-ball, disc golf,
climbing and parkour, to offer residents a more diverse range of recreational experiences.
3.8 Coordinate with public agencies and private landowners for the protection of valuable natural areas
and sensitive lands through the purchase of development rights, easements or title and make these
lands available for passive recreation as appropriate.
3.9 Maintain and apply annually for Tree City USA status.
3.10 Manage vegetation in natural areas to support or maintain native plant species, habitat function and
other ecological values; remove and control non-native or invasive plants as appropriate.
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5.1.4. Trails & Pathways
Goal 4: Develop a high-quality system of multi-use trails and bicycle and pedestrian
corridors that connects to regional trails and provides access to public facilities,
neighborhoods and businesses to promote exercise, walking and biking.
Policies
4.1 Coordinate recreational path and trail system planning and development with the City’s and Jackson
County’s Transportation System Plan to provide a comprehensive pedestrian and bicycle network.
Coordinate with Medford’s pathway plans for improved connectivity. Create an updated Pedestrian
and Bike Trails Plan.
4.2 Facilitate and provide improved pedestrian and bicycle connectivity from major shared-use paths,
such as the Bear Creek Greenway, to parks and other destinations.
4.3 Coordinate with the Planning Department and integrate the siting of proposed path and trail
segments into the development review process; require development projects along designated routes
to be designed to incorporate path and trail segments as part of the project.
4.4 Expand the system of off-street trails by utilizing greenways, parks, utility corridors and critical
areas as appropriate; purchase rights-of-way or easements as necessary.
4.5 Partner with local utilities, public agencies and private landowners to secure easements and access to
open space for path and trail connections.
4.6 Implement trail, route and wayfinding signage for trails and associated facilities, informational maps
and materials identifying existing and planned trail facilities.
4.7 Provide trailhead accommodations, as appropriate, to include parking, signage, restrooms and other
amenities.
4.8 Promote the planning, design and implementation of safe pedestrian and bicycle routes during
development review to encourage connectivity to parks, trails, schools and local goods and services.
Safe connections should be required for new construction and retrofitted into older neighborhoods to
promote community health and safe routes to destinations.
5.1.5. Design, Development & Management
Goal 5: Plan for a parks system that is efficient to maintain and operate, while protecting
capital investment.
Policies
5.1 Develop and maintain all parks and facilities in a manner that keeps them in safe and attractive
condition. Repair or remove damaged components immediately upon identification. Maintain and
update an inventory of assets including condition and expected useful life.
5.2 Establish and utilize design standards to provide continuity in furnishings (e.g., signage, trash cans,
tables, benches, fencing) and construction materials to reduce inventory and maintenance costs and
improve park appearance.
CAP071918 Page 109
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5.3 Update the comprehensive Parks and Recreation Parks Element periodically to ensure facilities and
services meet current and future community needs.
5.4 Formulate illustrative master plans for the development or redevelopment of each City park, as
appropriate, to take advantage of grant or other funding opportunities.
5.5 Design parks and facilities to offer universal accessibility for residents of all physical capabilities,
skill levels and age, as appropriate.
5.6 Incorporate sustainable development and low impact design practices into the design, planning and
rehabilitation of new and existing facilities.
5.7 Estimate the maintenance costs and staffing levels associated with the acquisition, development or
renovation of parks or open spaces, and pursue adequate long-term maintenance, life-cycle
replacement and operation funding.
5.8 Develop and maintain minimum design and development standards for park and recreation amenities
within private developments to address community facility needs, equipment types, accessibility,
and installation procedures.
5.9 Update the comprehensive Parks and Recreation Master Plan periodically to ensure facilities and
services meet current and future community needs.
5.10 Promote professional development opportunities that strengthen the skills and engender greater commitment
from staff, Commission members and key volunteers, to include trainings, materials and/or affiliation with
the National Recreation & Park Association (NRPA) and the Oregon Recreation & Parks Association
(ORPA).
5.1.6. Facilities Development Plan:
Goal 6: Develop and implement a comprehensive facilities plan in cooperation and
coordination with surrounding cities/county and school district.
Policies
6.1 Pursue and maintain effective partnerships with public, private and non-profit organizations to
maintain parks and recreation facilities.
6.2 Formalize partnerships through inter-governmental agreements to meet mutual goals and objectives
of all parties.
6.3 Coordinate program efforts with the School District for joint facility development and maintenance
for parks, special event venues, athletic fields and other major facilities to increase availability of
recreational opportunity to nearby residents...
6.4 Collaborate with key stakeholders, land owners and other jurisdictions to identify appropriate and
community-supported trail routes that improve park access and link parks, green space, recreation
facilities and other community destinations.
6.5 Work in partnership with user groups and project proponents to identify and test new recreational
facilities.
6.6 Encourage and pursue mutual cooperation and a “good neighbor” policy with residents and
businesses located adjacent to park facilities, trails and natural open space areas.
CAP071918 Page 110
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6.7 Maintain a strong and active volunteer program with opportunities for citizens to become actively
involved in programs to develop a sense of community pride.
6. Implementation Strategies
The Parks Element (Policy 3.1) establishes a minimum service standard of 3.5 acres of core parks per
1,000 residents. The Parks Element also sets a park and open space goal to strive to provide equitable
access to parks that city residents have access to a neighborhood park within one-half mile. Due to size
requirements for community parks, and areas of the city that are heavily developed, it will be difficult to
locate new community parks within existing developed sections of the City. As annexations and/or new
residential development occur within these urban reserve areas, the City should be prepared to purchase
or negotiate for the protection of developable lands for recreational uses. Efforts to secure future
parklands in these urban reserve areas may require developer incentives, such as density bonuses, to
entice landowners into cooperating to set aside appropriately-sized areas for future use as parks.
6.1. Acquisition Guidelines
As Central Point continues to grow, the park system will need to expand through the acquisition and
development of new parkland to support the growing population. As opportunities to acquire large park
sites may be limited, the City should prioritize available opportunities to secure large sites and/or
multiple adjacent properties. The Parks Master Plan defines specific criteria for parkland acquisition
that includes distribution equity, site suitability and site-specific concerns, such as environmentally
sensitive areas or hazards15.
6.2. Design And and Development Guidelines
The establishment of park design and development standards with predetermined requirements for
consistency and quality of site amenities creates a unifying identity and enhance park maintenance
efficiencies. Shared design standards and amenities, such as signage, helps unify the park system, but
each park should retain its own unique character. The shape and size of the land, the layout of circulation
and location of key features, the styles, types and colors of play equipment, and design of park structures
should be park specific and highlight the character of the park in its local context. The Parks Master Plan
provides minimum site design considerations for core parks, open space and natural areas, special use
facilities and trails16.
6.3. Funding Options
The goals and policies that guide the identification of proposed future projects for future park and
recreation service delivery the City will require significant resources for successful implementation.
Given that the operating and capital budget of the Department is limited, additional resources will be
needed to leverage, supplement and support the implementation of proposed policies, programs and
15 Central Point Master Plan, pp 165, Appendix F: Site Acquisition & Development Standards. 16 Central Point Master Plan, pp 169, Appendix F: Site Acquisition & Development Standards.
CAP071918 Page 111
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projects. The Parks Master Plan provides detailed list of acquisition tools and methods that include local
funding options, grants, donations, bonds and partnerships17.
6.4. Project-Level Options
Project-level options are discrete actions in support of individual parks, projects or programs. Actions at
the project-level are most effective through coordination and partnerships that leverage resources to the
benefit of the community. Project-level actions include acquisition of individual parcel(s) for park
development, maintenance of park facilities, volunteer and community-based activity, and monetary
support through donations, grants or sponsorship.
6.5. System-Wide Options
Although a variety of approaches exist to support individual projects or programs, the broader
assessment of community needs suggests that additional, dedicated system-wide funding may be
required to finance upgrades to and growth in the parks system. The inventory and assessment of the
park system identified a backlog of deferred maintenance and ADA enhancements that must be
addressed to ensure the provision of a safe, secure and accessible park system.
6.6. Enhancing Communications & Outreach
Many of the Parks Element recommendations will require the continued execution of effective
communications and outreach. Promoting the City’s park, recreation and trail system will require
broader marketing and outreach that entails a combination of better signage, more public news coverage,
enhanced wayfinding, enhanced user maps and information, expanded use of engaging social media, and
intuitive website/online resources.
6.7. Capital Improvement Planning
The Capital Improvement Plan (CIP) lists all park and facility projects considered for the next 20 years.
The majority of these projects entail the development of parks and facilities, renovating or repairing
existing park amenities and improving ADA access to amenities. Based on survey results and other
feedback, Central Point residents have indicated an interest in park upgrades and trails as near-term
priorities, and the proposed CIP is reflective of that desire.
17 Central Point Master Plan, pp 153, Appendix E: Funding Options & Other Tools.
CAP071918 Page 112
Resolution
Lease of Vacuum Truck
CAP071918 Page 113
City of Central Point
Staff Report to Council
ISSUE SUMMARY
MEETING DATE: July 19, 2018
SUBJECT: Authorize City Manager to Execute the Lease Agreement with KS State Bank for
the Purchase of a Vacuum Truck
STAFF MEMBER: Steve Weber
DEPARTMENT: Finance
ACTION REQUIRED:
X Motion
__Public Hearing
__Ordinance 1st Reading __Ordinance 2nd Reading
X Resolution
__Information/Direction
__Consent Agenda Item
__Other
RECOMMENDATION:
X Approval
__Denial __None Forwarded
__Not applicable
Comments:
BACKGROUND INFORMATION:
The lease purchase of a new vacuum truck was included in the City’s 2017-19 biennial budget.
The City has received a 5-year lease proposal from KS State Bank for the purchase of the vacuum truck through Owen Equipment. The payment schedule has been included as Exhibit A and falls
within the amount budgeted. KS State Bank is requesting the adoption of a resolution approving
the payment schedule and authorizing the City Manager to execute the contract. The attached
resolution meets their request.
FINANCIAL ANALYSIS:
The initial lease payment has been included in the City’s 2017-19 biennial budget and each
subsequent annual lease payment will be included in future City budgets.
STAFF RECOMMENDATION:
Make a motion to approve the resolution as presented.
RECOMMENDED MOTION:
• I move to approve Resolution No. _____ a resolution authorizing the City Manager to
execute the lease agreement with KS State Bank for the purchase of a vacuum truck.
ATTACHMENTS:
Resolution Exhibit A – Payment Schedule
CAP071918 Page 114
RESOLUTION NO. _______
A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE
THE LEASE AGREEMENT WITH KS STATE BANK FOR THE PURCHASE
OF A VACUUM TRUCK
RECITALS:
A. The Central Point City Council deems it appropriate to acquire one (1)
Vactor 2100i PD 16” Vacuum Truck through a lease purchase
agreement with KS State Bank.
The City of Central Point resolves as follows:
Section 1. Determination of Need. The City Council has determined a true and very real need exists for the acquisition of one (1) Vactor 2100i PD 16” Vacuum Truck through a five
year lease agreement (Contract) dated July 10, 2018 between the City of
Central Point, Oregon and KS State Bank.
Section 2. Approval and Authorization.
The City Council has determined that the Contract, substantially in the
form presented to this meeting, is in the best interests of the City for the
acquisition of one (1) Vactor 2100i PD 16” Vacuum Truck, and the City Council hereby approves entering into the Contract by the City of Central
Point and authorizes the City Manager to execute and deliver the Contract
on the City of Central Point’s behalf with such changes thereto as such
person deem appropriate, and any related documents, including any
Escrow Agreement, necessary to the consummation of the transaction contemplated by the Contract.
Passed by the Council and signed by me in authentication of its passage this
_____ day of July, 2018.
__________________________
Mayor Hank Williams
ATTEST:
_____________________________
City Recorder
CAP071918 Page 115
Business
Council Appointment
CAP071918 Page 116
City of Central Point
Staff Report to Council
ISSUE SUMMARY
MEETING DATE: July 19, 2018
SUBJECT: City Council Appointment
STAFF MEMBER: Mayor Williams
DEPARTMENT: Council
ACTION REQUIRED:
_X_Motion
__Public Hearing
__Ordinance 1st Reading
__Ordinance 2nd Reading
__Resolution __Information/Direction
__Consent Agenda Item
__Other
RECOMMENDATION:
_X_Approval
__Denial
__None Forwarded
__Not applicable
Comments:
BACKGROUND INFORMATION:
Kelly Gieger resigned from the City Council in April. The City Recorder has advertised the vacant position in the City Newsletter, on the City Website and social media, as well as the Mail Tribune. We received six applications for the vacant At-Large Council position.
Mayor Williams and City Manager Chris Clayton invited three of the applicants to interviews at City
Hall. One applicant decided it was not the right time for him to seek the position and declined the interview invitation.
The two applicants that were interviewed are:
Michael W. Parsons – Mr. Parsons is a CPPD VIPS volunteer and volunteered for The Meadows Community Homeowners Association. He values Livability and safety.
Carrie Reed – Mrs. Reed has a background in Finance and running a business. She is interested in
bringing art, culture and great food to Central Point
Other applicants were: Jennifer Boardman, past City employee; Pamela Allister; Gustavo Parbo III;
Mayor Williams will present his recommendation at the July 19, 2018 City Council meeting.
CAP071918 Page 117
RECOMMENDED MOTION: I move to appoint ________________ to the Central Point City Council At-Large Position with a
term to expire December 31, 2020.
ATTACHMENTS:
Applications for City Council At-Large vacant position.
CAP071918 Page 118
City of Central loint, Oregon
140 S 3rd Streeg Central Point, OR 97502
54 1.664.3321 Fax 54 1.664.6184
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Name:
Administrat¡on Department
Chris Cla¡on, City Manager
Deanna Case¡ City Recorder
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APPLICATION FOR APPOINTMENT TO CITY COTINCIL
AT-LARGE POSTION
Date:
Address feætt*Ð Pl a/
Home Phone:Business Phone: L"
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celPhone, 54/- Email;"pJ ,'Ailh",'1"
Are you a registered voter with the State of Oregon? Yes Y' No
Have you been a city resident for at least 12 months? Yes No
Council meetings are the second and fourth Thursdays of each month at7:00 pm. In addition the
third Monday of each month is a Study Session which starts at 6:00 pm dinner is provided.
Council members are automatically members of the Development Commission which meets
periodically throughout the year, usually prior to a regular Council meeting.
They are also members of the City Budget Committee which meets in April, these meetings start
at 6:00 pm, dinner is provided.
Will any of these meetings cause a hardship for you to attend? Yes
-
Uo X
This position expires l2l3l/2020. At that time if you wish to remain in office you will be
required to run in the local election.
Please be advised thøt memberc of the Cíty Councíl ure required to jile øn Annual Verified Statement
of Economíc Interest wíth the State of Oregon. A sample reportingform cun be providedfrom the Cíty
Recorders Olfice øt 140 S. Thírd Street, indicating the type of informatíon that you wiII he required to
dìsclose ifyou are appointed
Empl oyment, Professional, and volunteer b ackground :
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CAP071918 Page 119
Cenfial Point Council Vacancy Application
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questlons.
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Central Point Council Vacancy Application
Page 3
5. Council members are encouraged to participate on a variety of committees inside and
outside the Cþ. Are there any projects or committees you would be interested in
participating on?8 ¿çr.y Pr¿l' *
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6. Do you anticipate any conflicts of interest if you are appointed to the council?
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My signature afñrms that the information in this application is true to the best of my knowledge.
I understand that misrepresentation and/or omission of facts are cause for removal from any
council, advisory committee, board or commission I may be appointed to. All information
/documentation related to service for this is subject to public record disclosure
Signature -foate: ^J ü-/1,-&"2Ð &
Please return this application to City Recorder Deqnna Casey by May 31, 2018
to be consideredfo, the open City Council position.
CAP071918 Page 121
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CAP071918 Page 122
Ciry of Central Poinq Oregon
1,10 5 3rd Street Central Poínq OR 97502
S,11.óé,f.3321 FÀx 54 l.ó64-ó3&t
le¡¡¿*ce[Rlpgi$ple&onsgy
Nan:¡e:
POINT*r 2r:r:tt
APPLICATION FOR APPOTNTMENT TO CITY COUNCIL
AT-LARGE POSTION
Date:
Administragon Department
ChrÍs Ch¡on. City Manrger
Deann¿ Cese¡r, Cþ Rccorder
,"}
Address:¡tJ /
Flome Phone:Busine.s.s Phone:
Cell Phonc:Email:
Are you a registered voter with thc State of Oregon? V"s X . No
Flave you been a eity resiclent f-or at least l2 months? yes No
Council m€etings are the second and fourth Thursdays of eack monrh at 7:00 pm. tn addition thethird Monday of each month is a Study Session which srßrts at 6:00 pm dimeiis provitied.
eouncil members ars automâticaily menrbers of the Developnrent Comnligsión which rnectsperiodically throughout ilre ycarn usuatly prior to a regular cuuncil meeting.
They are alss rncrnbers o{ rhe City Budget Comrnittec which meets in Apr;|, these mcetings startat 6:00 pm, dinner is provided"
will any of thcse meetings cause a hardship for you to attcnrtr? ycs -.-- lio -{
Thic position expires l2l3tl2û2t At thut ffme if ¡"ou wish to rcmain in office you will berequired to run Ín the local election.
Em pl o1'rtre n t, Professio n a l, and vo lunteer back ground :
-rrt jto )'lî]c'" i/¿ b
Cornmunity aflï liarions and activities:
Ptrea,re he advi.sed rhüt me¡¡berc of the Cìtt Coarcil gre rcquired tofrle gll .4nntal Vetîficú SlalemenlØlEconomit [nlerest wíth the Stafc otOregon A sampìe reportlng.fon,CßN beprovídedfrøm the CítyRecorcl¿rs Afiice ct T40 .s.fhìrl Sfteet,iudícøllng lhe type ofìnform&íoæ that!0u wíllbe requìred to
dîsclose ctte
CAP071918 Page 123
Carrie Re€d
From:
Sent
To;
Subiecl
Carrie Reed <caniereed@charter.net >
Tuesday, June 05, 2018 7:50 AM
ca niereed@charter.net
Employment Professional, and volunteer background:
Emp I oyrnent, Profess icnal, âíd vo I unteer bac kgnrund .
I graduated lrorn the University of Cental Rorida with a Bachelors degree in Folitical Science. I began my
banking career just ot¡t of high schoot and eontinued dorvn that path througlr and efter college. During my time
in banking I held many positions, beginning in a branch setting, working behind the sccnes in chesk operations,
completing a one year management program, rvorkíng with home builders and devefopers br lines of credit,
and working with small to mid sized busiuesses for lendiag and other banking Íe€ds.
ln 2003 t trained to become a real estate appraiser working for ¿ mid sized firm in Ortando,Fl. t rnoved home to
Central Point ín Ìvf¿rch of 2005 and estrblished my orvn small hrm Reed Appraisal, fnc. rvhich remains active.
I was also involved in starting and operating Crater Towíng & Recovery- The company r,'iras formed in 200ó. f
sold my interest in the cornpany in ?013. The compony remains in operation today.
Over the years I have participated in a vaniety of volunteer positions" I havc rvorked rvith Junior Achíeve¡nenf,
Girl Scouts, and Crater High School.
Cornnnunity affi liations and activities:
Since my return to Southern CIregon I have volunteered a Girl Scout troop leadcr in Cenrral Poir¡t fiom 2OO7-
2014 and scrved as a volunteer cheer coach at Craþr High School from 2015 on. Overthe last two years I have
been active with the St^ Mary's life comminee for St. Mary's School in Medford.
Previous appointmen8, ofüces...
I have not held any public appointrnents or offices.
Additional background infbrnratiorr.
l- [ have long been intercsted irr becorning involved at the loca! Ievcl of city government. i worrld like to
do rny pafi in rnaking the rvsrld a better place for the present and the future. t bring experience in
fin¿nce and running a business to the table, t ofl'er my ability to work well in team settings. I have st6ng
attentÍon to detail but also the ability to see the big pícture"2. I think one of the biggest hurtles a small ciry like Centrat Point faces is managing grorvth and change.
We live in a beautiful area wrth a mild climate and growth is inevit¿bte. Maintaini¡g a strong sense of
community and identity while allowing for expansion can be challenging bur I do believe it's
achievable.
3" I am excited at the progress {'ve witnessed in Central Point over the years. The art corridor and the
improvements to Pine Street are laying the foundation for the type of growth I'rn interested in. I rvould
like to see this directiort continue rvith focus on bringing art, culture, and great food to our town.
I
CAP071918 Page 124
4. I am an Oregon natíve and I gradutted from Crater Higb School. tr lived in Florida for l3 years prior ro, retu¡ning to Southern Oregon. This has given rne firsf hand experíence living in small communities and
large metropolitan cities. I tove the Rogue Valley and am co¡nmitted to doing my part to help shorvcase
all that it has to offer. I appreciale your consideration.
Sent frorn rny iPad
2
CAP071918 Page 125
Central Point Cor¡neil Vacancy Application
Page2
Previous appoinanelrts, offices, or activities :
As additional background for rhc Mayorard city conncil, please answer the following
questions.
l. Please explain why you arc inte¡estcd in the appointrnent aad what TN, tr a City Council
mernbcç urould offer to the conrmunity.
\gV ¡1 ¡-t¡,lul¿l:
2- Dcscribe rvhat you believe are the major cencerÍls of the City residents and businesses.How do yor¡ think rhsse cormefüs sho¡rld be mee?
3- Please explain what you think the Cify could do or accomplísh to improve the Ciry
4' Provide any additional infornration or comüeflts rvhìch you bclievc wilt assist thcCouncil in consideriug your application.
CAP071918 Page 126
Cenüal Point Council Vacancy Applicatirln
Page 3
5. Council membcrs are eîcouraged to pårÉieipate on a variety of committees inside and
outside the City. Are there any projecfs orcomlnitfees you would be intcrested in
participuing on'l
îO # 'ttl'*"X,i?/t*^ / lirvt rÌ'.fiþI[¿.!I Ê'$
lt'r ut:¿L¡+tt û.¿ , íKÞtwr?/ír-v :í t,ßíüfJ L
{2,J ¡ iJt*h!, tiLtlV ;¡ t NLt -r L¿-l A¿ ínz ptç/,
6. Do you anticipate any conflicts of interest ifyou are appointed to the corrncil?
, !i-,
;rJ :,_,
cation is true to tlre bcst of my knotvledge.
af factç are cäilse for removal from anyI mny be appointed ro. All irrfor¡nation
is subject to public record disclosurc.
ir
Signature;Date:l-\1I
Pleose relurn thhr applicaliott Io Cíy Recorder Deanna Carcv by Ãrtay S I , 2018
ta he consÌcter"edþt-tlze open Cíty Council posítíon.
CAP071918 Page 127
Ç_iqy_ of Cent¡{ P-oint O¡egg¡
140 S 3rd Street, Central Point, OR 97502
54 1,664.3321 Fax 5,11.664.6384
www.centralpointoreton.tov
Name:
Addressr
Home Phone:
Cell
c
Iegon
APPLICATION FOR APPOINTMENT TO CITY
AT-LARGE POSTION
mi.¡i slratio¡ D epqrtry¡ e_ng
Date:
Phone:
Email:
Are you a registered voter with the State of t/Yes
Have you been a city resident for at least 12 months? Yes No
Council meetings are the second and fourth Thursdays of each month at 7:00 pm. In addition the
third Monday of each month is a Study Session which starts at 6:00 pm dinner is provided.
Council members are automatically members of the Development Commission which meets
periodically throughout the year, usually prior to a regular Council meeting.
They are also members of the City Budget Committee which meets in April, these meetings staft
at 6:00 pm, dinner is provided,
Will any of these meetings cause a hardship for you to attend? Yes No
This position expires l2tlll2020. At that time if you wish to remain in office you will be
required to run in the local election.
Pleøse be advìsed thøl members of the Cíty Council are requìred totìle an Annusl VeriJìed Støtenent
ol Econonúc Interest with the State of Oregon. A sample reporllng fornt cøn be provìded from rhe Cìty
Recorders Olfice at 140 S. Third Streel, ìttdìcatíng tlrc type olínþrmøtìon thal yon wìll be requìred to
dísclose.if you ue oppointed.
and volunteer
No
at Úb
vþrøoü (¿
,þ/
and
ez/n¿fu
/)2/4-
,¿a,+rail
CAP071918 Page 128
Central Point Council Vacancy Application
Page2
or acti
er, would offer to the communi
þ/,( þ/4
nþ2( þ///lry
a4
As additional background for the Mayor and City Council, please answer the following
questions.
l. Please explain why you are interested in the appointment and what you, as a City Council
0e
2, Describe what you
How do you think
City
¿'r7
and businesses,
ln¿7/ør¿
3. Please explain
Mtul-
þ
4. Provide any additional information or comments which you believe will assist the
CAP071918 Page 129
{
Central Point Council Vacancy Application
Page 3
5, Council members are encouraged to participate on a variety of committees inside and
6. Do you
My signature afftrms that the information in this application is true to the best of my knowledge.
I understand that misrepresentation and/or omission of facts are cause for removal from any
council, advisory committeeo board or commission I may be appointed to. All information
/documentation related to service for this position is subject to public record disclosure.
Signature o*", J-/b -/f
Please rehrn this applicatíon to City Recorder Deanna Casey by May 3l,, 2018
to be consideredþr the open City Council position.
CAP071918 Page 130
Point, Oregon
140 S 3rd Street, CentralPoint, OR 97502
541.664.3321 Fax 541 .664.6384
www.ce ntralpo i ntorego n.gov
Chris Clayton, City Manager
Deanna Casey, City Recorder
Admi
APPLICATION FOR APPOINTMENT TO CITY COUNCIL
AT-LARGE POSTION
Name FhuËL4 "FA)qn 4tuSlg¡l_Date; Ö5'31- 2Ol8
Address: /4*tVZA ilt TA,ST,?zsoz
HsrncÈtrone
Cell Email
Are you a registered voter with the State of Oregon? Yes x No
Have you been a city resident for atleast 12 months? Yes No
Council meetings are the second and fourth Thursdays of each month at7:00 pm. In addition the
third Monday of each month is a $udy Session which starts at 6:00 pm dinner is provided.
Council members are automatically members of the Development Commission which meets
periodically throughout the year, usually prior to a regular Council meeting.
They are also members of the City Budget Committee which meets in April, these meetings start
at 6.00 pm, dinner is provided. '
Will any of these meetings cause a hardship for you to attend? Yes No X
This position expires 1213112020. At that time if you wish to remain in office you will be' required to run in the local election.
Please be advßed that members of the Cìty Councíl are requíred to file øn Annuøl Veritïed Støtement
of Economíc Interest with the Støte of Oregon, A sample reporting form can be provídedfrom the City
Recorders Offrce at 140 S. Thírd Street, índícøting the type of informatíon that you wíll be required to
dísclose are
Empl oyment, Profes si onal, and volunteer b ackground :
,0ofYj
ãNECÞT|VÈ D¡Lscrör|\ sN4r{tr Kru E['¿ ALL tÞNbE /Jo\v)oeuo uorKs '.oDN?MØFtf .r.7Dv*t- 7csctr '=rLs ôoLrhs€¡Lo rè r ?o,È.'ïôwNsFlDÞ, @ a)?EúELA?MtsrJ1 -av6,ï¿t t.[ôs 7SvVctcuS€. tö ñ. êèoeeg'&¿l.JELL
_Community affrliations an S1,ÞTç. U "Ro-[-*e-y g,,ttex n o, )ft o
¿2NtTæ Þ tr+y. Auuoc
FOU NV a--F-,. Ft#T U en p f-o o DFouNÞe Lrp ôrda bl_e_lbus,n1
Cnupa\qrì Mq. ) ,99o(¿ôs+)CAP071918 Page 131
Central Point Council Vacancy Application
Page2
l.
?,
Previous appointments, offi ces, or activities:
Ft+ux rJ o tqn+¿ er À"hu chqs
lrlo fu"rL¿rrs qppr\r+Ynsn*s ov- oç+¡cp5
As additional background for the Mayor and City Council, please answer the following
questions.
2. Describe what you believe are the major concerns of the City residents and businesses.
1. Please explain why you are interested in the appointment and what you, as a City Council
member. would offer to the community. -As R hornl.r owÑúfr¡lhnIàø
Ll€_à
How do you think these concerns should be met?
fr++o;dq [t.,¿ hor(sàn l ] urÞcn tþ4ll hoil6r n qdettdapVâ'tT
:ilîåJiä äi::iïiläs + ot" RPrslrì¿+
ßtts sørvre¿ *hrq @n\+q.t lãrr>þ loL*Glrnì0+ $
ÞoruSclrrlæ ÉÈK
3.
4
J.6
1.
4. Provide any additional information or comments which you believe will assist the
Council in considering your application
ögen Mrnòe ô,
CaÑ S er¿A¡fr V
Slvo rl-, I orq
CAP071918 Page 132
Central Point Council Vacancy Application
Page 3
5. Council members are encouraged to participate on avariety of committees inside and
outside the City. Are there any projects or committees you would be interested in
participating o"l
ßuòqo+
6. Do you anticipate any conflicts of interest if you are appointed to the council?
t"lo ttl¿
My signature affirms that the information in this application is true to the best of my knowledge.
I understand that misrepresentation andlor omission of facts are cause for removal from any
council, advisory committee, board or commission I may be appointed to. All information
/documentation related to service for this position is subject to public record disclosure.
Date.0s'3\-A,dtr
Please return this application to City Recorder Deanna Casey by May 31, 2018
to be consideredfo, the open City Council position.
CAP071918 Page 133
CAP071918 Page 134
!t
C¡ty of Central Point, Oregon Administration
140 S 3rd Streeq Central Point, OR 97502
54 I .664.3321 tax 54 1.6&4.6384
www.centralpoi ntoregon.gov
Name:
Chris Clayton, City Manager
Deanna Casey, City Recorder
APPLICATTON FOR APPOTNTMENT TO CITY COI-INCIL
AT-LARGE POSTION
âr¡srn/o A^ ?ne-no:ff Date: OO "Cz(a - ïG
Home Phone: Business Phone:
Cell Phone: "Email:
Address
Are you a registered voter with the State of Oregon? Yes No
Have you been a city resident for at least 12 months? yes No
council meetings are the second and fourth Thursdays of each month at7:00 pm. In addition thethird Monday of each month is a Study Session which starts at 6:00 pm dinner is provided.
Council members are automatically members of the Development Commission which meets
periodically throughout the year, usually prior to a regular Council meeting.
They are also members of the City Budget Committee which meets in April, these
at 6:00 pm, dinner is provided.
will any of these meetings cause a hardship for you to attend? yes No
This position expires 12/3112020. At that time if you wish to remain in office you will be
required to run in the local election.
.
PIease be advßed that rqembers of the C¡ty Councíl ate requíred to-liIe an Annual Verílìed StatementofEconomìcInterestwìththeStateofOregon.Asample reportìngform can beprovídedfrom the C¡ry
Recorders Offrce at I40s.Thìrd Streel,ìndícatíng the type ofinformation thatyou wílI be requíred to
dßclose are
CAP071918 Page 135
Central Point Council Vacancy Application
Prye2
Previous appointments, offices, or activities
{
Lrtrls 4ffiPÉc$fu"'-tr ae \f{ät Ç n-\o.r--
N/+
As additional background for the Mayor and City Council, please answer the following
questions.
2.
3. Please explain what you think the City could do or accomplish to improve the City>4Qæa-
Ca'vvfL Çìtæ
Øtuy.t*e
@t{-^lQsnw
ñ^ Ur.4F.1
4. Provide any additional information or comments which you believe will assist theCouncil in your application.
@æ,
f H*Ve f "*=<*\ À
l/g*É-T @>
rlG
- Ø++ ftcaz, fu'ff le' t !\'r--CAP071918 Page 136
Central Point Council Vacancy Application
Page 3
5. Council members are encouraged to participate on a variety of committees inside and
outside the City. Are there any projects or committees you would be interested inparticipating""?-l\mTF\f,^/r-Tt*. \}-..*: @4æÞ
fw- C.4-*rÌ\ 'f ç"q€æ Õe- cs;-ìA€--
6. Do you anticipate any conflicts of interest if you are appointed to the council?
Nr + b€ebártcâE d:n-'- W loo
¿'¿cnr\-,-n^--€ãÃErâ T fß'V @'/'
My signature affirms thatI understand that mi
council, advisory
/documentation related to
Signature
for this position is subject to public record disclosure
Date: 06'ôb $:1lg
rhiln lsication totrue bestthe ofappl my knowledge.
omlsslonand/or factsof causeare removalfor from any
orboard Icommlsston be to llA informationmayappointed
Please return this application to City Recorder Deanna Casey by May 31, 20Ig
to be considered"fo, the open City Council position.
CAP071918 Page 137
Discussion
LOC Legislative Priorities
CAP071918 Page 138
City of Central Point
Staff Report to Council
ISSUE SUMMARY
MEETING DATE: July 19, 2018
SUBJECT: LOC Policy Committee Priority Ballot
STAFF MEMBER: City Manager Chris Clayton
DEPARTMENT: Administration
ACTION REQUIRED:
_X_Motion
__Public Hearing
__Ordinance 1st Reading __Ordinance 2nd Reading
__Resolution
__Information/Direction
__Consent Agenda Item
__Other
RECOMMENDATION:
_X_Approval
__Denial __None Forwarded
__Not applicable
Comments:
BACKGROUND INFORMATION:
Each Oregon city is being asked to review the recommendations of the LOC policy committees and
provide input to the LOC Board of Directors as it prepares to adopt the League’s 2019 legislative
agenda. We have until August 3rd, 2018 to submit our official response.
The Council will discuss the list of priorities and provide feedback to staff on four priorities that the City of Central Point would like to see LOC concentrate their efforts on in 2019.
RECOMMENDED MOTION:
I move to direct the City Manager to provide the League of Oregon Cities with our top legislative
priorities as ___, _____, _____, and ____ for 2019.
ATTACHMENTS:
Survey from LOC
CAP071918 Page 139
June 6, 2018
Dear Chief Administrative Official:
For the past three months, eight policy committees have been working to identify and propose specific actions as
part of the League’s effort to develop a pro-active legislative agenda for the 2019 session. They have identified
legislative objectives as set forth in the enclosed ballot and legislative recommendation materials. These objectives
span a variety of issues and differ in the potential resources required to seek their achievement. Therefore, it is
desirable to prioritize them in order to ensure that efforts are focused where they are most needed.
While the attached ballot reflects the top policies developed in each of the policy committees, each undertook a
broad look at a range of issues impacting cities. Many issues reflect the League’s ongoing mission to support
cities’ work and their home rule authority to develop and use a variety of tools to meet the needs of residents but
were not included in the ballot. Additional issues, such as addressing the housing shortage and the opioid crisis,
are multifaceted and did not fit concisely into policy priorities. However, they remain as work the League intends
to accomplish as it works with large groups of stakeholders in search of solutions.
Each city is being asked to review the recommendations of the policy committees and provide input to the LOC
Board of Directors as it prepares to adopt the League’s 2019 legislative agenda. After your city council has had the
opportunity to review the proposals and discuss them with your staff, please return the enclosed ballot indicating
the top four issues that your city council would like to see the League focus on during the 2019 session. The
deadline for response is August 3, 2018. The board of directors will then review the results of this survey of
member cities, along with the recommendations of the policy committees, and determine the League’s 2019
legislative agenda.
Your city’s participation and input will assist the board in creating a focused set of specific legislative targets that
reflect the issues of greatest importance to cities. Thank you for your involvement, and thanks to those among you
who gave many hours of time and expertise in developing these proposals.
Do not hesitate to contact me or Craig Honeyman, Legislative Director, with questions.
Sincerely,
Mike Cully Craig Honeyman
Executive Director Legislative Director
P.S. If you are reviewing the hard copy of this ballot and would like to view the linked material please visit the
following web address and click on the links there:
http://www.orcities.org/Portals/17/Legislative/2019PolicyBallotInformation.pdf
CAP071918 Page 140
INSTRUCTIONS
1.Each city should submit one form that reflects the consensus
opinion of its city council on the top four legislative priorities for
2018.
2.Simply place an X or a check mark in the space to the left of the
city’s top four legislative proposals (last pages of the packet).
3.The top four do not need to be prioritized.
4.Return by August 3rd via mail, fax or e-mail to:
Jenna Jones
League of Oregon Cities
1201 Court St. NE, Suite 200
Salem, OR 97301
Fax – (503) 399-4863
jjones@orcities.org
Thank you for your participation.
CAP071918 Page 141
City of: _________________________________
Legislation
A.9-1-1 Tax
B.Annexation Flexibility
C.Auto Theft
D.Beer and Cider Tax Increase
E.Broadband Infrastructure
F.Carbon Cap-and-Invest Program Adoption
G.City Comparability for Compensation
H.Green Energy Technology Requirement Changes
I.Infrastructure Financing and Resilience
J.Least Cost Public Contracting
K.Local Control Over Speed Limits on City Streets
L.Lodging Tax Definition Broadening
M.Mental Health Investment
N.Permanent Supportive Housing Investment
O.PERS Reform
P.PERS Unfunded Liability Revenue Stream Dedication
Q.Place-Based, Water Resource Planning (Program Support)
R.Property Tax Reform
S.Qualification Based Selection (QBS)
T.Right-of-Way and Franchise Fee Authority
U.Safe Routes to School Match
V.Small Area Cell Deployment
W.Speed Cameras
X.Speed Limit Methodology
Y.Third Party Building Inspection
Z.Tobacco Taxes Share Increase
AA. Waste Water Technical Assistance Program
BB. Wetland Development Permitting
CC.Wood Smoke Reduction Program Support
In addition to your ranking of the priorities shown above, please use this space to provide us with
any comments (supportive or critical) you may have on these issues, or thoughts on issues or
potential legislative initiatives that have been overlooked during the committee process.):
Please check or mark 4 boxes with an X that reflects the
top 4 issues that your city recommends be added to the
priorities for the League’s 2019 legislative agenda.
CAP071918 Page 142
A. 9-1-1 Tax
Legislation:
Support legislation enhancing the effectiveness of the state’s emergency communications system by
increasing the 9-1-1 tax and/or seeking other sources of revenue and prohibiting legislative “sweeps” from
emergency communications accounts managed by the Oregon Office of Emergency Management.
Background:
The League worked with other stakeholder groups in 2013 to extend the sunset date on the statewide 9-1-1 emergency communications tax to January 1, 2022 (HB 3317). In 2014, the League also worked to pass
legislation including prepaid cellular devices and services under the 9-1-1 tax (HB 4055). As concerns
mount with regard to disaster preparedness and recovery and as upgrades to communications technology become available, it is apparent that state and local governments do not have the resources necessary to
address challenges or take advantage of opportunities (see an analysis in the League’s 2018 State Shared
Revenue Report, here, and the Oregon Office of Emergency Management’s “Emergency Communications Tax” webpage, here. Additional funding is needed and the practice of periodically sweeping funds out of
the state’s emergency management account for other uses must cease. It is worthy of note that the practice
of “sweeps” disqualifies the state from receiving federal funds for emergency communications. It is unknown how many federal dollars have been foregone as a result of this policy.
Presented by the Telecom, Broadband & Cable Committee and endorsed by the Finance & Taxation Committee
B. Annexation Flexibility
Legislation:
The League will work to increase the flexibility for cities to annex residential areas and to encourage voluntary annexations, with a primary focus on improving the island annexation process.
Background: There is a significant disconnect between the state’s land use process and the process of annexation, which
has created issues for a variety of cities. The annexation process requirements are particularly difficult for
areas known as “islands”. Even though cities can involuntarily annex islands, most cities have adopted a policy to only engage in voluntary annexation. This has left significant islands un-annexed. In addition,
waiting for surrounding properties to voluntarily annex often means the process and order of annexation does not necessarily match the plans for infrastructure development. Unannexed lands remain on the buildable land supply but much of it will contain some level of development that was approved by the
county, but is often underdeveloped when compared to the comprehensive plan.
However, there have been bills that have been introduced over the last few sessions that aim to make non-
voluntary annexation more difficult (see e.g., HB 2039 and HB 2040). As these bills have gotten hearings, the League has taken the opportunity to discuss how annexation and land use are very disconnected. This
is particularly of interest as interest in housing development remains at the top of the list of legislative
priorities. If local governments have greater control over the annexation process and can better incentivize voluntary annexation, they can better meet the development expectations of the land use system and their
comprehensive plans. It also assists in the orderly development of infrastructure.
Tools that were recommended to consider included partial island annexation in residential areas, relaxation
of the limit of 10 years to bring a property fully onto the city’s property tax level, changing the boundary
requirements for islands, and looking at how the withdrawal of special district territory can be better regulated.
Presented by the Community Development Committee
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C. Auto Theft
Legislation:
Address the deficiencies in the Unauthorized Use of a Motor Vehicle statute that were created after an adverse court ruling. Background: A 2014 Oregon Court of Appeals ruling requires that prosecutors prove beyond a reasonable doubt that a
person driving a stolen car knew they were in violation of the law prohibiting the unauthorized use of a motor vehicle. Because of this ruling, unless confesses to the crime, obtaining a conviction for stealing a
car is near impossible. The National Insurance Crime Bureau’s 2017 “Hot Spots” report stated that
Oregon experienced a 19 percent increase in auto theft over 2016. News stories on this issue may be found here, here and here.
Because of the ruling, auto theft has increased exponentially across rural and urban Oregon. A legislative fix was proposed in 2018 and was generally agreed to but was never voted on by either chambers due to
the fiscal impact it would have on the state. A copy of the legislation can be found here. This issue was
brought to the Committee by a representative of the Oregon Association of Chiefs of Police and they have requested the League’s supported in seeking to fix this issue. Of particular concern to the General
Government Committee was the fact that vehicles being stolen tend to be older cars and trucks that are
more likely to be owned by people of more modest means who would be unable to readily replace their vehicles without considerable impact.
Presented by the General Government Committee
D. Beer and Cider Tax Increase
Legislation:
The League proposes increasing the state taxes on malt beverages and cider to assist with rising public
safety costs, improve public health, reduce alcohol consumption by minors, and provide alcohol tax equity
with wine and liquor.
Background:
Oregon’s tax has not been increased since 1978 and is currently $2.60 per barrel which equates to about 8
cents on a gallon of beer. The tax is by volume and not on the sales price. (Yes, the bottle deposit is 60
cents and the tax is only about 4 cents on a six-pack!) Oregon is tied with Kentucky for the lowest beer
taxes of all states (see page 98 in link). To get to the middle, Oregon would need to raise the tax to 80
cents per gallon (10-fold increase). Cities are preempted from imposing alcohol taxes. In exchange, cities
receive approximately 34% of the state alcohol revenues (see page 9 in link)(beer and wine taxes, license
fees, and liquor profit sharing) as state shared revenues. However, because the tax is so small on beer, the
share is also small. The beer tax brings in only about $7 million per year state-wide; thus, the city share is
about $2.3 million of the total shared revenues. The total share for cities for all alcohol-based state shared
revenues is estimated at over $86 million. The League anticipates that excise tax increases including those
on alcohol will be a part of revenue package discussions in 2019, and the League sees this concept as an
important leveraging tool.
Presented by the Finance and Tax Committee and endorsed by the General Government Committee
CAP071918 Page 144
E. Broadband Infrastructure
Legislation:
Seek additional state support and funding for increased and equitable broadband infrastructure
deployment, especially in rural areas. Oppose legislative efforts to restrict existing municipal authority to provide broadband services.
Background: The deployment of broadband and telecommunications networks and services (public and/or private)
throughout Oregon is critical to economic development, education, health and safety and the ability of
residents to be linked to their governments. Mapping research shows large areas of the state either not served or underserved by competitive broadband technology. A significant barrier to the deployment of
broadband infrastructure is funding. Cities need additional funding and support from various sources,
including the state and federal government, allocated for increased or new broadband infrastructure, especially for fiber connections to schools, community libraries, and public safety buildings. Also, oppose
efforts by private internet service providers to restrict local efforts to make broadband technology available within their jurisdiction.
Presented by the Telecom, Broadband & Cable Committee
F. Carbon Cap-and-Invest Program Adoption
Legislation: The League’s Energy & Environment Policy Committee has recommended support, if specific principles are recognized and codified, of legislation that would implement a statewide cap on carbon emissions over
time and that would generate revenues for strategic investments that further Oregon’s greenhouse gas reduction goals. The cap on emissions would apply to certain “regulated entities” with carbon emissions over 25,000 metric tons annually. Regulated entities would receive allowances, or would generate offset
credits, to emit carbon. The revenue from the purchase of allowances would be invested in specified programs aimed at furthering GHG reductions and mitigating program impacts. It is anticipated that funds generated from a cap on the transportation fuel industry may be subject to use per state Constitutional
requirements related to the state highway fund. The statewide cap on carbon would be reduced over time to meet updated greenhouse gas reduction goals for Oregon.
For the League to support a statewide cap on carbon, the following principles would need to be recognized and codified in any legislation:
• The legislation and subsequent rulemaking processes would need to establish a forum to generate
meaningful dialogue with rural Oregon communities and those with energy-intensive, trade-
exposed industries. Equity considerations should be considered throughout this process by
including cities and counties representing a variety of populations, regions of the state, and
community demographics (e.g. low-income and underserved populations). Specific action should
be taken to have representation from cities with populations of less than 1,500.
• The cap would need to apply to all sectors including utilities, industry and the transportation fuels
sector (e.g. fuel producers) if annual carbon emissions exceed 25,000 metric tons.
• The program should be designed to link to the Western Climate Initiative which has a multi-
jurisdictional carbon market (linking with programs in California, Ontario and Quebec)
• The revenue from the purchase of allowances would be invested in evidence-based technologies to
reduce emissions from regulated sectors with excess revenues being invested in statewide
programs to support climate resilience and rural Oregon economies. Requiring the reinvestment of
allowance revenue will help regulated sectors become more efficient over time and less carbon
intensive.
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• In addition, LOC will advocate that additional revenues generated be dedicated to support
programs including:
o Technical assistance grants that local governments could access to help fund the adoption
and implementation of local climate action/sustainability plans. o Funding for local woodstove smoke reduction programs to help communities in, or at risk
of, non-attainment from woodstove smoke.
o Funding to study and incentivize an expanded, yet sustainable, cross-laminated timber
industry in Oregon with the intent of stimulating job creation in rural Oregon
communities.
o Funding for drought mitigation planning and resilience for Oregon water systems.
Background:
The League anticipates that the Legislature is very likely to pass legislation during the 2019 session that would implement a “cap-and-invest” program in Oregon, similar to the program adopted by California.
Similar legislation has been considered by the Oregon Legislature during previous legislative sessions, but has failed to be brought for a vote. The political will to pass such a policy/program for Oregon appears to be incredibly strong; the Speaker of the House and President of the Senate are co-chairing the Joint Interim
Committee on Carbon Reduction and the Governor’s team is staffing a new Carbon Policy Office to assist in the Committee’s efforts. The League’s Energy & Environment Committee has spent considerable time discussing this policy, including how best to craft a policy recommendation that makes both environmental
and economic sense for the state and cities.
Presented by the Energy & Environment Committee G. City Comparability for Compensation
Legislation:
The League will seek legislation to ensure that cities are compared only with cities of a similar cost of living when negotiating with strike prohibited bargaining units.
Background: Oregon labor law doesn’t allow police officers, firefighters, emergency communicators and other public
safety critical employees to strike. Instead when an impasse is reached when bargaining with labor unions
that represent those workers, the state proscribes a set procedure involving an outside arbitrator to resolve those contract disputes. In that process the arbitrator will compare the city to other cities of similar size.
As a result, the cites in rural areas are being compared with to cities in metropolitan areas that have different economic circumstances. Klamath Falls with 20,000 people in it and a median home value of $160,000 could be compared to Tualatin with a similar population and a median home value of $355,000.
This is not a reasonable comparison.
The Human Resources Committee notes that the Legislature created a variable minimum wage in Oregon
in recognition of the different costs of living across the state. Each Oregon county is assigned to one of three wage zones with one being the Portland Metropolitan area, that second are less populous regions and the third are rural counties. The Committee recommends that cities only be compared to cities in the same
wage zones. A detailed explanation and graphics of the proposal may be found here.
Presented by the Human Resources Committee
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H. Green Energy Technology Requirement Changes
Legislation:
Advance legislation to statutorily modify the existing “1.5 percent green energy technology for public
buildings” requirement to allow for alternative investment options such as offsite solar or energy efficiency projects.
Background: Oregon statute currently requires public contracting agencies to invest 1.5% of the total contract price for
new construction or major renovation of certain public buildings on solar or geothermal technology. The
requirement allows for offsite technology, but only if the energy is directly transmitted back to the public building site and is more cost-effective than onsite installation. Removing the requirement that an offsite
project be directly connected to the public building project could result in increased flexibility for local
governments to invest in solar projects that are more cost-effective and provide for increased solar energy generation. In addition, the League will advocate to allow 1.5 percent funds to be invested in alternative
projects that provide a greater economic or social return on investment including energy efficiency. Presented by the Energy & Environment Committee
I. Infrastructure Financing and Resilience
Legislation:
The League will advocate for an increase in the state’s investment in key infrastructure funding sources, including, but not limited to, the Special Public Works Fund (SPWF), Brownfield Redevelopment Fund,
and Regionally Significant Industrial Site loan program. The advocacy will include seeking an investment
and set aside through the SPWF for seismic resilience planning and related infrastructure improvements to make Oregon water and wastewater systems more resilient.
Background: A key issue that most cities are facing is how to fund infrastructure improvements (both to maintain
current and to build new). Increasing state resources in programs that provide access to lower rate loans and grants will assist cities in investing in vital infrastructure. Infrastructure development impacts economic development, housing, and livability. The level of funding for these programs has been
inadequate compared to the needs over the last few biennia and the funds are depleting and unsustainable without significant program modifications and reinvestments.
The funds are insufficient to cover the long-term needs across the state. While past legislative sessions have focused on finding resources for transportation infrastructure, the needs for water, wastewater, and
storm water have not been given the same attention. A LOC survey of cities in 2016 identified a need of
$7.6 billion dollars over the next 20 years to cover water and wastewater infrastructure projects for the 120 cities who responded. This shows a significant reinvestment in the Special Public Works Fund (SPWF) is
needed to help meet the needs of local governments. Without infrastructure financing options, cities
cannot meet the needs of new housing or new business – high priorities for cities across the state.
In addition, there is a critical need to improve upon the seismic resilience of public drinking water and
wastewater systems. The Oregon Resilience Plan (2013) identified Oregon’s water and wastewater systems as especially vulnerable to damage resulting from a Cascadia subduction zone earthquake. The
plan recommended all public water and wastewater systems complete a seismic risk assessment and mitigation plan for their system. This plan would help communities identify and plan for a backbone water system that would be capable of supplying critical community water needs after a significant seismic
event.
CAP071918 Page 147
However, there is currently no dedicated funding to assist communities with this planning effort and the funding needed to repair/retrofit water infrastructure is significantly inadequate. Investments have been
made in Oregon to seismically retrofit public safety facilities and schools, but without planning for infrastructure resilience, communities may not have access to water for critical needs, including drinking water and water for fire suppression, in the immediate aftermath of a seismic event.
This priority will focus on maximizing both the amount of funding and the flexibility of the funds to meet the needs of more cities across the state to ensure long-term infrastructure investment.
Presented by the Community Development Committee and endorsed by the Finance & Taxation and Water/Wastewater committees J. Least Cost Public Contracting
Legislation:
Introduce and/or support legislation repealing Section 45(2)(a)(G) and Section 45(3)(a)(G) of HB 2017
(enacted in 2017) relating to compliance with least cost public contracting requirements as a condition for
fuel tax increases after 2020.
Background: As a matter of public policy, the League fundamentally disagrees with this linkage of transportation projects funding with public contracting standards applicable to specific local projects. Under HB 2017
(enacted in 2017) cities must comply with least cost public contracting standards set forth by ORS 279C.305 for subsequent the two-cent increases in the state gas tax to occur in 2020, 2022 and 2024.
Literally interpreted, one recalcitrant city might be able to stop the next gas tax increase by its failure to
comply with this statute.
Presented by the Transportation Committee and endorsed by Finance and Taxation Policy Committee K. Local Control Over Speed Limits on City Streets
Legislation:
Introduce legislation that allows Oregon cities to opt-in (voluntarily) to adjust their speed limits
on residential streets 5 mph lower than the statutory speed limit.
Background:
HB 2682 (enacted in 2017) allows the city of Portland to establish by ordinance a designated
speed for a residential street under the jurisdiction of the city that is five miles per hour lower than
the statutory speed provided the street is not an arterial highway. This authority should be
extended to all cities and be considered permissive (not required). Cities should be able to
determine speeds that are adequate and safe for their communities. Presented by the Transportation Committee
L. Lodging Tax Definition Broadening
Legislation:
The League proposes adjusting and broadening the definitions of tourist, tourism promotion, and tourism-
related facility as those terms are defined in the lodging tax statutes to ensure state-wide continued tourism
and related economic (see page 17 of link) and tax growth (see page 223 of link), assist with city tourist
costs, and provide local choice and revenue flexibility.
CAP071918 Page 148
Background:
In 2003, when the state imposed a state lodging tax, the Legislature preempted cities by imposing
restrictions on the use of local lodging tax revenues. (The percentage of restricted revenues varies by city.)
Restricted tax revenues must be used for tourism promotion or tourism-related facilities. While the League
will support all legislation that provides more flexibility on local tax usage, the League will advocate for
lodging tax legislation that broadens those terms to clearly cover city costs of tourist events, tourism-
related facility maintenance, tourist amenities, tourist attraction enhancement and public safety costs for
special tourist events. Language from Section 3 of the dash 1 amendment to HB 2064 (2017) and Section
1 of HB 2064 (2017) will likely serve as a starting place. See also this power point presentation and this
LOC testimony (supporting HB 2064) for further information.
Presented by the Finance and Tax Committee
M. Mental Health Investment
Legislation:
The League will seek to protect and enhance the investments made to Oregon’s treatment of the mentally ill.
Background:
In 2015, the Legislature funded rental and housing assistance for persons suffering from mental illness, specialized training for police officers to assist people in mental health crisis, multi-disciplinary crisis
intervention teams and expanded access to treatment. While providing direct mental health services is not a standard city service, the state of care for persons in crisis had deteriorated to the point city police officers were regularly the primary public employee to provide interventions. The December, issue of
Local Focus was devoted to cities and mental health, those articles may be found here.
Because of the anticipated budget shortfalls in 2019, the General Government Committee would like the
League to ensure that services established in 2015 are not cut and to capitalize on any opportunities that may exist or be created to enhance those investments.
Presented by the General Government Committee
N. Permanent Supportive Housing Investment
Legislation: The League will support increased investments in the services that are provided to people who are living in
permanent supportive housing. Background:
Permanent supportive housing serves specific populations that traditionally face difficultly in remaining in housing due to additional, complex needs by providing housing and other services at the same time. A
variety of populations, such as seniors, veterans, families, and those with mental health conditions, have
different services that accompany their housing support. Permanent supportive housing models that use a Housing First approach have been proven to be highly effective for ending homelessness, particularly for
people experiencing chronic homelessness who have higher service needs. Investment in the services is as
important as the housing because residents that do not receive these additional supports often end up returning to homelessness based on issues related to their other issues.
However, in many areas the funding for housing is not well matched with the funding for the services. The state is the primary funding source for these services. However, there is some disconnect between the housing support
provided by the Oregon Housing and Community Services Department (OHCS) and the Oregon Health Authority
(OHA).
CAP071918 Page 149
To help communities that are working to provide opportunities for permanent supportive housing and
those seeking to find long-term solutions to local homelessness issues, better investment in the services is vital to success of these programs. By supporting appropriations to OHCS and OHA for these services, more support services can be provided to those that are in permanent supportive housing and lead to better
outcomes. Presented by the Community Development Committee
O. PERS Reform
Legislation:
The League will seek legislation to modernize the PERS investment pool, ensure proper financial controls
are adhered to, and give cities a greater voice in how their monies are invested. The League will also seek legislation that shares the risk and costs of the pension benefit with employees but does so in a manner that
impacts employees based on the generosity of the benefit plan they will retire under. Background:
Oregon’s Public Employee Retirement System (PERS) is a three-tiered program that provides a defined benefit pension (a pension that pays a retiree and their beneficiary a set amount for the length of their
retirement) and a deferred compensation program that is funded through employee contributions. Each of
the three tiers pays a different benefit and an employee’s placement in a given tier is based on the date they were hired. Tier I is the most generous benefit and has on option for an annuity based retirement that has
been incredibly expensive to maintain. Tier I was replaced by Tier II in 1996. Tier II costs, though
reduced, were also unsustainable and were replaced with a third tier, known as the Oregon Public Service Retirement Plan (OPSRP) which is designed to provide a 45 percent salary replacement after a full career.
A primer on the PERS system may be found here.
The cost to employers for this system has risen steadily since the market crash of 2008, and will increase
again on July 1, 2019 (projected individual employer rates may be found here) and then again in 2021 and
possibly again in 2023. Rates are anticipated to remain at a system wide average of around 29 percent of payroll and remain at that level until 2035 without reforms.
Adverse court rulings to previous attempts at reforms have limited our options to addressing benefits not yet earned. With that in mind the Human Resources Committee recommends reforms in the three following areas:
• Ensure that investments into the PERS system are achieving the maximum possible return in the
most efficient manner possible while safeguarding the funds with proper financial controls.
• Requiring that employees absorb some of the costs for the pension system but ensure that OPSRP
employees are impacted more favorably than Tier I and Tier II employees who will receive more
generous retirement benefits.
• Establishing a fourth tier that provides similar benefits to employees but is funded in a more
sustainable manner. Providing incentives to retirees and current employees in the other tiers to
switch to the fourth tiers should be explored as well.
Presented by the Human Resources Committee
P. PERS Unfunded Liability Revenue Stream Dedication
Legislation:
The League proposes that a new state revenue stream be dedicated to paying down the unfunded liability
over a period of years to sustain the Public Employees Retirement System (PERS).
CAP071918 Page 150
Background:
The present unfunded liability has grown extraordinarily large and is causing rate increases for most local
governments and schools that are not sustainable. The League would support all reasonable revenue
stream ideas. Ideas include but are not limited to a new temporary limited sales tax, a new payroll tax, and
a new temporary state property tax. The League will advocate that PERS cost-containment measures be
pursued along-side revenue raising efforts to pay down the liability; both seem necessary to address the
state-created problem.
Presented the Finance and Tax Committee and endorsed by the Human Resources Committee
Q. Place-Based, Water Resource Planning (Program Support)
Legislation: The League will advocate for the funding needed to complete existing place-based planning efforts across
the state. Background:
Oregon’s water supply management issues have become exceedingly complex. Lack of adequate water
supply and storage capacity to meet existing and future needs is an ongoing concern for many cities in Oregon and is a shared concern for other types of water users including agricultural, environmental and
industrial. Most of the surface water in Oregon (during peak season months) is fully allocated with no new water available. As a result, the ability to meet existing and future demand for various water uses will require collaboration, improved management and coordinated conservation among a variety of
stakeholders, including municipalities. For this reason, the Legislature passed legislation to create a place-based planning pilot program in Oregon. This program, administered through the Oregon Water
Resources Department, is providing a framework and funding for local stakeholders to collaborate and
develop solutions to address water needs within a watershed, basin or groundwater area. Place-based planning is intended to provide an opportunity for coordinated efforts and the creation/implementation of a
shared vision to address water supply challenges. Four place-based planning efforts are currently
underway across the state in the Malheur Lake Basin, Lower John Day sub-basin, Upper Grande Ronde sub-basin and mid-coast region. Without continued funding, these efforts will not be able to complete
their work. The LOC Water & Wastewater Policy Committee recognized that while this funding is limited
to specific geographic areas, they also recognize the importance of successfully completing these pilot efforts and conducting a detailed cost/benefit analysis. It is a critical step in order to demonstrate the
benefits of this type of planning. If these local planning efforts prove to be successful, there will likely be
future efforts to secure additional funding for other place-based planning projects across the state.
R. Property Tax Reform
Legislation:
The League of Oregon Cities proposes that the property tax system should be constitutionally and
statutorily reformed as part of the 2019 session work on state and local tax reform and improving funding
for schools (see pages 69-72 of link; property taxes make up 1/3 of school funding).
Background:
The property tax system is broken and in need of repair due to Measures 5 and 50, which are both now
over 20 years old. All local governments and schools rely heavily on property tax revenues to pay for
services and capital expenses. Therefore, the League will participate in coalitions to help draft and
advocate for both comprehensive and incremental property tax reform option packages. The League will
remain flexible to support all legislation that improves the system, with a focus on a property tax package
with these elements:
CAP071918 Page 151
• To achieve equity, a system that transitions to a market-based property tax valuation system
(RMV) rather than the present complex valuation system from Measure 50 (requires
constitutional referral).
• To enhance fairness and adequacy, a system that makes various statutory changes, some of
which would adjust the impact of a return to RMV. For example, the League supports a new
reasonable homestead exemption (percentage of RMV with a cap) but also supports limiting or
repealing various property tax exemptions that do not have a reasonable return on investment.
• To restore choice, a system that allows voters to adopt tax levies and establish tax rates outside
of current limits (requires constitutional referral).
SJR 3 (see page 50 of link)(constitutional referral with return to real market value system) and SB
151 (see page 48 of link) (homestead exemption bill) from the 2017 session will likely serve as
starting points. City property tax data including real market values and assessed values can be
accessed here.
Presented by the Finance and Tax Committee S. Qualification Based Selection (QBS)
Legislation:
The League will seek to reform the Qualification Based Selection (QBS) requirements to allow for the consideration of price in the initial selection of architects, engineers, photogrammetrists and surveyors.
Background: The state currently prohibits the consideration of price when making an initial selection when awarding
contracts for certain design professionals when conducting public improvements. Instead of issuing a
request for proposals as is done with most public improvement projects, contracting agencies issue “requests for qualifications” on a project. Cities may negotiate price only after the initial selection of a
contractor is made. Under this system a city or other contracting agency will never know the price of other
qualified and responsible bidders on a project.
The League’s General Government Committee concluded that this process is not in the interests of cities or
tax payers as it precludes the use of competitive bids. There is no other area in which a consumer, public or private, would procure a service or product without considering the price.
Presented by the General Government Committee
T. Right-of-Way and Franchise Fee Authority
Legislation: Oppose legislation that, in any way, preempts local authority to manage public rights-of-way and cities’
ability to set the rate of compensation for the use of such rights-of-way.
Background: In its commitment to the protection of Home Rule and local control, the League consistently opposes
restrictions on the rights of cities to manage their own affairs. From time to time, in the context of public
rights-of-way management authority discussions, proposals to restrict to this authority arise. Such was the case during the 2017 legislative session with SB 202 and SB 840. These efforts to restrict local authority
often include proposals for a statewide right-of-way access policy and compensation system as well as
limiting the ability of cities to charge fees of other government entities. This is contrary to local government management authority; the ability to enter into agreements with users of the right-of-way
either by agreement/contract or ordinance; and to set the rate of compensation.
Presented by the Telecom, Broadband & Cable Committee
CAP071918 Page 152
U. Safe Routes to School Match
Legislation: Introduce legislation lowering the local Safe Routes to Schools matching grant requirement to 20 percent
from 40 percent and lowering the matching grant requirement for areas qualifying for exceptions to 10
percent from 20 percent.
Background:
Section 123 of HB 2017 (enacted in 2017) authorizes the Oregon Transportation Commission to provide
matching grants for safety improvement projects near schools. To receive the grant cities must provide a 40 percent cash match unless the school is located in a city with a population of less than 5,000; is within a
safety corridor; or qualifies as a Title I school in which case the cash match requirement is reduced to 20
percent. While cities support the availability of matching grant funds provided by the state, the current cash match requirements are too high for most cities to participate in the program.
Presented by the Transportation Committee
V. Small Area Cell Deployment (also known as “Small Cell Deployment”)
Legislation: Oppose legislation that preempts local authority to manage public property while supporting deployment
of wireless technology, including small area cell and 5G. Background:
Legislative efforts involving the deployment of small area cell facilities are increasing around the nation. Currently 20 states (Arizona, Colorado, Delaware, Florida, Hawaii, Illinois, Indiana, Iowa, Kansas, Minnesota, North Carolina, New Mexico, Ohio, Oklahoma, Rhode
Island, Tennessee, Texas, Utah, Virginia, and Washington) have passed bills that limit cities ability to collect appropriate and fair rights-of-way, permitting, and lease fees on municipal property; to control their own design and aesthetics; or otherwise manage wireless technology deployment within their jurisdictions.
This type of legislation is not going away. In fact, it is just beginning.
During the 2017 session, the League was approached independently by representatives of two wireless
companies with draft concepts that could have resulted in legislation compromising local authority to manage the deployment of small area cell and 5G technology. Issues raised included “shot clock” (time
allowed for cities to rule on applications), fee structures and limits, contract terms and duration, land use
issues etc. These efforts are expected to continue in 2019 and with greater urgency as the technology approaches deployment status. While cities in Oregon support the advent of new wireless technology
including small cell and 5G, authority to ensure their deployment complies with local laws and policies
must be maintained.
Presented by the Telecom, Broadband & Cable Committee W. Speed Cameras
Legislation:
Introduce and/or support legislation authorizing cities to use fixed speed cameras at locations other than
intersections.
CAP071918 Page 153
Background: Speeding is a public safety issue. The Oregon Transportation Safety Action Plan envisions no deaths or
life-changing injuries on Oregon’s transportation system by 2035. Currently, cities have the authority as a result of HB 2409 (enacted in 2017) to issue a speeding citation from the same camera and sensor system used to enforce red light compliance at intersections.
Further, speeding does not only occur at intersections. Additional automated enforcement, outside of intersections, would be a valuable a tool allowing cities to mitigate dangerous behaviors and speeding. In
2015, the Oregon Legislature granted the city of Portland the authority to implement a fixed speed safety camera program (HB 2621). The fixed speed camera systems have been operating on “urban high crash corridors” that are also part of the city of Portland’s High Crash Network. While this program has not been
in place long, the comparison of before and after speeds near the fixed photo radar system is indicating that
the automated enforcement is positively influencing speed reduction (see PBOT report). This legislation
would extend the authority to all Oregon cities to implement fixed speed safety camera programs
to help reduce the number of deaths and serious injuries that occur as a result of speeding.
Presented by the Transportation Committee
X. Speed Limit Methodology
Legislation:
Introduce legislation that directs the Oregon Department of Transportation to develop a new speed setting
methodology for cities and other urban areas that uses a safe systems approach validated by expert system
tools as recommended by NTSB Safety Study SS-17/01.
Background:
The NTSB safety recommendations represent current data-driven best practices to determine speed limits. Currently, Oregon speed limits are set based on the guidance that speed limits in speed zones within cities should be within 10 mph of the 85th percentile speed as determined by …. The NTSB Safety Study SS-
17/01, “Reducing Speeding-Related Crashes Involving Passenger Vehicles” concludes,
• “Speed increases the injury severity of a crash;”
• “…that unintended consequences of the reliance on using the 85th percentile speed for changing
speed limits in speed zones include higher operating speeds and new, higher 85th percentile speeds
in the speed zones, and an increase in operating speeds outside the speed zones;”
• “…that the safe system approach to setting speed limits in urban areas is an improvement over
conventional approaches because it considers the vulnerability of all road users.”
Presented by the Transportation Committee
Y. Third Party Building Inspection
Legislation:
The League will clarify the ability for local government programs to have private party building officials and building inspectors provide services for local building inspection programs, including recognizing that
privately employed specialized inspectors can to perform specialized inspections. Background:
Beginning in 2017, the League has been working to defend local building inspection programs that
contract with third-party companies to provide building official and inspectors to run the local program. However, the Oregon Building Codes Division (BCD) has stated that the Oregon Department of Justice
(DOJ) has informed BCD that programs that are structured this way violate the constitutional prohibition
on delegating government authority. The League has repeatedly asserted that we disagree with that legal assessment. There was a bill introduced in 2018, HB 4086, that would have adopted new requirements for
CAP071918 Page 154
local governments running programs. The League worked with other stakeholders to prevent passage of the bill, but we committed to working on a legally defensible solution that does not prevent these locally
run programs from continuing. After the session, the BCD determined that it would implement new rules for locally run inspection
programs to meet the asserted legal opinion on delegation. On April 23, the BCD enacted emergency, temporary rules that added significant requirements for local building inspection programs. The new rules required local programs to designate a government employee as a city’s building official. The rules also
required the city to have a government- employed, certified electrical inspector. Both positions could be filled by hiring the person directly or by an agreement between municipalities to share the employee(s). The rules further stated that a shared employee could only service three jurisdictions.
In May, the Director of the Consumer and Business Services, who oversees the BCD, informed the League
that the temporary rules were rescinded. The Department’s decision to rescind the rules included a
statement that they would seek a formal opinion from the DOJ to clarify the issue of delegation. However, the BCD did replace the rescinded rules with another temporary, emergency rule. This new rule was
enacted on May 18 and states that a local government must appoint a government-employed building
official.
In addition to the concerns about using third-party building officials, there is currently statutory prohibition
on specialized inspectors that are employed in the private sector to complete specialized inspections. There are a limited number of these inspectors, and, without removal of this prohibition, larger scale
projects will not be able to move forward because they cannot be inspected and permitted. This issue was the catalyst for the overall discussion related to third-party building officials, but is not related to the asserted legal claims.
There is a commitment to work on this issue in the 2019 session, but it remains an issue of high concern as it directly impacts the flexibility of local government choice on how to provide services at the local level.
Using third-party providers allows smaller jurisdictions to have local, efficient programs that provide clarity for the local development community. It also allows a base of business for these companies, which also serve to provide over-flow capacity to programs that primarily staff these programs with government
staff. Therefore, this issue is vital to the long-term success of locally run building inspection programs.
Presented by the Community Development Committee Z. Tobacco Taxes Share Increase
Legislation:
The League proposes seeking a share of all state tobacco product tax revenues .to assist with rising public
safety costs and provide state shared revenue equity.
Background:
Only cigarette tax revenues are included in the state-shared revenue distribution to cities and those
revenues are decreasing; cities receive about 2% of the cigarette tax revenues or $3.6 million a year under
the formula. Other tobacco (chew, snuff, cigars, pipe tobacco, etc.) is also taxed by the state and those
revenues have been increasing (now over $60 million a year), but those revenues are distributed only to the
state. Cities are preempted from taxing cigarettes and other tobacco products. However, cities are often
left to enforce tobacco laws and handle sales and use complaints. The League proposes that cities should
receive a fair share of all the tobacco tax revenues. The League anticipates that excise tax increases to
cigarettes and other tobacco products, and a new vaping tax will be a part of revenue package discussions
in 2019, and the League sees this concept as an important leveraging tool.
Presented by the Finance and Tax Committee
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AA. Waste Water Technical Assistance Program
Legislation:
The League will advocate for the creation of a circuit rider program, within the Department of
Environmental Quality, to provide needed technical assistance for communities on water quality issues, including wastewater treatment and permit compliance options. Staffing for the circuit rider program
would be provided through a third-party contract (or contracts). The League will work to identify funding
resources to support this program, including a possible set aside of Oregon’s federal Clean Water State Revolving funds.
Background: As Clean Water Act requirements for public wastewater systems continue to evolve, with new and more
stringent requirements being placed on a number of Oregon communities; cities have expressed concern
over how best to comply with those requirements, especially with the limited technical and financial resources that many face. The League’s Water & Wastewater Committee discussed the need for technical
assistance for communities experiencing these challenges and looked to an existing program within the Oregon Health Authority’s (OHA) Drinking Water Services division as a template for addressing this need. The OHA funds a circuit rider program through a third-party contract. The program is funded
through federal Drinking Water State Revolving Loan Funds. The program is intended to help more communities be successful in complying with state and federal requirements. The services provided
through the program are free for communities with populations of less than 10,000. Presented by the Water/Wastewater Committee
BB. Wetland Development Permitting
Legislation: The League shall work to establish legislative authority for the Department of State Lands to assume the
federal program from the U.S. Army Corps of Engineers under section 404 of the Clean Water Act. Background:
In many communities looking to develop in the wetlands creates regulatory uncertainty, particularly where development is occurring in previously un-identified wetlands, because there are two agencies that must
provide permits, the Oregon Department of State Lands (DSL) and the U.S. Army Corps of Engineers
(USACE). The state’s process has set deadlines which provides certainty for developers. However, the USACE process is much less consistent or timely. This uncertainty increases risk related to development
that can cause projects to stop before they start. In a time where cities are trying to encourage
development to meet the housing shortages and economic development goals to support citizens, any increased barriers can impact success.
There is a process in place at the federal level that would allow for the state to assume the USACE permitting process increasing the efficiency and certainty in the process. The state has taken steps in the
past to ensure alignment of the state program to the requirements for federal approval. However, there
were concerns raised at the time that the process related to the Endangered Species Act and cultural resource protections. The DSL has continued to work on these conflicts and believes it is positioned to
work with the federal government to assume the federal permitting process if so authorized by the state legislature. For further information, the DLS provided a presentation for the committee, available here.
Presented by the Community Development Committee
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CC. Wood Smoke Reduction Program Support
Legislation: Support increased funding to support local wood smoke reduction programs and efforts. The
League will advocate the need for an additional $3-5 million, recognizing that any additional funding to
assist communities is helpful. Background: Woodstove smoke is one of the most significant sources of fine particulate and toxic air pollution in Oregon, often jeopardizing public health and putting communities at risk of violating federal air quality standards. Woodstove smoke is a problem for many Oregon communities that struggle with
both the public health impacts and economic threat of being designated as nonattainment under the federal Clean Air Act. To address this challenge, local governments need access to funding for wood smoke
reduction programs. Such programs have proven effective at reducing wood smoke in communities and
include public education, enforcement, incentives for woodstove change-outs (to ductless heat pumps or certified stoves, weatherization assistance for low-income households and providing residents with dry,
seasoned fire wood which burns cleaner. A 2016 taskforce report that was submitted to the Legislature
indicated that there are approximately 150,000 uncertified stoves in the state, and that while Oregon has a long and successful history of replacing woodstoves in certain communities, money is sporadic and
limited. The report went on to suggest that “an allocation in the range of $3-5 million per biennium could target high-risk communities and would support a meaningful level of effort to replace old, dirty woodstoves.”
In 2017, the Legislature provided $250,000 in funding for community wood smoke reduction programs. The need for local communities, including a number of small cities, is much greater.
Presented by the Energy & Environment Committee
CAP071918 Page 157
Business
Planning Commission Report
CAP071918 Page 158
City of Central Point
Staff Report to Council
ISSUE SUMMARY
MEETING DATE: July 19, 2018
SUBJECT: Planning Commission Report
STAFF MEMBER: Tom Humphrey AICP,
Community Development Director
DEPARTMENT: Community Development
ACTION REQUIRED:
__Motion
__Public Hearing __Ordinance 1st Reading
_ Ordinance 2nd Reading
__Resolution
X_Information/Direction
__Consent Agenda Item __Other
RECOMMENDATION:
_ Approval
__Denial __None Forwarded
X_Not applicable
Comments:
The following item was presented by staff and discussed by the Planning Commission at its regular meeting on July 3, 2018.
A. A Public Hearing to consider a Tentative Plan for a 5-lot Subdivision. The project site
consists of 2.36 acres and is located in the Transit Oriented Development (TOD)
District, Low Mix Residential (LMR) zone and is identified on the Jackson County
Assessor’s Map as 37 2W 03BD, Tax Lot 600. Applicant: Paul Miller, Agent: Bob Neathamer (File No. SUB-18003). The Planning Commission opened a public hearing for discussion of a tentative plan to subdivide a 2.36 acre tax lot at 4618 North Pacific Highway
into 5 single family residential lots. The applicant’s agent was present to agree with Planning
Staff who recommended the continuation of the public hearing in order to resolve easement
issues that clouded the review and approval of the proposal. The Commission voted to continue the hearing until their regular meeting on August 7, 2018.
B. Consideration of draft UGB Amendment locational analysis criteria. Planning staff
introduced and explained the process for amending the City’s Urban Growth Boundary and
asked the Commission to answer a series of questions that would help staff decide what locational criteria to include in evaluating the next UGB expansion. The Commission’s answers were in the form of recommendations and will be reviewed with the City Council at
a future study session.
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