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CITY OF CENTRAL
POINT
Oregon
City Council Meeting Agenda
Thursday, November 18, 2021
Mayor
Hank Williams
Ward I
Neil Olsen
Ward II
Kelley Johnson
Ward III
Melody Thueson
Ward IV
Taneea Browning
At Large
Rob Hernandez
At Large
Michael Parsons
At Large
Michael Parsons
Next Res(1689) Ord (2083)
I. REGULAR MEETING CALLED TO ORDER
II. PLEDGE OF ALLEGIANCE
III. ROLL CALL
IV. PUBLIC COMMENTS
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.
V. CONSENT AGENDA
A. Approval of October 28, 2021 City Council Minutes
B. Parks and Rec Commission Appointment
VI. ITEMS REMOVED FROM CONSENT AGENDA
VII. PUBLIC HEARING
Public comments will be allowed on items under this part of the agenda following a brief staff report presenting the item
and action requested. The presiding officer may limit testimony.
VIII. ORDINANCES, AND RESOLUTIONS
A. Resolution No. _________, A Resolution Approving Intergovernmental
Agreement with Central Point School District 6 for School Resource Officer and
Authorizing Police Chief to Execute Same (Dreyer)
IX. BUSINESS
A. Classification Pay Plan Analysis (Simas)
B. Central Point Chamber Office Update (Clayton)
C. Potential Changes to Backflow Prevention Devices (Samitore)
D. Planning Commission Report (Holtey)
X. MAYOR'S REPORT
XI. CITY MANAGER'S REPORT
XII. COUNCIL REPORTS
XIII. DEPARTMENT REPORTS
XIV. EXECUTIVE SESSION
The City Council will adjourn to executive session under the provisions of ORS 192.660. Under the provisions of the
Oregon Public Meetings Law, the proceedings of an executive session are not for publication or broadcast.
XV. ADJOURNMENT
Individuals needing special accommodations such as sign language, foreign language interpreters or equipment for the
hearing impaired must request such services at least 72 hours prior to the City Council meeting. To make your request,
please contact the City Recorder at 541-423-1026 (voice), or by e-mail to Deanna.casey@centralpointoregon.gov.
Si necesita traductor en español o servicios de discapacidades (ADA) para asistir a una junta publica de la ciudad por
favor llame con 72 horas de anticipación al 541-664-3321 ext. 201
CITY OF CENTRAL POINT
Oregon
City Council Meeting Minutes
Thursday, October 28, 2021
I. REGULAR MEETING CALLED TO ORDER
The meeting was called to order at 7:00 PM by Mayor Hank Williams
II. PLEDGE OF ALLEGIANCE
III. ROLL CALL
Attendee Name Title Status Arrived
Hank Williams Mayor Present
Neil Olsen Ward I Present
Kelley Johnson Ward II Remote
Melody Thueson Ward III Present
Taneea Browning Ward IV Present
Rob Hernandez At Large Excused
Michael Parsons At Large Present
Staff members present: City Manager Chris Clayton; City Attorney Sydnee Dreyer;
Finance Director Steve Weber; Police Captain Dave Croft; Parks and Public Works
Director Matt Samitore (Virtual); Planning Director Stephanie Holtey (Virtual), and City
Recorder Deanna Casey.
IV. SPECIAL PRESENTATIONS
1. Introduction of New City Employees
New Employees to Central Point. This is normally be done during our Employee
Breakfast but we have not been able to do that for two years.
Finance Director Steve Weber introduced two new to the Finance Department:
· James Alvarez
· Clairisia Farney-Fisher
Mike Maclenathan introduced the new Public Works Department:
· Ed Casaday
· Jaci Cobb
· Wil Bateman
· Morgan Kelley
· Huntyr Croy
Police Department Employees are introduced when they are sworn in.
V. PUBLIC COMMENTS
Mr. Tony Peterson, Grant Road resident
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City of Central Point
City Council Minutes
October 28, 2021
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Mr. Peterson stated that he is frustrated with the United States and how it treats retired
non-government citizens. He is concerned about the government stealing their Social
Security. He proposed an idea to make things equal for non-government retirees who
have owned businesses. It is too expensive for Sr. Citizens to live. His recommendation
is to have reduced tax burden for retired individuals starting at 65 and ending with no
taxes at all for those who live to the age of 95. The tax structure needs to be changed to
help the elderly survive in this economy.
VI. CONSENT AGENDA
RESULT: APPROVED [UNANIMOUS]
MOVER: Michael Parsons, At Large
SECONDER: Melody Thueson, Ward III
AYES: Williams, Olsen, Johnson, Thueson, Browning, Parsons
EXCUSED: Rob Hernandez
A. Approval of October 14, 2021 City Council Minutes
Michael Parsons moved to approve the consent agenda as presented.
VII. ITEMS REMOVED FROM CONSENT AGENDA
VIII. BUSINESS
A. Update on Dennis Richardson Memorial and War Memorial Construction
Schedule
Recreation Coordinator Nikki Peterson explained that due to retirement of John
Galbraith the city had to re-start the design process for Dennis Richardson Memorial.
Jim Love, Tarrain Landscape, is a former associate of John Galbraith. The design
has changed from the original plan with a smaller water feature, keeping the same
color schemes, benches, and overall concept.
Design for the War Memorial is complete, and the Dennis Richardson Design is
scheduled to be complete by the end of the year. The city is going to advertise for
both projects together hoping to begin construction in the spring of 2022. The goal is
to have the War Memorial completed in time for Memorial Day.
Mr. Clayton stated that we are exploring options for using the American Rescue Plan
funds for this project. Both projects are included in the current budget.
RESULT: FOR DISCUSSION ONLY
B. 2022 Transportation System Plan Update
Planning Director Stephanie Holtey presented a Transportation System Plan (TSP)
update to include the newly expanded Urban Growth Boundary (UGB). The new plan
will go through 2030. She explained the Oregon transportation planning process and
the different transportation modes that are involved in this process. This includes
working with other jurisdictions like Jackson County, Jacksonville, and Medford.
Jackson County has recently updated their TSP and Medford is currently in the
process of updating theirs. We need to make sure our standards are up to date for
keeping our community moving. This TSP will consider emergency evacuation routes
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City of Central Point
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making sure that our citizens have safe passage away from emergencies like wild
fires. The project will kick off in March and estimate adoption in mid to late 2023.
Council asked about active transportation in the plan including bicycle lanes and
paths. There will be a bike lane element in our new plan. They would like to see a
way to connect all of our parks with paths and ways to safely bike between each
area. There was discussion of new construction and incentives for them to include
pedestrian and bike paths.
Council members Kelley Johnson and Neil Olsen would be interested in participating
on the Planning Advisory Committee. The Council should inform staff of
transportation issues around town, and will receive regular updates on the process.
RESULT: FOR DISCUSSION ONLY
C. Plan of Action Letter
Finance Director Steven Weber explained that as part of the Audit presentation it
was stated that a deficiency was found in the processes used to reconcile the City’s
bank accounts. Because a deficiency was found, the city is required to implement
processes to avoid the issue in the future. The proposed action plan meets the
criteria of ORS 297.466(2).
Melody Thueson moved to approve the Letter of Plan of Action for the City of
Central Point.
RESULT: APPROVED [UNANIMOUS]
MOVER: Melody Thueson, Ward III
SECONDER: Taneea Browning, Ward IV
AYES: Williams, Olsen, Johnson, Thueson, Browning, Parsons
EXCUSED: Rob Hernandez
D. RRVID Letter of Support Request
City Manager Chris Clayton explained the vision for Water for Irrigation, Streams,
and Economy (WISE) is to develop a regional plan for increasing irrigation water
reliability and availability while also improving instream conditions in the Rogue
Valley.
Larry Martin, a representative of Rogue River Valley Irrigation District (RRVID) stated
that RRVID is ready to engage on a joint System Canal Piping project and presented
photos of what the project will consist of. The aging canal infrastructure is at risk from
catastrophic failures, known as “blow-outs”, which can cause flooding with impacts to
downslope properties and structures. The earthen canal system currently loses 13
percent of its water due to evaporation and seepage. RRVID is asking local
jurisdictions for letters of support for these projects.
Taneea Browning moved to authorize the city manager to issue a letter of
support for the RRVID Joint System Canal Piping Project.
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City of Central Point
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October 28, 2021
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RESULT: APPROVED [UNANIMOUS]
MOVER: Taneea Browning, Ward IV
SECONDER: Neil Olsen, Ward I
AYES: Williams, Olsen, Johnson, Thueson, Browning, Parsons
EXCUSED: Rob Hernandez
IX. MAYOR'S REPORT
Mayor Williams reported that:
He attended the Cottage Housing tour in Ashland. He is surprised at what these tiny
houses cost. They do not seem to be affordable housing.
He attended Central Point Chamber Meeting.
He attended several LOC business meetings.
He attended Liams Trunk or Treat at Twin Creeks Park. He had not realized how
many people attended this event.
X. CITY MANAGER'S REPORT
City Manager Chris Clayton reported that:
Prior to tonight’s meeting he met with the CP Little League Board and explained our
challenges to make sure we can use ARP funds on this project. He is drafting a use
agreement in the hopes that this project will move forward.
A serious traffic accident happened on Hazel Street earlier this week.
He attended an emergency management meeting with Holly Powers this week.
The Public Works operation facility is moving forward. We plan to take a tour of the
facility for the November Study Session. As reported earlier there have been some
issues with some of the larger projects because of lack of products.
Dan O’Conner has our signed agreement for the Greenway property transfers. He will
work with Medford and Jackson County to get the transfers complete.
Public Works Director Matt Samitore is working with ODOT regarding the Highway 99
Road Diet concerns that Council expressed displeasure in at the last meeting.
XI. COUNCIL REPORTS
Council Member Taneea Browning reported that:
She was sworn in as LOC President.
She attended the Cottage Housing tour Study Session.
She has been preparing for the annual LOC Board Meeting. It has been interesting to
see how LOC has been looking for areas of improvements over the last two years. She
is excited to see Southern Oregon representation on the LOC Board.
She attended Liams Trunk or Treat in Twin Creeks.
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Council Member Neil Olsen attended the Cottage Housing Tour.
Council Member Kelley Johnson reported that:
The Fire District finalized adoption of their Strategic Plan.
She attended the RVCOG Board meeting.
She attended the Chamber Board of Directors meeting. The Visitor Center was closed
for a few weeks because of staffing issues. They have reopened with a new staff
member.
Council Member Michael Parsons reported that:
He attended the Study Session field trip to Ashland for the Cottage Housing Tour.
He attended the October RVSS virtual meeting. They are implementing a storm water
management plan and discussing additional staffing needs.
He attended the Jackson County Public Safety Coordinating Council meeting. They
discussed Measure 110 and Senate Bill 755. In regards to Measure 110 it seems they
approved the measure but failed to provide funding for it.
He attended a community forum “Hemp/Cannabis in Southern Oregon presented by
State Representative Pam Marsh. They discussed the issues regarding illegal grows in
Southern Oregon and how we can identify and eradicate the illegal grows.
Council Member Melody Thueson reported that:
She attended the Cottage Housing Study Session Tour.
The three Schools at Crater High are finally on the same bell schedule.
XII. DEPARTMENT REPORTS
Captain Dave Croft updated the Council on the accident at Hazel/6th Street involving
six juveniles. Traffic studies have been done regarding speeds on Hazel Street and
they do not warrant additional controls. Ultimately, it is a drivers responsibility to
drive safe.
Finance Director Steven Weber stated that Debbie Dunlap has retired after 19 years
with the city. She chose to retire quietly without a retirement party.
XIII. EXECUTIVE SESSION - ORS 192.660 (2)(e) Real Property Transactions
Mr. Clayton stated that the Council will adjourn to executive session under ORS
192.660(2)(e) Real Property Transactions. No further action will be required of the
Council at the close of the executive session and the meeting will be adjourned upon
completion.
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City of Central Point
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Michael Parsons moved to adjourn to Executive Session at 8:36 p.m. Taneea
Browning seconded. All said aye and the meeting was adjourned to executive
session.
XIV. ADJOURNMENT
The meeting was adjourned at 9:03 p.m.
The foregoing minutes of the October 28, 2021, Council meeting were approved by the City
Council at its meeting of _________________, 2021.
Dated: _________________________
Mayor Hank Williams
ATTEST:
__________________________
City Recorder
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Packet Pg. 8 Minutes Acceptance: Minutes of Oct 28, 2021 7:00 PM (CONSENT AGENDA)
City of Central Point
Staff Report to Council
ISSUE SUMMARY
TO: City Council
DEPARTMENT:
Administration
FROM: Chris Clayton, City Manager
MEETING DATE: November 18, 2021
SUBJECT: Parks and Rec Commission Appointment
ACTION REQUIRED:
Consent Agenda Item
RECOMMENDATION:
On October 26, 2021 Parks and Recreation Commission member Sharon Rogers sent an email
stating that she is resigning from the Parks and Recreation Commission. She has purchased a
new home in Medford. She thanked the Commission and staff members stating that they are
doing everything right in making improvements and keeping our small town feel.
Last June staff interviewed Ronald Woodhead for the Citizens Advisory Commission. He was
not appointed to that Commission. Parks and Public Works Director Matt Samitore expressed
interest at the time to appoint Mr. Woodhead to the next available Parks and Recreation
vacancy.
City Recorder Deanna Casey reached out to Mr. Woodhead to see if he would be interested
and received an affirmative email which is attached along with his original application.
RECOMMENDED ACTION:
Approve Consent Agenda
ATTACHMENTS:
1. Email Ron Woodhead
2. Parks Application Ronald Woodhead_Redacted
5.B
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Deanna Casey
From:
Sent:
To:
Cc:
Subject:
Ron Woodhead <woodheadl @gmail.com>
Tuesday, October 26,2021 3:04 PM
Deanna Casey
Matt Samitore; Dave Jacob
RE: Central Point Committee Vacancy
Hello, Deanna.
Thanks for your email.
Yes, I remain willing and able to volunteer for consideration by Council.
However, on Nov. 1-8th my wife & I will be visiting our younger daughter's family (& grandkids!) in San Jose CA. So in
advance of that Council meeting, please let me know if you need any updated documents orforms-or if ourtravelwill
change the appointment schedule.
Thanks again & take care.
RON
3l:.i"i3.j--lrhanks to Matt for allowing me this opportunity.
Ronald J, Woodhead
610 Brandon St.
Central Point, OR 97502-3702
c 8L4-380-9663
From: Deanna Casey Imailto: Dea nna.Casey@centra I pointoregon.gov]
Sent: Tuesday, October 26,2O2'J.2:2t PM
To: Ron Woodhead <woodheadl@gmail.com>
Cc: Matt Samitore <Matt.Samitore@centralpointoregon.gov>; Dave Jacob <Dave.Jacob@centralpointoregon.gov>
Subject: Central Point Committee Vacancy
Hello Ron,
Parks and Public Works Director Matt Samitore has asked me to reach out to you regarding a vacancy coming up on our
Parks and Recreation Commission. He was very impressed with your Parks background and we think you would be a
great asset to the Commission.
Let me know if you would be interested in being appointed to the Parks and Recreation Commission and we will
schedule the appointment for the November l-8th Council meeting.
Deanna Casey, City Recorder
City Administration
City of Central Point
140 South Third Street
Central Point, OR 97502
Desk: 541-664-332I (x231)
Fax: 541,-664-6384
1
www.centra loointo regon.qov
5.B.a
Packet Pg. 10 Attachment: Email Ron Woodhead (1477 : Parks and Rec Commission Appointment)
5.B.b
Packet Pg. 11 Attachment: Parks Application Ronald Woodhead_Redacted (1477 : Parks and Rec Commission Appointment)
5.B.b
Packet Pg. 12 Attachment: Parks Application Ronald Woodhead_Redacted (1477 : Parks and Rec Commission Appointment)
City of Central Point
Staff Report to Council
ISSUE SUMMARY
TO: City Council
DEPARTMENT:
City Attorney
FROM: Sydnee Dreyer, City Attorney
MEETING DATE: November 18, 2021
SUBJECT: Resolution No. _________, A Resolution Approving Intergovernmental
Agreement with Central Point School District 6 for School Resource
Officer and Authorizing Police Chief to Execute Same
ACTION REQUIRED:
Motion
Resolution
RECOMMENDATION:
Approval
BACKGROUND INFORMATION:
For several years the District and the City have worked together to support the District’s School
Resource Officer Program (“SRO Program”) to provide a safe learning environment for the
District’s students, to improve collaboration with law-enforcement and to provide additional
resources. The District has requested that the SRO Program be expanded to ensure the
presence of a full-time SRO at Crater High School, and to provide a 2nd SRO for additional
coverage as-needed at the elementary and middle schools and during after-school events.
The Agreement sets forth the relationship between the parties, the duties of the SRO, the City
Police Department’s ultimate control over the employment, hiring and discipline of the SRO and
coverage requirements in the event of absences. During any time in which the SRO is not
directly engaged in District functions, the SRO will be utilized for City law-enforcement
purposes.
The Agreement provides that in consideration for the SRO Program, the District would
essentially cover the City’s costs for one full-time officer based on 9-months of the year. If it is
determined that the District requires the 2nd SRO on a more regular basis, the parties will confer
in the future to determine what additional costs, if any, the District should pay to support this
program.
FINANCIAL ANALYSIS:
The 2021-2023 Central Point Police Department personnel budget exceeds 9.61 million for the
2021-2023 fiscal cycle.
The cost of a new entry level police officer position—including “roll-up costs”—is $97,520 per
year, or $199,921 (includes moving to step B for the second year) over the 24-month
agreement.
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The proposed IGA with SD6 suggests that their costs for the SRO program during the 2021-
2022 school year will be approximately $135,000. This amount includes $62,140 for the
existing SRO program, and 75% of the cost of the new position created by the proposed IGA.
If an unforeseen circumstance prevents the current PD personnel budget from absorbing the
above-described amount, a supplemental budget process would be required/recommended.
LEGAL ANALYSIS:
The City Attorney has worked directly with the School District’s attorney to negotiate the terms
of this agreement. At the time this agenda item was prepared, the District and the City were still
formalizing the final terms of the Agreement, and as such, the final version for execution may
contain minor revisions from the draft published with this agenda.
COUNCIL GOALS/STRATEGIC PLAN ANALYSIS:
2040 Strategic Plan – Strategic Priority – Community Engagement.
GOAL 1 - Build strong relationships between government and its citizens.
STRATEGY 6 – Leverage community partnerships to increase public safety staffing, reduce
crime rates per capita, and enhance community relations with the city.
STAFF RECOMMENDATION:
Approve the Resolution.
RECOMMENDED MOTION:
I move to approve Resolution No. _____, a Resolution approving Intergovernmental Agreement
with Central Point School District 6 for School Resource Officer and Authorizing Police Chief to
execute same.
ATTACHMENTS:
1. Reso - IGA School Resource Officer
2. SRO IGA
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Res. No.___________; November 18, 2021 Page 1
RESOLUTION NO. ______________
A RESOLUTION APPROVING INTERGOVERNMENTAL AGREEMENT WITH CENTRAL
POINT SCHOOL DISTRICT 6 FOR SCHOOL RESOURCE OFFICER AND AUTHORIZING
POLICE CHIEF TO EXECUTE SAME
Recitals:
A. The City and the District have authority to enter into intergovernmental agreements
pursuant to ORS Chapter 190.
B. The District seeks to facilitate its School Resource Officer Program to provide a safe
learning environment for its students, improve collaboration with law-enforcement,
and provide additional resources.
C. The City, through its police department desires to provide policing and community-
oriented services to the District’s schools within the boundaries of the City of Central
Point.
D. It is in the best interest of the City and the District to continue this program and
expand its services and to formally set forth the obligations of the parties hereto.
The City of Central Point resolves as follows:
Section 1. The Central Point Police Chief, or her designee, is authorized to execute the
Intergovernmental Agreement Between Central Point School District 6 and the City of Central
Point Regarding School Resource Officer attached hereto as Exhibit “A” and to execute such
further documents as necessary to effectuate this agreement.
Passed by the Council and signed by me in authentication of its passage this _____ day of
November, 2021.
_______________________________
Mayor Hank Williams
ATTEST:
______________________________
City Recorder
8.A.a
Packet Pg. 15 Attachment: Reso - IGA School Resource Officer (1478 : Resolution - IGA - School Resource Officer)
INTERGOVERNMENTAL AGREEMENT BETWEEN
CENTRAL POINT SCHOOL DISTRICT 6 and THE CITY OF CENTRAL POINT REGARDING SCHOOL RESOURCE
OFFICER
FOR
2021/22 AND 2022/23 SCHOOL YEARS
This Intergovernmental Agreement (“this Agreement”) is entered into by and between CENTRAL POINT
SCHOOL DISTRICT 6 (herein referred to as the "District"), and the City of Central Point, Oregon (herein
referred to as the "City"), effective as of the __________day of___________________, 2021.
RECITALS:
A. The District and the City have the authority to enter into this Agreement pursuant to the
provisions of ORS Chapter 190; and
B. The Purpose of the District’s School Resource Officer (“SRO”) Program is to: (a) provide a safe
learning environment and help reduce school violence; (b) improve school-law enforcement
collaboration on issues impacting students, staff and the local community; (c) improve the perceptions
and relations between students, school faculty, parents and law enforcement officials; and, (d) provide a
resource for students, school faculty, parents, law enforcement and other governmental agencies.
C. The District and the City, through its police department (“Central Point Police Department”)
desire to provide policing and community-oriented services to the District’s schools located within the
jurisdictional boundaries of the City of Central Point, Oregon.
D. It is in the best interest of the District and the City, the citizens within the boundaries of the
District, and the citizens of Central Point to initiate and continue this program.
NOW, THEREFORE, in consideration of mutual promises and covenants herein contained, the District
and the City agree as follows:
8.A.b
Packet Pg. 16 Attachment: SRO IGA (1478 : Resolution - IGA - School Resource Officer)
AGREEMENT:
ARTICLE I
Term
The term of this Agreement is for the 2021-22 school year, as reflected on the school calendar adopted
by the District and attached hereto as Exhibit “A”, as well as for the 2022-23 school year, as reflected on
the school calendar to be adopted by the District. Notwithstanding the adoption of school calendars, the
parties acknowledge and agree that the school dates are subject to change by District for unforeseen
circumstances.
ARTICLE II
Rights and Duties of the City
The City, through the Central Point Police Department, shall provide the District with 2 School Resource
Officers (each an “SRO”) as follows:
1. The Central Point Police Department shall assign one school resource officer to the Crater High
School campus. A 2nd SRO will be assigned to the District’s other elementary and middle schools within
the City limits, and to Crater High School as needed and for patrol coverage needs in support of the 1st
SRO.
2. The City’s Chief of Police, or their designee, shall be responsible for the supervision of each SRO
and shall perform scheduled and non-scheduled visits to the District’s schools for the purpose of
evaluating the performance of the SROs as deemed appropriate by City’s Chief of Police (hereinafter the
“SRO Supervisor”).
3. Regular Duty Hours of the 1st SRO shall be as follows:
a. The 1st SRO shall be assigned to Crater High School in a full-time basis (8:00 a.m. to 4:00 p.m.)
on those days and during those hours that the school is in regular session. Subject to staffing availability
as determined by the SRO Supervisor in their sole discretion, other law enforcement personnel will be
available upon reasonable request of the District for law enforcement coverage at after-school activities
such as football games, basketball games, dances, and other special events (“After School Events”). The
SRO Supervisor will assist the District in coordinating the activities and assignments of the SRO and other
law enforcement personnel at these After School Activities.
b. When school is closed due to in-service training, the SRO will perform City law-enforcement
duties as needed by the Chief of Police or designee.
c. During extended non-school periods, the SRO will be assigned to other City law enforcement
duties as needed by the Chief of Police or designee.
d. The 1st SRO will make every effort to schedule time off for vacations and floating holidays during
periods when school is not in session.
e. The 1st SRO will submit time off requests in accordance with their CBA to the Central Point Police
Department. A SRO Supervisor, or designee, will notify the District in advance of the 1st SRO’s absence
for scheduled time off and will provide as much advance notice of the 1st SRO’s absence in emergency
situations. In all instances where the 1st SRO will be unavailable during the Regular Duty Hours, the 2nd
SRO will perform the duties of the 1st SRO. In the event the 2nd SRO is unavailable for any reason to
8.A.b
Packet Pg. 17 Attachment: SRO IGA (1478 : Resolution - IGA - School Resource Officer)
cover the duties of the 1st SRO, the City will attempt to provide a temporary replacement for the 2nd SRO
as expeditiously as possible.
f. The 1st SRO may be temporarily reassigned by the City during a law enforcement emergency or
to participate in mandatory police training necessary to maintain the officer's proficiency as required by
the Oregon Department of Public Safety and Standards (DPSST).
4. Duties of 2nd SRO.
The 2nd SRO will be available on an as-needed basis during any absence of the 1st SRO, as needed at
other District schools within the City, and/or for After School Events, subject to availability. It is
intended that the 2nd SRO will be available such that at all times that school is in session, the District may
rely upon coverage by at least one full-time SRO.
5. In the performance of their duties under this Agreement, an SRO shall/will:
a. Wear the established patrol uniform unless special circumstances require another form of dress
as approved by District supervisor.
b. Make classroom presentations when requested by a teacher on such topics as the role of
policing in the community, search and seizure, laws of arrest, traffic laws, crime prevention, victim's
rights, community involvement, drug and alcohol issues, youth programs and the like.
c. Participate in discussions during class to establish rapport with students.
d. Take appropriate law enforcement action in and around the school as required by law and
consistent with the policies and procedures of the City’s police department and District. Appropriate law
enforcement action includes all those duties normally performed by a police officer, such as issuing
traffic citations, investigating crimes and motor vehicle accidents, conducting interviews of suspects,
victims and witnesses, collecting evidence, making arrests and writing reports.
e. Engage in information sharing with the District and its school administrators to the extent
necessary to ensure the safety of students, staff and visitors, so long as such sharing does not violate or
compromise any privileges or confidentiality rights, any criminal investigations or the identity of
confidential informants in accordance with State and Federal law.
f. Notify the District as soon as practical of any violations or actions which impact school discipline,
order or safety and such other violations and actions as the District reasonably requests to be reported.
g. Assist other law enforcement personnel in conducting investigations involving students or
employees of the District when requested and required to do so.
h. Obtain prior permission, advice and guidance from school administrators before enacting any
program within the school.
i. Provide assistance to school administrators, faculty and staff, upon request, in developing
emergency procedures and emergency management plans to include prevention and/or minimization of
dangerous situations that may result from students' unrest, unauthorized intruders, terrorist acts,
bombs threats, active shooters, etc.
j. Be thoroughly familiar with District policies and regulations related to safety and student
conduct and discipline issues, including the District's Code of Conduct.
8.A.b
Packet Pg. 18 Attachment: SRO IGA (1478 : Resolution - IGA - School Resource Officer)
k. Assist the District, its administrators, faculty and staff with violations of such policies as
requested by District administrative personnel. However, SROs shall not be expected to, or asked, to
detain or take into physical custody any student or other individual who has only violated a District
policy or the District's Code of Conduct. It shall be understood and agreed upon that SROs, as law
enforcement officers, can only detain or take into physical custody those students or other persons for
whom there is reasonable suspicion or probable cause that they have committed a crime as defined
under Oregon Revised Statute or Federal laws. SROs shall not be used for regularly assigned lunchroom
duties, hall monitoring or other monitoring duties. If there is a temporary problem or emergency, SROs
may assist the school, if the SRO's duties permit, until the problem is resolved.
l. Be familiar with and abide by all relevant District policies and regulations while on District
property.
m. Work to develop rapport with students and a working relationship with student organizations,
faculty, staff members, district administrators, parents, law enforcement, other governmental agencies
and community members.
n. Maintain detailed, accurate and up to date records as required by the Central Point Police
Department and District.
o. Meet regularly with juvenile authorities concerning information of juvenile delinquency issues
and problems as well as work proactively with all law enforcement agencies and other governmental
agencies that service the District's community.
p. Attend parent, faculty, student, administration and other meetings upon request and subject to
availability to provide information regarding the SRO program and provide opportunities for
involvement and support.
q. Provide information regarding community programs so that proper referrals can be made and
appropriate assistance can be accessed by students in need of such services. These programs may
include mental health programs, drug treatment programs, etc. SROs may refer students to such
agencies, when necessary, thereby acting as a resource person to the students, staff faculty, parents and
administration. SROs may also refer students to school counselors as needed. Referral guidelines shall
be determined by the District.
r. Maintain confidentiality of any and all information obtained during investigations and interviews
and shall not disclose the information, except as provided by law or court order, or as deemed necessary
to ensure the safety of students and staff and the physical security of the District’s schools.
s. Maintain confidentiality of District records and information, discussions, etc., in accordance with
District policies and State and Federal law. Without limiting the foregoing, the City and the SROs
acknowledge and agree that student education records are subject to the provisions of the Family
Educational Rights to Privacy Act (FERPA), that SROs are deemed to be “school officials” under FERPA,
that SROs are under the direct control of District with respect to the use and maintenance of education
records by SROs, and that SROs will only use personally identifiable information from education records
in connection with the purposes of this Agreement and will not redisclose any such personally
identifiable information, including but not limited to any other employees of the Central Point Police
Department who are not also SROs, without the consent required by FERPA unless such disclosure is
otherwise exempt from the FERPA consent requirements.
8.A.b
Packet Pg. 19 Attachment: SRO IGA (1478 : Resolution - IGA - School Resource Officer)
t. Perform other duties that will promote the purpose of the SRO program and which are mutually
agreed upon by the District and the City.
The Chief of Police and the District must mutually agree upon any additions or changes to the above
instructions.
ARTICLE III
District Obligations
The District shall provide the SROs with the following materials, facilities and assurances that are
deemed necessary for the performance of the SRO Program:
1. A private, secure office to conduct interviews, investigations, and other law enforcement
activities in a confidential environment and access to records that are deemed necessary and
appropriate by the District in order for the SROs to successfully accomplish their assigned tasks. SROs
shall maintain the confidentiality of all such activities. The school administrator, or his/her designee,
shall be apprised of any information of a sensitive nature once the SRO has conferred with the Chief of
Police or designee if there is a possibility of any impact upon the school, faculty or students. The school
administrator shall discuss such information only with those necessary on a "need to know" basis.
2. The District shall provide a desk, filing cabinet with locking system, telephone, computer with
peripherals, internet access, office supplies and office furniture for the use of each SRO.
3. Assure that all District employees cooperate in investigations and interviews consistent with
District policies and procedures in those cases where the District employee is not a suspect in a criminal
investigation.
ARTICLE IV
Funding
The City shall be responsible for paying the salary and benefit package of the SROs, as provided in Article
VI, below, and for supplying all law enforcement equipment to the SROs, including but not limited to a
marked patrol car. The estimated costs are set forth on a different document titled Exhibit “B”. The
parties anticipate that the cost to the District for the SROs for the 2021/22 school year will be
approximately $135,000.00, and that the cost to the District for the 2022/23 school year will be subject
to increase based upon any corresponding increase in the consumer price index (CPI); provided,
however, that any such increase will be capped at the lesser of (a) the actual percentage increase in the
CPI, or (b) five percent (5%). The City of Central Point will be responsible for billing School District 6 in
July of each year.
8.A.b
Packet Pg. 20 Attachment: SRO IGA (1478 : Resolution - IGA - School Resource Officer)
ARTICLE V
Appropriations
The obligations of each party under this Agreement are contingent upon adequate funds for that
purpose being available, budgeted, appropriated and otherwise made available.
ARTICLE VI
Employment Status of SRO
Each SRO shall remain at all times an employee of the City and shall not be an employee of the District.
The City shall be responsible for paying all salary and other compensation to the SROs and shall be
responsible for providing workers compensation to the SROs. The District and the City acknowledge that
each SRO is a law enforcement officer who shall uphold the law under the direct supervision and control
of the Central Point Police Department. No SRO may be considered to be an official, employee, agent,
educational service provider, or representative of the District, and no SRO may make any representation
to the contrary. The City maintains full control over the peace officers it employs and is solely
responsible for all employment and administrative functions related its employees, including, but not
limited to, supervision and evaluation, payroll and deductions, maintenance of all required
insurance (e.g. workers’ compensation insurance, unemployment insurance, liability insurance), and any
labor disputes or grievances. The SRO shall remain responsive to the chain of command of the Central
Point Police Department.
Subject to the City’s employment, control and responsibility for managing, training and employing an
SRO, each SRO shall be accountable to the District Superintendent or their designee (i.e. school
principal) for his/her behavior and conduct while at the school. The District has the rights and
responsibilities to report any alleged misconduct, malfeasance or nonfeasance of office, non-
compliance with the District's policies or other questionable behavior on the part of a SRO to the Chief
of Police or their designee. Such reports shall be made in writing unless circumstances dictate making
such reports in person or by phone. All such reports, either written or verbal, shall have, as a minimum,
a statement of the allegations, a description of any supporting documentation and/or evidence and a list
of all witnesses that have any knowledge of such allegations.
The Chief of Police, or their designee, and the District Superintendent, or their designee, shall meet
annually to complete a performance evaluation for each SRO.
ARTICLE VII
Qualifications of the School Resource Officer
1. SROs must meet all of the following requirements and perform in accordance with the attached
position description:
a. Must be a full-time permanent certified police officer with the Central Point Police Department.
8.A.b
Packet Pg. 21 Attachment: SRO IGA (1478 : Resolution - IGA - School Resource Officer)
b. Must have maintained the requirements necessary for employment as a police officer with the
Central Point Police Department and State of Oregon.
c. For hiring after November 1st 2021, the SRO must agree that if voluntarily assigned for the
position of School Resource Officer, he/she will not seek a transfer from the position until the end of the
school year and that he/she will make every effort to not schedule time off or vacations during the
periods when school is in session.
d. Among additional criteria for consideration for the position of SRO are job knowledge,
experience, training, education, appearance, attitude, communication skills and bearing, ability to deal
with difficult individuals, ability to mediate disputes and engage in conflict resolution.
e. If and when it becomes necessary to replace an SRO due to transfer, promotion, resignation or
other causes, the Chief of Police or their designee shall notify the District of the impending vacancy
within five (5) working days of becoming aware of such pending vacancy.
ARTICLE VIII
Termination of Agreement
Any party may terminate this Agreement by giving the other party sixty (60) days prior written notice.
The District may also terminate this Agreement for cause as provided in Article IX, Section 2, of this
Agreement.
ARTICLE IX
Dismissal or Replacement of the School Resource Officer
1. In the event that the District believes an SRO is not effectively performing his/her duties and
responsibilities, the District shall recommend to the Chief of Police, or their designee, that the SRO be
removed from the program and shall state the reasons in writing. The Chief of Police, or their designee,
shall formally meet with the SRO and the District to mediate or resolve any problems that may exist. At
such meeting, specified school staff will be invited to be present and offer pertinent information as
necessary. If, within thirty (30) days after the commencement of such mediation, the problem cannot be
resolved or mediated, or in the event, the Chief of Police does not seek mediation, the SRO shall be
removed from the program.
2. The District may terminate this Agreement without prior notice or demand the immediate
removal and replacement of an SRO based upon acts of flagrant misconduct by an SRO.
3. The Chief of Police may dismiss or reassign an SRO based upon violation of departmental rules,
regulations, and/or departmental directives, or when it is in the best interest of the Central Point Police
Department to do so in emergency situations.
8.A.b
Packet Pg. 22 Attachment: SRO IGA (1478 : Resolution - IGA - School Resource Officer)
4. In the event of resignation, dismissal or reassignment of an SRO, or in the case of long-term
absences by an SRO, the Central Point Police Department will attempt to provide a temporary
replacement for the SRO within thirty (30) days of receiving notice of such absence. A permanent
replacement for the SRO shall be attempted to be made as soon as practical.
5. An SRO may be transferred from his/her position, for administrative reasons, during the school
year at the discretion of the Chief of Police.
ARTICLE X
Good Faith
The parties, their agents and employees agree to cooperate in good faith in fulfilling the terms of this
Agreement. The parties agree that they will attempt to resolve any disputes concerning the
interpretation of this Agreement and unforeseen questions and difficulties that may arise by good faith
negotiations before resorting to any litigation.
ARTICLE Xl
Modification
This Agreement constitutes the full understanding of the parties, and no terms, conditions,
understanding or agreement purported to modify or vary the terms of this Agreement shall be binding,
unless hereafter made in writing and signed by the affected parties.
ARTICLE Xll
Non-Assignment
This Agreement, and each and every covenant herein, shall not be capable of assignment except with
prior consent of all parties.
ARTICLE XIII
Indemnification
Each party is responsible, to the extent required by the Oregon Tort Claims Act (ORS
30.260 through 30.300), only for the acts, omissions, or negligence of its own officers, employees or
agents. Each party shall maintain at its own expense and keep in effect during the term of this
Agreement comprehensive general liability insurance or self-insurance including contractual liability,
with minimum limits that are not less than the limits stated in ORS 30.270. The City shall be included as
additional insured on the District’s policy, and the District shall be included as additional insured on the
City’s policy. To the extent permitted by the Oregon Tort Claims Act, each party (the Indemnifying Party)
shall be responsible for an shall indemnify, defend and hold the other (the Indemnified Party) free and
harmless from any and all costs, claims, losses, expenses (including but not limited to attorneys’ fees),
actions or causes of action, and liability of any nature including, without limitation, liability for any
damages to property (whether real or personal) and injury (up to and including death) to persons,
suffered by the Indemnified Party directly or from a third-party claim arising out of or relating to the
actions of the Indemnifying Party under this Agreement.
8.A.b
Packet Pg. 23 Attachment: SRO IGA (1478 : Resolution - IGA - School Resource Officer)
ARTICLE XIV
Relationship of the Parties
Nothing in this Agreement may be construed to create a partnership or joint venture between the
District and the City. Neither party has any authority or power to take any unilateral action that could
legally bind the other party.
WHEREFORE, this Agreement has been executed by the parties effective as of the Effective Date set
forth above.
By:_______________________________ Walt Davenport, Superintendent Central Point School District 6
Date:_______________
By:________________________________Hank Williams, Mayor City of Central Point, Oregon
Date:_______________
By:_________________________________ Chris Clayton, City Manager, City of Central Point.
Date:_______________
8.A.b
Packet Pg. 24 Attachment: SRO IGA (1478 : Resolution - IGA - School Resource Officer)
Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa
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4 5 6 7 8 9 10 8 9 10 11 12 13 14 5 6 7 8 9 10 11
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25 26 27 28 29 30 31 29 30 31 26 27 28 29 30
Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa
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3 4 5 6 7 8 9 7 8 9 10 11 12 13 5 6 7 8 9 10 11
10 11 12 13 14 15 16 14 15 16 17 18 19 20 12 13 14 15 16 17 18
17 18 19 20 21 22 23 21 22 23 24 25 26 27 19 20 21 22 23 24 25
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31
Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa
1 1 2 3 4 5 1 2 3 4 5
2 3 4 5 6 7 8 6 7 8 9 10 11 12 6 7 8 9 10 11 12
9 10 11 12 13 14 15 13 14 15 16 17 18 19 13 14 15 16 17 18 19
16 17 18 19 20 21 22 20 21 22 23 24 25 26 20 21 22 23 24 25 26
23 24 25 26 27 28 29 27 28 27 28 29 30 31
30 31
Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa
1 2 1 2 3 4 5 6 7 1 2 3 4
3 4 5 6 7 8 9 8 9 10 11 12 13 14 5 6 7 8 9 10 11
10 11 12 13 14 15 16 15 16 17 18 19 20 21 12 13 14 15 16 17 18
17 18 19 20 21 22 23 22 23 24 25 26 27 28 19 20 21 22 23 24 25
24 25 26 27 28 29 30 29 30 31 26 27 28 29 30
Regular School Day District Closed End-of-Trimester
No Students - Schools Open No Students - Conferences End-of-Semester
No Students - Schools Closed 2 Hour Early Release School Board/Budget Meeting
July 5 District Closed Jan17 District Closed - Martin Luther King Jr Day
Aug 30-Sep 2 No Students - Inservice/Prof Dvlp Jan 28 End of Semester 1
Sep 6 District Closed - Labor Day Jan 31 No Students - Inservice/Prof Dvlp
Sep 7 First Day of Instruction Feb 21 District Closed - President's Day
Oct 8 No Students - State Inservice Mar 17 End of Trimester 2
Oct 13-15 No Students - Fall Conferences Mar 18 No Students - Inservice/Prof Dvlp
Nov 11 District Closed - Veteran's Day Mar 21-25 No Students - Spring Break
Nov 24 2 Hour Early Release May 30 District Closed - Memorial Day
Nov 25-26 No Students - Thanksgiving Jun 8 Crater Graduation
Dec 3 End of Trimester 1 Jun 16 Last Day of School / 2 Hour Early Release
Dec 6 No Students - Inservice/Prof Dvlp Jun 17 No Students - Inservice/Prof Dvlp
Dec 20-31 No Students - Winter Break Adopted 5/4/2021
June 2022
Central Point School District 6
February 2022 March 2022
April 2022 May 2022
October 2021 November 2021 December 2021
January 2022
July 2021 August 2021 September 2021
2021-2022 School Calendar
Calendar Templates by Vertex42.com https://www.vertex42.com/calendars/school-calendar.html
8.A.b
Packet Pg. 25 Attachment: SRO IGA (1478 : Resolution - IGA - School Resource Officer)
Central Point School District #6 School Schedule 2021-2022
DATE EVENT
October 8 State Inservice No School
October 13-15 Parent/Teacher Conferences No School
November 11 Veterans' Day No School
November 24 Day Before Thanksgiving 2 Hour Early Release
November 25-26 Thanksgiving Break No School
December 6 Inservice / Prof Dvlp No school
December 20-31 Winter Break No School
January 17 Martin Luther King Jr. Day No School
January 31 Inservice / Prof Dvlp No School
February 21 Presidents' Day No School
March 18 Inservice / Prof Dvlp No School
March 21-25 Spring Break No School
May 30 Memorial Day No School
June 16 Last Day of School 2 Hour Early Release
Tuesday, September 7, 2021
Wednesday, September 8, 2021
Monday - September 13, 2021
CENTRAL POINT ELEMENTARY Monday – Friday Wednesday
Kindergarten (full day)7:55 am 2:20 pm 7:55 am 1:20 pm
Grades 1 – 3 7:55 am 2:20 pm 7:55 am 1:20 pm
Grades 4 – 5 7:55 am 2:25 pm 7:55 am 1:25 pm
JEWETT ELEMENTARY Monday – Friday Wednesday
Kindergarten (full day)7:55 am 2:20 pm 7:55 am 1:20 pm
Grades 1 – 3 7:55 am 2:20 pm 7:55 am 1:20 pm
Grades 4 – 5 7:55 am 2:25 pm 7:55 am 1:25 pm
RICHARDSON ELEMENTARY Monday – Friday Wednesday
Kindergarten (full day)7:55 am 2:20 pm 7:55 am 1:20 pm
Grades 1 – 3 7:55 am 2:20 pm 7:55 am 1:20 pm
Grades 4 – 5 7:55 am 2:25 pm 7:55 am 1:25 pm
PATRICK ELEMENTARY Monday – Friday Wednesday
Kindergarten (full day)7:55 am 2:20 pm 7:55 am 1:20 pm
Grades 1 – 3 7:55 am 2:20 pm 7:55 am 1:25 pm
Grades 4 – 5 7:55 am 2:25 pm 7:55 am 1:25 pm
SAMS VALLEY ELEMENTARY Monday – Friday Wednesday
Kindergarten (full day)7:45 am 2:10 pm 7:45 am 1:10 pm
Grades 1 – 3 7:45 am 2:10 pm 7:45 am 1:10 pm
Grades 4 – 5 7:45 am 2:15 pm 7:45 am 1:15 pm
HANBY MIDDLE SCHOOL Monday – Friday Wednesday
8:00 am 2:35 pm 8:00 am 1:35 pm
SCENIC MIDDLE SCHOOL 8:45 am 3:25 pm 9:45 am 3:25 pm
CRATER CAMPUS Monday – Friday Wednesday
7:50 am – Early Bird 8:50 am 3:45 pm 9:50 am 3:45 pm
Grades 7-8 and 10-12
Kindergarten
SCHOOL START DATES
Grades 1 through 6, and 9th
8.A.b
Packet Pg. 26 Attachment: SRO IGA (1478 : Resolution - IGA - School Resource Officer)
Exhibit “B”
Costs
Cost for full time School Resource Officer at Crater High School for the 2021/22 school year.
Entry level Officer wages $58,956
Entry level Officer benefits $38,563
Total Compensation $97,519
Total Compensation of $97,519 x .75 for 9 months $73,139
District 6 current payment $62,140
Adjusted compensation of Entry level plus Dist. 6 Current Payment $135,279
Cost for full time School Resource Officer at Crater High School for the 2022/23 school year.
Total District 6 payment for 2021/22 school year $135,279
Consumer Price Index (CPI) TBD
Total Cost for 2022/23 $135,279 + CPI
8.A.b
Packet Pg. 27 Attachment: SRO IGA (1478 : Resolution - IGA - School Resource Officer)
City of Central Point
Staff Report to Council
ISSUE SUMMARY
TO: City Council
DEPARTMENT:
Human Resources
FROM: Elizabeth Simas, Human Resources Director
MEETING DATE: November 18, 2021
SUBJECT: Classification Pay Plan Analysis
ACTION REQUIRED:
RECOMMENDATION:
BACKGROUND/HISTORY:
The City’s Management Compensation plan is designed to align with the City’s mission, vision,
values and 2040 Strategic Plan.
December 2010, the council adopted a Management Compensation Plan (MCP). The plan
specifies that to maintain a competitive compensation plan that minimum and maximum salary
bands will increase based on the US City Average CPI-U July to July effective January of the
following year. In most cases, a change to the minimum or maximum salary does not change a
manager’s salary as increases are performance based. At a minimum, management salaries
are to be reviewed regularly, at least every three years which was done in 2017, 2020 and again
in 2021. The previous four years the City increased wages by the CPI-U July - July, with a
maximum of 2.5%; 2018 CPI-U and salary range increase of 1.7%, 2019 CPI-U was 2.9% with
the salary range increase capped at 2.5%; 2020 CPI-U and salary range increase was 1.8%,
2021 CPI-U was 1% with an increase of 2.5% per approval of Council.
The City delayed requesting Council to approve market adjustments to the Management
Compensation plan last year due to the unknown impacts COVID-19 would have on the City’s
budget.
The salary study found that Department Directors are between 3-8% below the average of the
comparable market and 8%-26% behind the highest paid comparable jurisdiction. Central Point
is 8%-23% below the average of our local jurisdictions; 20%-28% low below the highest paid
local jurisdiction. Adjustments need to be made to provide competitive salaries to our Directors.
Mid-level manager salary scheduled will continue to be competitive and maintaining internal pay
equity applying current CPI-U increases to all mid-level manager salary bands.
The Management Compensation Plan and Strategic Plan 2040 has priorities of providing a
9.A
Packet Pg. 28
competitive compensation package however it does not define what is competitive; is it below
the midpoint (median/average), at mid-point, or above the mid-point and how much above the
mid-point? The compensation analysis, Section 7 Recommendation, offers suggestions on how
the City can bring managers/directors salary schedule to the mid-point of other jurisdictions.
Any adjustments to the pay plan are to the salary range minimums and maximums, not to
individual salaries, unless an increase to the minimum brings an individual manager below the
minimum. Pay changes for management employees are tied to performance and limited to the
parameters set by the Management Compensation Plan.
RECOMMENDATION:
Staff is requesting the Council provide direction on necessary amendments to the Central Point
Management Compensation Plan (MCP).
ATTACHMENTS:
1. MCP Compensation Analysis with Appendix - November 2021
9.A
Packet Pg. 29
City of Central Point – MCP Compensation Analysis November 2021
City of Central Point
Management Compensation Plan Compensation Analysis November 2021
9.A.a
Packet Pg. 30 Attachment: MCP Compensation Analysis with Appendix - November 2021 (1482 : Classification Pay Plan Analysis)
City of Central Point – MCP Compensation Analysis November 2021
Contents Executive Summary ................................................................................................................................ 1 Section 1 – Introduction ........................................................................................................................ 2 Section 2 – The Management Team ................................................................................................. 3 Section 3 – Management Compensation Plan ............................................................................. 4 Section 4 – Salary Ranges ..................................................................................................................... 6 Section 5 – Total Compensation Package ...................................................................................... 8 Section 6 – Comparable Market Defined .................................................................................... 10 Section 7 – Recommendation .......................................................................................................... 11 Appendix A – Salary Schedule ......................................................................................................... 14 Appendix B – Comparable Cities .................................................................................................... 15 Appendix C – Mid-Managers Salary Survey Results .............................................................. 16 Appendix D – Director Salary Survey Results .......................................................................... 17 Appendix E – Director Local Salary & Monetary Benefits Survey Results .................. 18
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Packet Pg. 31 Attachment: MCP Compensation Analysis with Appendix - November 2021 (1482 : Classification Pay Plan Analysis)
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City of Central Point – MCP Compensation Analysis November 2021
EXECUTIVE SUMMARY The City’s mission is “Creating a family-friendly community that provides a better experience for those living, working and doing business in Central Point.” As a City, we recognize that to provide “a better experience” to our clients, the citizens of Central Point, we must seek to have a management team that shares the mission, vision, values, and expectations of the City. The City’s Strategic Plan 2040 addresses the importance of recruiting, training, and retaining quality employees. The following strategic priorities that directly apply to our compensation plan includes the following: Responsible Governance
• Goal 3 – Strengthen our organization by investing in our human capital.
o Strategy 1 – Training employees well enough so they can leave, treat them well enough so that they will stay.
o Strategy 2 – Continue to invest in a tuition reimbursement program that offers personal and professional growth for our employees.
o Strategy 3 – Promote higher levels of educational attainment throughout the entire organization by offering incentives and professional encouragement.
• Goal 3A – Hire and retain quality employees who are skilled, solution-oriented and people minded.
o Strategy 1 – Establish a competitive compensation (salary and benefits) package. To that end, an aligned management compensation plan has been created to encourage current and future managers of the City of Central Point to work as a team to create a government organization that puts the needs and desires of the citizens of Central Point above their own preferences, and strive to provide the necessary services in the most efficient and effective manner possible. This compensation analysis shows the need to make upward adjustments to our current compensation plan to meet the strategic priorities of the Strategic Plan 2040.
9.A.a
Packet Pg. 32 Attachment: MCP Compensation Analysis with Appendix - November 2021 (1482 : Classification Pay Plan Analysis)
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City of Central Point – MCP Compensation Analysis November 2021
Section 1. Introduction The City of Central Point has 85 budgeted positions, 37 in the General Services bargaining group, 26 in the Police Bargaining group, 21 in the non-represented management group, and the City Manager. This analysis is for the non-represented management group. The City completed a salary survey of 17 jurisdictions. We surveyed 11 that met the definition outline in the Management Compensation Plan for comparable jurisdictions. We also surveyed six local jurisdictions because that is our local candidate pool that we typically get applicants. Participating Comparable Jurisdictions per the Management Compensation Plan: City of Coos Bay City of The Dalles City of Troutdale City of Dallas City of Pendleton City of Lebanon City of Hermiston City of Milwaukie City of Klamath Falls City of Roseburg City of Newberg Participating Local Jurisdictions: City of Ashland City of Grants Pass City of Klamath Falls City of Roseburg City of Medford Jackson County
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Packet Pg. 33 Attachment: MCP Compensation Analysis with Appendix - November 2021 (1482 : Classification Pay Plan Analysis)
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City of Central Point – MCP Compensation Analysis November 2021
Section 2. The Management Team
Management Team The City’s Management Team is comprised of the Executive Management Team and First and Second Tier Managers and confidential employees. The Management Team’s job duties include: governmental accounting; budget; records management; city governance; public safety and law enforcement; public works including street construction, water distribution, storm water and flood hazard management; land use and urban planning; parks maintenance and recreation programming; human resources management; risk management; information technology; and facilities management. The City’s Management Team is composed of professional employees who have years of experience working in their profession or in local government. At a minimum, most positions in the management team require a college degree or equivalent experience, training, and certification. The jobs covered by this plan are professional-level positions that require specialized training, certification and/or extensive experience. These are professional people in key positions of responsibility; it is important for the City to recognize this and compensate them at a fair, professional level. The term manager or employee may be interchanged to designate staff covered by the Management Compensation Plan.
Executive Management Team members report directly to the City Manager and include the Finance Director, Planning Director, Parks and Public Works Director, Human Resources Director, Police Chief, Information Technology Director, Building Division Manager, and City Recorder.
First Tier Managers report to a department director and include Police Captain, Parks/Public Works Operations Manager, Construction Services Supervisor, Safety & Risk Manager, and Principal Planner.
Second Tier Managers report to a first tier manager and include the Police Office Manager, Police Lieutenants, and Park/Public Works Supervisor.
Confidential Employee is an employee classified as a confidential employee under ORS 243.650 including the Human Resources Assistant.
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Packet Pg. 34 Attachment: MCP Compensation Analysis with Appendix - November 2021 (1482 : Classification Pay Plan Analysis)
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City of Central Point – MCP Compensation Analysis November 2021
Section 3. Management Compensation Plan
Previous Strategy At the time the Management Compensation Plan was originally adopted in 2010, the management compensation strategy had not been reviewed in at least five years. It was basically an extension of the negotiated compensation for the two bargaining units, taking into consideration what other cities in the region were paying for management-level positions. There was no written pay strategy. When a position became vacant, the pay was reviewed at that time.
Management Compensation Plan – Strategic Purpose The purpose of having a written management compensation plan is to develop a compensation strategy that is tied to the mission, vision, values, and expectations of the City of Central Point and the 2040 Strategic Plan. The compensation plan must be fair, legal, consistent, and understood by all. Having a written plan should eliminate, or at least reduce, the likelihood of inconsistencies, misunderstandings, and real or perceived discrimination.
Compensation Philosophy This management compensation program is designed to provide adequate pay for all management employees. The goal of our total management compensation program is to foster and reward performance and dedication, retain current employees, while at the same time attracting suitable candidates, when needed, to fill vacancies. Principles
• Management pay ranges will be determined, by using the market average for the appropriate labor market as a target and an internal pay equity analysis of comparable work. Placement in the pay range will be determined by pay equity analysis, and increases within the range will be merit-based and performance-driven.
• Benefits will include adequate health insurance at a reasonable cost to employees, and other benefits that promote a comfortable, secure workforce and encourage dedication to the City.
• Additional perquisites will include deferred compensation, health reimbursement arrangements, paid time off, and other considerations.
• Incentives may be offered as part of the performance-driven pay structure codified in this plan, provided the parameters of the plan are adhered to.
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Packet Pg. 35 Attachment: MCP Compensation Analysis with Appendix - November 2021 (1482 : Classification Pay Plan Analysis)
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City of Central Point – MCP Compensation Analysis November 2021
Strategies
• Because the City of Central Point’s success is dependent on capable and dedicated leaders, our compensation goals will strive to attract and retain individuals who share the mission and vision of the City.
• Our total compensation will be industry competitive and appeal to the type of professional employees we wish to attract and retain.
• We will adequately compensate all managers but we will reward those who go above and beyond in the furtherance of our mission.
• We will hold managers accountable for the duties and responsibilities of their positions. Regular and meaningful evaluations will be conducted to gauge accomplishments and assess deficiencies.
• We will endeavor to provide benefits that offer the most value to, and are appreciated by, our employees.
• We will promote dedication by providing growth and development opportunities to employees at all levels.
• We will strive to cultivate and promote future managers from within the organization whenever it is practical to do so.
• We will embrace an organizational culture that rewards excellent service to the citizens of Central Point.
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Packet Pg. 36 Attachment: MCP Compensation Analysis with Appendix - November 2021 (1482 : Classification Pay Plan Analysis)
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City of Central Point – MCP Compensation Analysis November 2021
Section 4. Salary Ranges
Establishing Ranges Each manager’s pay is established on a scale that includes a minimum and maximum range. Ranges will be proposed by the City Manager, with average salaries for comparable positions in comparable cities (as determined by a wage study of the appropriate labor market) being considered a “target” point. The market will be surveyed not less than every three years. Factors to be considered in determining the range for each position or position class should include:
• Market Survey: average minimum and maximum pay for comparable positions in comparable cities and cost of living changes
• Scope of the position (Comparable Character): duties and responsibilities, authority, liability, number of employees supervised, size and complexity of budget administered
• Total compensation value: takes into consideration the comparability of total compensation and benefits Pay bands will be established by grouping similar positions and pay ranges. Changes to Salary Ranges To attract and retain high quality professional employees, it is important to maintain a competitive compensation plan that incorporates current economic conditions. Beginning January 1, 2018, the minimum and maximum salary for each band will increase based on the U.S. City Average CPI-U July – July; not to exceed 2.5%. Changes to the salary schedule do not change a manager’s salary unless the manager’s salary is less than the minimum for the band; in such case, the manager’s salary would increase to the minimum salary. The salary range for each pay band may be adjusted by the City Manager not more than once in any 12-month period and, generally, any change in either the minimum or maximum of the range shall not be more than 10%. Any changes to the pay bands shall be brought to the City Council for approval in the form of a resolution setting forth the employee compensation plan. Individual Placement within Salary Ranges Each manager’s pay will be set within the approved salary range of the pay band for their position according to their qualifications, competencies, and the relative value of those qualifications and competencies to the position and to the City of Central Point, as determined by the City Manager. Work of comparable character factors to be considered in determining individual pay within the established range include, but are not limited to:
Competency: demonstrated level of relevant knowledge, skills and abilities and training
Credentials: formal education degrees and certifications
Experience: job performance and relevant work history in comparable position(s)
Responsibility: authority, liability, or other responsibility not already considered in establishing the range for the position
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Performance: performance of the duties and responsibilities of the position as documented in an annual performance evaluation
Any other relevant factor(s) that warrant consideration Placement on the salary range shall be at the discretion of the City Manager, except that such decision shall not be arbitrary or discriminatory.
Individual Pay Changes The City Manager has the sole authority to approve changes in individual managers’ pay, provided the change does not result in more than a 6% increase in any one calendar year, and provided the salary remains within the approved pay range. In the event the City Manager wishes to increase any managers’ pay by more than 6%, the City Manager must consult with the Mayor and justify the reason(s) for the increase. In no case shall a change cause a manager’s pay to fall outside of the approved salary range for that position’s pay band. For example, if a manager is paid at the top of the approved salary range, he or she may not receive a pay increase until such time as the salary range is adjusted upward, substantive changes to the position warrant a change in pay bands, or other circumstances result in the decision of the city council to approve pay outside the approved salary range. Market-driven pay changes When a salary survey conducted pursuant to this plan indicates that the pay range for positions in that pay band is significantly lower or higher than comparable positions in comparable cities, the pay range may be adjusted up or down accordingly. When the salary range for any individual position(s) within a band is significantly higher or lower than comparable positions in comparable cities, and other positions in the same pay band, the City Manager may propose moving a position from one pay band to another. Performance-driven pay Individual salary changes will be based on the outcome of a bi-annual performance evaluation or goal setting session. To qualify for any performance-driven pay increase, the manager’s final, bi-annual performance evaluation must, at a minimum, be “fully satisfactory” or from the outcome of the goal setting session. However, receiving satisfactory ratings alone shall not be an automatic basis for a pay increase. In the event a manager’s performance falls below average or “need improvement,” the City Manager may reduce the manager’s pay. The City Manager shall be the sole grantor of pay changes for all managers, but the recommendation of the department director shall be considered prior to the City Manager making any pay changes for first or second tier managers. All performance-driven changes in pay must be specified in writing via the Personnel Action Form (PAF). Timing Prior to January 1 each year, or following the completion of performance evaluations or goal setting sessions, whichever is later, the City Manager shall determine the amount of pay change, if any, to be made for each manager for the following calendar year. If performance evaluations or goal setting sessions are not completed prior to January 1, the City Manager may, in his or her judgment, opt to make pay changes retroactive to January 1 for some or all managers.
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Section 5. Total Compensation Package
Salaries Salaries are determined by the position, individual qualifications, performance, internal pay equity analysis, and market comparison. The City Manager proposes the salary range for each pay band and determines which pay band positions or position classes will be assigned. The City Council approves the salary ranges and pay bands as part of the classification pay plan. All managers receive pay in the form of monthly salary, which will be within the approved minimum and maximum set for the pay band. In addition to the pay outlined in Section 4 Salary Ranges, the total management compensation package will consist of other benefits as detailed below for all positions listed in Appendix A.
Additional Compensation Health Reimbursement Arrangement The City has adopted the HRA VEBA standard plan offered and administered by the Voluntary Employee’s Beneficiary Association Trust for Public Employees in the Northwest. The standard plan is integrated with the City’s group medical plan and the City remits contributions on behalf of eligible employees who are covered by the City’s group medical plan. The amount of contribution to the HRA, is $72.50 each pay period worked, contributed on a semi-monthly basis on behalf of eligible full-time managers. Retirement: PERS The City pays both the employer’s and employee’s contribution to the Oregon Public Employee Retirement System. 5.2.3 Deferred Compensation Managers are allowed to take advantage of any “457” deferred compensation program offered by the City by having any or all monetary compensation contributed to such account(s), subject to I.R.S. rules. At the sole discretion of the City, the City may elect to implement any configuration of tax deferral, retirement, or “money purchase” plan and make contributions to such plans as an optional method of compensation. For example, in any given year, the City may elect to give pay increases in the form of a 457 or 401a contribution, or a contribution match of up to the maximum of 6%. Any option to make a contribution to such program(s) as a method of providing a pay increase will normally apply to all employees in a given group (executive team, Tier 1, Tier 2) covered under this Management Compensation Plan (not made on an individual basis). Any option to make matching contributions will require the manager to contribute to an account. Options described in this section may be used in lieu of, or in combination with, traditional salary increases. Managers understand that any matching contributions will be contingent upon the manager contributing at least the amount of the match to their account and that the amount of total compensation received might be decreased if the manager does not contribute at least the amount of the proposed match.
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Police Management Fitness Incentive The Police Management Fitness Incentive Program is based on the fundamental belief that an active lifestyle is likely to increase productivity, optimize health and decrease absenteeism while maintaining a higher level of readiness. The goal is to motivate sworn members of the police administrative team to prepare for and participate in an approved physical fitness assessment designed to measure both aerobic conditioning and muscular strength. Fitness testing is offered two times per year. Police Lieutenant and Police Captain who successfully complete the semi-annual fitness testing are eligible for the Fitness Incentive. The incentive is 1% of the average hourly salary for all employees in that position, times 1040 hours, and rounded to the nearest dollar. The Fitness Incentive is paid out in January and July. Employees who do not participate or do not pass are not eligible for the Fitness Incentive. Gym/Weight Management membership reimbursement. The City reimburses managers up to twenty-five dollars ($25) per month towards membership in a recognized fitness club, weight loss program, or City of Central Point Recreation health/fitness program they are active participants.
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Section 6. Comparable Market Defined The cities selected for the market comparison are determined at the time the market survey is done based on criteria set forth in this document. The “comps” may vary from year to year as a city may meet the criteria one year but not the next, or a city that did not meet the criteria one year may meet it the next.
Defining the Market The criteria for market comparables will be: a. Oregon cities with a population of between 9,300 and 29,000, based on the most recent Portland State University population estimate (this criterion is based on current Central Point population of 17,855 as of July 1, 2020 and would be adjusted for population changes); b. Located within a metropolitan area of at least 100,000; c. Median housing prices within 25% of Central Point’s median housing prices at the time of the survey. d. If in any year an inordinately large or insufficient number of cities meet these criteria the median housing range may be reasonably adjusted up or down.
Additional Considerations Additionally, to the extent practical, the total compensation package, including monetary compensation and monetary and non-monetary benefits such as PERS contributions, health insurance premium sharing and out of pocket expense, HRA contributions, and paid leaves, should be considered in determining the relative comparability of the cities meeting the market comparable criteria. Within the cities that meet the above criteria, only those positions that are legitimately analogous will be compared. Criteria to determine the comparability of positions will include, but not necessarily be limited to, the following: a. Reporting structure (both up and down) b. Scope of position as set forth in the position description c. Department budget The City will make every effort to obtain compensation information from comparable cities. However, it is understood that obtaining such information is dependent upon the cooperation of the surveyed cities. Where survey information is not provided, the City will attempt to gather the information from other sources in an effort to fairly determine appropriate salary ranges for City of Central Point management positions.
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Section 7. Recommendation
The goal of the management compensation plan is to fulfill the various functions for which it was created:
To align management compensation for the City of Central Point with the mission and goals of the City.
To incentivize exceptional performance of managers.
To move toward meeting the wishes of the City Council and the needs of the managers, who have indicated a preference for a performance-based pay plan to that of an entitlement-based plan.
To lay the foundation for incorporating pay for performance organization-wide. Our employees have had the following outside forces impact their buying power. The legislated changes made to the Oregon PERS program redirected 2.5% (Tier 1/2) or 0.75% (OPSRP) of their salary away from their Individual Account Program. The majority of our management staff had 2.5% redirected. The Consumer Price Index – All Cities for July 1, 2020 – July 1, 2021, which the City uses as an index to assist determining wage increases; was 5.4% this year. The October 2020 – October 2021 CPI-U was 6.2%. In addition, the onset of the Paid Family Medical Leave Insurance Program will require employees to begin paying 0.6% of their salary to fund the program beginning January 1, 2023. All of these outside influences are impacting the take home pay and buying power of our managers. On July 1, 2022, both the Police and General Services bargaining unit will be adding an additional step to their salary schedule, which is 5%. The only employees immediately affected by this are those employees who have been at the top of the scale for at least one year. We surveyed our management team in August and asked them what types of changes they would like to see in the compensation plan. They would like us to propose increases to the pay schedule, increases to our HRA-VEBA medical account as well as City contributions to a deferred compensation plan. The Compensation Analysis shows that our mid-manager’s compensation is competitive within the market other than addressing cost of living. Our executive director level positions wages have not kept pace with our comparable jurisdictions and the local labor market. The first consideration is where does the Council want the manager’s salary and monetary benefit be compared to other jurisdictions? This has not been defined in the Management Compensation Plan. Should they be below the mid-point (median/average), at the mid-point, or above the mid-point? Regardless of where the Management wages should be in comparison with other jurisdictions, increasing salaries and/or monetary benefits would be appropriate and desired by our managers.
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HRA-VEBA: The City of Central Point currently contributes $145 per month to the HRA-VEBA account. HRA-VEBA contributions of other cities surveyed are as follows: Troutdale contributes $187.50 per month, City of Lebanon contributes $283 per month, City of Ashland contributes 2% of salary (for a director would be $235 per month), City of Grants Pass contributes $234 per month, and the City of Medford contributes $300 per month.
An increase to match Medford’s HRA-VEBA contribution for all managers would cost the City
approximately $3,300 per month, which is approximately 1.8% of salary. Deferred Compensation: The City of Central Point currently does not contribute to deferred compensation on behalf of the managers. Other jurisdictions, in addition to contributing to PERS, contribute to a deferred compensation plan: the City of Dallas contributes 3% of salary to a 401a for exempt employees, the City of Milwaukie contributes 2.5% to deferred compensation, and the City of Medford contributes 1% match to deferred comp for Department Directors. The survey of managers showed they were interested in the City of Central Point to contribute to a 401(a). The Department Director’s salaries are below market and to begin contributing to the 401(a) for them would be a appreciated benefit, even if it was on a graduated schedule, which could be a certain percentage match with a start date and then add additional contributions at a future date. The Management Compensation Plan already has provisions for a 401a under 5.2.3 Deferred Compensation however; it has not been funded yet.
One idea is to have a graduated start date of January 1 to begin matching 401(a) contributions of up to
3%; Year 1 match up to 1% of the director’s contribution; Year 2, match up to 2%; and Year 3 match up
to a maximum of 3%. (The total cost for 1% of salary to the 401(a) for all directors is about $600 per
month (approximately $100 per director), 2% is $1,200 per month, and 3% is $1,800 per month) Salary: The City of Central Point is unique in its compensation strategy by the use of salary ranges (minimum – maximum) vs. grade/steps offered by most jurisdictions. When the minimum and maximums of the salary scale is increased, it does not directly affect any manager’s salary unless the manager is at the minimum pay of the scale. Individual manager’s wages are determined by performance within the salary band. The CPI-U All Cities July – July is the index the City uses when considering increases to salary schedules. This year, from July 2020 – July 2021, the CPI-U was 5.4%; October 2020 – October 2021 was 6.2%. Mid-level managers and Police Chief, salaries are competitive within the market as long as a cost of living is added to salary schedule. The City Recorder position’s salary is above the local and comparable market, and when the City completed the internal pay equity analysis in 2020, this position was identified as being paid above other positions of comparable character when considering internal equity factors including responsibility, working conditions, effort, knowledge, supervisory, and specialized skills.
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Director Salaries: (IT, Finance, HR, Planning) – In additional to a CPI-U increase, an additional 5% market adjustment would help bring the salary range within the mid-point comparable cities. Parks/Public Works Director position is not competitive within the market. In addition to a cost of living adjustment, an additional 12% increase to that scale would help make the salary within the mid-point of the market. We would like direction from the Council on what compensation package you would like us to bring back in December. Where should we be with salary and monetary benefits; below mid-point, at mid-point, or above mid-point?
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Appendix A – Salary Schedule Salary Schedule for Management Positions effective January 1, 2021
Police Band Tier Position Minimum Maximum PI T2 Police Lieutenant (non-exempt) $6,738 $8,717 PII T1 Police Captain $7,115 $10,000 PIII ET Police Chief $9,030 $11,500 “T1” = Tier 1 Manager – Reports directly to a Director “T2” = Tier 2 Manager – Reports directly to a first tier Manager “ET” = Executive Management Team – Reports directly to City Manager “C1” = Confidential employee
Band Tier Position Minimum Maximum C C1 Human Resources Assistant (non-exempt) $3,700 $4,500 I T2 Parks & Public Works Supervisor Police Office Manager $5,616 $7,541 I T1 Construction Services Supervisor Safety & Risk Manager $5,616 $7,541 I ET City Recorder $5,616 $7541 II T1 Parks & Public Works Operations Manager Principal Planner $6,738 $8,717 II ET Building Division Manager $6,738 $8,717 III ET Director (Information Technology, Finance, Human Resources, Parks & Public Works, and Planning) $7,115 $10,000
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Appendix B – Comparable Cities
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Packet Pg. 46 Attachment: MCP Compensation Analysis with Appendix - November 2021 (1482 : Classification Pay Plan Analysis)
2021 Comparable City Analysis
Central Point
City 2020 PSU
Population
(Not an
MCP factor)
Proximity
to I-5
MSA MCP USE used
before?
Newport 10,256 no no yes 349,200$ -2%393,601$ 7%329,300$ -21%256$ 5%No no
Prineville 10,736 no yes no 364,000$ 3%286,206$ -22%325,000$ -22%269$ 10%No yes
Ontario 11,645 I-84 no yes 330,000$ -7%187,513$ -49%324,900$ -22%178$ -27%No no
Gladstone 12,017 yes yes no 500,000$ 41%212,034$ -43%485,000$ 17%262$ 7%No yes
Cornelius 12,694 yes yes no 426,300$ 20%422,140$ 14%435,700$ 5%252$ 3%No no
LaGrande 13,026 I-84 no yes 275,000$ -23%212,415$ -42%270,000$ -35%155$ -36%No no
St. Helens 13,817 no yes no NA NA 368,102$ 0%NA NA NA NA No no
Coos Bay 15,985 no no yes 312,500$ -12%276,601$ -25%299,000$ -28%197$ -19%Yes no
The Dalles 16,010 I-84 no yes 345,000$ -3%286,241$ -22% 344,500$ -17%224$ -8%Yes no
Troutdale 16,300 yes yes no 472,500$ 33%446,903$ 21%469,000$ 13%251$ 3%Yes yes
Dallas 16,854 yes yes no 420,000$ 18%406,113$ 10%419,900$ 1%243$ 0%Yes yes
Pendleton 17,107 I-84 no yes 325,000$ -8%255,746$ -31%259,000$ -38%151$ -38%Yes no
Canby 18,171 yes yes no 565,000$ 59%532,051$ 44%569,900$ 37%273$ 12%No no
Lebanon 18,447 yes yes no 358,000$ 1%340,317$ -8%325,000$ -22%234$ -4%Yes yes
~~~~~~~~~~~~~~~~~~~~~~~~~~Central Point~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Hermiston 19,354 I-84 no yes 335,000$ -6%290,426$ -21%330,000$ -20%194$ -20%Yes no
Sherwood 20,450 yes yes no 600,500$ 69%573,859$ 56%600,000$ 45%281$ 15%No no
Milwaukie 21,119 yes yes no 480,000$ 35%481,628$ 31%490,000$ 18%272$ 11%Yes yes
Ashland 21,360 yes yes no 575,000$ 62%541,324$ 47%599,500$ 44%330$ 35%Local no Local
Klamath Falls 21,813 no no yes 273,800$ -23%245,811$ -33%225,000$ -46%166$ -32%Yes no Local
Roseburg 23,683 yes no yes 322,500$ -9%283,087$ -23%308,000$ -26%207$ -15%Yes yes Local
Happy Valley 23,733 yes yes no 621,000$ 75%647,549$ 76%632,500$ 52%250$ 2%No no
Newberg 25,138 yes yes no 475,000$ 34%482,966$ 31%475,000$ 14%278$ 14%Yes yes
Woodburn 26,013 yes yes no 325,000$ -8%361,549$ -2%341,000$ -18%253$ 4%No yes
Forest Grove 26,225 yes yes no 480,500$ 35%466,341$ 26%475,000$ 14%266$ 9%No yes
Wilsonville 26,664 yes yes no 617,500$ 74%578,709$ 57%600,000$ 45%277$ 14%No no
Redmond 33,274 no yes no 444,900$ 25%467,644$ 27%450,000$ 8%281$ 15%No yes
Grants Pass 39,189 yes yes no 442,000$ 25%383,268$ 4%415,000$ 0%244$ 0%No no Local
Medford 85,824 yes yes no 354,000$ 0%367,863$ 0%375,000$ -10%236$ -3%No no Local
Pop w/in 25%w/in 25%
Up to 33%Up to 33%
18,997 $355,000 $368,831 $415,000
Median Listing Price2020 Population
14,248 to 23,746 $266,250 to $443,750 $276,623 to $461,039 $311,250 to $518,750
Median Price/Sq. Ft.
$183 to $305
$244
Median Sold Price Median Home Value
w/in 25% +/-
Median Sold Price (Realtor -
data through 7/31/21)
Median Home Value (Zillow -
data through 7/31/21
Median Listing Price (Realtor -
data through 7/31/21)
Median Listing
Price/Sq Ft
w/in 25% +/-w/in 25% +/-w/in 25% +/-w/in 25% +/-
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Appendix C – Mid-Managers Salary Survey Results
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Mid-Manager Salary
2021 Comparable Cities and Local Jurisdictions Salary Analysis
2021 Salary Survey Findings
Population
Effective date Low High Low High Low High Low High Low High
Coos Bay 15,985 7/1/2021 5,562$ 7,098$ 5,562$ 7,098$ 7,158$ 9,135$ 6,739$ 8,600$ The Dalles 16,010 7/1/2021 5,616$ 6,907$ 6,510$ 8,007$ 6,907$ 8,495$
Troutdale 16,300 7/1/2021 6,208$ 7,546$ 7,546$ 9,172$ 7,186$ 8,735$
Dallas 16,854 6/24/2021 5,314$ 7,559$ 5,314$ 7,559$ 5,526$ 7,860$
Pendleton 17,107 7/1/2021 5,052$ 6,365$ 5,778$ 7,280$ 6,415$ 8,083$
Lebanon 18,447 6/26/2021 4,607$ 6,120$ 6,464$ 8,583$
Hermiston 19,354 7/1/2021 5,801$ 7,056$ 7,112$ 8,654$ 7,112$ 8,654$
Milwaukie 21,119 7/1/2021 5,702$ 7,278$ 6,285$ 8,023$ 6,284$ 8,023$ 6,285$ 8,023$
Klamath Falls 21,813 7/1/2021 5,033$ 6,966$ 6,165$ 8,533$
Roseburg 23,683 7/1/2021 4,691$ 6,005$ 5,908$ 7,563$ Newberg 25,138 7/1/2021 6,031$ 7,720$ 5,880$ 7,526$ 6,772$ 8,668$ 7,029$ 8,998$
2021 Position
Median 6,699$ 7,098$ 7,536$ 8,583$ 8,600$
Average $5,258 $6,781 $5,821 $7,343 $5,755 $7,371 $6,580 $8,453 $6,613 $8,422
Central Point 12/31/2021 (actual)6,291$ 6,713$ 6,132$ 7,020$ 8,717$
Central Point 18,997 $5,616 $7,541 $5,616 $7,541 $5,616 $7,541 $6,738 $8,717 $6,738 $8,717
Difference (avg to CP scale)$358 $760 -$205 $198 -$139 $170 $158 $264 $125 $295
Percentage (avg to CP scale)6.38%10.08%-3.65%2.63%-2.48%2.26%2.35%3.03%1.85%3.38%
% For ee to reach To Top of CP Scale 20%12%23%24%0%
6132 From TOS
5840 29.1%
6423 17.4%
2021 Salary Survey Findings
Population
Low High Low High Low High Low High Low High
Ashland 21,360 7/1/2021 5,393$ 6,555$ 7,967$ 9,684$ 7,227$ 8,784$
Grants Pass 39,189 7/1/2021 4,718$ 6,205$ 4,780$ 6,286$ 7,277$ 9,569$ 6,791$ 8,930$
Klamath Falls 21,813 7/1/2021 5,033$ 6,966$ 6,165$ 8,533$
Roseburg 23,683 7/1/2021 4,691$ 6,005$ 5,908$ 7,563$
Medford 85,824 7/1/2021 7,903$ 8,713$ 6,311$ 8,059$ 5,838$ 7,450$ 7,450$ 9,510$ 7,450$ 9,510$ Jackson County 221,290 7/5/2021 6,353$ 8,109$ 5,462$ 6,975$ 6,353$ 8,109$
2021 Position
Median 6,205$ 8,059$ 6,966$ 9,540$ 8,930$
Average 5,771$ 6,974$ 6,332$ 8,084$ 5,402$ 6,966$ 7,215$ 9,324$ 6,955$ 8,833$
Central Point 12/31/2021 (actual)6,291$ 6,713$ 6,132$ 7,020$ 8,717$
Central Point 18,997 $5,616 $7,541 $5,616 $7,541 $5,616 $7,541 $6,738 $8,717 $6,738 $8,717
Difference (avg to CP scale)-$155 $567 -$716 -$543 $214 $575 -$477 -$607 -$217 -$116
Percentage (avg to CP scale)-2.76%7.52%-12.74%-7.20%3.80%7.63%-7.08%-6.97%-3.22%-1.33%
Band I Band II
PW Operations Mgr Building Div MgrPolice Office Mgr PPW Supervisor
PPW Supervisor PW Operations Mgr Building Div MgrPolice Office Mgr Construction Svs. Super
PW Operations Mgr Building Div MgrPolice Office Mgr Construction Svs. Super
Police Office Mgr Construction Svs. Super PPW Supervisor
PPW Supervisor
Band I Band II
PW Operations Mgr Building Div Mgr
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Appendix D – Director Salary Survey Results
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Director Salary
2021 Comparable Cities and Local Jurisdictions Salary Analysis
2021 Salary Survey Findings
Population
Effective date Low High Low High Low High Low High Low High Low High Low High
Coos Bay 15,985 7/1/2021 9,102$ 11,617$ 6,739$ 8,600$ 9,102$ 11,617$ 8,274$ 10,561$ 8,274$ 10,561$
The Dalles 16,010 7/1/2021 7,114$ 8,749$ 7,114$ 8,749$ 7,683$ 9,449$ 7,683$ 9,449$ 7,683$ 9,449$ 7,875$ 9,685$ 7,875$ 9,685$
Troutdale 16,300 7/1/2021 6,518$ 7,923$ 7,923$ 9,631$ 9,631$ 11,706$ 9,631$ 11,706$ 9,631$ 11,365$
Dallas 16,854 6/24/2021 3,344$ 4,398$ 7,154$ 10,228$ 6,907$ 9,835$ 6,907$ 9,835$ 6,907$ 9,835$ 7,154$ 10,228$
Pendleton 17,107 7/1/2021 4,792$ 6,038$ 7,522$ 9,478$ 7,886$ 9,936$ 7,886$ 9,936$ 7,886$ 9,936$ 8,167$ 10,291$
Lebanon 18,447 6/26/2021 6,464$ 8,583$ 8,157$ 10,835$ 8,157$ 10,835$ 8,566$ 11,378$ 8,566$ 11,378$ 8,157$ 10,835$ 9,443$ 12,544$ Hermiston 19,354 7/1/2021 5,405$ 6,576$ 8,636$ 10,508$ 7,615$ 9,263$ 8,636$ 10,508$
Milwaukie 21,119 7/1/2021 6,285$ 8,023$ 7,642$ 9,744$ 8,419$ 10,743$ 9,279$ 11,842$ 9,279$ 11,842$ 8,419$ 10,743$ 9,744$ 12,437$
Klamath Falls 21,813 7/1/2021 5,033$ 6,966$ 7,463$ 10,330$ 6,779$ 9,383$ 8,639$ 11,958$ 9,074$ 12,560$ 9,534$ 13,197$
Roseburg 23,683 7/1/2021 6,950$ 8,897$ 8,184$ 10,476$ 8,883$ 11,371$ 8,883$ 11,371$ 9,632$ 12,330$ 9,632$ 12,330$
Newberg 25,138 7/1/2021 5,880$ 7,526$ 7,029$ 8,998$ 8,579$ 10,982$ 6,938$ 8,880$ 8,579$ 10,982$ 9,708$ 12,428$
2021 Position
Median 7,526$ 9,371$ 10,352$ 10,459$ 11,371$ 10,743$ 11,446$
Average $5,648 $7,198 $7,392 $9,592 $8,018 $10,307 $8,093 $10,448 $8,377 $10,771 $8,368 $10,736 $8,817 $11,421
Central Point 12/31/2021 (actual)7,390$ 10,000$ 10,000$ 8,000$ 9,000$ 10,000$ 10,500$
Central Point 18,997 $5,616 $7,541 $7,115 $10,000 $7,115 $10,000 $7,115 $10,000 $7,115 $10,000 $7,115 $10,000 $9,030 $11,500
Difference (avg to CP scale)-$32 $343 -$277 $408 -$903 -$307 -$978 -$448 -$1,262 -$771 -$1,253 -$736 $213 $79
Percentage (avg to CP scale)-0.58%4.55%-3.90%4.08%-12.69%-3.07%-13.75%-4.48%-17.74%-7.71%-17.61%-7.36%2.36%0.69%
% For ee to reach To Top of CP Scale 2%0%0%25%11%0%10%
2021 Salary Survey Findings
Population
Low High Low High Low High Low High Low High Low High Low High
Ashland 21,360 7/1/2021 8,015$ 8,782$ 11,782$ 8,782$ 11,782$ 8,782$ 11,782$ 8,782$ 11,782$ 8,782$ 11,782$ 8,782$ 11,782$
Grants Pass 39,189 7/1/2021 4,970$ 6,535$ 6,625$ 8,712$ 7,705$ 10,132$ 8,689$ 11,425$ 8,372$ 11,009$ 8,780$ 11,545$ 9,213$ 12,114$
Klamath Falls 21,813 7/1/2021 5,033$ 6,966$ 7,463$ 10,330$ 6,779$ 9,383$ 8,639$ 11,958$ 9,074$ 12,560$ 9,534$ 13,197$
Roseburg 23,683 7/1/2021 6,950$ 8,897$ 8,184$ 10,476$ 8,883$ 11,371$ 8,883$ 11,371$ 9,632$ 12,330$ 9,632$ 12,330$
Medford 85,824 7/1/2021 5,724$ 7,304$ 9,380$ 11,971$ 9,566$ 12,209$ 9,380$ 11,971$ 9,924$ 12,666$ 10,708$ 13,667$
Jackson County 221,290 7/5/2021 10,022$ 12,792$ 10,022$ 12,792$ 9,213$ 11,755$ 10,022$ 12,792$ 10,022$ 12,792$ 12,180$
2021 Position
Median 7,135$ 11,056$ 11,782$ 11,590$ 11,782$ 12,445$ 12,255$
Average 5,242$ 7,205$ 8,204$ 10,747$ 8,852$ 11,478$ 8,621$ 11,281$ 8,940$ 11,782$ 9,369$ 12,279$ 9,574$ 12,545$
Central Point 12/31/2021 (actual)7,390$ 10,000$ 10,000$ 8,000$ 9,000$ 10,000$ 10,500$
Central Point 18,997 $5,616 $7,541 $7,115 $10,000 $7,115 $10,000 $7,115 $10,000 $7,115 $10,000 $7,115 $10,000 $9,030 $11,500
Difference (avg to CP scale)$374 $336 -$1,089 -$747 -$1,737 -$1,478 -$1,506 -$1,281 -$1,825 -$1,782 -$2,254 -$2,279 -$544 -$1,045
Percentage (avg to CP scale)6.66%4.46%-15.30%-7.47%-24.41%-14.78%-21.16%-12.81%-25.64%-17.82%-31.68%-22.79%-6.02%-9.09%
Band P-III
City Recorder
IT DirectorCity Recorder
Band I Band III
Police Chief
HR Director Planning Director Finance Director Public Works Director Police Chief
IT Director HR Director Comm. Dev. Dir.Finance Director Public Works Director
Police Chief
Band I Band III Band P-III
City Recorder IT Director HR Director Planning Director Finance Director Public Works Director
Comm. Dev. Dir.Finance Director Public Works Director Police ChiefIT Director HR DirectorCity Recorder
9.A.a
Packet Pg. 51 Attachment: MCP Compensation Analysis with Appendix - November 2021 (1482 : Classification Pay Plan Analysis)
Director Salary
2021 Comparable Cities and Local Jurisdictions
Comparison of CP to the highest salary for each position
2021 Salary Survey Findings
Population
Effective date Low High Low High Low High Low High Low High Low High Low High
Coos Bay 15,985 7/1/2021 9,102$ 11,617$ 6,739$ 8,600$ 9,102$ 11,617$ 8,274$ 10,561$ 8,274$ 10,561$
The Dalles 16,010 7/1/2021 7,114$ 8,749$ 7,114$ 8,749$ 7,683$ 9,449$ 7,683$ 9,449$ 7,683$ 9,449$ 7,875$ 9,685$ 7,875$ 9,685$
Troutdale 16,300 7/1/2021 6,518$ 7,923$ 7,923$ 9,631$ 9,631$ 11,706$ 9,631$ 11,706$ 9,631$ 11,365$ Dallas 16,854 6/24/2021 3,344$ 4,398$ 7,154$ 10,228$ 6,907$ 9,835$ 6,907$ 9,835$ 6,907$ 9,835$ 7,154$ 10,228$
Pendleton 17,107 7/1/2021 4,792$ 6,038$ 7,522$ 9,478$ 7,886$ 9,936$ 7,886$ 9,936$ 7,886$ 9,936$ 8,167$ 10,291$
Lebanon 18,447 6/26/2021 6,464$ 8,583$ 8,157$ 10,835$ 8,157$ 10,835$ 8,566$ 11,378$ 8,566$ 11,378$ 8,157$ 10,835$ 9,443$ 12,544$
Hermiston 19,354 7/1/2021 5,405$ 6,576$ 8,636$ 10,508$ 7,615$ 9,263$ 8,636$ 10,508$
Milwaukie 21,119 7/1/2021 6,285$ 8,023$ 7,642$ 9,744$ 8,419$ 10,743$ 9,279$ 11,842$ 9,279$ 11,842$ 8,419$ 10,743$ 9,744$ 12,437$ Klamath Falls 21,813 7/1/2021 5,033$ 6,966$ 7,463$ 10,330$ 6,779$ 9,383$ 8,639$ 11,958$ 9,074$ 12,560$ 9,534$ 13,197$
Roseburg 23,683 7/1/2021 6,950$ 8,897$ 8,184$ 10,476$ 8,883$ 11,371$ 8,883$ 11,371$ 9,632$ 12,330$ 9,632$ 12,330$
Newberg 25,138 7/1/2021 5,880$ 7,526$ 7,029$ 8,998$ 8,579$ 10,982$ 6,938$ 8,880$ 8,579$ 10,982$ 9,708$ 12,428$
2021 Position
Median 7,526$ 9,371$ 10,352$ 10,459$ 11,371$ 10,743$ 11,446$
High Salary $7,114 $8,749 $8,157 $10,835 $8,419 $11,617 $9,279 $11,842 $9,279 $11,958 $9,632 $12,560 $9,744 $13,197
Central Point 12/31/2021 (actual)7,390$ 10,000$ 10,000$ 8,000$ 9,000$ 10,000$ 10,500$ Central Point 18,997 $5,616 $7,541 $7,115 $10,000 $7,115 $10,000 $7,115 $10,000 $7,115 $10,000 $7,115 $10,000 $9,030 $11,500
Difference (avg to CP scale)-$1,498 -$1,208 -$1,042 -$835 -$1,304 -$1,617 -$2,164 -$1,842 -$2,164 -$1,958 -$2,517 -$2,560 -$714 -$1,697
Percentage (avg to CP scale)-26.67%-16.02%-14.65%-8.35%-18.33%-16.17%-30.41%-18.42%-30.41%-19.58%-35.38%-25.60%-7.91%-14.76%
% For current ee to reach To Top of CP Scale 2%0%0%25%11%0%10%
2021 Salary Survey Findings
Population
Low High Low High Low High Low High Low High Low High Low High
Ashland 21,360 7/1/2021 8,015$ 8,782$ 11,782$ 8,782$ 11,782$ 8,782$ 11,782$ 8,782$ 11,782$ 8,782$ 11,782$ 8,782$ 11,782$ Grants Pass 39,189 7/1/2021 4,970$ 6,535$ 6,625$ 8,712$ 7,705$ 10,132$ 8,689$ 11,425$ 8,372$ 11,009$ 8,780$ 11,545$ 9,213$ 12,114$
Klamath Falls 21,813 7/1/2021 5,033$ 6,966$ 7,463$ 10,330$ 6,779$ 9,383$ 8,639$ 11,958$ 9,074$ 12,560$ 9,534$ 13,197$
Roseburg 23,683 7/1/2021 6,950$ 8,897$ 8,184$ 10,476$ 8,883$ 11,371$ 8,883$ 11,371$ 9,632$ 12,330$ 9,632$ 12,330$
Medford 85,824 7/1/2021 5,724$ 7,304$ 9,380$ 11,971$ 9,566$ 12,209$ 9,380$ 11,971$ 9,924$ 12,666$ 10,708$ 13,667$ Jackson County 221,290 7/5/2021 10,022$ 12,792$ 10,022$ 12,792$ 9,213$ 11,755$ 10,022$ 12,792$ 10,022$ 12,792$ 12,180$
2021 Position
Median 7,135$ 11,056$ 11,782$ 11,590$ 11,782$ 12,445$ 12,255$
High Salary 5,724$ 8,015$ 9,380$ 12,792$ 9,566$ 12,792$ 9,380$ 11,971$ 10,022$ 12,792$ 10,022$ 12,792$ 10,708$ 13,667$
Central Point 12/31/2021 (actual)7,390$ 10,000$ 10,000$ 8,000$ 9,000$ 10,000$ 10,500$
Central Point 18,997 $5,616 $7,541 $7,115 $10,000 $7,115 $10,000 $7,115 $10,000 $7,115 $10,000 $7,115 $10,000 $9,030 $11,500
Difference (avg to CP scale)-$108 -$474 -$2,265 -$2,792 -$2,451 -$2,792 -$2,265 -$1,971 -$2,907 -$2,792 -$2,907 -$2,792 -$1,678 -$2,167Percentage (avg to CP scale)-1.92%-6.29%-31.83%-27.92%-34.45%-27.92%-31.83%-19.71%-40.86%-27.92%-40.86%-27.92%-18.59%-18.84%
Police Chief
City Recorder IT Director HR Director Comm. Dev. Dir.Finance Director Public Works Director Police Chief
Police Chief
Band I Band III Band P-III
City Recorder IT Director HR Director Planning Director Finance Director Public Works Director
City Recorder IT Director HR Director Comm. Dev. Dir.Finance Director Public Works Director
Band I Band III Band P-III
City Recorder IT Director HR Director Planning Director Finance Director Public Works Director Police Chief
9.A.a
Packet Pg. 52 Attachment: MCP Compensation Analysis with Appendix - November 2021 (1482 : Classification Pay Plan Analysis)
Page | 18
City of Central Point – MCP Compensation Analysis November 2021
Appendix E – Directors Local Salary & Monetary
Benefits Survey Results
9.A.a
Packet Pg. 53 Attachment: MCP Compensation Analysis with Appendix - November 2021 (1482 : Classification Pay Plan Analysis)
P&PW DIR Salary compared to local jurisdictions
12/31/21
Parks & Public
Works Director
Salary %
difference
Mo. Salary
Top of Scale
as of
12/31/2021
Cellphone
Allowance
Ed/Cert
Incentive
er paid
deferred
comp Total Salary
6% PERS
Pickup
HRA-VEBA
contribution Total % diff
Medford -27%12,666$ 65$ 127$ 12,858$ 771$ 300$ 13,929$ -30%
Jackson County -28%12,792$ 65$ -$ -$ 12,857$ 771$ -$ 13,628$ -27%
Grants Pass -15%11,544$ -$ 150$ -$ 11,694$ 702$ 234$ 12,630$ -18%
Ashland -18%11,782$ 55$ -$ 50$ 11,887$ 713$ 236$ 12,836$ -19%
Klamath Falls -26%12,560$ 40$ -$ -$ 12,600$ -$ -$ 12,600$ -17%
Roseburg -23%12,330$ 40$ -$ -$ 12,370$ 742$ 65$ 13,177$ -23%
Median -24%12,445$ 48$ -$ -$ 12,485$ 728$ 149$ 13,006$ -21%
Central Point 10,000$ -$ -$ 10,000$ 600$ 145$ 10,745$
Avg -23%12,279$ 44$ 30$ 30$ 12,378$ 617$ 139$ 13,133$ -22%
Employee pays PERS pickup
Example to bring the Director to average/median
Proposed 18% increase to the Scale; deferred comp match of 3%; increase HRA-VEBA to $300 (increase of $155)
Median -5%12,445$ 48$ -$ -$ 12,485$ 728$ 149$ 13,006$ 1%
Central Point 11,800$ -$ 354$ 12,154$ 729$ 300$ 13,183$
Avg -4%12,279$ 44$ 30$ 30$ 12,378$ 617$ 139$ 13,133$ 0%
9.A.a
Packet Pg. 54 Attachment: MCP Compensation Analysis with Appendix - November 2021 (1482 : Classification Pay Plan
Finance DIR Salary compared to local jurisdictions
12/31/21
Finance Director
Salary %
difference
Mo. Salary
Top of Scale
as of
12/31/2021
Cellphone
Allowance
Ed/Cert
Incentive
er paid
deferred
comp Total Salary
6% PERS
Pickup
HRA-VEBA
contribution Total
% diff (-
City
behind)
Grants Pass -10%11,008$ -$ 150$ -$ 11,158$ 669$ 234$ 12,061$ -12%
Jackson County -28%12,792$ 65$ -$ -$ 12,857$ 771$ -$ 13,628$ -9%
Ashland -18%11,782$ 55$ -$ 50$ 11,887$ 713$ 236$ 12,836$ -19%
Klamath Falls -20%11,958$ 40$ -$ -$ 11,998$ -$ -$ 11,998$ -11%
Roseburg -14%11,371$ 40$ -$ -$ 11,411$ 685$ 65$ 12,161$ -13%
Median -18%11,782$ 40$ -$ -$ 11,887$ 685$ 65$ 12,161$ -13%
Central Point 10,000$ 40$ -$ -$ 10,040$ 602$ 145$ 10,787$
Avg -18%11,782$ 40$ 30$ 10$ 11,862$ 568$ 107$ 12,537$ -16%
Employee pays PERS pickup
Medford does not have a Finance Director - these duties are under a Deputy City Manager
Example to bring the Director to average/median
Increase salary range 10% + 3% deferred compensation+$155 increase to HRA-VEBA
Median -7%11,782$ 40$ -$ -$ 11,887$ 685$ 65$ 12,161$ 2%
Central Point 11,000$ 40$ -$ 330$ 11,370$ 682$ 300$ 12,352$
Avg -7%11,782$ 40$ 30$ 10$ 11,862$ 568$ 107$ 12,537$ -1%
9.A.a
Packet Pg. 55 Attachment: MCP Compensation Analysis with Appendix - November 2021 (1482 : Classification Pay Plan
IT DIR Salary compared to local jurisdictions
12/31/21
IT Director
Salary %
difference
Mo. Salary
Top of Scale
as of
12/31/2021
Cellphone
Allowance
Ed/Cert
Incentive
er paid
deferred
comp Total Salary
6% PERS
Pickup
HRA-VEBA
contribution Total % diff
Medford -20%11,971$ 65$ 120$ 12,156$ 729$ 300$ 13,185$ -22%
Jackson County -28%12,792$ 65$ -$ -$ 12,857$ 771$ -$ 13,628$ -26%
Grants Pass 13%8,712$ -$ 150$ -$ 8,862$ 532$ 234$ 9,628$ 11%
Ashland -18%11,782$ 55$ -$ 50$ 11,887$ 713$ 236$ 12,836$ -19%
Klamath Falls -3%10,330$ 40$ -$ -$ 10,370$ -$ -$ 10,370$ 4%
Roseburg 11%8,897$ 40$ -$ -$ 8,937$ 536$ 65$ 9,538$ 12%
Median 11,056$ 48$ -$ -$ 11,129$ 625$ 149$ 11,603$ -8%
Central Point 10,000$ 40$ -$ -$ 10,040$ 602$ 145$ 10,787$
Avg 10,747$ 44$ 30$ 28$ 10,845$ 547$ 139$ 11,531$ -7%
Employee pays PERS pickup
Example to bring Pay Equity with other Director positions
Increase salary range 10% + 3% deferred compensation+$155 increase to HRA-VEBA
Median 11,056$ 48$ -$ -$ 11,129$ 625$ 149$ 11,603$ 6%
Central Point 11,000$ 40$ -$ 330$ 11,370$ 682$ 300$ 12,352$
Avg 10,747$ 44$ 30$ 28$ 10,845$ 547$ 139$ 11,531$ 7%
9.A.a
Packet Pg. 56 Attachment: MCP Compensation Analysis with Appendix - November 2021 (1482 : Classification Pay Plan
HR DIR Salary compared to local jurisdictions
12/31/21
HR Director
Salary %
difference
Mo. Salary
Top of Scale
as of
12/31/2021
Cellphone
Allowance
Ed/Cert
Incentive
er paid
deferred
comp Total Salary
6% PERS
Pickup
HRA-VEBA
contribution Total % diff
Medford -22%12,209$ 65$ 123$ 12,397$ 744$ 300$ 13,441$ -25%
Jackson County -28%12,792$ 65$ -$ -$ 12,857$ 771$ -$ 13,628$ -23%
Grants Pass -1%10,133$ -$ 150$ -$ 10,283$ 617$ 234$ 11,134$ -3%
Ashland -18%11,782$ 55$ -$ 50$ 11,887$ 713$ 236$ 12,836$ -19%
Roseburg -5%10,476$ 40$ -$ -$ 10,516$ 631$ 65$ 11,212$ -4%
Median -18%11,782$ 55$ -$ -$ 11,887$ 713$ 234$ 12,836$ -19%
Central Point 10,000$ 40$ -$ -$ 10,040$ 602$ 145$ 10,787$
Avg -15%11,478$ 45$ 38$ 35$ 11,588$ 695$ 167$ 12,450$ -15%
Example to bring the Director to pay equity of other CP Directors but less than average/median of local jurisdictions
Increase salary range 10% + 3% deferred compensation+$155 increase to HRA-VEBA
Median -7%11,782$ 55$ -$ -$ 11,887$ 713$ 234$ 12,836$ -4%
Central Point 11,000$ 40$ -$ 330$ 11,370$ 682$ 300$ 12,352$
Avg -4%11,478$ 45$ 38$ 35$ 11,588$ 695$ 167$ 12,450$ -1%
9.A.a
Packet Pg. 57 Attachment: MCP Compensation Analysis with Appendix - November 2021 (1482 : Classification Pay Plan
Planning DIR Salary compared to local jurisdictions
12/31/21
Planning Director
Salary %
difference
Mo. Salary
Top of Scale
as of
12/31/2021
Cellphone
Allowance
Ed/Cert
Incentive
er paid
deferred
comp Total Salary
6% PERS
Pickup
HRA-VEBA
contribution Total % diff
Medford -20%11,971$ 65$ 120$ 12,156$ 729$ 300$ 13,185$ -22%
Jackson County -18%11,755$ 65$ -$ -$ 11,820$ 709$ -$ 12,529$ -16%
Grants Pass -14%11,425$ -$ 150$ -$ 11,575$ 694$ 234$ 12,503$ -16%
Ashland -18%11,782$ 55$ -$ 50$ 11,887$ 713$ 236$ 12,836$ -19%
Klamath Falls 6%9,383$ 40$ -$ -$ 9,423$ -$ -$ 9,423$ 13%
Roseburg -14%11,371$ 40$ -$ -$ 11,411$ 685$ 65$ 12,161$ -13%
Median -16%11,590$ 48$ -$ -$ 11,697$ 702$ 149$ 12,516$ -16%
Central Point 10,000$ 40$ -$ -$ 10,040$ 602$ 145$ 10,787$
Avg -13%11,281$ 44$ 30$ 28$ 11,379$ 588$ 139$ 12,106$ -12%
Employee pays PERS pickup
Example to bring the Director to average/median
Increase salary range 10% + 3% deferred compensation+ ($300 HRA-VEBA = $155 increase)
Median -5%11,590$ 48$ -$ -$ 11,697$ 702$ 149$ 12,516$ -1%
Central Point 11,000$ 40$ -$ 330$ 11,370$ 682$ 300$ 12,352$
Avg -3%11,281$ 44$ 30$ 28$ 11,379$ 588$ 139$ 12,106$ 2%
9.A.a
Packet Pg. 58 Attachment: MCP Compensation Analysis with Appendix - November 2021 (1482 : Classification Pay Plan
City Recorder Salary compared to local jurisdictions
12/31/21
City Recorder
Salary %
difference
Mo. Salary
Top of Scale
as of
12/31/2021
Cellphone
Allowance
Ed/Cert
Incentive
er paid
deferred
comp
Total
Salary
6% PERS
Pickup
HRA-VEBA
contribution Total % diff
Medford 3%7,304$ 65$ 74$ 7,443$ 447$ 300$ 8,190$ 0%
Grants Pass 13%6,535$ -$ 150$ -$ 6,685$ 401$ 234$ 7,320$ 11%
Ashland -6%8,015$ 55$ -$ 50$ 8,120$ 487$ 160$ 8,767$ -7%
Klamath Falls 8%6,966$ 40$ -$ -$ 7,006$ -$ -$ 7,006$ 14%
Median 7,135$ 48$ -$ 25$ 7,224$ 424$ 197$ 7,755$ 5%
Central Point 7,541$ 40$ -$ -$ 7,581$ 455$ 145$ 8,181$
Avg 7,205$ 40$ 50$ 31$ 7,313$ 334$ 174$ 7,821$ 4%
Employee pays PERS pickup
Example:
+300 for HRA-VEBA
Median 7,135$ 48$ -$ 25$ 7,224$ 424$ 197$ 7,755$ 7%
Central Point 7,541$ 40$ -$ 7,581$ 455$ 300$ 8,336$
Avg 7,205$ 40$ 50$ 31$ 7,313$ 334$ 174$ 7,821$ 6%
9.A.a
Packet Pg. 59 Attachment: MCP Compensation Analysis with Appendix - November 2021 (1482 : Classification Pay Plan
Police Chief Salary compared to local jurisdictions
12/31/21
Police Chief
Salary %
difference
Mo. Salary
Top of Scale
as of
12/31/2021
Cellphone
Allowance
Ed/Cert
Incentive
er paid
deferred
comp Total Salary
6% PERS
Pickup
HRA-VEBA
contribution Total % diff
Medford -19%13,667$ 65$ 137$ 13,869$ 832$ 300$ 15,001$ -22%
Jackson County (Sheriff)-6%12,180$ 65$ -$ -$ 12,245$ 735$ -$ 12,980$ -5%
Grants Pass -5%12,114$ -$ 150$ -$ 12,264$ 736$ 234$ 13,234$ -7%
Ashland -2%11,782$ 55$ -$ 50$ 11,887$ 713$ 236$ 12,836$ -4%
Klamath Falls -15%13,197$ 40$ -$ -$ 13,237$ -$ -$ 13,237$ -7%
Roseburg -7%12,330$ 40$ -$ -$ 12,370$ 742$ 65$ 13,177$ -7%
Median -7%12,255$ 48$ -$ -$ 12,317$ 736$ 149$ 13,205$ -7%
Central Point 11,500$ -$ -$ 11,500$ 690$ 145$ 12,335$
Avg -9%12,545$ 44$ 30$ 31$ 12,645$ 626$ 139$ 13,411$ -9%
Employee pays PERS pickup
Example to bring the Chief to average/median
5.4% increase + 3% deferred comp + $300 for HRA
Median -1%12,255$ 48$ -$ -$ 12,317$ 736$ 149$ 13,205$ 2%
Central Point 12,121$ -$ 364$ 12,485$ 749$ 300$ 13,534$
Avg -3%12,545$ 44$ 30$ 31$ 12,645$ 626$ 139$ 13,411$ 1%
9.A.a
Packet Pg. 60 Attachment: MCP Compensation Analysis with Appendix - November 2021 (1482 : Classification Pay Plan
City of Central Point
Staff Report to Council
ISSUE SUMMARY
TO: City Council
DEPARTMENT:
City Manager
FROM: Chris Clayton, City Manager
MEETING DATE: November 18, 2021
SUBJECT: Central Point Chamber Office Update
ACTION REQUIRED:
Information/Direction
RECOMMENDATION:
Not Applicable
BACKGROUND INFORMATION:
Since relocating the Central Point Chamber/Visitors Information Center Office to 650
Pine Street (current location), the City has funded the office space lease. The office
space rental costs are in addition to the monthly amount that we pay the Central Point
Chamber to operate our Visitors Information Center.
Currently, the annual Chamber office space lease amount exceeds $16,000. The
existing location on Pine Street is centrally located and easily walkable from the Central
Point downtown. Both of these factors are positives, but when balanced against cost,
we are considering alternatives before renewing the Visitors Information Center
operations agreement.
In Spring of 2022, the Central Point Public Works Field Operations division will relocate
to our newly constructed facility on S. Haskell Street. One option for the Central Point
Chamber office would be to relocate to the current Public Works Water Office. The City
Currently owns this facility, which means ongoing rental costs would be minimal.
However, the space would require upgrades/improvements prior to being occupied by
the Chamber.
A second possibility exists to relocate the Chamber of Commerce Office to the City Hall
Campus. In this scenario, the Chamber would use the upstairs lobby receptions area
and the "Bridge Room." Using this unoccupied space would provide economies of scale
on utility costs and the convenience of having both Chamber and City Services at a
single location. It isn't done frequently, but other cities have used this option to co-
locate city and chamber offices.
A third possibility would be to allow the Chamber to relocate to the upstairs portion of
the new Public Works facility located on S. Haskell Street. The new facility would have
9.B
Packet Pg. 61
adequate unused space on the second floor, which could accommodate the needs of
the Chamber and Visitors Information Center.
A final possibility includes allowing the Chamber to remain at the current location until
the Central Point Community Center is complete. The Community Center is ideal for
the City Recreation/Parks Department, Chamber of Commerce and Visitors Information
Center to coexist.
The current chamber office lease agreement expires on 12/31/2021. Therefore,
regardless of whether the Chamber of Commerce is relocated or not, we will need to
solidify the arrangement in a new two-year Chamber of Commerce/Visitors Information
Center agreement
FINANCIAL ANALYSIS:
Any changes to the existing financial situation would be based on cost savings from
reducing the current lease amount. More specifically, if the lease amount were reduced
by relocating to one of the possible locations, the city council could choose to apply
some or all of the savings to community/chamber events and functions.
LEGAL ANALYSIS:
We are currently relying on an expired (6/30/2021) agreement for operations of the
Visitors Information Center. However, since the Chamber of Commerce office space
lease agreement expires on 12/31/2021, staff recommends combining the new lease
and operating agreement in a single revision/version in January 2022.
COUNCIL GOALS/STRATEGIC PLAN ANALYSIS:
Central Point 2040 Strategic Plan—Strategic Priority—Community Engagement
GOAL 2 - Build upon past success to further the purpose of promoting downtown
revitalization and renewal.
STRATEGY 3 – Partner with the Chamber of Commerce and the local business
community to promote Central Point businesses (Buy Local, Live Local Campaign).
STRATEGY 4 – Promote destination business development through partnerships with
the Chamber of Commerce and the local business community
STAFF RECOMMENDATION:
Staff recommends a discussion about the Chamber of Commerce/Visitors Information
Center Office and the Visitors Information Center Operational agreement renewal.
RECOMMENDED MOTION:
9.B
Packet Pg. 62
Not applicable
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City of Central Point
Staff Report to Council
ISSUE SUMMARY
TO: City Council
DEPARTMENT:
Public Works
FROM: Matt Samitore, Parks and Public Works Director
MEETING DATE: November 18, 2021
SUBJECT: Potential Changes to Backflow Prevention Devices
ACTION REQUIRED:
Information/Direction
RECOMMENDATION:
Not Applicable
The City of Central Point has a very successful backflow prevention program. Still, our water division
has noticed some cheaper devices being installed that do not protect the overall city water system
over the past few years. Backflow Prevention Assemblies (BPA) are devices that are installed on
homes with in ground sprinkler systems. The device disallows water to back charge into the overall
City water System.
In reviewing the ordinance, it was determined that some devices are not being installed correctly or
are not good enough to protect the overall system. Therefore, staff suggests adding language that
would restrict the type of devices installed in new construction and also adding additional language
about homeowner responsibility and pre-existing assemblies.
ATTACHMENTS:
1. Cross Connection
2. Pressurized Irrigation System Requirements
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The Central Point Municipal Code is current through Ordinance 2082, passed September 23, 2021.
Title 13
WATER
Chapters:
13.01 Definitions
13.04 Water Rates and Regulations
13.08 Standby Water Service
13.16 Water Rate Discounts for Extreme Hardship
13.20 Cross-Connection Control
Chapter 13.20
CROSS-CONNECTION CONTROL
Sections:
13.20.010 Purpose.
13.20.020 Definitions.
13.20.030 Backflow prevention assembly (BPA) requirements.
13.20.040 BPA installations in the rights-of-way.
13.20.050 Installation requirements.
13.20.060 Maintenance and testing requirements for BPAs.
13.20.070 Inspection and testing of BPAs.
13.20.110 Mobile units.
13.20.120 Multiple connections.
13.20.130 Thermal expansion.
13.20.140 Pressure loss.
13.20.200 Tester requirements and responsibilities.
13.20.310 Water service termination.
13.20.320 Notice of appeal.
13.20.400 Permits and fees.
13.20.010 Purpose.
The purpose of this chapter is to protect the water supply of the city from contamination or pollution due to any
existing or potential cross-connections, and to implement and enforce the requirements of OAR Chapter 333,
Division 61, for public water systems. No cross-connections shall be created, installed, used or maintained within
the area served by the city, except in accordance with this chapter. The standards set forth in this chapter are
considered to be minimum requirements for safe practice in the delivery of water for domestic use. They are to be
interpreted as meeting only the minimum requirements for design, construction, maintenance, testing, and operation
for cross-connection control. The cost of complying with this chapter is the sole responsibility of the property owner
and water service customer, as described herein. The city’s adopted plumbing codes and the requirements of OAR
Chapter 333, Division 61, are incorporated and made a part of this chapter; if conflicts arise between the
requirements of this chapter, the codes, or OAR 333-61, the more restrictive shall apply. (Ord. 1932 §1(part), 2010).
13.20.020 Definitions.
For the purpose of this chapter, the following definitions shall apply unless the context clearly indicates or requires a
different meaning:
“Approved backflow prevention assembly” or “backflow assembly” or “assembly” means an assembly to counteract
backpressure or prevent backflow or back siphonage. This assembly must appear on the list of approved assemblies
issued by the Oregon Health Division and be as specified in the city’s PWD standards. These assemblies include:
A. Air-Gap. A physical vertical separation between the free-flowing discharge end of a potable water supply piping
and/or appurtenance and an open or nonpressure receiving vessel, plumbing fixture or other device. An “approved
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The Central Point Municipal Code is current through Ordinance 2082, passed September 23, 2021.
air-gap separation” shall be at least double the diameter of the supply pipe measured vertically above the overflow
rim of the vessel, plumbing fixture or other device--in no case less than one inch.
B. Reduced Pressure Principle Backflow Prevention Assembly or Reduced Pressure Principle Assembly or RPBA
Assembly or RP. An assembly containing two independently acting, approved check valves together with a
hydraulically operated, mechanically independent pressure differential relief valve located between the check valves
and at the same time below the first check valve. The assembly shall include properly located test cocks and tightly
closing shut-off valves at the inlet and outlet ends of the assembly.
C. Reduced Pressure Principle Detector Backflow Prevention Assembly or Reduced Pressure Detector or RPDA. An
assembly composed of a line-size approved reduced pressure principle assembly with a bypass containing a specific
water meter and an approved reduced pressure principle backflow prevention assembly. The meter shall register
accurately in cubic feet or gallonage for very low rates of flow.
D. Double Check Valve Backflow Prevention Assembly DCVA or Double Check Valve Assembly or Double Check
or DCA. An assembly which consists of two independently operating check valves which are spring-loaded or
weighted. The assembly comes complete with a shut-off valve on each side of the check valves, as well as test cocks
to test the check valves for tightness.
E. Double Check Detector Backflow Prevention Assembly or Double Check Detector Assembly or DCDA. An
assembly composed of a line-size approved double check assembly with a bypass containing a specific water meter
and an approved double check valve assembly. The meter shall register accurately in cubic feet or gallonage for very
low rates of flow.
F. Pressure Vacuum Breaker Backflow Prevention Assembly PVBA or Pressure Vacuum Breaker or PVB. An
assembly which provides protection against back siphonage, but does not provide adequate protection against
backpressure backflow. The assembly is a combination of a single check valve with an air inlet valve, which can be
used with downstream shut-off valves. In addition, the assembly has suction and discharge shut-off valves and test
cocks which allows the full testing of the assembly. PVBA or PVB are not allowed for new residential construction.
“Auxiliary water supply” means any water source other than the city’s water system, including, but not limited to,
domestic water wells and irrigation water sources.
“Backflow” means the flow in the direction opposite to the normal flow or the introduction of any foreign liquids,
gases, or substances into the city’s water system.
“Backpressure” means any elevation of pressure in the downstream piping system above the supply pressure at the
point of consideration which would cause, or tend to cause, a reversal of the normal direction of flow and the
introduction of fluids, mixtures or substances from any source other than the intended source.
“Back siphonage” means the flow of water or other liquids, mixtures or substances into the distribution pipes of a
potable water supply system from any source other than its intended source caused by a sudden reduction of
pressure in the potable water supply system.
“BPA” means any backflow prevention assembly approved by the city.
“City” means the city of Central Point, Oregon, or its designee.
“City water system” means the system for providing piped water for human consumption to the public (“potable”),
owned and operated by the city.
“Contamination” means the entry or presence in a public water supply system of any substance which may be
harmful to health or the quality of the water.
“Cross-connection” means any unprotected actual or potential (direct or indirect) connection or physical
arrangement through which it is possible to introduce into any part of the drinking water system any liquid or
substance other than the intended unused potable water, by backflow, backpressure, or back siphonage.
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The Central Point Municipal Code is current through Ordinance 2082, passed September 23, 2021.
“Degree of hazard” means the low or high hazard classification that shall be attached to all actual or potential cross-
connections.
A. High Hazard. The classification assigned to an actual or potential cross-connection where a substance which, if
allowed to backflow into the city water system, could cause illness or death.
B. Low Hazard. The classification assigned to an actual or potential cross-connection that could allow a substance
which, if allowed to backflow into the city water system, would be objectionable but not a hazard to human health.
“Mobile units” means any mobile equipment that uses water obtained through the city water system. Mobile units
include, but are not limited to, carpet-cleaning vehicles or machines, water-hauling vehicles, street-cleaning vehicles
or machines that use water, pressure washers, portable toilet-hauling and water-service vehicles, and septic tank-
cleaning and hauling vehicles that use water.
“Point-of-use isolation” means the appropriate backflow prevention within the consumer’s water system at the point
where the actual or potential cross-connection exists.
“Premises” means any property to which water service is provided, including but not limited to all residential,
commercial, or industrial improvements; hospitals; clinics; parks; recreational sites; and any other land improvement
that is served by the city water system.
“Premises isolation” means the appropriate backflow prevention assembly installed at the point of service
connection between the city water system and the customer’s water system, or other approved installation point.
“Public works department (PWD)” means the department of the city responsible for operation and maintenance of
the city water system.
“PWD standards” means the standard specifications and details of the city’s public works department.
“Representative of the city” means any person designated by the city to perform cross-connection control duties that
shall include, but are not limited to, testing, cross-connection inspections and water-use surveys.
“Residential use” means and includes, but is not limited to, single-family or multifamily dwellings, manufactured
housing, and apartments where the individual units are each on a separate meter; or where two or more units are
served by one meter.
“Service connection” means the portion of the water system that conveys water from the distribution main to the
outlet side of the city’s meter.
“Tester” means a person certified as an OHD backflow prevention assembly tester who is registered with and
approved by the city to perform the required testing, maintenance, repair, and replacement of the assembly. (Ord.
1932 §1(part), 2010).
13.20.030 Backflow prevention assembly (BPA) requirements.
This chapter shall apply to all properties within the city, and any properties located outside the city limits which are
connected to the city water system. If an air-gap or BPA is required to be installed, the water service customer and
the owner of the property are jointly responsible for installing and maintaining the approved air-gap or BPA. The
type and location of the BPA and elimination method shall be subject to review and approval by the city. The
property owner and water service customer jointly assume all responsibility for any damages resulting from
installation, operation, testing, maintenance, repair, and/or replacement of any BPA.
Cross-connection control may be required or upgraded in each of the following minimum specific circumstances, as
determined by the city manager or his designee:
A. Cross-connections or potential cross-connections exist;
B. There is a history of cross-connections being established or reestablished;
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The Central Point Municipal Code is current through Ordinance 2082, passed September 23, 2021.
C. Entry has been denied for cross-connection inspection when an existing or potential cross-connection is suspected
to exist;
D. Intricate plumbing arrangements are present that make it impractical to ascertain whether cross-connections exist;
E. Manufacturing, processing, or maintenance materials or methods are being used such that if cross-connection
(including backpressure, back siphonage, or backflow) should occur, a health hazard could result;
F. An approved double check valve BPA shall be the minimum protection for any fire sprinkler systems using
piping material that is not approved for potable water use, or a system that does not provide for periodic flow-
through every twenty-four hours. An RP BPA must be installed if any solution other than the city’s potable water
can be introduced into the sprinkler system;
G. There is piping for conveying liquids other than potable water, and where that piping is under pressure and is
installed in proximity to the potable water piping;
H. When a building is constructed on commercial or industrial property, and the end use of such building is not
determined or could change (such as, but not limited to, shopping malls and buildings with undetermined
occupancy), a reduced pressure principle backflow prevention assembly shall be installed at the service connection;
I. If it is determined the plumbing system has been changed without obtaining proper permits as required by the city;
J. Any property with a nonpressurized water storage tank, or a pressurized water storage tank, excluding domestic
hot water tanks with a capacity of one hundred gallons or less;
K. A pressurized irrigation system is installed on the premises;
L. An auxiliary water source exists on the property or is conveyed to the property.
Cross-connection control will not be required at the time of construction of new single-family residences, but may
be subsequently required if any of the above noted conditions is determined to exist. (Ord. 1969 §1(part), 2013; Ord.
1932 §1(part), 2010).
13.20.040 BPA installations in the rights-of-way.
A BPA may be installed upon or within any city rights-of-way based on the following minimum requirements:
A. The BPA does not affect or interfere with the operation, use, or existing location of public infrastructure.
B. All permits required by the city to perform work in the city’s rights-of-way shall be obtained.
C. A property owner shall, at the request of the city and at the property owner’s expense, relocate a BPA which
encroaches upon any city rights-of-way when such relocation is necessary for street, sidewalk, or utility construction
or repairs as required by the city. (Ord. 1932 §1(part), 2010).
13.20.050 Installation requirements.
The following minimum requirements shall apply to the installation of BPAs:
A. A BPA installer must obtain the required plumbing permits and any other permit required by the city; be licensed
by the state for the installation of BPAs; have a valid city business license; and have the installation inspected by the
city.
B. No part of a BPA shall be submerged in water or installed in a location subject to flooding, without the approval
of the city public works department.
C. All BPAs are required to have brass or plastic threaded pipe plugs installed in all test cocks. Galvanized plugs in
test cocks are not allowed.
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The Central Point Municipal Code is current through Ordinance 2082, passed September 23, 2021.
D. BPAs which are installed to isolate premises from the city water system shall be installed on the downstream side
of the meter at or near the property line, or be installed immediately inside the building being served; but in any case
must be installed before the first branch line. BPAs that are installed or located within city’s rights-of-way are the
responsibility of the property owner.
E. All vertical installations of BPAs must be as expressly approved by the city.
F. The BPA shall be installed in accordance with city PWD standards and the specifications, requirements, and
recommendations of the BPA’s manufacturer.
G. All BPAs shall be available for inspection, as a minimum, during the hours of eight a.m. to five p.m., Monday
through Friday, or as otherwise required and approved by the city.
H. BPAs installed inside a building, five feet or more above the floor, shall be equipped with a rigid and
permanently-installed platform with railing acceptable to the city. This installation shall also meet the requirements
established by the U.S. Occupational Safety and Health Administration and the State of Oregon Occupational Safety
and Health Codes.
I. All facilities that require continuous uninterrupted water service, and are required to have a BPA, shall make
provisions for the parallel installation of BPAs so that testing, repair, maintenance, or replacement can be performed
on one of the two BPAs, while still providing minimum flow requirements with only one of the two service lines in
operation.
J. In the event a point-of-use BPA has not had the testing or repair work as required by this chapter, a premises
isolation BPA or approved air-gap may be required.
K. Upon completion of any BPA installation, the city shall be notified by the property owner. The city will then
conduct an inspection. If the installation is approved by the city, the property owner shall have the BPA tested by an
authorized tester. Test results shall be provided by the property owner or tester to the city.
L. All BPAs must be registered with the city. Registration shall consist of address and physical location of BPA;
date of installation; manufacturer’s name, model, type, size, and serial number; and a copy of the initial test report.
M. Bypass lines (that are not an integral part of the BPA) are prohibited. Pipe fittings which could be used for
connecting bypass lines shall not be installed.
N. BPA information nameplate and serial number must be attached to the BPA, be readily visible, and be designed
to be permanent and resilient to environmental conditions.
O. Pressure vacuum breaker BPAs may be utilized only in single-zone irrigation systems, and are not allowed for
new residential construction.
P. BPAs shall be sized to provide an adequate supply of water and pressure for the premises being served. Consult
manufacturer’s specifications for specific performance data such as flow characteristics.
Q. New Residential Construction are not allowed to install a PVBA or a PVA backflow assembly.
Variances from these specifications will be evaluated by the city manager or his designee on a case-by-case basis.
Any variances must have prior written approval by the city. (Ord. 1969 §1(part), 2013; Ord. 1932 §1(part), 2010).
13.20.060 Maintenance and testing requirements for BPAs.
A. A person who owns, operates, or manages premises where required BPAs are installed shall maintain such BPAs
in proper working order at all times. It shall be the duty of the water service customer to keep BPAs in good working
condition at all times. It shall also be the duty of the water service customer to have thorough inspections and
assembly performance/leakage tests made at least once a year or more often in those instances where successive
inspections or tests indicate failure. These inspections and tests, performed for and at the expense of the water
service customer, must be performed by a person registered with and approved by the city as a tester. It is the
responsibility of the water service customer to see that these tests and inspections are completed. Testers may be
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The Central Point Municipal Code is current through Ordinance 2082, passed September 23, 2021.
required to notify the city in advance when the test is to be undertaken so that city representative(s) may witness the
test.
B. BPAs shall be repaired, overhauled, or replaced at the expense of the water service customer and property owner,
in an expedient manner, whenever they are found to be defective. Records of such tests, repairs, overhauls, and/or
replacements shall be maintained by the property owner and the city. It is the responsibility of any tester performing
tests, maintenance, repair, overhauls, or replacements of any BPA to submit records of such tests or work to the city
within thirty days of the performance of such work. (Ord. 1932 §1(part), 2010).
13.20.070 Inspection and testing of BPAs.
A. The city shall require inspection and testing of all BPAs in each of the following circumstances:
1. Immediately after installation of the BPA;
2. Whenever the BPA is moved;
3. A minimum of once a year;
4. Immediately after repairs.
B. BPAs may be required to be tested more frequently if, in the opinion of the city, it is determined that such factors
as the repair history of the BPA, circumstances on the premises, and/or the degree of hazard present warrant
additional testing. (Ord. 1932 §1(part), 2010).
13.20.080 Existing Assemblies.
Backflow Prevention assemblies installed before the effective date of these Rules which were approved at the
time they were installed but are not on the current list of approved assemblies maintained by the State of
Oregon Department of Human Services, shall be permitted to remain in service provided they are property
maintained, are commensurate with the degree of hazard, tested at least annually, and perform satisfactorily.
When assemblies of this type are moved, or require more than minimum maintenance, or are on services that
are modified, changed in size or remodel, they shall be replaced with assemblies on the current State of
Oregon Department of Human Services list of approved assemblies.
13.20.110 Mobile units.
Mobile units must obtain and maintain a current permit from the city before using any water. As a condition of
issuing a permit, the city may require a fixed air-gap or BPA to be mounted on the vehicle or its piping system, or on
the city-supplied hydrant meter which is rented by the mobile unit’s owner for temporary connection into the city’s
water system. (Ord. 1932 §1(part), 2010).
13.20.120 Multiple connections.
Any premises to be served by multiple service connections shall be required to install a BPA or an approved air-gap
on each of the service lines to the premises. The assembly(ies) will be commensurate with the degree of hazard that
could occur in the event of a cross-connection. (Ord. 1932 §1(part), 2010).
13.20.130 Thermal expansion.
If a BPA is installed, the property owner and/or water service customer should make allowances for thermal
expansion within their water system. (Ord. 1932 §1(part), 2010).
13.20.140 Pressure loss.
Double check valves assemblies shall have a maximum loss of ten psi and reduced pressure backflow assemblies
shall have a maximum loss of twenty-four psi. (Ord. 1932 §1(part), 2010).
13.20.200 Tester requirements and responsibilities.
The following are minimum requirements and responsibilities for BPA testers:
A. BPA testers shall have liability insurance in the minimum amount of five hundred thousand dollars. If the
employer holds the liability insurance, the tester may only test when working for the employer.
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The Central Point Municipal Code is current through Ordinance 2082, passed September 23, 2021.
B. All BPA testers shall be licensed with the appropriate State Contractor Board and have a valid city business
license.
C. The tester shall be responsible for accurate testing of BPAs and shall submit complete reports thereof to the city
no later than thirty days after the test has been completed.
D. Registration by BPA testers with the city must include registration of all test gauges to be used by said tester (i.e.,
serial numbers and model, or other applicable identification). Registered OHD identification numbers of test gauges
shall be listed on tests and maintenance reports prior to being submitted to the city.
E. Certified testers shall not change the design or operation characteristics of any BPA, unless otherwise approved
(in writing) by the BPA manufacturer and OHD.
F. City authorization to test BPAs may be revoked by the city if the tester has falsely, incompletely, delinquently, or
inaccurately filed BPA testing/maintenance/repair reports; has used inaccurate, unregistered, uncalibrated, or
improper gauges; has used improper testing methods or procedures; has expired insurance; is not in compliance with
safety regulations; has a history of valid customer complaints; is not certified by the OHD to be a tester (at the time
of testing); or is not licensed as noted in subsection B of this section. (Ord. 1932 §1(part), 2010).
13.20.250 Property Owner Responsibility
A. It shall be the responsibility of the owner of the property served to provide and keep required backflow
prevention assemblies in good working condition at all times. It shall also be the responsibility of the owner of the
property at any premise where backflow prevention assemblies are installed to have all assemblies tested at least
once a year by a certified backflow assembly tester approved by the City as a competent backflow assembly tester.
Backflow Prevention Assemblies shall be repaired, overhauled or replaced promptly at the expense of the owner of
the property whenever they are found to be defective. Non-compliance may cause water service to be denied or
discontinued.
13.20.310 Water service termination.
A. If, in the opinion of the city manager or his designee, a customer is in noncompliance with any provision of this
chapter and an immediate health hazard is present, (i.e., a noted cross-connection or potential cross-connection
exists which poses an immediate health threat), the city may terminate the water service immediately. The water
service customer will be noticed (by phone, facsimile, or in writing) as soon as practicable after determination of the
noncompliance item which presents the hazard, and again immediately upon water service termination. The water
service customer will be provided the opportunity to be heard upon request, as soon as practicable.
B. If, in the opinion of the city manager or his designee, a customer is in noncompliance with any provision of this
chapter and an immediate health hazard is not present, a noncompliance notice will be mailed to the property owner
and water service customer. The noncompliance notice will state the reasons for noncompliance (which will include
the applicable provisions of this chapter); the requirements needed to reestablish compliance; and a schedule for
compliance which will include the date upon which water service termination would occur if the noted deficient
items are not completed. (Ord. 1969 §1(part), 2013; Ord. 1932 §1(part), 2010).
13.20.320 Notice of appeal.
A. A property owner or water service customer receiving a noncompliance notice and/or water service termination
may file a written appeal with the city manager within five days after the noncompliance notice is mailed. The
property owner or water service customer shall include a written explanation of the basis of the appeal.
B. The city manager or his designee will review the appeal and respond in writing to the customer within five days
of receipt of the appeal with an explanation of the review of the appeal and specific actions to be taken by the
customer or the city. If an immediate health hazard is not present, the termination of water service shall not occur
prior to a period of forty-eight hours after the city manager’s or his designee’s written response has been delivered to
the premises, or in accordance with the schedule included in the notice of noncompliance, whichever is last. (Ord.
1969 §1(part), 2013; Ord. 1932 §1(part), 2010).
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The Central Point Municipal Code is current through Ordinance 2082, passed September 23, 2021.
13.20.400 Permits and fees.
The city council may, from time to time, establish by resolution a permit and administration fee structure for BPA
installation and testing.
A. Prior to installing any BPA, the property owner shall apply for and obtain a BPA installation permit and other
required permits. The city shall charge an installation permit fee for each BPA for the purpose of covering city
expenditures for initial registration, inspection, and administration.
B. The city council may establish by resolution a monthly administration fee (per installed BPA) for the purpose of
administration, inspection, and enforcement of the requirements of this chapter and the OHD as detailed in OAR
333-61-0070. This fee will be billed and collected as part of the monthly water service billing. (Ord. 1932 §1(part),
2010).
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Packet Pg. 72 Attachment: Cross Connection (1479 : Backflow Prevention Device Changes)
Pressurized Irrigation System Requirements
Due to the potential risk of introducing chemical and biological hazards into a
pressurized irrigation system, it is required that the system be protected by at minimum a
Double Check Valve Assembly (DCVA). These assemblies are put in place to protect the
municipal water supply in case of a low pressure situation where flow of water can be reversed
causing a back flow event.
Lawns and flower beds can hold an array of potential hazards such as chemical
fertilizers, animal feces, parasitic worms, and bacteria. Once the system has run and there is no
longer pressure to the heads the standing water can run back into the pipes through the heads
carrying the contaminants with it. In the event that a water main were to break creating a low
pressure event, the water rushing to the break could suck all of the water from the home and
irrigation pipes back into the municipal water supply. This could potentially contaminate a
whole section of water main and all services on that section of water main. The monetary cost
of these types of events are extreme, not to mention the potential health concerns associated
to the contamination if not caught it time.
A properly installed, maintained, and tested DCVA could eliminate the possibility of this
happening completely. In our current standards we allow devices like Atmospheric Vacuum
Breakers (AVB) to be used as Backflow Protection Assemblies (BFA). These devices do work well
when properly installed and maintained, but as we have done our residential site surveys we
have noted that most of these devices are improperly installed. Also, a majority that were
installed properly are not functioning properly. These devices are also not testable, so we have
no way of knowing if they are failing or not unless it is physically obvious.
Pressure Vacuum Breakers (PVB) are a testable assembly but are only good for single zone
irrigation and have installation requirements that are generally overlooked.
The DCVA is by far the best BPA for pressurized irrigation systems, they can be installed
underground to prevent the assembly from freezing and are easily tested and maintained.
Installed properly the assembly will not only protect our city water but will also protect the
homeowner from potentially introducing contaminants into their potable water system.
9.C.b
Packet Pg. 73 Attachment: Pressurized Irrigation System Requirements [Revision 1] (1479 : Backflow Prevention Device Changes)
City of Central Point
Staff Report to Council
ISSUE SUMMARY
TO: City Council
DEPARTMENT:
Community Development
FROM: Stephanie Holtey, Planning Director
MEETING DATE: November 18, 2021
SUBJECT: Planning Commission Report
ACTION REQUIRED:
Information/Direction
RECOMMENDATION:
Not Applicable
The Central Point Planning Commission met at their regular meeting on November 2, 2021.
There were two (2) discussion item on the agenda, introducing Rewrite 2022: Central Point
Zoning Code Update Project and continued discussion of cottage housing. At the conclusion of
the meeting, updates were given on development and the City’s floodplain management
program. Staff also presented Planning Commissioner Reports as a new item on the agenda.
ZONING CODE DISCUSSION:
Planning staff introduced the Zoning Code Update project that kicked-off at the CAC meeting
last month. The purpose of the project evaluate and substantially update the zoning code that
was originally adopted in 1981. The goal of the project is to provide a zoning code that is more
user friendly in organization and language, eliminate conflicting uses, provide more
opportunities for housing, align the zoning code with the Comprehensive Plan and ultimately
deliver a better experience for Central Point residents and the development community.
Staff provided a study session on zoning code fundamentals, including where zoning authority
originates, components of zoning text, and the spatial distribution of zones and land use
designations throughout the City. Planning Commissioners took advantage of this opportunity to
ask questions about the purpose of various zoning districts and whether it would make sense to
consolidate some of the commercial zones. Additionally, it was recommended that the City staff
try to consolidate the use of Conditional Use Permits to situations that warrant it and instead
provide clear and objective standards that simplify the development process to the extent
possible.
As part of the study session, staff showed Commissioners and the public how to navigate to the
Municipal Code from the City’s homepage, how to find information about the Zoning Code
update project on the Planning web page, and explained the next steps in the project including
an audit of residential zones and affiliated chapters, preparation of a technical memo outlining
the findings of the audit and preparation of draft amendments for discussion in January and
February.
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Packet Pg. 74
COTTAGE HOUSING DISCUSSION:
The Planning Commission continued its discussion of cottage housing with a focus on
observations and suggestions stemming from the October 18, 2021 Cottage Housing Tour.
Generally the Planning Commission expressed support for this housing type but would like to
see more affordability in Central Point. Additionally, they agree that allowing for 2 bathrooms in
a unit is a good idea. Off-street parking adequacy and the availability of on-site storage space
for residents were mentioned as important issues to be considered.
On the topic of affordability and livability, there was discussion about the impacts of cottage
rentals (short-term and long-term) on the community fabric and whether limiting rentals should
be considered. It was noted that the City does not regulate rental units and that any such
restrictions would a private matter and subject to State law. With regard to short-term rentals,
such as Vacation Rentals by Owner or AirBnB, staff reported that the City Council recently
considered regulating short-term rental use and elected to not take any action at this time.
DEVELOPMENT UPDATE:
Staff provided an update on development activity during the month of October and is attached
for Council’s information.
FLOOD PROGRAM UPDATE:
It was noted that the City is currently in the process of going through an audit for the Community
Rating System (CRS). This program provides automatic discounts on flood insurance to Central
Point residents. The City provided documentation and is anticipating wrapping up this 5-year
cycle in the coming weeks.
PLANNING COMMISSIONER REPORTS:
A new Section was added to the Planning Commission agenda for Planning Commissioner
Reports. This item on the agenda aims to provide commissioners with the opportunity to share
about things they are learning regarding planning, community happenings, development
observations, as well as to ask questions and request training/study session topics.
Planning Commissioners requested that the Parks staff provide a presentation on the Bear
Creek Greenway Fire Area Master Plan at a future meeting. Fire mitigation is a frequently
referenced issue and many Commissioners would like to know more. Additionally they reported
liking the Cottage Housing Tour and requested more tours in the future.
ATTACHMENTS:
1. November 2021 Development Update Map
9.D
Packet Pg. 75
E
11.2.2021
Legend
BCG = Bear Creek Greenway
C-2 (M) = Commercial - Medical District
C-4 = Tourist and Office
C-5 = Thoroughfare Commercial
CN = Neighborhood Commercial
Civic
ETOD Civic*
EC = Employment Commercial (TOD)
GC = General Commercial (TOD)
HMR = High Mix Residential/Commercial (TOD)
LMR = Low Mix Residential (TOD)
ETOD LMR*
M-1 = Industrial
M-2 = Industrial General
MMR = Medium Mix Residential (TOD)
ETOD MMR*
OS = Open Space/ Parks
R-3 = Multiple Family Residential
R-2 = Two-Family Residential
R-1-6 = SF Residential - 6,000
R-1-8 = SF Residential - 8,000
R-1-10 = SF Residential -10,000
R-L = Low Density Residential
Development Update Map
November 2021
Annexation: 4475 Hamrick Rd
Recent Development InquiryMon Desir Property
Sunnybrook Village Master PlanningIn process
Gebhard Village Master PlanningIn process
ODOT Facility Expansion (Minor)
Mobile Food Court InquiryNew Parks & Public Works Facility
9.D.a
Packet Pg. 76 Attachment: November 2021 Development Update Map (1481 : Planning Commisison Report)