HomeMy WebLinkAbout12/14/23 CC Agenda Packet
CITY OF CENTRAL
POINT
Oregon
City Council Meeting Agenda
Thursday, December 14, 2023
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
I. REGULAR MEETING CALLED TO ORDER
II. PLEDGE OF ALLEGIANCE
III. ROLL CALL
IV. SPECIAL PRESENTATIONS
1. Police Swearing in of Corporals
V. 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.
VI. CONSENT AGENDA
A. Approval of November 16, 2023 City Council Minutes
VII. ITEMS REMOVED FROM CONSENT AGENDA
VIII. 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.
A. A Resolution of the City of Central Point Adjusting the Transportation Utility Fee
Effective January 1, 2024 (Samitore)
IX. ORDINANCES, AND RESOLUTIONS
A. Second Reading of an Ordinance Amending Title 7 in Part - Public Camping
(Dreyer)
B. A Resolution approving the 2024 Revised Management Compensation Plan
(Simas)
C. A Resolution Ratifying the General Services Letter of Agreement and Authorizing
the City Manager to sign the Letter of Agreement. (Simas)
X. BUSINESS
A. Planning Commission Report (Powers)
B. Climate Friendly Area Study (Powers)
XI. MAYOR'S REPORT
XII. CITY MANAGER'S REPORT
XIII. COUNCIL REPORTS
XIV. DEPARTMENT REPORTS
XV. EXECUTIVE SESSION ORS 192.660(2)(i) Employment Evaluations
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Oregon Public Meetings Law, the proceedings of an executive session are not for publication or broadcast.
XVI. 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 541-423-1015 (voice), or by e-mail to
Rachel.neuenschwander@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, November 16, 2023
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 Absent
Melody Thueson Ward III Present
Taneea Browning Ward IV Remote
Rob Hernandez At Large Present
Michael Parsons At Large Present
Staff present: City Manager Chris Clayton; City Attorney Sydnee Dreyer (remote); Parks
and Public Works Director Matt Samitore; Planning Director Stephanie Holtey; Police
Lieutenant Brian Day; Building Official Derek Zwagerman; Finance Director Steve
Weber; and City Recorder Rachel Neuenschwander
IV. PUBLIC COMMENTS
Central Point resident Charlotte Leonard spoke to Council regarding the trees along
Griffin Creek and had concerns of possible flooding being a danger to her house and
others in her neighborhood.
V. CONSENT AGENDA
RESULT: APPROVED [UNANIMOUS]
MOVER: Melody Thueson, Ward III
SECONDER: Michael Parsons, At Large
AYES: Williams, Olsen, Thueson, Browning, Hernandez, Parsons
ABSENT: Kelley Johnson
A. Approval of October 26, 2023 City Council Minutes
VI. ITEMS REMOVED FROM CONSENT AGENDA
VII. PUBLIC HEARING
A. Public Hearing for a Resolution Amending the Building Permit Fee Schedule
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City Council Minutes
November 16, 2023
Page 2
Building Official Derek Zwagerman presented to Council the resolution for amending
of the Building Fee Schedule.
Mayor Williams opened up the public hearing, no one came forward and the
public hearing was closed.
Council Member Michael Parsons moved to approve Resolution No 1765 a
Resolution re-adopting the Building Permit Fee Schedule and Related Fees
Effective January 1, 2024.
RESULT: APPROVED [UNANIMOUS]
MOVER: Michael Parsons, At Large
SECONDER: Rob Hernandez, At Large
AYES: Williams, Olsen, Thueson, Browning, Hernandez, Parsons
ABSENT: Kelley Johnson
VIII. ORDINANCES, AND RESOLUTIONS
A. First Reading of an Ordinance Amending Title 7 in Part - Public Camping
City Attorney Sydnee Dreyer presented a first reading of ordinance Title 7 regarding
public camping to the Council. On July 13, 2023, the City adopted Ordinance No.
2103, which regulates camping at public properties and which amends other sections
of the code regarding public camping. Staff is recommending amending the
Ordinance to add additional restrictions.
The Council asked for clarification on 7.01.040 section B, number 1, regarding the
36-inch path language. Staff will amend the language to alleviate any confusion for
the second reading.
Council Member Melody Thueson moved to forward the Ordinance Amending
in part Title 7, regulating camping on public properties, to a second reading.
RESULT: APPROVED [UNANIMOUS]
MOVER: Melody Thueson, Ward III
SECONDER: Michael Parsons, At Large
AYES: Williams, Olsen, Thueson, Browning, Hernandez, Parsons
ABSENT: Kelley Johnson
B. First Reading of an Ordinance Amending CPMC 9.68.030 - Fires
City Attorney Sydnee Dreyer presented the first reading of an Ordinance Amending
CPMC 9.68.030 - Fires to Council. On July 13, 2023, the City adopted Ordinance
No. 2103, which provided time, place, and manner regulations for camping on public
property to comply with state law and federal case law. As part of that Ordinance,
the City modified specific provisions regulating camping and the use of fire in City
parks. In particular, CPMC 9.68.030 provides that no fires are permitted in a City
park. However, that Chapter also contained older provisions regulating the use of
fire in City parks. Given that fires are prohibited altogether, staff has determined it is
advisable to amend the remainder of Chapter 9.68.030 to avoid confusion.
Council questioned the use of barbeque pits in Don Jones Park. After some
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City of Central Point
City Council Minutes
November 16, 2023
Page 3
discussion, staff will go back and clean up the language to reflect what city parks
currently have available regarding barbeque pits and recommend pulling the item.
RESULT: WITHDRAWN
C. Second Reading of an Ordinance Amending Arts Commission Membership
Parks and Public Works Director Matt Samitore presented the second reading of an
Ordinance amending the Arts Commission membership. No changes were made
since the first reading.
Council Member Melody Thueson moved to approve Ordinance no 2107 an
Ordinance amending in part Central Point Municipal Code 2.59.030 - Arts
Commission Membership.
RESULT: APPROVED [UNANIMOUS]
MOVER: Melody Thueson, Ward III
SECONDER: Taneea Browning, Ward IV
AYES: Williams, Olsen, Thueson, Browning, Hernandez, Parsons
ABSENT: Kelley Johnson
D. Resolution Accepting the Lowest Responsible Bid from Northcore Inc. for the
North First Manzanita to Laurel Alley Project and Authorizing the City
Manager to Execute a Contract
Matt Samitore presented to Council a Resolution accepting the lowest responsible
bid from Northcore Inc for the North First Manzanita to Laurel Alley project and
authorizing the City Manager to Execute a Contract.
Council Member Rob Hernandez moved to approve Resolution No 1766
accepting the lowest responsible bid from Northcore Inc. for $93,556.00 for the
North First Street Manzanita to Laurel Alley Improvement Project authorizing
the City Manager to execute a contract.
RESULT: APPROVED [UNANIMOUS]
MOVER: Rob Hernandez, At Large
SECONDER: Michael Parsons, At Large
AYES: Williams, Olsen, Thueson, Browning, Hernandez, Parsons
ABSENT: Kelley Johnson
E. Resolution to Amend the Business License Fee Schedule
Finance Director Steve Weber presented to Council a resolution to amend the
business license fee schedule.
Council Member Michael Parsons moved to approve Resolution No 1767 a
resolution to amend the business license fee schedule for the City of Central
Point effective 12-1-2023.
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City of Central Point
City Council Minutes
November 16, 2023
Page 4
RESULT: APPROVED [UNANIMOUS]
MOVER: Michael Parsons, At Large
SECONDER: Rob Hernandez, At Large
AYES: Williams, Olsen, Thueson, Browning, Hernandez, Parsons
ABSENT: Kelley Johnson
F. Resolution Amending the Financial Management Policy
Finance Director Steve Weber presented to Council a Resolution Amending the
Financial Management Policy.
Council had concerns over the impact this change would have on the future of the
City. Staff responded that the City might, at the end of a fiscal year, choose to go
back to an accrual basis accounting if needed for future financing and that the
change to a cash basis would not affect budgeting.
Council Member Neil Olsen moved to approve Resolution No 1768 a resolution
amending the financial management policy for the City of Central Point.
RESULT: APPROVED [UNANIMOUS]
MOVER: Neil Olsen, Ward I
SECONDER: Rob Hernandez, At Large
AYES: Williams, Olsen, Thueson, Browning, Hernandez, Parsons
ABSENT: Kelley Johnson
G. Resolution Approving Amendment to Rogue Retreat Agreement
City Manager Chris Clayton presented to Council a Resolution approving
amendment to Rogue Retreat Agreement.
Council Member Melody Thueson moved to approve Resolution No 1769 a
resolution approving an amendment to agreement with Rogue Retreat for
homeless shelter beds and authorizing the City Manager to execute same.
RESULT: APPROVED [UNANIMOUS]
MOVER: Melody Thueson, Ward III
SECONDER: Rob Hernandez, At Large
AYES: Williams, Olsen, Thueson, Browning, Hernandez, Parsons
ABSENT: Kelley Johnson
IX. BUSINESS
A. Financial Analysis of Water and Street Rate Increases
Parks and Public Works Director Matt Samitore presented to Council a financial
analysis of water and street rate increases.
Council directed staff to move forward with the recommended increases on water
and street fees.
B. General Services Unit Proposed Compensation Changes
City Manager Chris Clayton presented the Council with recommended changes to
the general services compensation. The contract spans from July 1, 2021, to June
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City of Central Point
City Council Minutes
November 16, 2023
Page 5
30, 2025. The City Council has been apprised that the last year and a half have
brought unpredictable economic fluctuations and intense inflation. The challenges
that the city is currently facing are staff retention and recruitment. Suppose measures
are not taken before this contract ends. In that case, we will continue to face these
issues, and the following compensation review will probably require a substantial
adjustment to remain competitive. To avoid a significant "catch-up" later, we
propose that the City Council consider a targeted, more substantial increase for our
most at-risk positions and a modest raise for the rest of the general services labor
force.
Council and staff discussed the different options that City staff put together and the
pros and cons of the options. The Council agreed that staff should move forward
with the 6% and 2.5% options.
C. Planning Commission Report (Powers)
Planning Director Stephanie Powers presented to the Council a report on the
November 7, 2023 Planning Commission meeting. The only item on the agenda
was a continued public hearing to consider a Site Plan and Architectural Review
application to develop a medical office/urgent care facility at 4404 Biddle Rd
together with parking and landscaping improvements.
The Planning Commission unanimously approved a resolution approving the Site
Plan and Architectural review application subject to conditions of approval in the
staff report to leave existing K-rails in the public right-of-way on Orchardview and
Ridgeway Avenue until such time the City Council can consider options
presented by Public Works and render a policy decision on future street
connectivity and emergency access.
X. MAYOR'S REPORT
Mayor Williams reported that:
• He attended the Medford Chamber forum lunch.
• He attended the Veterans Day presentation.
XI. CITY MANAGER'S REPORT
City Manager Chris Clayton reported that:
• City staff had our Thanksgiving lunch yesterday.
• The power going out on Monday at City Hall caused some of our servers to shut down
and caused issues with the phone system.
• Dave Jacobs submitted a grant application and got the city $60,000 to put in a path at
Pfaff Park.
• He and Matt will meet with School District 6 regarding the land swap on Taylor Rd and
Twin Creeks.
• On December 7th, the LOC is hosting a meeting at City Hall.
• The Avista presentation went well at the Medford Chamber forum.
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City of Central Point
City Council Minutes
November 16, 2023
Page 6
• At the Medford Water Commission meeting, he made some public comments they are
increasing rates by about 8% starting in March of 2024.
• There have been some issues on the pathway between Crest, and N 5th St. Matt will
give more information during his update.
• Monday's Study Session will be on the Greenway Project.
XII. COUNCIL REPORTS
Council Member Taneea Browning reported that:
• She participated in a 5th Grade field trip to City Hall.
• She had an Interview with an RCC student that wants to get into politics.
• She attended the Ribbon cutting at Forest Glenn park.
• The Bear Creek Restoration Initiative group consists of approximately 50 community
leaders and natural resource specialists came together regarding coordination of the
projects along the greenway.
• She attended the Rogue Community health conversation about wellness and policy.
• She attended the Veterans Day celebration.
• She attended the Medford Chamber forum.
• She attended the city hazard mitigation meeting.
• She is currently attending the City Summit in Atlanta.
Council Member Neil Olsen reported that he listened in on the Planning Commission
meeting.
Council Member Rob Hernandez reported that:
• He attended the Veterans Day celebration.
• He attended the Medford Chamber forum.
• He attended the TRADCO meeting.
• He attended the Jackson County Fire District 3 strategic planning meeting.
Council Member Mike Parsons reported that:
• He attended the Ribbon cutting at Forest Glen park.
• He helped with the Annual Central Pont Police Department Volunteers yearly
“Halloween Mobile Candy van”.
• He attended the Planning Commission meeting.
• He attended the Veterans Day event.
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City of Central Point
City Council Minutes
November 16, 2023
Page 7
• He attended the Parks and Recreation Foundation meeting.
• He attended the Jackson County Fire District 3 Civil Service Commission meeting.
• He attended the Rogue Valley Sewer Services Board of Directors meeting.
• He interviewed two CPPD volunteer candidates.
Council Member Melody Thueson reported that:
• She attended the School Board meeting.
• She went to the Crater Cross Country Parade.
• She went to the Holiday Bazaar.
XIII. DEPARTMENT REPORTS
Building Official Derek Zwagerman reported that:
• They have received two applications for town homes off of Gebhard Rd.
• A permit application and plans have been submitted for a new medical facility in one of
the commercial spaces in Twin Creeks.
• Project Murphy, poured concrete should see walls going up in December
• Oregon State Police is getting ready to pour some footings.
Police Lieutenant Brian Day reported that:
• He is taking Police Chief Scott Logue’s place while picking his wife up from the Airport.
• He appreciated the feedback regarding the Veterans Day Celebration.
Planning Director Stephanie Powers reported that:
• They are getting ready for the Planning Commission meeting on December 5th; there
will be two items on the agenda: 1) Floodplain Development permit/No-Rise application
for Elk Creek restoration, which is part of the Bear Creek Greenway restoration project,
and 2) Presentation of the City’s Climate Friendly Area Study as an
information/discussion item.
• The City must designate and adopt Climate Friendly Area regulations by the end of June
2024. The State is allocating funds to hire two consultants to assist the City with this
effort, which will allow the Planning team to focus on continuing to work on projects that
advance the City’s vision/mission and City Council objectives.
Parks & Public Works Director Matt Samitore reported that:
• At the Veterans Day event, they received great feedback.
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City of Central Point
City Council Minutes
November 16, 2023
Page 8
• The pathway from 10th St. to Crater High School, which goes between the Gloria Dei
Lutheran Church through Crest Dr. The section between 5th and Crest Dr has been an
ongoing problem with graffiti, drugs, alcohol, and sexual activities. The City will be
closing that pathway until they can devise a solution.
• The Jackson County Expo did find a replacement for Helen Funk.
XIV. EXECUTIVE SESSION
XV. ADJOURNMENT
Rob Hernandez moved to adjourn, all said "aye" and the Council Meeting was
adjourned at 9:04 PM.
The foregoing minutes of the November 16, 2023, Council meeting were approved by the City
Council at its meeting of _________________, 2023.
Dated: _________________________
Mayor Hank Williams
ATTEST:
__________________________
City Recorder
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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: December 14, 2023
SUBJECT: A Resolution of the City of Central Point Adjusting the Transportation Utility
Fee Effective January 1, 2024
ACTION REQUIRED:
Resolution
RECOMMENDATION:
Approval
BACKGROUND INFORMATION: The City hired FCS Group, Inc. to study the City's fees in
2020. Based on this study, the City implemented a series of transportation fee increases
to keep up with the cost of maintaining the city’s infrastructure. The last update to the
study was in 2021. The study was based on an analysis of our overall street maintenance
program. Our consultants estimated that the City will need to spend over a million dollars
per year to keep the existing street system in place and properly maintained.
Our current system has a pavement index of 68 out of 100. This rating is considered in the
good category in the overall index. However, the system is in a current state of decline
because of the increased maintenance cost over the past two years.
The Council held a study session in October to review options. At that time the Council
directed staff to propose an increase in the rate to match our neighbors in the City of
Medford. That will increase the rate per trip from 0.46 to 0.599 for commercial trips and to
a fee of .75 for residential trips, equal to $7.05 per month.
FINANCIAL ANALYSIS: The Fee will generate approximately $180,000 in additional
revenue for the street fund, which will be used immediately this summer for patch, pave,
and pavement overlays.
LEGAL ANALYSIS: N/A
COUNCIL GOALS/STRATEGIC PLAN ANALYSIS:
City of Central Point 2040 Strategic Plan – Strategic Priority – Responsible Governance
GOAL 1 - Maintain a strong financial position that balances the need for adequate service levels
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and capital requirements against the affordability that is desired by our citizens.
STRATEGY 1 – Continually update the City's long-term financial plan/strategy.
STRATEGY 2 – Work with partner agencies and stakeholders to eliminate redundancy and
maximize efficiency in all areas.
STRATEGY 3 – Solicit support from partner agencies in our effort to maintain a strong financial
position.
STAFF RECOMMENDATION: Staff recommends approval of the Resolution.
RECOMMENDED MOTION: I move to approve Resolution ___ a Resolution of the City of
Central Point adjusting the Transportation Utility Fee effective January 1, 2024.
ATTACHMENTS:
1. Reso Street Utility Fee_2023
2. Copy of Transportation Utility Rates by Land use 2023
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Resolution No. ________; Council Meeting 12/14/2023
RESOLUTION NO. ______________
A RESOLUTION OF THE CITY OF CENTRAL POINT ADJUSTING THE TRANSPORTATION
UTILITY FEE EFFECTIVE JANUARY 1, 2024
Recitals:
A. In 2008 the City Council adopted Ordinance No. 1910 establishing a street utility
fee.
B. The City adjusted the fee in 2014 to remove minimum and maximums for
commercial users per Resolution 1391.
C. The City increased the fee in 2017 pursuant to Resolution No. 1492 for ADA
compliance projects.
D. The fee was increased in 2021 pursuant to Resolution No. 1661 to offset costs to
the general fund.
E. The current equivalent service unit is $6.00 or $0.627 per average daily trip for
residential rates and $0.46 for commercial rates.
F. Based on a study conducted in 2020 regarding City fees, it has been determined
that a fee increase is necessary to maintain the City’s existing infrastructure.
G. Additional revenues generated by this increase would be used to offset inflation in
the Street Fund, and ensure sufficient funds for routine maintenance.
The City of Central Point Resolves as follows:
SECTION 1. Council hereby approves and authorizes an increase to the Street Utility Fee
effective January 1, 2024 as provided below:
Type of Use Existing Fee New Fee as of 1-1-24
Residential Fee: $0.633 per average daily trip (ADT) $0.75 ADT
Commercial Fee $0.46 per ADT $0.54 ADT
A complete list of rates is attached as Attachment A incorporated herein by reference.
SECTION 2. The City Recorder is authorized to correct any cross references and any
typographical or clerical errors.
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Resolution No. ________; Council Meeting 12/14/2023
Passed by the Council and signed by me in authentication of its passage this ______ day
of ____________, 2023.
___________________________________
Mayor Hank Williams
ATTEST:
______________________________
City Recorder
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APPENDIX A
City of Central Point
Transportation Utility Formation Study
Utility Rates by Land Use 0.7500$
Attachment A 0.5990$
New Customer Type
ITE
Code Customer Type Land Use Description Average
Daily Trips 2023 ADT Pass-By
Trip Factor
New
Adjusted
ADTs
Units Rate per Unit New Rate
30 Truck Terminal Truck terminals are facilities where goods are transferred between trucks, trucks and railroads or trucks and ports.9.85 9.85 1 9.85 KSF $ 4.53 $ 5.90
110 General Light Industrial Typically less than 500 employees, free standing and single use. Examples: Printing plants, material testing
laboratories, data processing equipment assembly, power stations.6.97 4.96 1 4.96 KSF $ 3.21 $ 2.97
130 Industrial Park Industrial Park areas that contain a number of industrial and/or related facilities (mix of manufacturing, service, and
warehouse). 6.96 3.37 1 3.37 KSF $ 3.20 $ 2.02
140 Manufacturing Facilities that convert raw materials into finished products. Typically have related office, warehouse, research, and
associated functions. 3.82 3.93 1 3.93 KSF $ 1.76 $ 2.35
151 Mini-Warehouse Storage Units or Vaults rented for storage of goods. Units are physically separate and access through an
overhead door or other common access point. Example: U-Store-It.2.5 1.51 1 1.51 KSF $ 1.15 $ 0.90
155 High-Cube Fullfillment Center Include warehouses characterized by a significant storage function and direct distrubtion of ecommerce products to
end users 8.18 8.18 1 8.18 KSF $ 3.76 $ 4.90
210 SF Detached Single family detached housing.9.57 9.44 1 9.44 DU $ 6.06 $ 7.08
220 Multifamily Housing (Low Rise)Rental Dwelling Units within the same building. At least 4 units in the same building. Examples: Quadplexes and
all types of apartment buildings.6.72 7.32 1 7.32 DU $ 4.25 $ 5.49
221 Multifamily Housing (Mid Rise)Apartments, Townhouse and condominiums located within the same building with at least three other dwelling
units and that have between three and 10 levels.5.44 1 5.44 DU $ 4.08
230 Condo/Townhouse Residential Condominium/Townhouses under single-family ownership. Minimum of two single family units in the
same building structure.5.86 1 0 DU $ 3.71 $ -
240 Mobile Home Trailers or Manufactured homes that are sited on permanent foundations. Typically the parks have community
facilities (laundry, recreation rooms, pools).4.99 5 1 5 Occupied
DU $ 3.16 $ 3.75
253 Elderly Housing Restricted to senior citizens. Contains residential units similar to apartments or condos. Sometimes in self-
contained villages. May also contain medical facilities, dining, and some limited, supporting retail.2.15 2.02 1 2.02 Occupied
DU $ 1.36 $ 1.52
310 Hotel Lodging facility that may include restaurants, lounges, meeting rooms, and/or convention facilities. Can include a
large motel with these facilities.8.17 8.36 1 8.36 Room $ 3.76 $ 5.01
312 Business Hotel Lodging facility that is aimed toward the business traveler but also accommodates recreational travelers. These
hotels provide very few or none of the supporting facilities provided at hotels or suite hotels.4.02 1 4.02 Room $ 2.41
320 Motel Sleeping accommodations and often a restaurant. Free on-site parking and little or no meeting space.5.63 3.35 1 3.35 Room $ 2.59 $ 2.01
411 Local Park City-owned parks, varying widely as to location, type, and number of facilities, including boating / swimming
facilities, ball fields, and picnic facilities.1.59 0.78 1 0.78 Acres $ 0.73 $ 0.47
ITE
Code Customer Type Land Use Description Average
Daily Trips
Pass-By
Trip Factor
New
Adjusted
ADTs
Units Rate per Unit New Rate
417 Regional Park Regional park authority-owned parks, varying widely as to location, type, and number of facilities, including trails,
lakes, pools, ball fields, camp / picnic facilities, and general office space.4.57 1 0 Acres $ 2.10 $ -
430 Golf Course Includes 9, 18, 27, and 36 hole municipal and private country clubs. Some have driving ranges and clubhouses
with pro shops, restaurants, lounges. Many of the muni courses do not include such facilities.35.74 30.38 1 30.38 Holes $ 16.44 $ 18.20
435 Multipurpose Recreation Facility Multi-purpose recreational facilities contain two or more of the following land uses at one site: mini-golf, batting
cages, video arcade, bumper boats, go-carts, and driving ranges.90.38 1 0 Acres $ 41.57 $ -
437 Bowling Alley Recreational facilities with bowling lanes which may include a small lounge, restaurant or snack bar.33.33 1 0 Lanes $ 15.33 $ -
493 Athletic Club Privately owned with weightlifting and other facilities often including swimming pools, hot tubs, saunas, racquet
ball, squash, and handball courts.43 1 0 KSF $ 19.78 $ -
495 Recreational Community Center
Recreational community centers are facilities similar to and including YMCAs, often including classes, day care,
meeting rooms, swimming pools, tennis racquetball, handball, weightlifting equipment, locker rooms, & food
service.
22.88 28.82 1 28.82 KSF $ 10.52 $ 17.26
520 Elementary School Public. Typically serves K-6 grades.1.29 1.89 0.59 1.12 Student $ 0.35 $ 0.67
522 Middle School Public. Serves students that completed elementary and have not yet entered high school.1.62 2.13 0.59 1.26 Student $ 0.44 $ 0.75
530 High School Public. Serves students that completed middle or junior high school.1.71 2.03 0.59 1.20 Student $ 0.46 $ 0.72
540 Junior/Community College Two-year junior colleges or community colleges.1.2 1.15 1 1.15 Student $ 0.55 $ 0.69
560 Church Contains worship area and may include meeting rooms, classrooms, dining area and facilities.9.11 6.95 1 6.95 KSF $ 4.19 $ 4.16
565 *Day Care 79.26 47.62 0.33 15.71 KSF $ 12.03 $ 9.41
4.48 4.09 0.33 1.35 Student $ 0.68 $ 0.81
590 Library Public or Private. Contains shelved books, reading rooms or areas, sometimes meeting rooms.54 72.05 1 72.05 KSF $ 24.84 $ 43.16
Facility for pre-school children care primarily during daytime hours. May include classrooms, offices, eating areas,
and playgrounds.
Residential Monthly Rate / ADT:
Non-Residential Monthly Rate / ADT:
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591 Lodge/Fraternal Organization Includes a club house with dining and drinking facilities, recreational and entertainment areas, and meeting rooms.0.29 1 0 Members $ 0.13 $ -
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Code Customer Type Land Use Description Average
Daily Trips 2023 ADT Pass-By
Trip Factor
New
Adjusted
ADTs
Units Rate per Unit New Rate
620 Nursing Home A facility whose primary function is to provide care for persons who are unable to care for themselves. Examples
include rest homes and chronic care and convalescent homes.6.64 0.86 5.71 KSF $ 3.42
630 Clinic A facility whose primary function is to provide care for persons who are unable to care for themselves. Examples
include rest homes and chronic care and convalescent homes.38.16 1 38.16 KSF $ 22.86
640 Veterinary Clinic An animal hospital or veterinary clinic that specializes in the medical care and treatment of animals.21.5 1 21.5 KSF $ 12.88
710 General Office Office building with multiple tenants. Mixture of tenants can include professional services, bank and Loan
institutions, restaurants, snack bars, and service retail facilities.11.01 9.74 1 9.74 KSF $ 5.06 $ 5.83
715 Single Tenant Office Building Single tenant office building. Usually contains offices, meeting rooms, file storage areas, data processing,
restaurant or cafeteria, and other service functions.11.57 11.25 1 11.25 KSF $ 5.32 $ 6.74
720 Medical-Dental Office Provides diagnosis and outpatient care on a routine basis. Typically operated by one or more private physicians or
dentists.36.13 34.8 1 34.8 KSF $ 16.62 $ 20.85
730 Government Office Building Building containing either the entire function or simply one agency of a city, county, state, federal, or other
governmental unit.22.59 1 22.59 KSF $ 13.53
750 Office Park Park or campus-like planned unit development that contains office buildings and support services such as banks &
loan institutions, restaurants, service stations.11.42 11.07 1 11.07 KSF $ 5.25 $ 6.63
760 Research & Development Center Single building or complex of buildings devoted to research & development. May contain offices and light
fabrication facilities.8.11 11.26 1 11.26 KSF $ 3.73 $ 6.74
770 Business Park
Group of flex-type or incubator 1 - 2 story buildings served by a common roadway system. Tenant space is
flexible to accommodate a variety of uses. Rear of building usually served by a garage door. Typically includes a
mix of offices, retail & wholesale.
12.76 12.44 1 12.44 KSF $ 5.87 $ 7.45
812 Building Materials & Lumber
Small, free standing building that sells hardware, building materials, and lumber. May include yard storage and
shed storage areas. The storage areas are not included in the GLA needed for trip generation estimates.45.16 18.05 1 18.05 KSF $ 20.77 $ 10.81
813 Discount Super Store A free-standing discount store that also contains a full service grocery dept. under one roof.49.21 50.7 0.718 36.38 KSF $ 16.24 $ 21.79
814 Specialty Retail Small strip shopping centers containing a variety of retail shops that typically specialize in apparel, hard goods,
serves such as real estate, investment, dance studios, florists, and small restaurants.44.32 63.47 1 63.47 KSF $ 20.39 $ 38.02
815 Discount Store
A free-standing discount store that offers a variety of customer services, centralized cashiering, and a wide range
of products under one roof. Does not include a full service grocery dept. like Land Use 813, Free-standing
Discount Superstore.
56.02 53.12 0.475 25.24 KSF $ 12.25 $ 15.12
816 Hardware/Paint Store Typically free-standing buildings with off-street parking that sell paints and hardware.51.29 9.14 0.450 4.11 KSF $ 10.62 $ 2.46
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Code Customer Type Land Use Description Average
Daily Trips
Pass-By
Trip Factor
New
Adjusted
ADTs
Units Rate per Unit New Rate
817 Nursery/Garden Center
Free-standing building with yard containing planting or landscape stock. May have large green houses and offer
landscape services. Typically have office, storage, and shipping facilities. GLA is Building GLA, not yard and
storage GLA.
36.08 68.1 1 68.1 KSF $ 16.60 $ 40.79
820 Shopping Center
Integrated group of commercial establishments that is planned, developed, owned, and managed as a unit.
Provides enough on-site parking to serve its own parking demand. May include non-merchandising facilities such
as office buildings, movie theatres, restaurants, post offices, health clubs, and recreation like skating rinks and
amusements.
42.94 37.75 0.393 14.82 KSF
Leasable $ 7.76 $ 8.88
841 New Car Sales New Car dealership with sales, service, parts, and used vehicles 33.34 27.06 1 27.06 KSF $ 15.34 $ 16.21
843 Auto Part Sales Facility specializes in the sale of automobile parts for maintenance and repair.55.34 1 55.34 KSF $ 33.15
848 Tire Store Primary business is tire sales and repair. Generally does not have a large storage or warehouse area.24.87 28.52 1 28.52 KSF $ 11.44 $ 17.08
850 Supermarket Free-standing grocery store. May also contain ATMs, photo centers, pharmacies, video rental areas.102.24 106.78 0.265 28.25 KSF $ 12.44 $ 16.92
851 Convenience Market Sells convenience foods, newspapers, magazines, and often Beer & Wine. Does not have gas pumps.737.99 762.28 0.282 215.26 KSF $ 95.86 $ 128.94
857 Discount Club
A discount club is a discount store or warehouse where shoppers pay a membership fee in order to take
advantage of discounted prices on a wide variety of items such as food clothing, tires and appliances; many items
are sold in large quantitites or in bulk.
41.8 41.8 1.000 41.8 KSF $ 19.23 $ 25.04
880 Pharmacy w/o drive through Facilities that fulfill medical Prescriptions 90.06 90.08 0.327 29.43 KSF $ 13.53 $ 17.63
881 Pharmacy w/ drive through Facilities that fulfill medical Prescriptions 88.16 109.16 0.383 41.84 KSF $ 15.54 $ 25.06
890 Furniture Store Sells furniture, accessories, and often carpet/floor coverings.5.06 6.3 0.157 0.99 KSF $ 0.36 $ 0.59
911 *Walk-In Bank Usually a Free-standing building with a parking lot. Does not have drive-up windows. May have ATMs.79.8 0.270 0.00 KSF $ 9.91 $ -
912 Drive-In Bank Provides Drive-up and walk-in bank services. May have ATMs.101.06 100.03 0.270 27.01 KSF $ 12.55 $ 16.18
931 Quality Restaurant High quality eating establishment with slower turnover rates (more than one hour).89.95 83.84 0.288 24.10 KSF $ 11.90 $ 14.44
932 High Turnover Sit-Down Rest.Sit-Down eating establishment with turnover rates of less than one hour.127.15 112.18 0.315 35.38 KSF $ 18.45 $ 21.19
933 Fast Food w/o Drive-Thru Fast Food but no drive-through window 716 346.23 0.265 91.92 KSF $ 87.44 $ 55.06
934 Fast Food With Drive-Thru Fast Food with drive-through window 496.12 470.95 0.265 125.03 KSF $ 60.59 $ 74.89
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925 *Drinking Place Contains a bar where alcoholic beverages and snacks are serviced and possibly some type of entertainment such
as music, games, or pool tables 113.4 0.315 0 KSF $ 16.45 $ -
938 Coffee/Donut Shop with Drive-
Thru and No Indoor Seating Freshly brewed coffee and a variety of coffee-related accessories are the primary retail products.2000 0.050 100 KSF $ 59.90
941 Quick Lubrication Vehicle Shop Business where the primary activity is to perform oil change services for vehicles.69.57 1 69.57 KSF $ 41.67
943 Automobile Parts and Service
Center Sells automobile parts for do-it-yourself maintenance and repair including tires, batteries, oil, and spark plugs.16.28 1 16.28 KFS $ 9.75
944 Gas Station Sell gasoline and may also provide vehicle service and repair. 168.56 172.01 0.420 72.2442 Fueling
Positions $ 32.57 $ 43.27
945 Gas/Service Station with
Convenience Market Selling gas and Convenience Market are the primary business. May also contain facilities for service and repair. 162.78 205.36 0.560 115.0016 Fueling
Positions $ 41.93 $ 68.89
946 *Gas/Service Station with
Convenience Market, Car Wash
Selling gas, Convenience Market, and Car Wash are the primary business. May also contain facilities for service
and repair. 152.84 0.580 0 Fueling
Positions $ 40.78 $ -
947 Self-Service Car Wash Allows manual cleaning of vehicles by providing stalls for the driver to park and wash.108 108 1 108 Wash
Stalls $ 49.68 $ 64.69
NOTES:
Source: Institute of Transportation Engineers, Trip Generation, Seventh Edition.
Pass-By Trip Factor reflects diverted linked trips in addition to pass-by trips.
ITE codes identified with asterisks (*) include information derived from the ITE manual (e.g., ADT rate is ten times peak-hour trips, pass-by factor is derived from
pass-by counts for a similar land use or are as estimated by traffic engineers).
Land Use Units:
KSF = 1,000 gross square feet building area
DU = dwelling unit
Room = number of rooms for rent
Fueling Positions = maximum number of vehicles that can be served simultaneously
Student = number of full-time equivalent students enrolled
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City of Central Point
Staff Report to Council
ISSUE SUMMARY
TO: City Council
DEPARTMENT:
City Attorney
FROM: Sydnee Dreyer, City Attorney
MEETING DATE: December 14, 2023
SUBJECT: Second Reading of an Ordinance Amending Title 7 in Part - Public
Camping
ACTION REQUIRED:
Motion
Ordinance 2nd Reading
RECOMMENDATION:
Approval
BACKGROUND INFORMATION:
On July 13, 2023 the City adopted Ordinance No. 2103, which regulates camping at public
properties and which amends other sections of the code regarding public camping. It was
recognized at that time that as the City moves forward with regulating camping at public
properties additional amendments may be necessary.
The proposed ordinance amends Title 7 as follows:
1) It further clarifies the purpose in prohibiting camping along the Greenway, to reduce
severe fire risk and to protect the Bear Creek Greenway from environmental degradation
as a result of litter and waste being deposited in the creek.
2) It establishes a 50-foot setback for camping along any creek within the City’s boundaries
to protect the waterways from degradation and contamination.
3) It prohibits camping on any City property, including right-of-way that is within 500-feet of
a school.
4) It prohibits camping on a playground or sports field during hours of closure or during
hours of operation when the conduct disrupts or interferes with the intended purpose of
the playground or sports field.
5) It clarifies the minimum unobstructed clearance on sidewalks and pathways.
At the November 16, 2023 Council meeting, the Council moved the Ordinance to second
reading with one minor revision. The Council directed staff to revise CPMC 7.01.040.B.1 to
state that requirement in the affirmative. Exhibit A to the second reading of the Ordinance
reflects that minor revision.
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FINANCIAL ANALYSIS:
LEGAL ANALYSIS:
The foregoing revisions remain consistent with the City’s authority to adopt reasonable time
place and manner regulations.
COUNCIL GOALS/STRATEGIC PLAN ANALYSIS:
Strategic Priority – Responsible Governance
GOAL 5 - Continue to develop and foster the city’s community policing program.
STAFF RECOMMENDATION:
Approval of ordinance.
RECOMMENDED MOTION:
I move to approve Ordinance No. ______ an Ordinance amending in part Title 7, regulating
camping a public properties.
ATTACHMENTS:
1. Ordinance Amending Title 7 - Public Camping FINAL
2. Exhibit A to Ordinance Amending Title 7 Revised 2nd Reading
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1 – Ordinance No. _____________ (Council Meeting ___/___/2023)
ORDINANCE NO. _______
AN ORDINANCE AMENDING IN PART TITLE 7, REGULATING CAMPING AT PUBLIC
PROPERTIES
FINDINGS:
A. Pursuant to CPMC, Chapter 1.01.040, the City Council, may from time to time make
revisions to its municipal code which shall become part of the overall document and
citation.
B. ORS 195.500 requires cities and counties to develop a policy that recognizes the
problem of homeless individuals camping on public property and implement the
policy to ensure the most humane treatment for the removal of homeless individuals
from camping sites on public property.
C. On July 13, 2023, the City of Central Point adopted Ordinance No. 2103 which
provided time place and manner regulations for camping on public property to
comply with state law and federal case law.
D. Based on the City’s observations of the impacts of public camping on certain sensitive
environments, and the City’s desire to clarify or improve certain regulations,
amendments to Title 7 have been determined to be in the public interest.
THE PEOPLE OF THE CITY OF CENTRAL POINT DO ORDAIN AS FOLLOWS:
SECTION 1. Central Point Municipal Code Title 7 is amended in part as shown on the
attached Exhibit “A”.
SECTION 2. Codification. Provisions of this Ordinance shall be incorporated in the City
Code and the word "ordinance" may be changed to "code", "article", "section", "chapter"
or another word, and the sections of this Ordinance may be renumbered, or re-lettered,
provided however that any Whereas clauses and boilerplate provisions (i.e. Recitals A-C)
need not be codified and the City Recorder is authorized to correct any cross-references
and any typographical errors.
SECTION 3. Effective Date. The Central Point City Charter states that an ordinance enacted
by the Council shall take effect on the thirtieth day after its enactment. The effective date of
this ordinance will be the thirtieth day after the second reading.
PASSED by the Council and signed by me in authentication of its passage this ____ day
of _________________ 2023.
___________________________________
Mayor Hank Williams
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2 – Ordinance No. _____________ (Council Meeting ___/___/2023)
ATTEST:
__________________________________
City Recorder
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Exhibit A to Ordinance
Title 7
REGULATING CAMPING AT PUBLIC PROPERTIES
7.01.010 Findings and Purpose.
A. The City of Central Point finds that each community member of Central Point is entitled
to a basic level of dignity, respect, and wellness, regardless of whether they are housed or
unhoused. It is the official policy of the City that its responses to homelessness will be
undertaken in accordance with these principles.
B. The City Council acknowledges that it is currently unavoidable that some people will live
or shelter for survival outdoors until they are able to access affordable or free shelter or
housing.
C. Public rights-of-way are generally intended for public use and travel. The City Council is
the road authority for rights-of-way within the City; as such, the City must consider the
safety of motorists and pedestrians travelling on roadways and sidewalks, including to and
from neighboring properties, businesses, and residences. The City has had increasing
concerns regarding safety due to camping on or in streets, alleys, bear creek greenway,
sidewalks, parks, and public access points.
D. During high and extreme fire conditions, the Greenway poses a unique fire danger
to persons and property due to dry brush and abundant fuel sources. Enforcing
existing arson and burning prohibitions on an incident-by-incident basis during high
and extreme fire conditions does not provide sufficient protection to public peace,
health and safety under such conditions, because of increased fire ignition potential
and the rapid rate at which fire spreads under such circumstances.
E. The negative effects of unsheltered homelessness along the Greenway is harmful
to the environment. Litter and waste are deposited directly into Bear Creek and can
easily be swept up by rising water levels. Such unsheltered homelessness
fundamentally undermines the public’s ability to use that property for recreational
purposes as it is intended.
F. Camping, lying or sleeping on a playground or sport field fundamentally
undermines the public’s ability to use that public property for its intended purpose.
DG. It is the purpose and intent of the City Council to provide standards for survival
sheltering on City rights-of-way and City Property which will address issues such as fire risk,
unsanitary conditions, trash, and public safety hazards to people camping and neighboring
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Exhibit A to Ordinance
businesses and community members, and environmental degradation, which have
occurred with longer-term camping in the City.
H.E. It is the intent of the City to evaluate each removal of a camp in light of the criteria in
CPMC Chapter 7.01.050 and with considerations of public health and safety, including for
the people who are sheltering in the camps, potential user conflicts, and available
resources.
7.01.020 Definitions.
For purposes of this Chapter, the following words and phrases shall mean:
A. To “Camp” means to occupy a Campsite for over 24-hours.
B. “Campsite” means a location upon City Property where Camping Materials are
placed. “Camp,” and “Camp Materials” do not include vehicles, automobiles, or
recreational vehicles used for shelter and/or sleeping, which are regulated at CPMC
Chapters 10.04, 10.12, 10.16 and 12.20.
C. “Camping Materials” include, but are not limited to tents, huts, awnings, chairs,
tarps, sleeping bags, blankets, mattresses, sleeping or bedding materials, collections
of Personal Property and/or similar items that are, or reasonably appear to be,
arranged and/or used as sleeping accommodations, or to assist with sleeping
activities
D. “City Property” includes but is not limited to parks, rights of way, city-owned parking
lots, Bear Creek Greenway, easements, or other land owned, leased, controlled or
managed by the City.
E. “Greenway” or “Bear Creek Greenway” refers to the Bear Creek Greenway as
defined in CPMC 8.32.020.
F. “Personal Property” means any item that can be reasonably identified as belonging
to an individual and that has apparent value or utility.
G. “Relocate” means to move off of City Property or to a different City Property that is
at least 600 feet or 3 blocks (whichever is greater) from the then current location.
This definition does not include moving to another portion of the same City
Property.
H. “Top of Bank” means the topographical break at the top of the streambank.
9.A.b
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Exhibit A to Ordinance
7.01.030 Campsites Prohibited on Certain City Property.
A. It is unlawful for any person to Camp upon City Property unless otherwise
authorized by law or by declaration of the City Manager.
B. Unless otherwise authorized by law or by declaration of the City Manager, it is
unlawful to sleep or store Camping Materials or similar Personal Property for any period of
time at the following locations:
1. City Hall/Central Point Police and adjacent sidewalks, 140 S. 3rd St and 155 S. 2nd
Street;
2. Bear Creek Greenway (as defined in CPMC Chapter 8.32);
3. Don Jones Memorial Park and adjacent sidewalks 223 W. Vilas Road;
4. Mae Richardson Elementary school playground and ballfields, 200 W. Pine Street;
5. Twin Creeks Park, 555 Twin Creeks Crossing;
6. Any place where a Campsite, or Camp Materials create a physical impediment to
emergency or nonemergency vehicular, pedestrian, bicycle or other ingress,
egress or access to property, whether private or public, or on public sidewalks or
other public rights-of-way, including but not limited to driveways providing access to
vehicles, and entrances or exits from buildings and/or other real property.
7. Any vehicle lane, bicycle lane, or roundabout within any public right-of-way.
8. On any street or public right-of-way, the City has closed to Campsites or placement
of Camp Materials due to construction, heavy vehicle use, or other use of the
roadway that is incompatible with placement of Campsites in the right-of-way. The
City does not need to close a street to vehicle traffic in order to close a street to
sleeping or storing Camping Materials or similar Personal Property in the right-of-
way under this section.
9. On a playground or sports field during hours of closure, or during hours of
operation when the conduct disrupts or interferes with the intended purpose
of the playground or sports field. Notwithstanding this Section 7.01.030(10),
lying or sleeping in a City-owned park during hours of closure is not prohibited
so long as the individual is experiencing homelessness, is not on a playground
or sports field, is not on a “school park” associated with a school, and is not
violating any other subsection of this Chapter.
9.A.b
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Exhibit A to Ordinance
10. Within 50 feet of the nearest edge (measured from top of bank) of any stream,
creek, river, wetland or other waterway, and upon any land managed for the
operation of regulatory compliance of the municipal water supply system,
stormwater systems and associated natural outlets, and including bridges or
paved surfaces within this designated area.
11. On public right-of-way or public property within 500 feet of a school, including
preschools and K-12 schools.
7.01.040 Time Place Manner Restrictions for Campsites.
A. At least once every 24 hours an individual that has placed a Campsite, Camping
Materials or Personal Property on City Property must Relocate.
B. A Campsite, when and where allowed, is subject to all of the following:
1. Individuals, Camp Materials, Campsites, or Personal Property may not obstruct
sidewalk accessibility or passage, clear vision, fire hydrants, City or other public
utility infrastructure, or otherwise interfere with the use of the right-of-way for
vehicular, pedestrian, bicycle, or other passage. For purposes of this section, an
individual obstructs or interferes with the use of the right-of-way, sidewalk or
pathway if the area of the right-of-way, sidewalk or pathway outside of where
the individual is lying, sleeping or using Camp Materials is less than 36-inches
wide. sidewalks must retain minimum unobstructed clearance required by the
Americans with Disabilities Act.
2. Any Campsite must be limited within a spatial footprint of 12 feet by 12 feet, or 144
square feet. The intent of this section is to allow a person to sleep protected from
the elements and maintain the essentials for living, while still allowing others to use
public spaces as designed and intended.
3. Individuals may not accumulate, discard, or leave behind garbage, debris,
unsanitary or hazardous materials, or other items of no apparent utility in public
rights-of-way, on City property, or on any adjacent public or private property.
4. Open flames, recreational fires, burning of garbage, bonfires, fires, or cooking
stoves are prohibited from being used on City Property unless the location and use
is expressly authorized by Fire District No. 3 and the City.
5. Dumping of gray water (i.e., wastewater from baths, sinks, and the like) or black
water (i.e., sewage) into any facilities or places not intended for gray water or black
9.A.b
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Exhibit A to Ordinance
water disposal is prohibited. This includes but is not limited to storm drains, which
are not intended for disposal of gray water or black water.
6. Unauthorized connections or taps to electrical or other utilities, or violations of
building, fire, or other relevant codes or standards, are prohibited.
7. Obstruction or attachment of Camp Materials or Personal Property to fire hydrants,
utility poles or other utility or public infrastructure, fences, trees, vegetation,
vehicles, or buildings is prohibited.
8. Individuals may not build or erect structures, whether by using plywood, wood
materials, pallets, or other materials. Items such as tents and similar items used for
shelter that are readily portable are not structures for purposes of this section.
9. Storage of Personal Property such as vehicle tires, bicycles or associated
components (except as needed for an individual’s personal use), gasoline,
generators, lumber, household furniture, propane tanks, combustible material, or
other items or materials are prohibited from being stored for any amount of time
on City Property.
10. Digging, excavation, terracing of soil, alteration of ground or infrastructure, or
damage to vegetation or trees is prohibited.
11. Use of power generators on City Property is prohibited.
12. All animals on City Property must be leashed or crated at all times.
13. Placement of extension or electrical cords across streets and alleys is prohibited.
9.A.b
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City of Central Point
Staff Report to Council
ISSUE SUMMARY
TO: City Council
DEPARTMENT:
Human Resources
FROM: Elizabeth Simas, Human Resources Director
MEETING DATE: December 14, 2023
SUBJECT: A Resolution approving the 2024 Revised Management Compensation
Plan
ACTION REQUIRED:
Resolution
RECOMMENDATION:
Approval
BACKGROUND INFORMATION:
In December 2010, the council adopted a Management Compensation Plan (MCP). The plan specifies
that the City maintain a competitive compensation plan to attract and retain qualified staff.
The following changes are proposed for the MCP document:
• Life Insurance: The City’s life insurance carrier allows life insurance certificates in the amount of
one-time the annual salary of a manager, with the maximum amount of $250,000. Currently
the Management Compensation Plan limits the life insurance amount to $100,000. Some of
our managers are purchasing additional life insurance through the same insurance company
with rates that are significantly greater than the amount offered to the City. This low-cost City
paid benefit would provide a great cost savings to the employees.
• Minor language changes to remove obsolete language. No financial impact on these changes.
FINANCIAL ANALYSIS:
The proposed January 1, 2024 change to the life insurance will increase overall benefit costs on the
projected January 1, 2024 wages by approximately $870 annually; which increases the Fiscal Year 2023-
2024 benefits by approximately $435 and is within the 2023-2024 budget.
LEGAL ANALYSIS: N/A
9.B
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COUNCIL GOALS/STRATEGIC PLAN ANALYSIS:
CITY OF CENTRAL POINT STRATEGIC PLAN 2040
The City of Central Point Strategic Plan set a roadmap for the city council, management, and employees
to guide them when making organizational decisions. The proposed changes to the Management
Compensation address the following goal as set out by the Strategic Plan 2040 by establishing a
competitive compensation.
• Responsible Governance – Goal 3A – Hire and retain quality employees who are skilled, solution-
oriented and people minded. Strategy 1 – Establish a competitive compensation (salary and
benefits) package.
STAFF RECOMMENDATION: Staff recommends approval.
RECOMMENDED MOTION: Motion to approve Resolution _____, A Resolution approving the 2024
Revised Management Compensation Plan.
ATTACHMENTS:
1. Resolution MCP 121423
2. MCP Proposed 010124
9.B
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Management Compensation Plan and January 1, 2022 – June 30, 2022 Classification Pay Plan Resolution
RESOLUTION NO.
A RESOLUTION APPROVING THE 2024 REVISED MANAGEMENT COMPENSATION PLAN
RECITALS:
1. Chapter 2.48 of the Central Point Code authorizes and directs the City Council to adopt rules
relating to personnel matters.
2. Policy #3.06.2 of the Personnel Policies and Procedures provides that the Council shall, by
resolution, adjust the salaries and rates of compensation and benefits for all City officers and
employees. The City Council deems it to be in the best interest of the City to make revisions
thereto.
The City of Central Point resolves as follows:
The 2024 revised Management Compensation Plan, as attached, is hereby ratified and adopted.
Passed by the Council and signed by me in authentication of its passage this _____ day of December
2023.
__________________________
Mayor Hank Williams
ATTEST:
_____________________________
City Recorder
9.B.a
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
City of Central Point
Management Compensation Plan Chris Clayton, City Manager
ADOPTED BY COUNCIL December 9, 2010
REVISED December 14, 2023
EFFECTIVE January 1, 2024
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
Contents Introduction ................................................................................................................................................ 1 Section 1 – The Management Team ................................................................................................. 4 Section 2 – Management Compensation Plan ............................................................................. 5 Section 3 – Salary Ranges ..................................................................................................................... 7 Section 4 – Performance Evaluation............................................................................................. 11 Section 5 – Total Compensation Package ................................................................................... 15 Section 6 – Comparable Market Defined .................................................................................... 23 Section 7 – Conclusion ........................................................................................................................ 24 Appendix A – Salary Schedule ......................................................................................................... 25
This compensation plan is NOT A CONTRACT or bargained agreement.
This plan and the salary and benefits outlined herein may be changed
at any time with approval of the City Council.
9.B.b
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City of Central Point - Management Compensation Plan 07/2023 revised
Council Resolution#_______ - 12/14/2023
INTRODUCTION
Our City Central Point is a small town, with a population of just over 19,785, in beautiful southern Oregon. It borders a city of approximately 88,357 and smaller communities with populations of less than 8,000. Central Point is bisected by both a major interstate highway and a rail line. An international airport is within 2 miles. Local medical and educational facilities are excellent, including several hospitals, clinics, a community college and state university. The area enjoys warm summers and mild winters and, although it is 200 or more miles in any direction to a larger metropolitan area, Central Point has wonderful theater, musical, and indoor and outdoor recreational opportunities within minutes of driving time. The City of Central Point is a full-service municipal organization with a council-manager form of government. Although the town has been incorporated for over 125 years, as recently as 15 years ago the population was less than half the current figure and, as the city grows, so grows the organization. It is currently in the growth phase of its organizational life cycle. The City Council adopted the following mission as part of the City’s strategic plan 2040 update.
Our Mission Creating a family-friendly community that provides a better experience for those living, working and doing business in Central Point.
Our Vision Central Point is a safe, family-friendly, livable community that cultivates its small-feel by managing growth and inspiring meaningful connections between people and places.
Our Values Accountability, Community, Excellence, Heritage, Public Safety, Resilience, and Service. In 2017, the City Manager adopted the following vision, values, and expectations for our employees.
Vision Statement A better experience for those living in, working in, or doing business with, the City of Central Point.
Statement of Values:
1. Be Owners – We own the work that is produced at the City of Central Point. To that end, we only allow quality products, documents and services to be delivered from our organization. Furthermore, when we fail to meet expectations, we accept responsibility, apply what we have learned, and move forward in a positive direction.
2. Be Real – Simply stated, be authentic/genuine in your communications with the public and with your colleagues. 3. Be Bold – Take appropriate risk and make compelling/constructive arguments; don’t take unnecessary risks or be argumentative.
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
4. Be Better - Know your strengths and weaknesses and constantly seek ways to improve self, perspective, and performance. To “Be Better” requires being self-aware which promotes pluralism, allows us to be open to new ideas/solutions, and find long-term positive outcomes via our short-term failures.
Expectations: 1. Embrace the concept and ideals of “public service.” The City of Central Point was incorporated in 1889 in order to serve the community and citizens. It is essential that those employed by, or volunteering for, the City of Central Point never lose sight of the fact that we exist to serve the Central Point community. The concept of commitment to the principles of civic duty should be at the heart of everything the City of Central Point does each and every day.
2. Place an emphasis on excellent customer service. It is essential that we serve the public in a courteous and professional manner. It is also important for the Central Point staff to be perceived as fair and equitable. Of course, as an organization we will not be able to say “yes” to every request or inquiry. However, in those instances when we must say “no,” it is important to deliver this message in a professional manner and to constantly seek alternate solutions for the public.
3. Maintain the highest ethical standards. It is essential that the City of Central Point staff earn and maintain the trust and respect of the organization and community. Consequently, it is essential that the City of Central Point establish and maintain a positive culture that is based on honesty and integrity. Each and every member of the city organization should always lead by example. We do the right thing, for the right reason, regardless of circumstance.
4. Value cooperation, teamwork coordination, and partnership. It remains essential that the City’s various departments and divisions work together to improve our community. The City of Central Point is an organization increasing in size and complexity. A primary component of our success depends on the willingness of every employee and volunteer to work in concert and have a unified organization mind-set.
It is also essential for the Central Point management team to work with various stakeholders in the community and the community itself to solve the challenges and problems that face Central Point. The City of Central Point has earned the reputation as a “partner” to business, development and citizens, and we must do all we can to foster this well-deserved reputation.
5. Hold ourselves accountable to the community for our actions. It is appropriate to tout organizational accomplishments; however, it is also just as important to take responsibility for our failures and shortcomings, and work as a group to solve
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
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problems and minimize our shortcomings. This approach will help the entire organization earn the trust and respect of the community. 6. Be innovative and results-oriented. Each and every member of the Central Point staff should continuously seek out new strategies, ideas and solutions to improve the organization. The organization should continually strive for excellence and consistently question the “status quo.”
7. Genuinely listen and treat each other with respect. The quality of our employees dictates how well the City of Central Point is able to serve the community. Therefore, it is essential that we value each other and provide support needed in order to be successful. In addition, it is important to empower each other via communication so our decisions are well informed. Finally, the City’s management team and City’s labor organizations must work well together and embrace common goals and objectives. If differences arise, we must solve them in a professional and productive manner.
8. Maintain a strong financial position. It is imperative Central Point staff manage fiscal resources in a responsible and conservative manner. The City of Central Point’s taxpayer and ratepayers deserve nothing less than this level of care. Likewise, it is necessary for all employees to ensure that the City operates in an efficient and economical manner. 9. Communicate very well, both within the organization and with the community. It is essential that staff communicate in an honest and straightforward manner with each other and with the community as a whole. The City of Central Point should be candid and forthright, regardless if the news is positive or negative. It is also essential to maintain good lines of communication within the organization. We should actively listen to employees and follow up on ideas and suggestions. Finally, staff should always be open to new ideas, approaches, and solutions. 10. Maintain a strong work ethic. Regardless of circumstance, we should always do our best. In summary, the City’s mission is to create, maintain, and sustain livability of the community. As a City, we recognize that to provide the best service 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. 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.
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
Section 1. The Management Team
1.1 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.
1.2 Executive Management Team members report directly to the City Manager and include the City Attorney, City Recorder, Building Director, Finance Director, Human Resources Director, Information Technology Director, Planning Director, Parks and Public Works Director, and Police Chief.
1.3 First Tier Managers typically report to a department director and include Police Captain, Recreation Manager, Parks/Public Works Operations Manager, Construction Services Supervisor, Safety & Risk Manager, Principal Planner, Finance Supervisor, and Special Projects Manager/Rehired Retiree.
1.4 Second Tier Managers report to a first tier manager and include the Police Office Manager, Police Lieutenants, and Park/Public Works Supervisor.
1.5 Confidential Employee is an employee classified as a confidential employee under ORS 243.650 including the Human Resources Assistant and Accountant.
1.6 Part-time without benefits. A “part-time without benefits” employee shall be defined as an employee scheduled to work less than 32 hours per week. A “part-time without benefits” employee is not eligible for health insurance but may be eligible for other benefits as outlined in the MCP.
1.7 Non-Covered Positions This Plan shall not cover anyone in a temporary position, in a position covered by a collective bargaining agreement, or anyone with an individual employment agreement.
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
Section 2. Management Compensation Plan
2.1 Previous Strategy At the time this 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. The City prefers to promote current employees when possible and there is a written policy to this effect, but there was no established plan to address pay changes for promotional situations.
2.2 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 2020 Strategic Plan and subsequent 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.
2.3 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, while at the same time attracting suitable candidates, when needed, to fill vacancies. 2.3.1 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 a 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 consideration as specified in this plan.
• 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.
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
2.3.2 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.
This compensation plan is NOT A CONTRACT or bargained agreement. This plan and
the salary and benefits outlined herein may be changed at any time with
approval of the City Council.
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
Section 3. Salary Ranges
3.1 Establishing Ranges Each manager’s pay will be 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. 3.1.1 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.
3.2 Assigning Positions to Pay Bands 3. 2.1 New Positions Any new management position shall be approved in accordance with City policy. New positions shall be assigned a pay band based on the recommendation of the Human Resources Director as supported by a market study described in Section 6 of this Plan and comparable character and similarity with existing management positions. New management positions covered under this Plan shall be incorporated into the first revision of the Plan following approval of the position. 3.2.2 Revised Positions/Job Changes When a current management position covered under this Plan substantive has changes in job duties, requirements or responsibilities, as delineated in an approved, written position description, the revised position shall be assessed. A market study of the revised position will be conducted and the
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
position will be placed in the appropriate pay band and placement of the incumbent within the pay band’s salary range will be done in accordance with 3.3 Individual Placement within Salary Ranges. A change in job title or job duties will not necessarily result in a change in pay band.
3.3 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
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. 3.3.1 Initial Placement upon Promotion In the event an employee is promoted from a non-management position to a management position, the employee shall be placed on the salary range for the management position in accordance with this plan. Incentive pay received by a bargaining unit employee prior to promotion shall be considered in respect to competency, credentials, and experience, but shall not be continued as incentive pay, except as specifically allowed for under this plan.
3.4 Individual Pay Changes The City Manager shall have 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. 3.4.1 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.
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
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. 3.4.2 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). 3.4.3 Part-time Employee Wages Each position is assigned a monthly salary range. Part-time employees will be paid based on the equivalent hourly rate of the monthly salary. The hourly rate is calculated by taking the monthly salary divided by 173.33 hours. 3.4.3 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.
3.5 FLSA Exemption/Overtime Positions covered by this plan that are exempt under the Fair Labor Standards Act are not subject to, or eligible for, overtime compensation for hours worked in excess of 40 in a week or any specific amount in a given day. Exempt managers are paid on a monthly salary basis to perform the duties of their position and are not required, nor expected, to keep track of the number of hours they work except as noted in Section 5.4.5 Recordkeeping. Executive Management Team members are expected to work sufficient hours to complete their job duties in a timely manner and that they will generally be available during normal business hours. Exempt First Tier and Second Tier Managers are expected to be at work or on approved leave of absence from work for a combined total of no less 173.33 hours per month. Hours of work for a workday will be during normal business hours, typically 8:00 a.m. – 5:00 p.m. or as set by the City Manager. Being available by phone during normal work hours does not meet the expectation of being at work. Additionally, managers are expected to attend meetings, conferences and other functions appropriate to their work assignment, which may fall outside the typical “Monday through Friday, 8 to 5” schedule.
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
Non-exempt positions covered under this plan are eligible for overtime in accordance with the Fair Labor Standards Act and state law for hours actually worked in excess of 40 in a workweek. Non-exempt managers must submit an approved timesheet accounting for all hours worked. With supervisor approval, a non-exempt employee may elect to receive compensatory time (comp-time) in lieu of overtime pay as the form of compensation for any approved overtime worked. Comp-time shall accrue at a rate of 1-1/2 the overtime hours actually worked with accrual balances reflecting the number of hours available to the employee. Compensatory time may be accumulated to a maximum of 80 hours. At the end of the fiscal or calendar year, comp-time balances may be paid off, at the City’s option, at the employee’s straight-time hourly rate.
3.6 Appealing Pay Decisions If a manager believes that he or she is not paid fairly, he or she may challenge the City Manager’s decision to increase, decrease, or make no change to the Manager’s pay. Any challenge must be made, in writing, to the City Manager within 15 calendar days after notification of any decision about pay. The written challenge must contain the specific amount of pay the manager believes he or she should receive, and a clear explanation of why the manager believes the City Manager’s decision is unjust. The City Manager shall review the challenge and meet with the manager regarding the appeal before making a final decision. The City Manager’s decision shall be final. If a manager believes any decision is discriminatory based on race, color, gender, age, national origin, religion, sexual orientation, or other protected class, they should notify the Human Resources Director.
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
Section 4. Performance Evaluation
4.1 Bi-Annual Evaluation and Goal Setting Sessions The performance of all managers covered by this plan shall be evaluated at least bi-annually. Any performance-driven pay changes will be based on the outcome of an annual evaluation of the managers’ overall job performance or based on the goal setting session. The City Manager, or department director, in the case of a first or second tier manager, will take into consideration the manager’s self-evaluation as well as peer and/or staff evaluations in preparing the final performance evaluation. The results of the final evaluation must support any performance-driven pay change.
4.2 Self Evaluation The annual self-evaluation is an opportunity for the manager to expound on his or her goals and accomplishments during the evaluation period. The evaluator (City Manager or department director) will review the self-evaluation prior to evaluating the manager. The self-evaluation is to be completed and submitted to the evaluator on or before the date set by the evaluator, except that the manager shall be afforded not less than two weeks to complete and submit the self-evaluation.
Goal Setting and Attainment: The self-evaluation will focus on goal setting and attainment, professional development, and overall contribution to the organization, and include, as an example, such information as:
• Has the manager set and attained departmental and professional development goals, and do these goals serve to further the city’s’ strategic plan or City Mission and Values?
• Has the manager kept up with the latest issues in their profession?
• How has the manager contributed to the overall success of the organization?
• How does the manager perceive his or her peers and subordinates to view the manager’s contribution to the organization/job performance?
• A list of accomplishments for the year should be provided
4.3 Peer and Staff Evaluation The peer and staff evaluations will be conducted bi-annually prior to the bi-annual performance evaluation and will focus on cooperation and teamwork, integrity and respect, leadership, supervision, policy application, communication, responsiveness and the manager’s impact on the organization as perceived by peers, subordinates and others. Like the self-evaluation, the peer and staff evaluation results will not be used independently in the final evaluation, but rather, will be provided to the manager for use in the self-evaluation and to the City Manager/department director for incorporation into the final evaluation.
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
4.4 Final Performance Evaluation The City Manager’s evaluation, or department director’s evaluation with the City Manager’s approval, will be the final, official performance evaluation and will be the instrument used to substantiate any performance-driven pay changes. The final evaluation will be based on the City Manager’s or department director’s own assessment of the manager’s job performance, taking into consideration the self-evaluation and peer and/or staff evaluation. The City Manager shall consult with the department director regarding all first and second tier manager evaluations and the department director shall defend his or her assessment of the manager’s performance and final evaluation rating(s) prior to the department director meeting with the manager about the evaluation. The City Manager’s signature on a Personnel Action Form approving a performance-based pay change shall serve as evidence of the City Manager’s concurrence with the department director’s evaluation of a first or second tier manager.
4.5 Evaluation Factors The evaluation factors used for the final performance evaluation will include the following, or variations thereof at the City Manager’s discretion: a. Job Knowledge and Job Performance
How well has the manager demonstrated the knowledge, skills and abilities required to
accomplish the assigned tasks and goals of their job? b. Integrity, Respect and Ethics
How dependable is this manager in respect to honesty, follow through, fairness, accountability,
respecting others, ethical standards, and adhering to City policies and collective bargaining
agreements? c. Performance Management/Supervision and Administrative Duties
How well does this manager manage the personnel aspect of his or her department? Are personnel
matters dealt with appropriately and in a timely manner? Are meaningful and timely performance
evaluations completed? Does the department head hold supervisors accountable? Is proper
documentation maintained? Are timesheets turned in on time and correctly? Does this manager
adequately account for his or her time? d. Leadership and Goals (city, department, professional)
How well has this manager furthered the mission of the city and vision, values, goals and
expectations of the organization, set and attained department goals, and set and attained
professional goals? How do this manager’s peers and staff feel about his or her leadership ability
and contribution to the organization? e. Commitment to Organization/Teamwork
How well does this manager demonstrate a commitment to the organization and to teamwork,
focusing on the whole organization as opposed to a department first focus?
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
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f. Commitment to Safety and Limiting Liability to the City
How committed is this manager to employee and citizen safety as evidenced by training, type and
frequency of injuries or incidents relative to the position/department? Do they give effort and
commitment to reducing liability for the city, including following and applying policies and
leading by example? g. Communication
Does this manager effectively communicate with others? Are his or her interactions effective and
appropriate? Are they responsive to staff and coworkers? Does he or she provide timely
information; maintain cooperative business relationships; and is communication respectful,
courteous and focused on the issue at hand? h. Problem Solving and Judgment
How effectively and efficiently does the manager contribute to solving problems encountered by
the organization as the organization works toward accomplishing its goals? i. Attitude, Motivation and Work Ethic
How does this manager’s attitude, motivation and work ethic impact their job performance and
overall contribution to the success of the city? j. Overall
Overall, how well does this manager perform, taking into consideration the performance of the
various duties and responsibilities of his or her job; their attendance as it relates to availability,
participation and reliability; and their general conduct with respect to honesty, integrity,
accountability, dependability, trust, teamwork and respect?
4.6 Evaluation Ratings The factors used in the determination of performance will be rated on a scale such as 3 = exceeds expectations, 2 = fully satisfactory, 1 = below average, and 0 = unacceptable. Each evaluation rating shall be supported by comments provided in the evaluation document. The final evaluation shall take into consideration the self-evaluation, peer and staff evaluation, department director’s assessment for first and second tier managers, and City Manager’s assessment, as well as any other source of input the City Manager deems appropriate to make the assessment. The City Manager may revise the evaluation criteria, provided that any substantive change in evaluation criteria be communicated to the managers. Managers should have completed evaluations of their own subordinate employees prior to their own evaluation being done.
4.7 Timeline Performance evaluations or goal setting sessions for managers are to be completed prior to December 31st.
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
4.8 Unsatisfactory Performance In addition to being subject to a potential performance-driven pay decrease that year, any manager who receives a rating of below average or unacceptable in any factor on the final evaluation may be placed on a work plan for the purpose of improving performance. A work plan will normally be in the form of a written plan but, depending on circumstances, may be in the form of a documented verbal discussion at the time of the evaluation meeting. Except when circumstances warrant, a performance review will be scheduled not less than 45 days and not more than 180 days after receipt of the work plan, at which time the manager’s performance will be re-assessed. If improvement has been made, the manager may be deemed to have satisfactory performance, or a subsequent re-evaluation may be scheduled. Every effort will be made to assist the manager in making the necessary improvement to successfully perform the job duties. However, if the manager fails to improve after being given adequate time and resources for improvement, the manager may be subject to disciplinary action, up to and including termination.
4.9 Appealing Performance Evaluations The criterion established for performance evaluations is intentionally rigorous and designed to identify those who perform at, above, or below expectations. If a manager believes that he or she was not rated fairly in the evaluation, he or she may challenge the City Manager’s decision. Any challenge must be made, in writing, to the City Manager within 15 calendar days after receipt of the performance evaluation. The written challenge must contain the specific evaluation factor(s) being challenged and a clear explanation of why the manager believes the City Manager’s evaluation is unjust. The City Manager shall review the challenge and meet with the manager regarding the appeal before making a final decision. The City Manager’s decision shall be final. If a manager believes any decision is discriminatory based on race, color, gender, age, national origin, religion, sexual orientation, or other protected class, they should notify the Human Resources Director.
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
Section 5. Total Compensation Package
5.1 Salaries Salaries are determined by the position, individual qualifications, performance, 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 shall approve the salary ranges and pay bands as part of the classification pay plan. All managers will 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 3 of this Plan, the total management compensation package will consist of other benefits as detailed below for all positions listed in Appendix A.
5.2 Additional Compensation 5.2.1 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 shall be integrated with the City’s group medical plan and the City shall remit semi-month HRA-VEBA contributions on behalf of only eligible employees who are enrolled in or eligible to be enrolled in the City’s group medical plan but have opted out and have provided the City with certification of other group coverage. Contributions on behalf of each eligible manager shall be based on direct employer contributions. The amount of contribution to the HRA, until changed by way of adoption of revisions to this Plan, shall be $150.00 each pay period worked, contributed on a semi-monthly basis on behalf of eligible managers. See 5.3.1 Health Insurance for contributions based on health insurance tiered rate coverage. 5.2.2 Retirement: PERS The City will pay both the employer’s and employee’s contribution to the Oregon Public Employee Retirement System. 5.2.3 Deferred Compensation Managers will be 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 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.
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
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. 401(a) The executive team members (City Manager, Police Chief, City Attorney, department directors, and City Recorder) are eligible to participate in the City’s 401(a) plan. Effective January 1, 2024, the manager’s maximum contribution and City match will increase to 3%. 5.2.4 Sign on Bonus At the sole discretion of the City Manager, a one-time sign on bonus of up to $7,500 may be offered at the time of recruitment for any management position. The decision to offer a sign on bonus shall normally be driven by difficulty in recruiting qualified applicants for a position, and industry expectations. The amount of the sign on bonus shall be at the discretion of the City Manager, except that the Human Resources Director shall be consulted. In the event a manager receives a sign on bonus and subsequently resigns from the position within two years of receiving the bonus, the bonus benefit amount shall be refunded to the City on a prorated basis as follows: Less than 6 months of service 100% refunded to city 6 months to 1 year of service 75% refunded to the city 1 year to 2 years of service 50% refunded to the city The manager will be required to sign a sign on bonus agreement stipulating to this reimbursement arrangement as a condition of employment. Under certain circumstances, the City Manager may elect to not institute the reimbursement provision of this section of the Plan. 5.2.5 Relocation Assistance At the sole discretion of the City Manager, relocation assistance may be negotiated during the job offer phase of hiring a new manager from out of the area. Only those individuals who meet the following criteria shall be eligible to negotiate relocation assistance: 1) must be relocating from more than 50 miles away, 2) must be relocating to at least within 50 miles of Central Point, and 3) must be relocating a distance of at least 50 miles. Up to $5,000 relocation assistance may be offered to an individual who relocates to within the city limits or Urban Growth Boundary (UGB) of Central Point. A new manager relocating to an area outside of the Central Point city limits or UGB may be offered a maximum of $2,500. In the event a manager negotiates relocation assistance and subsequently resigns from the position or is terminated for cause within two years of receiving the assistance, the assistance benefit amount shall be refunded to the city on a prorated basis as follows: Less than 6 months of service 100% refunded to city 6 months to 1 year of service 75% refunded to the city 1 year to 2 years of service 50% refunded to the city Refunding of relocation assistance shall apply only in the event of a voluntary resignation or termination for cause. Additionally, if relocation assistance is provided to relocate within the Central Point city limits or UBG and, within 2 years, the manager subsequently moves from the City limits or
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
UGB but remains in their management position, any amount of relocation assistance paid in excess of $2,500 shall be refunded to the City using the above pro rata scale. The manager will be required to sign a relocation assistance agreement stipulating to this reimbursement arrangement as a condition of employment. Under certain circumstances, the City Manager may elect to not institute the reimbursement provision of this section of the Plan. 5.2.6 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. 5.2.7 Gym/Weight Management membership reimbursement. The City will reimburse managers up to thirty-five dollars ($35) per month towards membership in a recognized fitness club, weight loss program, or City of Central Point Recreation health/fitness program they are actively participating in. The City has the sole discretion in determining which clubs/programs it will reimburse. Reimbursements will be made quarterly through payroll provided itemized receipts are received within six months. 5.2.8 Assistant City Manager Assignment. A manager designated as Assistant City Manager shall receive up to 10% assignment pay above their current base wage for the duration of the assignment.
5.3 Non-Monetary Benefits In addition to the monetary compensation outlined in this plan, eligible managers shall receive the following benefits. All benefits will be taxed in accordance with applicable Internal Revenue Service (IRS) regulations. 5.3.1 Health Insurance The City will pay 100% of the cost of Employee Only coverage and 90% of the difference between the cost of the insurance selected and Employee Only coverage. Managers who are “part-time without benefits” are not eligible for health insurance. Employees electing employee only coverage will receive an additional semi-monthly HRA-VEBA contribution of $150.00; employee and spouse coverage will receive $62.50; employee plus one child will receive $82.50 and employee and child(ren) will receive a $30.00 semi-monthly contribution to HRA-VEBA. Managers electing family coverage will not receive an additional contribution to HRA-VEBA. The City reserves the right to adjust these contribution amounts in the event health insurance premiums increase or decrease greater than 10%. Where feasible, health insurance cost savings measures will be implemented. In the event any cost savings measures result in coverage that is less than comparable to current coverage, managers will be notified as early as possible of the change and given the opportunity to propose an alternative to
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
the cost savings measure. Proposed alternatives must be presented, in writing, within 45 calendar days of the notice. The City shall maintain the sole right to implement or reject any proposed changes. 5.3.2 §125 Flexible Spending Account The City offers an IRS Section 125 plan for the purpose of allowing the employee contribution toward health insurance premiums to be a tax free deduction. Additionally, managers will have the opportunity to participate in a flexible spending account to use pre-tax dollars for dependent and health care expenses pursuant to I.R.S. regulations. 5.3.3 Life Insurance The city will pay the premium on a group term life insurance policy in the amount of the annual base salary to a maximum of $250,000 for managers meeting the eligibility requirement of the insurance carrier. The manager shall have the option of purchasing, at their own expense, additional life insurance for themselves and/or family members pursuant to the insurance policy provisions. 5.3.4 Long Term Disability The city will pay the premium on a long term disability policy with a 90 day elimination period that provides a benefit of 66-2/3% of base salary, up to a maximum of $3,000 per month for managers meeting the eligibility requirements of the insurance carrier. 5.3.5 Cell Phone Allowance A monthly stipend may be paid to managers who are required to be available by phone while away from the office or outside of business hours, in accordance with city policy. Managers who elect to use a City-owned cell phone are not eligible for a stipend. 5.3.6 Use of Car At the sole discretion of the City Manager, the use of an assigned City vehicle may be negotiated for a manager. Any such use shall be based solely on appropriateness for the position, and subject to applicable I.R.S. rules. 5.3.7 Air Miles and Other Purchase-Related Benefits Although managers are issued purchasing cards for making authorized, work-related purchases, it is understood that, occasionally, under certain limited circumstances, the use of a personal purchasing card for making work-related purchases may be warranted. The use of personal cards for work-related purchases shall be infrequent. A manager shall be entitled to any benefits or rewards, such as air miles, hotel points or cash back, associated with work related purchases and such benefits or rewards shall be considered part of the managers’ salary and compensation. 5.3.8 Use of City Resources The use of City resources on a limited and occasional basis shall be considered part of the manager’s total salary and compensation. Examples of such use may include photocopiers, printers, computers, tablets, phones and other technology, provided such use does not violate the City’s acceptable use policy. Additionally, except for items such as portable information technology (i.e., laptop, iPad, etc.) such use of city resources shall not include taking items off City premises (i.e., this provision does not allow for taking tools or equipment home). 5.3.9 City sponsored events The City sponsors community events such as the Wild Rogue Pro Rodeo and BOOM Fest. Gifts such as event tickets, special seating, prizes, etc. that are given from the event organizer to the City may be accepted by the manager and are considered part of their official compensation package per ORS 244.040 (2) (a) and City of Central Point Resolution No. 1450.
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
5.3.10 Travel, Training and Education Expenses Managers are covered by city policy regarding travel, training and tuition reimbursement, and such reimbursements are taxed in accordance with IRS rules. Furthermore, it is understood that managers attending training or conferences may receive training materials, training aids, devices, gifts, prizes, etc. Managers shall be allowed to personally keep such materials provided to, or received by, attendees at training, conferences, or courses paid for or reimbursed by the City as part of the manager’s total salary and compensation.
5.4 Paid Time Off The City recognizes the importance of time away from work for personal lives, and believes managers should receive paid time off for certain holidays, vacations, personal time, and for when they are unable to come to work due to illness or injury. To this end, managers shall be granted time off under the following provisions. 5.4.1 Paid Legal Holidays Except as otherwise specified in 5.4.1(a) and (b), managers shall receive the following holidays off without loss of pay. New Year’s Day Juneteenth Thanksgiving Day Martin Luther King Jr. Birthday Independence Day The day after Thanksgiving President’s Day Labor Day Christmas Eve Memorial Day Veteran’s Day Christmas Day Two Floating Holidays Legal holidays and floating holidays are eight (8) hours. One floating holiday will accrue on January 1 and one will accrue on July 1. Floating holidays must be used in the calendar year in which they accrue. Unused floating holidays will be lost each year and will not “roll” from one calendar year to the next and will be forfeited. Except for floating holidays, if the holiday falls on a Saturday, the preceding Friday will be the paid day off unless that Friday is already a paid holiday, then the following Monday will be the paid day off. If the holiday falls on a Sunday, the following Monday will be the paid day off unless that Monday is already a paid holiday, then the previous Friday will be the paid day off. Managers working a 4-10 schedule shall use two (2) hours of other leave which may be vacation, comp time, management leave, or floating holiday to “make-up” the two hours. A manager may not flex their schedule to avoid using two hours of other leave. If a manager chooses to or is required to work on a holiday, no additional compensation shall be granted. 5.4.1(a) Part-time managers covered under this plan shall receive legal holidays and floating holidays on a prorated basis. 5.4.1(b) Non-exempt full time police lieutenants shall receive 112 holiday bank hours in lieu of receiving the above holidays off. The holiday accrual bank shall be credited in a lump sum twice each year with 56 hours accruing on January 1 and 56 hours accruing on July 1. Holiday bank
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
hours must be used within 12 calendar months of accrual or the hours will be forfeited. Holiday bank hours shall not accrue beyond 112 hours at any one time for any reason. If a manager’s holiday bank hours are greater than 56 hours on January 1 or July 1, the number of hours added to the bank shall be such that the total is not more than 112 hours. No payment will be made for the loss of any hours due to failure to use them within the 12 calendar month limit. Whenever practicable, non-exempt, full time managers who accrue holiday bank hours under this provision are expected to use holiday bank hours on paid holiday dates as described in this section. The 112 hours of holiday bank is equivalent to the 12 paid holidays and 2 floating holidays provided to other full-time managers covered under this plan. 5.4.2 Paid Vacation The City encourages managers to take time off occasionally for vacations away from work. It is expected that managers will, at a minimum, take at least one week of vacation each year in a block of at least one full workweek. Executive Management Team members’ notice of the intent to take vacation shall be submitted to the City Manager as far in advance as practicable, and shall be noted on the City’s “Department Head Vacation Calendar.” First and second tier managers shall submit notice of the intent to take vacation to the department head as far in advance as practicable. Vacation accrual for full time managers shall be as follows, except that the City Manager may, at his or her sole discretion and when circumstances warrant it, place a manager on the accrual chart at any level. 1st through 4th year of service (0-48 months) 10 days (80 hours) 5th through 8th year of service (49-96 months) 15 days (120 hours) 9th through 12th year of service (97-144 months) 20 days (160 hours) 12+ years of service and beyond (145+ months) 25 days (200 hours) One-time Longevity Award: On the anniversary of the 15th, 20th, 25th, and 30th year of service, the employee shall receive a one-time award of 40 hours of vacation. The maximum vacation accrual for any manager at any time shall be 25 days (200 hours) per year. Vacation shall be allowed to accrue to a maximum of two times the annual accrual rate, but in no case shall accrual be more than 400 hours. Additional awards for longevity shall be counted in the maximum accrual. Vacation will be paid out at the time of separation. Managers will be allowed to sell back unused vacation hours in accordance with current City policy. Employees who are promoted from within City service into a management position under this management compensation plan shall have their years of service with the City count toward their vacation accrual in the manager position. One-time longevity awards shall only be awarded for current service milestones. For example, a 23-year employee who is promoted into a position covered by this Management Compensation Plan shall be eligible for the 25-year award at 25 years of service, but would not be awarded a 20 year award retroactively. Managers that go into an unpaid status or utilize Paid Leave Oregon shall have their vacation accrual prorated based on hours in a City paid status. Part-time managers covered under this plan shall accrue vacation on a prorated basis.
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
5.4.3 Sick Leave Full-time managers shall accrue four hours of sick leave for each pay period worked. Sick leave shall be allowed to accrue without limit. Except as provided for in a current City policy or separation agreement, unused sick leave hours shall not be compensated at separation, but will be reported to PERS. Part-time managers covered under this plan shall accrue paid sick leave on a prorated basis. Managers that go into an unpaid status or utilize Paid Leave Oregon shall have their sick leave accrual prorated based on hours in a City paid status. HRA-VEBA Contribution of annual unused sick leave Annual unused sick leave shall be contributed to the HRA-VEBA accounts of employees who are OPSRP Oregon PERS plan members and have a sick leave bank balance greater than 520 hours. Annual sick leave (96 hours) may be accrued and used, but any unused annual sick leave remaining on December 31 of each year shall be paid at 50% of employee’s base wage rate on December 31st, provided the minimum 520 sick hours remain on the books following the sellback. Payment pursuant to this paragraph shall be made to the employee’s account in the HRA-VEBA trust on the second payroll of January. 5.4.4 Management Leave It is recognized that full-time, exempt managers covered by this plan are compensated on a salary basis and do not receive additional compensation for meetings, travel and work outside of the “regular work week.” However, in recognition of the additional time commitments of exempt managers, each exempt manager shall receive 56 hours of Management Leave annually on July 1. Management leave must be used within one year of being received. Any management leave remaining on June 30 will be forfeited. Management leave accrual shall be prorated for new managers. 5.4.5 Record Keeping FLSA non-exempt employees are required to submit a timely timesheet, signed by their supervisor, that accurately reflects their hours worked and leaves taken during each pay period. Although exempt managers are not required to keep track of their hours worked for the purpose of pay, they are required to keep track of their use of accrued or banked leaves and submit a timely leave report, signed by their supervisor, that accurately reflects leaves used during each pay period.
5.5 Changes in Benefits upon Moving to a Management Position Managers shall only receive benefits that are afforded to management employees under this management compensation plan or approved City personnel policy(s). At any given time, an employee shall only have accrued time “on the books” that other employees in the same employee group accrue. When an employee changes from a bargaining unit position to a management position, all accrued compensatory time and, if applicable, holiday bank time shall be paid out at the previous hourly rate at the time of the change and in accordance with the applicable bargaining agreement or policy. An employee changing to a non-exempt management position shall be allowed to accrue comp time in lieu of overtime in accordance with the provisions of this plan, but shall enter the position with a zero balance of accrued comp time. An employee changing to a non-exempt Lieutenant position shall accrue holiday bank leave in accordance with the provisions of this plan, but shall not be allowed to exceed the holiday bank hours caps described in this plan.
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
5.6 Application of this Plan and City Policies Managers are covered by and expected to follow all City policies. Where City policy and the Management Compensation Plan differ, the Management Compensation Plan shall be applied except that where the Management Compensation Plan is silent on a benefit that is provided for in a current City policy, the policy shall apply.
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
Section 6. Comparable Market Defined The cities selected for the market comparison shall be determined at the time any 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.
6.1 Defining the Market The criteria for market comparables will be: a. Oregon cities with a population of between 9,900 and 30,000, based on the most recent Portland State University population estimate (this criterion is based on current Central Point population of 19,785 as of December, 2022 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.
6.2 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 comparables 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.
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
Section 7. Conclusion
The goal of this 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. The City of Central Point, although more than 125 years old, is in the growth phase of the organizational life cycle. We are refining policies and procedures and making changes where change is needed in order to move forward as an organization. The recent economic climate placed the City in a position of having to do more with less year after year. As the economy rebounds and begins to grow again, the efficiency and exceptional performance encouraged and rewarded by this Plan will continue to contribute to the City’s prosperity.
This compensation plan is NOT A CONTRACT or bargained agreement.
This plan and the salary and benefits outlined herein may be changed
at any time with approval of the City Council.
9.B.b
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City of Central Point - Management Compensation Plan 01/01/2024 revised
Council Resolution #____ - 12/14/2023
Appendix A Salary Schedule for management positions effective January 1, 2024 Cost of Living Adjustment 2.5% to the minimum salary and 5% to the maximum salary. (Police Captain salary equivalent to EIII)
Band Tier Position Minimum Maximum C C1 Human Resources Assistant (non-exempt) $3,998 $5,106 R ET City Recorder $5,757 $8,117 I T2 Parks & Public Works Supervisor $6,067 $8,555 I T2 Police Office Manager $6,067 $8,555 I T1 Finance Supervisor $6,067 $8,555 I T1 Recreation Manager $6,067 $8,555 I T1 Safety & Risk Manager $6,067 $8,555 I T1 Construction Services Supervisor $6,067 $8,555 II T1 Parks & Public Works Operations Manager $7,280 $9,889 II T1 Principal Planner $7,280 $9,889
III ET Director (Information Technology, Finance, Human Resources, Planning, and Building) $8,096 $11,947
IV ET Director (Parks & Public Works) $9,756 $13,046 IV ET City Attorney $9,756 $13,046 A A1 Special Projects Manager/Rehired Retiree $3,998 $13,046
Police Band Tier Position Minimum Maximum PI T2 Police Lieutenant (non-exempt) $7,280 $9,889 PII T1 Police Captain $8,096 $11,947 PIII ET Police Chief $9,756 $13,046 “T1” = Tier 1 Manager, “T2” = Tier 2 Manager, “ET” = Executive Management Team “A1” = Based on Assignment, “C1” = Confidential employee
This compensation plan is NOT A CONTRACT or bargained agreement.
This plan and the salary and benefits outlined herein may be changed
at any time with approval of the City Council.
9.B.b
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City of Central Point
Staff Report to Council
ISSUE SUMMARY
TO: City Council
DEPARTMENT:
Human Resources
FROM: Elizabeth Simas, Human Resources Director
MEETING DATE: December 14, 2023
SUBJECT: A Resolution Ratifying the General Services Letter of Agreement and
Authorizing the City Manager to sign the Letter of Agreement.
ACTION REQUIRED:
Resolution
RECOMMENDATION:
Approval
BACKGROUND INFORMATION:
On May 19, 2021, the City and General Services bargaining teams ratified a four (4) year successor
collective bargaining agreement through June 30, 2025. At the time of ratification, the contract
provided competitive wages and benefits. Since the ratification of that contract, the United States has
experienced high cost of living increases over a period of a couple of years; high inflation like this had
not been seen in about 40 years. On July 1, 2023, the General Services CBA did not provide any wage
increases. The increases slated for July 1, 2024 will be between 1% - 4% based on the January 2023 –
January 2024 Consumer Price Index (CPI-U) change whereas local jurisdiction wage increases for July 1,
2024 are approximately 5%. These situations have led our wages to become below the local labor
market and will worsen in 2024. The City did a compensation study of select positions that we have
been unable to fill and have had high turnover rates and determined we were about 6% below the
market average.
On November 19, 2023, the City Manager requested direction from Council on how to handle these
wage issues, which are outside of the current Collective Bargaining Agreement, in which the Council
directed staff to negotiate with the Union to increase wages for all General Services positions 2.5% and
select positions an additional 3.5% market adjustment for a total of 6%. The City put together the
attached Letter of Agreement and presented it to the Union on November 20, 2023. The City received
notice, on November 29, 2023, of the Union’s acceptance of our proposal. The Union thanked the City
for “stepping up.”
Prior to February 7, 2022, the City was able to train employees in-house to obtain their Commercial
Driver License (CDL), which is a minimum requirement for most Public Works Operations positions. The
City is not obligated to train employees to meet minimum requirements of their position, however,
these positions are already difficult to fill even with those not having a CDL. Beginning February 7, 2022,
9.C
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employees were required to attend Entry Level Driver Training (ELTD) instruction provided by a school
or other entity on the Federal Motor Carrier Safety Administration (FMCSA) Training Provider Registry;
the City is not a qualified training facility and we determined it would be a better use of our staff time to
outsource this function. After looking at the City’s options, the City decided to send new employees to
Rogue Community College’s (RCC) program which costs of approximately $5,000 per new employee.
Unfortunately, the first new hire we sent through the RCC program in 2022 stayed with the City only
about a year after attending the program. Because of the hit to our training budget, we realized the
need to be able to seek all or partial reimbursement from new hires that voluntarily leave City
employment within 36 months of being sent to training. The City needs to benefit from the CDL
investment we make in new employees and if an employee leaves employment, we need a mechanism
to seek reimbursement. The City added language to City policy and 12.6.1 CDL Training and
Reimbursement of Costs, to the General Services Collective Bargaining Agreement through this Letter of
Agreement.
PROPOSAL: It is proposed that the Council ratify the bargained Letter of Agreement to update
position titles, wages, and allow the City to seek all or partial reimbursement of Commercial Driver
License (CDL) expenses from employees that leave within 36 months of attending training.
Title Changes: Some Public Works Operations positions will receive title changes from Worker, Sr.
Worker, Utility Lead to a title sequence of Worker I, Worker II, and Worker III.
Salary Changes: Effective January 1, 2024, all positions covered by the General Service CBA will receive a
2.5% cost of living adjustment and Public Works Operations positions will receive an additional 3.5%
market adjustment for a 6% total increase.
FINANCIAL ANALYSIS:
This Letter of Agreement will impact the current Fiscal Year Budget 2023 – 2024 wages and benefit roll-
up costs:
General Fund $12,888 wages + $5,155 roll-up costs = $18,043 ($36,086 annually)
Street/Water Utility Funds $28,590 wages + $11,436 roll-up costs = $40,026 ($80,052 annually)
Total wage/roll-up Increase $58,069 ($116,138 annually)
LEGAL ANALYSIS: N/A
COUNCIL GOALS/STRATEGIC PLAN ANALYSIS:
CITY OF CENTRAL POINT STRATEGIC PLAN 2040:
The City of Central Point Strategic Plan set a roadmap for the city council, management, and employees
to guide them when making organizational decisions. The proposed changes made by this Letter of
Agreement address the following goals as set out by the Strategic Plan 2040 by establishing a
competitive compensation.
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• Strategic Priority – Responsible Governance
• GOAL 3 - Strengthen our organization by investing in our human capital.
• STRATEGY 1 – Training employees well enough so they can leave, treat them well
enough so that they will stay.
• GOAL 3A - Hire and retain quality employees who are skilled, solution-oriented and people
minded.
STRATEGY 1 – Establish a competitive compensation (salary and benefits) package.
STAFF RECOMMENDATION:
For City Council to approve the resolution ratifying the General Services Letter of Agreement (LOA) and
authorize the City Manger to sign the LOA.
RECOMMENDED MOTION:
Motion to approve Resolution No. _____, A Resolution Ratifying the General Services Letter of
Agreement and Authorizing the City Manager to sign the Letter of Agreement.
ATTACHMENTS:
1. General Services Letter of Agreement dated 121423 Resolution
2. Letter of Agreement - GS wages & CDL expense reimbursement 010124
3. 2024-1 Pay Plan 2023-24 010124 revisions
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RESOLUTION NO. _______
A RESOLUTION RATIFYING THE GENERAL SERVICES LETTER OF AGREEMENT and
AUTHORIZING THE CITY MANAGER TO SIGN THE LETTER OF AGREEMENT
RECITALS:
1. The City of Central Point has a fundamental interest in the development of
harmonious and cooperative relationships between the City and its employees;
and
2. The City recognizes the rights of public employees to organize; and
3. The City recognizes and accepts that the principle and procedure of collective
bargaining can alleviate various forms of strife and unrest; and
4. ORS 243 “Collective Bargaining” defines and outlines the policies involved in
collective bargaining between public entities and public employers; and
5. The current General Services Collective Bargaining Agreement is in effect from
July 1, 2021 through June 30, 2025; and
6. The City and the Union have agreed to a Letter of Agreement updating position
titles, wages, and the allowing the City to seek all or partial reimbursement of
Commercial Driver License (CDL) expenses from employees that leave within 36
months of hire.
The City of Central Point resolves as follows:
The General Services Letter of Agreement between the City of Central Point and
Teamsters Local 223 (General Services), as attached, is hereby ratified and adopted, and
the City Manager is authorized to sign the Agreement.
Passed by the Council and signed by me in authentication of its passage this _____ day
of _____________________, 20___.
__________________________
Mayor Hank Williams
ATTEST:
_____________________________
City Recorder
9.C.a
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Letter of Agreement
Parties
City of Central Point, hereinafter called "City"
Teamsters Local No. 223 (General Service), hereinafter called "Union"
Recitals
A. City and Union are parties to a Labor Agreement that expires on June 30, 2025.
B. The contract is modified to change titles of:
a. 1O5-Utility Worker / 1O3-Parks Maintenance Worker to 1O5-Utility Worker I / 103-Parks
Maintenance Worker l;
b. 111-Sr. Utility Worker to 111-Utility Worker ll I 111-Parks Maintenance Worker ll;c. 1 13-Utility Maintenance Lead to 1 13-Utility Worker lll I 113-Parks Maintenance Worker lll.
C. The contract is modified asfollows. Etfectivethe laterof, January 1,2024, orthefirstof the pay
period 7 calendar days after City receipt of Union approval, Step A monthly salary shall be
increased by 60/o. Each subsequent Step shall be 5o/o greater than the lower step. This increase
shall apply to all Public Works Operations positions which include: 122-Utility Laborer, 103-Parks
Maintenance Worker l, 10s-Utility Worker l, 107-Customer Service Technician, 1O8-Equipment
Maintenance/Fab. Technician, 111-Utility Worker ll/Parks Maintenance Worker ll, 131-
Sweeper/Equipment Operator, 113-Utility Worker lll/Parks Maintenance Worker lll, 125-Arborist,
13O-Lead Equipment Mechanic, 1 16-Foreman: Streets Water.
D. The contract is modified as follows. Effective the later of, January 1, 2024 or the first of the pay
period 7 calendar days after City receipt of Union approval, Step A monthly salary shall be
increased by 2.5o/o. Each subsequent Step shall be 5% greater than the lower step to all positions
in the General Services Bargaining with the exception of those positions listed in bullet point C.
above.
E. The contract is modified to address when the City pays for Commercial Driver License (CDL)
training for positions that require a CDL and voluntarily leave employment within 36 months of
starting training. The employee shall reimburse the City for some or all of the qualifying expenses
and the reimbursement may be deducted from the employee's final paycheck.
F. The parties have negotiated a settlement and desire to reduce their agreement in writing
140 S 3rd Street o Central Point OR 97502
54t.664.332L t 54L664.6384 fax
www. centralpointoregon. gov
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Agreement:
The parties agree the following paragraphs are modified as follows:
12.6 Certification and Licensinq Fees. The City will pay for job-related employee certification and
licensing fees that are required for the position after the date of hire, except when attainment of such
certifications or licenses was specified as a condition of employment in the job description at hire. The
City will pay for recertification and license renewal fees for required, job-related certifications and
licenses. The City may, at its option, pay certification and/or licensing fees, and recertification and/or
license renewal fees that are job-related but are not required for the position, with prior written approval
of the Department Head.
The City will pay travel expenses associated with approved certification and licensing, or recertification
or license renewal, including required continuing education units (CEU), testing, etc. However, all such
expenses must be approved, in advance, and may be limited to the most cost effective and prudent
option. For example, if CEUs are available via on-line delivery, a request to travel to out of town training
may be denied, or if training is offered locally at a later date, out of town training on a more convenient
date may be denied.
Fees and travel expenses shall normally be paid by the City only once. lf the City pays fees or travel
expenses for an employee pursuant to this section and the employee fails to attend the training for
reasons other than reasons beyond the employee's control, or fails to successfully complete the course
or pass an exam, the City may deny a request to pay such fees or expenses for the employee to re-take
a course or exam.
For employees who work in a position for which a commercial driver's license (CDL) is required or
preferred, the City shall reimburse the difference between the cost of obtaining/maintaining a class A or
B CDL and a class C driver's license. The city shall pay the cost of required medical and/or drug tests
required to obtain/maintain the CDL, except such costs shall be limited to not more than one medical
exam and one drug test per year. This limit applies to medical certification/testing for CDL application or
renewal. The cost of drug testing as part of the City's DOT random drug testing program will be paid by
the City and is not limited by this section.
12.6.1 CDL Traininq and Reimbursement of Costs. lt is the responsibility of employees to
meet minimum job qualifications. Per City Policy No. 7.05.2 , the City may, at its option, pay
for the cost of training or certification that an employee must possess as a minimum job
qualification. Where the City elects to pay for an employee's training to obtain a CDL to meet
minimum job qualifications, the City of Central Point incurs significant expense. lt is the policy
of the City to seek reimbursement of "qualifying expenses" from an employee who has left
employment voluntarily following enrollment in CDL training as provided below.
Employees who voluntarily leave employment shall be responsible to reimburse the City for
CDL training costs, which will be deducted from an employee's final paycheck, and/or paid
upon demand. The City reserves the right to pursue all legal remedies to seek such
reimbursement.
140 S 3rd Street r Central Point OR 97502
541.664.3327 t 547.664.6384 fax
www. centra I poi ntoregon. g ov
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ln consideration for the City's agreement to pay for CDL training, employees shall be required
to sign an acknowledgement of understanding and agreement with this policy and to authorize
the withholding of the qualified expenses from the employee's final paycheck.
12.6.2 Definitions
a. "Qualifying expenses" means the actual amount of money expended for CDL
training (i.e. registration, tuition, examination fees, books, study guides and any
other direct expense for providing training). Qualifying expenses does not include
employee wages or travel expense.
b. "Voluntarily terminates employment" means an employee's decision to leave
employment with the City of Central Point. lt differs from a layoff or a firing, in
which the decision to end employment was made by the employer, rather than
the employee.
12.6.3 ment schedule.The maximum training reimbursement schedule for an
employee required to repay the City shall be
a 100 percent of qualifying expenses if the employee voluntarily terminates employment
with the City within 12 months from the date the employee began CDL training.
b. 66 percent of qualifying expenses if the employee voluntarily terminates employment
with the City more than 12 months but within 24 months from the date the employee
began CDL training.
c. 33 percent of qualifying expenses if the employee voluntarily terminates employment
with the City more than 24 months but within 36 months from the date the employee
began CDL training.
d. Waived if the employee terminates employment more than 36 months from the date
the employee began CDL training.
140 S 3rd Street r Central Point OR 97502
541.664,3327 t 547.664.6384 fax
www.centralpointoregon. gov
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APPENDIX A
2,5o/o added to Step A monthly salary
Position# Classification I rtle
Grade 2-3
100 Offce Assistant
Grade 5
106 Assistant Engineering Technician
109 Planning Technician
110 Recreation Programs Coordinator
Grade 4 GS4
101 Account Clerk: Finance/Public Works
IO2 CommunityDe\elopmentSpecialist
IU Recreation Specialist
Grade
GS2-3
GSs
GS7
Step A
19.25
3,337
21.02
3,il3
22.48
3,897
24.91
4,3L7
1 /.4b
4,7ffi
30.72
t32s
32.26
5,591
i4.10
5,910
Step B
20.22
3,504
22.07
3,825
23.61
4,O92
26.1s
4s33
28.84
4998
32.26
ts91
33.87
5,87t
35.80
6,26
Step E
2i.40
40s5
25.55
4,4i28
Step F
24.57
4,259
26.82
4,U9
Step G
N/A
N/A
i ta;:ir 1!,, ;:rir;r i'rrt,
Step C Step D
21.23 22.29
3,679 3,953
23.17 24.jj
4,0L6 4,2L7
24.79
4,297
27.46
4,7ffi
30.28
5,28
33.87
5,877
35.57
6,155
37.59
6,516
28.84
4998
31.79
5,510
35.s7
6,165
37.34
6,473
39.47
6,U2
30.28
5,28
33.38
5,7ffi
37.34
6,473
39.21
6,797
41.45
7,7U
31.79
ts10
35.0s
6,075
39.21
6,797
41".18
7,737
43.52
7,il3
30.14
5,224
33.38
5,7ffi
36.80
6,379
41.18
7,737
43.24
7,4!t4
45.69
7,92O
26.03 27.34 28.70
4,5!2 4,738 4,975
772
tr4
t23
126
127
118
119
120
Grade 6 GS6
Acctg/Business Senrices Coordinator
Recreation Coordinator: Special Ercnts/Mktg
Stormwater/E rosion Control Tech
Engineering Tech I
Accountant - Payroll
11s
tr7
r24
728
Grade 7
Community Planner I
Park Planner
Facility Management Coordinator
Sr. Accountant
Grade I GS8
Community Planner ll
Construction Management Coordinator
En$ronmental Senices/GlS Coordinator
Grade 9 csg
t29 Community Planner llltzl lnformationTechnologySpecialist
Grade 10
Vacant
GS10
140 S 3rd Street r Central Point OR 97502
54L664.3327 t 547.664.6384 fax
www. centra I poi nto regon. gov
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Appendix A
6% added to Step A monthly salary
Position# Classification'lltle
Grade 2-3P
122 Utility Laborer
Grade
GS2-3P
Step A Step B Step C
19.91
21.73 22 82
3,757 3,955
Step D Step E
N/A
Step F Step G
N/A
26.92
4,ffi 4899 5,L4 t4O1
3,451
Grade 4P- NC GS4P-NC 21,.73
103 Parks Maintenance Worker (PMW) f 3,767 NiA
105 Utilily Worker l*
*PMWw/o CIT or UWw/o CDL
(.Rennin at Step A until they receive the required Clf or CDL, then w ould placed at the appropriale step based on experience & pay equity)
Grade 4P GS4P
103 Parks Maintenance Worker I
105 Utility Worker I
23.96 25.16 25.42 27.74
4153 4,36L 4,579 4808
Grade 5P GSSP
Customer Seniice Technician
Equipment Maintenance/Fab. Technician
Utility Worker/PMW ll
Sweeper/Equipment Operator
GS6P
GSTP
23.25
4030
25.76
4,M5
28.40
4,923
24.42
4,232
27.0s
4588
29.82
1169
25.54
4,444
28.40
4,922
31.31
5,427
29.82
1168
32.87
5,698
31.30
5,426
34.52
1983
36.24
6,282
38.05
6,595
28.26 29.68 31.16
r07
108
111
131
Grade 6P
Utility Worker/PMW lll
Arborist
Lead Equipment Mechanic
Grade 7P
Foreman: Streets, Water
Agreed to on this day of
For the City:
Chris Clayton, City Manager Brent Jensen, Labor Representative
32.87 34.51
113
12s
130
116
5,697 5,992
2023.
For the Union
140 S 3rd Street o Central Point OR 97502
54I.664.3327 , 541.664.6384 fax
www. central poi ntoregon. gov
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Appendix A
60lo added to Step A monthly salary
Position# Claseifcation Tiile
Grrds 2{p122 Utility LEborer
Grade 4P
103 Parts Maintenance Workar I105 Ulility Wodrer I
Grads 6p
1ljl tjtility Worker/pMw Iil
115 Albofisl
130 Lead Equipment Mechanic
Grade
GS2"3P
GS{P
GSGP
G8?P
23.25
4030
25 76
4{55
28.40
4,92?
22.82
+9s5
24 42
4r3r
27.45
46S
5,169
Step C
23 96
4x53
25.64
4,444
28.4A
4,922
5,427
25 1.6
4,361
)$ a1
4,66
JO Aa
t168
5,598
Step A Step B
19.91
3,{51
2L.73
l,7gt
2L 73
t,767
Step D Step E Step F Step G
NIA
Gnds 4F- HC cg4p-itg
103 Parks Maintenance Woker (pMW) t*
105 Utility Worker t.
' pwil vu/a C I T o t IIW uh C D L
NIA
('Renin rt $'tepA unlillh€y roceive lhr r€quit€d clr or cOL, then wodd pbced ar tha spgoprbte $lep baood on 6,(perl€ncc a psy €qdry)
26.42
4579
27. t4
4808
28.26 ?9.6S
8,144489S
31.30 32.87
5,6975,426
34.52
5,983
36 24
47,p.
Representative
NIA
Grrde 5P GgtplO7 Cu$tomer Senice Technician108 EquipmentMoir(enancs/Fab.Technician
111 Utility Worker/PMW il131 Sweeper/Equipment Operator
31 1,6
5,401
34 51ts
38.0s
6,59f
116
Grrdo 7P
Forerngn: Streets, Water
Agreed to on this ry day of
For the
Chris Glayton,City Manager
2423-
ar the Unlon:
140 S 3rd Street r Central point OR gTSAz
541.564.3321 r 541.664,6384 fax
www. centralpointoregon, gov
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Schedule Effective 1/1/24 - 6/30/24 Revised 1/1/24
hourly/monthly
Position#Classification Title Grade Step A Step B Step C Step D Step E Step F Step G
Grade 2-3 GS2-3 19.25 20.22 21.23 22.29 23.40 24.57
100 Office Assistant 3,337 3,504 3,679 3,863 4,056 4,259
Grade 4 GS4 21.02 22.07 23.17 24.33 25.55 26.82
101 Account Clerk: Finance/Public Works 3,643 3,825 4,016 4,217 4,428 4,649
102 Community Development Specialist
104 Recreation Specialist
Grade 5 GS5 22.48 23.61 24.79 26.03 27.34 28.70 30.14
106 Assistant Engineering Technician 3,897 4,092 4,297 4,512 4,738 4,975 5,224
109 Planning Technician
110 Recreation Programs Coordinator
Grade 6 GS6 24.91 26.15 27.46 28.84 30.28 31.79 33.38
112 Acctg/Business Services Coordinator 4,317 4,533 4,760 4,998 5,248 5,510 5,786
114 Recreation Coordinator: Special Events/Mktg
123 Stormwater/Erosion Control Tech
126 Engineering Tech I
127 Accountant - Payroll
Grade 7 GS7 27.46 28.84 30.28 31.79 33.38 35.05 36.80
115 Community Planner I 4,760 4,998 5,248 5,510 5,786 6,075 6,379
117 Park Planner
124 Facility Management Coordinator
128 Sr. Accountant
Grade 8 GS8 30.72 32.26 33.87 35.57 37.34 39.21 41.18
118 Community Planner II 5,325 5,591 5,871 6,165 6,473 6,797 7,137
119 Construction Management Coordinator
120 Environmental Services/GIS Coordinator
Grade 9 GS9 32.26 33.87 35.57 37.34 39.21 41.18 43.24
129 Community Planner III 5,591 5,871 6,165 6,473 6,797 7,137 7,494 121 Information Technology Specialist
Grade 10 GS10 34.10 35.80 37.59 39.47 41.45 43.52 45.69
Vacant 5,910 6,206 6,516 6,842 7,184 7,543 7,920
Classification Pay Plan Part A: General Services Bargaining Unit Positions
N/A
N/A
Approved 12/14/23 by Council Resolution #______Page 1 of 4
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Public Works Operations Positions
Schedule Effective 1/1/24 - 6/30/24 Revised 1/1/24
Position#Classification Title Grade Step A Step B Step C Step D Step E Step F Step G
Grade 2-3P GS2-3P 19.91
122 Utility Laborer 3,451
Grade 4P- NC GS4P-NC 21.73
103 Parks Maintenance Worker (PMW) I*3,767
105 Utility Worker I*
*PMW w/o CIT or UW w/o CDL
(*Remain at Step A until they receive the required CIT or CDL, then would be placed at the appropriate step based on experience & pay equity)
Grade 4P GS4P 21.73 22.82 23.96 25.16 26.42 27.74
103 Parks Maintenance Worker I 3,767 3,955 4,153 4,361 4,579 4,808
105 Utility Worker I
Grade 5P GS5P 23.25 24.42 25.64 26.92 28.26 29.68 31.16
107 Customer Service Technician 4,030 4,232 4,444 4,666 4,899 5,144 5,401
108 Equipment Maintenance/Fab. Technician
111 Utility Worker/PMW II
131 Sweeper/Equipment Operator
Grade 6P GS6P 25.76 27.05 28.40 29.82 31.30 32.87 34.51
113 Utility Worker/PMW III 4,465 4,688 4,922 5,168 5,426 5,697 5,982
125 Arborist
130 Lead Equipment Mechanic
Grade 7P GS7P 28.40 29.82 31.31 32.87 34.52 36.24 38.05
116 Foreman: Streets, Water 4,923 5,169 5,427 5,698 5,983 6,282 6,596
Part A: General Services Bargaining Unit Public Works Operations Positions
Classification Pay Plan
N/A
N/A
N/A
Approved 12/14/23 by Council Resolution #______Page 2 of 4
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Schedule Effective 7/1/23
Position#Classification Title Grade Step A Step B Step C Step D Step E Step F Step G
200 Police Support Specialist P110 3,829 4,020 4,221 4,432 4,654 4,887 5,131
201 Community Services Officer P117 4,063 4,266 4,479 4,703 4,938 5,185 5,444
202 Police Officer P145 5,208 5,468 5,741 6,028 6,329 6,645 6,977
203 Corporal P150 5,760 6,048 6,350 6,668 7,001 7,351 7,719
Schedule Effective 7/1/24
Position#Classification Title Grade Step A Step B Step C Step D Step E Step F Step G
200 Police Support Specialist P110 3,982 4,181 4,390 4,610 4,841 5,083 5,337
201 Community Services Officer P117 4,226 4,437 4,659 4,892 5,137 5,394 5,664
202 Police Officer P145 5,416 5,687 5,971 6,270 6,584 6,913 7,259
203 Corporal P150 5,990 6,290 6,605 6,935 7,282 7,646 8,028
Schedule Effective 7/1/25
Position#Classification Title Grade Step A Step B Step C Step D Step E Step F Step G
200 Police Support Specialist P110 4,221 4,432 4,654 4,887 5,131 5,388 5,657
201 Community Services Officer P117 4,480 4,704 4,939 5,186 5,445 5,717 6,003
202 Police Officer P145 5,741 6,028 6,329 6,645 6,977 7,326 7,692
203 Corporal P150 6,349 6,666 6,999 7,349 7,716 8,102 8,507
Classification Pay Plan Part B: Police Bargaining Unit Positions
Approved 12/14/23 by Council Resolution #______Page 3 of 4
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Schedule Effective 1/1/24
Position#Classification Title Grade Minimum Monthly Maximum
003 Human Resources Assistant (non-exempt)C 3,998 -5,106
501 City Recorder R 5,757 -8,117
500 Finance Supervisor I 6,067 -8,555
502 Recreation Manager I 6,067 -8,555
503 Parks & Public Works Supervisor I 6,067 -8,555
507 Police Office Manager I 6,067 -8,555
517 Safety & Risk Manager I 6,067 -8,555
518 Construction Services Supervisor I 6,067 -8,555
504 Parks & Public Works Operations Mgr II 7,280 -9,889
506 Principal Planner II 7,280 -9,889 511-514 &
520 Department Director (PLAN, FIN, HR, IT, BLDG)III 8,096 -11,947
515 Parks & Public Works Director IV 9,756 -13,046
519 City Attorney IV 9,756 -13,046
521 Special Projects Manager/Rehired Retiree A 3,998 -13,046
508 Police Lieutenant (non-exempt)P-I 7,280 -9,889
509 Police Captain P-II 8,096 -11,947
510 Police Chief P-III 9,756 -13,046
Classification Pay Plan
Part C: Non-Bargaining Unit, Management Positions
Approved 12/14/23 by Council Resolution #______Page 4 of 4
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City of Central Point
Staff Report to Council
ISSUE SUMMARY
TO: City Council
DEPARTMENT:
Community Development
FROM: Stephanie Powers, Planning Director
MEETING DATE: December 14, 2023
SUBJECT: Planning Commission Report
ACTION REQUIRED:
Information/Direction
RECOMMENDATION:
None Forwarded
The Central Point Planning Commission met at their regular meeting on December 5, 2023.
There were two (2) items on the agenda including a quasi-judicial public hearing for a Floodplain
Development Permit to conduct work in the Special Flood Hazard Area (SFHA) and Regulatory
Floodway for Elk Creek, and a discussion about the Climate Friendly Area Study conducted by
Rogue Valley Council of Governments to comply with Climate Friendly and Equitable
Communities rules in Oregon Administrative Rule (OAR) 660-12.
Elk Creek Floodplain Development Permit
The Planning Commission conducted a public hearing and considered a Floodplain
Development Permit application to replace an existing culvert and make channel improvements
along a section of Elk Creek near its confluence with Bear Creek. The proposed activities are
within the regulatory floodway and are part of a larger, ongoing effort to restore the Bear Creek
Greenway following the fire in 2020. The improvements will improve water flow, fish and riparian
habitat. The application demonstrated that there will be no increase to the base flood elevation,
which is required for permit approval. No comments were received during the public hearing and
the Planning Commission unanimously voted to approve the permit.
CFA Study Discussion
The Planning Commission received a refresher on the CFA Study completed by the Rogue
Valley Council of Governments (RVCOG) earlier this year. Staff provided an overview of the
Climate Friendly and Equitable Communities (CFEC) rules, the definition of a CFA, land use
and transportation requirements in CFAs and how this compares to the City’s existing land use
regulations. Based on the similarities between the MMR, HMR, EC and GC zones in the Transit
Oriented Development (TOD) Overlay, the primary candidate area for a CFA is within the
Eastside TOD. Next steps in the process include presenting the CFA Study to the City Council
in December and submitting it to the Department of Land Conservation and Development
(DLCD). In 2024 the City will be working with a consultant team to designate the City’s required
CFA and adopt implementing regulations. The Planning Commission discussed the importance
of maintaining the City’s small town feel and growing in alignment with our community’s
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expectations to the best of our ability.
Miscellaneous
A brief update was provided to the Planning Commission notifying them of the appeal filed by
the Applicant for the Site Plan and Architectural Review to construct a medical office/urgent care
facility. There was no further discussion of this matter.
Additionally, staff provided a development update that highlighted approved and active
developments throughout the City. A map was handed out illustrating the location of these
projects.
The meeting adjourned at approximately 7:10 p.m.
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City of Central Point
Staff Report to Council
ISSUE SUMMARY
TO: City Council
DEPARTMENT:
Community Development
FROM: Stephanie Powers, Planning Director
MEETING DATE: December 14, 2023
SUBJECT: Climate Friendly Area Study
ACTION REQUIRED:
Information/Direction
RECOMMENDATION:
Not Applicable
BACKGROUND INFORMATION:
The City of Central Point and Rogue Valley Council of Governments completed a study of
potential CFA locations (Attachment 1) in the City as necessary to comply with the Climate
Friendly & Equitable Communities (CFEC) rulemaking in Oregon Administrative Rule (OAR)
660-012-0310(2). The rules aim to encourage climate-friendly development whereby residents,
workers and visitors can meet most of their daily needs without having to drive. The rules
facilitate this by requiring a high concentration of housing and employment within a multimodal
CFA area, which is similar to the City’s Transit Oriented Development (TOD) areas. Specifically,
a CFA must:
• Contain 30% of the City’s housing need;
• Be at least 25 acres in size and 750-ft wide;
• Support mixed-use development consistent with the requirements in OAR 660-012-
0320;
• Be within existing or planned urban centers, such as downtowns, neighborhood centers,
transit corridors or other similar districts; and,
• Be served by or planned to be served by high quality bicycle, pedestrian and transit
services.
The CFA Study identified two (2) potential CFA boundary scenarios and included community
engagement, equity analysis and anti-displacement mitigation strategy analysis. At the
December 14, 2023 meeting, staff will present the CFA Study to the City Council as an
informational/discussion item and discuss next steps for CFEC compliance.
FINANCIAL ANALYSIS:
There have been no costs to the City associated with completion of the CFA Study, except for
in-kind contributions. Future work to amend the Comprehensive Plan and Zoning Map and Text
are being funded by the State DLCD. The only cost to the City will be in-kind contributions of
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staff time for preparing findings, facilitating community engagement and processing the
legislative applications.
LEGAL ANALYSIS:
The CFA Study does not establish any new policies or regulations. Its sole purpose is to identify
candidate areas for a CFA and potential anti-displacement strategies the City may consider
when the new CFA is established and redevelopment occurs. The next step in the process is to
identify the City’s preferred CFA scenario and to begin the Comprehensive Plan and Zoning
Amendments needed to adopt a CFA and required implementing regulations by December 31,
2024.
COUNCIL GOALS/STRATEGIC PLAN ANALYSIS:
Community Engagement - Goal 1: Build strong relationships between government and its
citizens.
Strategy 3 – Communicate, collaborate and partner with other governmental agencies,
public and private enterprises to pool and/or leverage resources to achieve optimal
outcomes for the community.
Comment: The CFEC rules required the City to complete a study of potential CFAs as
necessary to comply with OAR 660-012. The City partnered with DLCD, RVCOG and 3J
Consulting to complete the study. This leveraged available funds and minimized impacts on
staff time that was allocated to other projects associated with CFEC compliance, development
review and finishing up long-range planning projects needed to annex lands from the recently
amended Urban Growth Boundary (UGB).
Responsible Governance – Goal 2: Invite public trust.
Strategy 1 – Be a factual source of information.
Strategy 5 – Communicate effectively and transparently with the public.
Comment: The City is not required to adopt or approve the CFA Study prior to submitting it to
DLCD before December 31, 2023. Staff has presented it to the Planning Commission and now
City Council to promote awareness among community members and elected and appointed
officials of the CFEC rules, CFA Study findings, next steps and how the community can get
involved in the process. This is consistent with strategies addressing responsible governance.
STAFF RECOMMENDATION:
Not applicable.
RECOMMENDED MOTION:
Not applicable.
ATTACHMENTS:
1. CCP Final Draft CFA Study (12-2023)
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Rogue Valley
Council of Governments
155 N First St
P.O. Box 3275
Central Point, OR 97502
(541) 664-6674
Fax (541) 664-7927
Produced by the Rogue Valley Council of
Governments, in collaboration with the City
of Central Point and 3J Consulting
2023
City of Central Point
Climate Friendly Area
Study
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Rogue Valley Council of Governments
CFA STUDY City of Central Point 2 | P a g e
Climate Friendly Area Project Staff
Stephanie Powers, Planning Director, City of Central Point
James Schireman, Associate Land use Planner, RVCOG
Yazeed Alrashdi, Associate Transportation Planner, RVCOG
Scott Fregonese, Senior Project Manager, 3J Consulting
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CFA STUDY City of Central Point 3 | P a g e
Disclaimer:
The following study analyzes CFA candidates within the City of Central Point and explores paths forward
and potential scenarios should the city designate a Climate Friendly Area. By no means does this study
alter the current zoning, land uses, or other development regulations governed by the City of Central
Point.
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CFA STUDY City of Central Point 4 | P a g e
Contents
Chapter 1: Climate Friendly Area Regulations and Methodology Background .............................. 7
Introduction ................................................................................................................................ 7
Climate Friendly and Equitable Communities Rulemaking .................................................... 7
Climate Friendly Areas Overview ............................................................................................ 8
Implementation Timeline ....................................................................................................... 8
Goals ........................................................................................................................................... 9
Methodology ............................................................................................................................. 10
Community Engagement Plan .............................................................................................. 11
Locate and Size Candidate CFAs ........................................................................................... 12
Evaluate Existing Code .......................................................................................................... 14
Identify Zoning Changes: ...................................................................................................... 16
Calculate CFA Capacity .......................................................................................................... 16
Equity Analysis ...................................................................................................................... 18
Chapter 2: Candidate Climate Friendly Area Analysis .................................................................. 19
Locate and Size Candidate CFAs ........................................................................................... 20
Calculate Housing Units Needed .......................................................................................... 22
Zoning Analysis: .................................................................................................................... 23
Identify Zoning Changes ........................................................................................................ 25
CFA Capacity Calculation....................................................................................................... 34
Conclusion ............................................................................................................................. 48
Chapter 3: Anti-Displacement Mitigation Strategies .................................................................... 49
CFA Redevelopment Outcomes ................................................................................................ 49
Anti-Displacement Map Analysis .............................................................................................. 49
Affordable and Vulnerable .................................................................................................... 49
Early Gentrification ............................................................................................................... 49
Active Gentrification ............................................................................................................. 49
Late Gentrification ................................................................................................................ 50
Becoming Exclusive ............................................................................................................... 50
Advanced Exclusive ............................................................................................................... 50
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CFA STUDY City of Central Point 5 | P a g e
Unassigned ............................................................................................................................ 50
Neighborhood Types Present Within the Proposed CFA .......................................................... 50
Suggested Strategies ................................................................................................................. 52
Category A: Zoning and Code Changes ................................................................................. 52
Category B: Reduce regulatory Impediments ....................................................................... 52
Category C: Financial Incentives ........................................................................................... 53
Category D: Financial Resources ........................................................................................... 53
Category E: Tax Exemption and Abatement ......................................................................... 54
Category F: Land, Acquisition, Lease, and Partnerships ....................................................... 54
Appendix A .................................................................................................................................... 55
Acronyms to Remember: .......................................................................................................... 55
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CFA STUDY City of Central Point 6 | P a g e
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CFA STUDY City of Central Point 7 | P a g e
Chapter 1: Climate Friendly Area Regulations and
Methodology Background
Introduction
Rogue Valley Council of Governments, in collaboration with the City of Central Point and the project
consultant 3J, is conducting a study of potential Climate Friendly Areas (CFA) in accordance with the
Climate Friendly and Equitable Communities (CFEC) rulemaking (OAR 660-012-0310), which was initiated
by the Land Conservation and Development Commission (LCDC) in response to Governor Brown’s
Executive Order 20-04 directing state agencies to take urgent action to meet Oregon’s climate pollution
reduction targets. The rules encourage climate-friendly development by facilitating areas where
residents, workers, and visitors can meet most of their daily needs without having to drive. A CFA aims
to contain a variety of housing, jobs, businesses, and services. A CFA also supports alternative modes of
transit by being in close proximity to high-quality pedestrian, bicycle, and transit infrastructure.
Phase 1 of this project is the CFA study identifies candidate CFAs and analyzes what zones are most
aligned to the CFEC rules, and what adjustments of them would be required.
Phase 2 will encompass the adoption of any necessary changes and the incorporation of a climate-
friendly comprehensive plan element. Cities may use CFA areas from the study or any other qualifying
area.
Climate Friendly and Equitable Communities Rulemaking
The Climate-Friendly and Equitable Communities rulemaking is part of Oregon’s longstanding effort to
reduce pollution from the transportation system, especially greenhouse gases that are causing a change
in climate and associated weather-related disruptions, including drought, wildfires, and warming
temperatures with greater variation overall.
The rules encourage climate-friendly development in Climate-Friendly Areas (CFAs). Other provisions of
the rulemaking call for new buildings to support the growing electric vehicle transformation, reduce
one-size-fits-all parking mandates, and increase local planning requirements to address critical gaps in
our walking, biking, and transit networks. The rules ask communities to identify transportation projects
needed to meet our climate goals.
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CFA STUDY City of Central Point 8 | P a g e
Climate Friendly Areas Overview
A CFA is an area where residents, workers, and visitors can meet most of their daily needs without
having to drive. They are urban mixed-use areas that contain, or are planned to contain, a greater mix
and supply of housing, jobs, businesses, and services. These areas are served, or planned to be served,
by high quality pedestrian, bicycle, and transit infrastructure to provide frequent, comfortable, and
convenient connections to key destinations within the city and region. CFAs typically do not require
large parking lots and are provided with abundant tree canopy.
A key component of Oregon’s plan to meet our climate pollution reduction and equity goals is
facilitating development of urban areas in which residents are less dependent on the single occupant
vehicle. Before the automobile became common in American life, cities grew more efficiently, with a
variety of uses in city centers and other areas that allowed for working, living, and shopping within a
walkable or transit accessible area. Over the last 100 years, the automobile and planning practices have
served to separate activities, creating greater inequities within cities and widespread dependence upon
climate-polluting vehicles to meet daily needs. CFAs will help to reverse these negative trends, with
some actions taking place in the short term, and others that will occur with development and
redevelopment over time.
The rules require cities (and some urbanized county areas) with a population over 5,000, and that are
located within Oregon’s seven metropolitan areas outside of the Portland metropolitan area, to adopt
regulations allowing walkable mixed-use development in defined areas within their urban growth
boundaries. Associated requirements will ensure high quality pedestrian, bicycle, and transit
infrastructure is available within these areas to provide convenient transportation options, and cities
and counties will prioritize them for location of government offices and parks, open space, and similar
amenities.
Implementation Timeline
The rules provide a two-phased process for local governments to first study potential CFAs, and then, in
a second phase, to adopt development standards for the area, or areas, that are most promising.
Key CFA Study Dates:
• June 30, 2023 – CFA Study Funding Expires
• December 31, 2023 – CFA Studies Due
• December 31, 2024 – Adopt CFA land use standards and any map changes*
* Local governments may request an alternative date for the adoption of land use standards, as provided in OAR 660-012-
0012(4)(c).
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CFA STUDY City of Central Point 9 | P a g e
Goals
The purpose of this study is to identify candidate CFA areas that meet the size and locational criteria
required by OAR 660-012-0310(1). Relevant zoning codes will be reviewed, and suggestions will be made
regarding any changes that are necessary to bring zoning codes into compliance with CFEC rules. It is the
intention of the project management team that the candidate CFA selection prioritize community
context reflecting the most feasible zoning code changes, little to no infrastructure investment, and
alignment with citizen interests. The City of Central Point may move forward with the identified CFA
area(s) into Phase 2, or they can use what they learned from the study to choose a new area or areas for
adoption.
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CFA STUDY City of Central Point 10 | P a g e
Methodology
The methodology that was adapted to perform the CFA study was developed by the Department of Land
Conservation and Development (DLCD). The Climate-Friendly Areas Methodology Guide goes over the
steps to perform the CFA study. The study goes through each of the eight steps highlighted in the
methodology guide, including locating and sizing CFA areas, evaluating existing code, identifying zoning
changes, calculating CFA Capacity and equity analysis. While the technical analysis team was responsible
for overseeing the steps reliant on GIS or analysis of the land use code, Step 1: Public Engagement Plan,
was drafted and prepared by 3J Consulting.
The diagram above shows a workflow for conducting a CFA study. This is not the only order in which the
Steps can be performed, but it is a recommended sequence for the purpose of clarity and efficiency.
In order to understand the context of the steps listed above, a summary of the rules, a CFA’s purpose,
and what requirements should exist or be adopted in CFA areas is necessary. According to DLCD, "a CFA
is an area where residents, workers, and visitors can meet most of their daily needs without having to
drive. They are urban mixed-use areas that contain, or are planned to contain, a greater mix and supply
of housing, jobs, businesses, and services."
The following is a summary of the steps, rules, and regulations on the specifications of siting a CFA. The
CFA designation process first requires a study of potential candidate areas, ultimately ending in an
area(s) being designated as the City’s Climate Friendly Area. This process, slated to conclude by
December 2023, is known as phase 1. Phase 2: Adoption, requires that cities implement the necessary
changes to the land use code to make the zones within the proposed CFA compliant with state
regulations, as provided in OAR 660-012-0310 through -0320.
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CFA STUDY City of Central Point 11 | P a g e
Community Engagement Plan
Please note that this step is planned, drafted, and prepared by 3J Consulting, in coordination with city
staff and the technical analysis team. While the Community Engagement deliverables are distinctly
separate from the technical CFA Study, this study does take into account the community feedback from
public meetings throughout the study phases.
With that in mind, Local governments must develop a community engagement plan for the designation
of CFAs that includes a process to study potential CFA areas and to later adopt associated amendments
to the comprehensive plan and zoning code following the provisions of OAR 660-012-0120 through -
0130:
• Engagement and decision-making must be consistent with statewide planning goals and local
plans
• Cities and counties must center the voices of underserved populations in all processes at all
levels of decision-making, consider the effect on underserved populations, work to reduce
historic and current inequities, and engage in additional outreach activities with underserved
populations
• Cities and counties must identify federally recognized sovereign tribes whose ancestral lands
include the planning area and engage with affected tribes
The community engagement plan must be consistent with the requirements for engagement-focused
equity analysis in OAR 660-012-0135(3). Equity analysis is required for a variety of transportation
planning actions under Division 12, including study and designation of CFAs. The purpose of an equity
analysis is to identify potentially inequitable consequences or burdens of proposed projects and policies
on impacted communities in order to improve outcomes for underserved populations.
The equity analysis must include robust public engagement, including a good-faith effort to:
• Engage with members of underserved populations to develop key outcomes, including
reporting back information learned from the analysis and unresolved issues
• Gather qualitative and quantitative information from the community—including lived
experience—on potential benefits and burdens on underserved populations
• Recognize where and how intersectional discrimination compounds disadvantages
• Analyze proposed changes for impacts on and alignment with desired key community
outcomes and performance measures under OAR 660-012-0905
• Adopt strategies to create greater equity and minimize negative consequences
• Report back and share the information learned from the analysis and unresolved issues with
people engaged
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CFA STUDY City of Central Point 12 | P a g e
Locate and Size Candidate CFAs
Every potential CFA area must follow the Climate Friendly and Equitable Communities (CFEC) rulemaking
OAR 660-012-0310 requirements in order to be properly located and sized. The rules regarding location
for potential CFAs are universal for all cities, but cities with populations over 10,000 must size their CFA
so that it is able to accommodate 30% of current and projected housing needs.
The rules of OAR 660-012-0310, CFEC, that must be followed in the location process of CFA areas are
listed below:
• CFA locations must be able to support development consistent with the land use requirements
of OAR 660-012-0320.
• CFAs must be located in existing or planned urban centers (including downtowns, neighborhood
centers, transit-served corridors, or similar districts).
• CFAs must be served by (or planned to be served by) high quality pedestrian, bicycle, and transit
services.
• CFAs may not be located in areas where development is prohibited.
• CFAs may be located outside city limits but within a UGB following OAR 660-012-0310 (e).
• CFAs must have a minimum width of 750 feet, including internal rights of way that may be
unzoned.
While the allowed land uses and denser environment will largely influence to appearance of a CFA,
development feasibility is another important criterion to consider. The area chosen to be CFA should not
have infrastructure problems or limitations that could prevent the development indicative of Climate
Friendly Areas from occurring. The infrastructure capacity of a candidate CFA will be discussed with city
staff to determine if it is a sufficient choice or to move forward with another candidate area.
City population is the primary determinant regarding CFA requirements. There are two categories for
sizing a CFA: cities over 5,000 and cities over 10,000 in population. Central Point's population falls under
the second option for cities with populations greater than 10,000. Cities with a population greater than
10,000 must designate a minimum of one CFA that accommodates 30% of their current and projected
housing, the overall area being at least 25 acres in size. In addition, all CFAs must have a minimum width
of 750 feet.
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CFA STUDY City of Central Point 13 | P a g e
In discussing CFA requirements with city staff, the technical analysis team opted to utilize the
prescriptive standards as by DLCD. The following table 1 shows the prescriptive standards requirements
that must be incorporated in the development code, in accordance with the City’s population.
Because the city of Central Point falls under the 5,001 – 24,999 category, phase 2 will require adoption
of rules of 15 dwelling units/net acre minimum residential density and a maximum building height of no
less than 50 ft in height.
Population Minimum Residential Density Max Building Height
5,001-24,999 15 dwelling units/net acre No less than 50 ft
25,000-49,999 20 dwelling units/net acre No less than 60 ft
50,000 or more 25 dwelling units/net acre No less than 85 ft
Table 1. Prescriptive Standards
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CFA STUDY City of Central Point 14 | P a g e
Evaluate Existing Code
The land use requirements established in OAR 660-012-0320, as shown below, were pivotal in
determining how much a base zone naturally aligned with CFA requirements. Zones that fail to meet all
the standards of Cities and counties must incorporate all requirements into policies and development
regulations that apply in all CFAs.
Land Use Requirement for CFAs:
• Development regulations for a CFA shall allow single-use and mixed-use development within
individual buildings or on development sites, including the following outright permitted uses:
o Multifamily Residential
o Attached Single-Family Residential
o Other Building Types that comply with minimum density requirements.
o Office-type uses
o Non-auto dependent retail, services, and other commercial uses
o Child Care, schools, and other public uses
o Maximum block length standards must apply depending on acreage of site
o Maximum density limitation must be prohibited
o Local governments must choose either to adopt density minimums and height
maximums (Option A-Prescriptive Standards) or alternative performance standards
(Option B-Outcome-Oriented Standards)
• Local governments shall prioritize locating government facilities that provide direct service to
the public within climate-friendly areas and shall prioritize locating parks, open space, plazas,
and similar public amenities in or near climate-friendly areas that do not contain sufficient
parks, open space, plazas, or similar public amenities.
• Streetscape requirements in CFAs shall also include street trees and other landscaping, where
feasible.
• Local governments shall establish maximum block length standards as follows:
o Development sites < 5.5 acres: maximum block length = 500 feet or less
o Development sites > 5.5 acres: maximum block length = 350 feet or less
• Development regulations may not include a maximum residential density limitation
• Local governments shall adopt policies and development regulations in CFAs that implement the
following:
o Transportation review process in OAR 660-012-0325
o Land use requirements in OAR 660-012-0330
o Parking requirements in OAR 660-012-0435
o Bicycle parking requirements in OAR 660-012-0630
• Local governments may choose to EITHER adopt density minimums and height maximums
(Option A—Prescriptive Standards) OR adopt alternative development regulations to meet
performance standards (Option B—Outcome-Oriented Standards)
The following map 1 is the city’s zoning map, and helps convey where zones are located throughout the
city of Central Point.
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CFA STUDY City of Central Point 15 | P a g e
Map 1. City of Central Point Zoning Map
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CFA STUDY City of Central Point 16 | P a g e
Identify Zoning Changes:
Zoning in CFAs may need to change if the existing zoning does not meet the land use requirements in
OAR 660-012-0320. During phase 1 of the study, cities do not need to adopt the land use requirements,
but evaluation of necessary land use reforms may influence a base zone’s viability of being a potential
CFA candidate. Essentially, an existing zone that meets a large proportion of the CFA criteria will likely
feature the characteristics that define climate friendly areas, while zones that require intense reform
may not incentivize development due to lack of compatible land uses or alternative transit
infrastructure.
During the adoption phase, slated to occur in 2024, local governments will have to make and adopt all
necessary zoning changes and will need to provide DLCD with documentation that all adopted and
applicable land use requirements for CFAs are consistent with OAR 660-012-0320.
Calculate CFA Capacity
In addition to evaluating the existing or anticipated zoning code in the CFA(s) to determine if they are
compatible with the requirements of OAR 660-012-0320, the proposed CFA(s) must meet the residential
housing capacity threshold expressed in OAR 660-012-0315(1). The target threshold to meet is at least
30% of current and projected housing needs citywide. The total number of housing units necessary to
meet all current and projected housing needs is derived from the most recent adopted and
acknowledged housing capacity analysis (HCA; also known as a housing needs analysis or HNA) as
follows:
Total no. housing units needed = existing dwelling units within the city + anticipated no.
projected future units
After calculating the Total Housing Units Needed, the technical analysis team proceeded to calculate the
potential housing unit capacity of the proposed CFA site. The following page goes over the equation that
will be used to calculate the Housing Unit Capacity.
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CFA STUDY City of Central Point 17 | P a g e
Calculating Housing Unit Capacity:
The following method was adapted from DLCD’s Climate-Friendly Areas methodology guide. The
calculation follows the prescriptive path requirements as described in the methodology guide. Total
Housing unit Capacity in CFA is estimated using the following variables or factors:
1. The Net Developable Area in SQ. FT. (a)
2. The maximum number of building floors (f)
3. The assumed percentage of residential use (r)
4. The average size of a housing unit in SQ. FT. (s)
Using these, the housing unit capacity (U) in any part of a CFA can be given by a simple formula:
Note: In the above formula, the results are rounded up to the nearest integer.
Net Developable Area and Maximum Building Floor factors in the above calculation requires some
additional sub-calculations. The values to use for Assumed Percentage of Residential Use (r) and Average
Size of a Housing Unit (s) are given in the rules.
Each uniquely zoned area of the CFA will have its own calculations of these factors and the above
housing unit formula. Then they are summed for the CFA area to give the total Housing Unit Capacity.
Housing Unit Capacity 𝑈 = Net Developable Area ∗ Maximum floors ∗ Resident use percentage
𝐴𝑟𝑒𝑟𝑎𝑔𝑒 𝐻𝑛𝑟𝑟𝑖𝑛𝑔 𝑈𝑛𝑖𝑟
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CFA STUDY City of Central Point 18 | P a g e
Equity Analysis
Local governments must determine if rezoning the potential CFA would be likely to displace residents
who are members of state and federal protected classes and identify actions to mitigate or avoid
potential displacement.
The CFA Study must include plans for achieving fair and equitable housing outcomes within CFAs
following the provisions in OAR 660-008-0050(4)(a)-(f). CFA studies must include a description of how
cities will address each of the following factors:
• Location of Housing: How the city is striving to meet statewide greenhouse gas emission
reduction goals by creating compact, mixed-use neighborhoods available to members of
state and federal protected classes.
• Fair Housing: How the city is affirmatively furthering fair housing for all state and federal
protected classes.
• Housing Choice: How the city is facilitating access to housing choice for communities of
color, low-income communities, people with disabilities, and other state and federal
protected classes.
• Housing Options for residents Experiencing Homelessness: How the city is advocating
for and enabling the provision of housing options for residents experiencing
homelessness and how the city is partnering with other organizations to promote
services that are needed to create permanent supportive housing and other housing
options for residents experiencing homelessness.
• Affordable Homeownership and affordable Rental Housing: How the city is supporting
and creating opportunities to encourage the production of affordable rental housing
and the opportunity for wealth creation via homeownership, primarily for state and
federal protected classes that have been disproportionately impacted by past housing
policies.
• Gentrification, Displacement, AND Housing Stability: How the city is increasing housing
stability for residents and mitigating the impacts of gentrification, as well as the
economic and physical displacement of existing residents resulting from investment or
redevelopment.
Please note, the equity analysis was performed with the guidance of DLCD’s Anti-Displacement and
Gentrification Toolkit. The Toolkit provides an in-depth resource for local government to address racial
and ethnic equity in housing production, including a list of strategies to mitigate the impacts of
gentrification and displacement. The toolkit helps and guide local governments to establishing a
framework for creating housing production strategies with a particular focus on the unintended
consequences of those strategies.
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CFA STUDY City of Central Point 19 | P a g e
Chapter 2: Candidate Climate Friendly Area Analysis
This section reviews the analysis components that were performed in the study to derive the results of
the study. Beginning with initial candidate location suggestions from City Staff, then, calculating the
housing capacity of the proposed CFAs boundary, with readjusting the CFAs size as needed to
accommodate the housing unit capacity.
On the other hand, the zoning analysis focuses on the land use requirements in OAR 660-012-0320 and
compares them with the city codes to find suitable zones that are fully or partially compliant with the
CFA land use requirements. The zoning analysis help informs the team of the land use compatibility of
the proposed CFA areas. Zoning analysis and identifying zoning changes go hand in hand. Identify Zoning
Changes comes in if existing development standards do not meet CFA requirements, identify necessary
zoning changes on the specific zones and how to bring them into compliance with the land use
requirements or OAR 660-012-0320.
While the zoning analysis determines if the land use is in line with the CFA requirements, the GIS
analysis helps determine the status of transportation infrastructure that is within or around the
proposed CFA area and whether the proposed area satisfies the transportation connectivity aspect of
the regulations, as a CFA site must be served by, or planned to be served by, high quality pedestrian,
bicycle, and transit services according to OAR 660-012-0310.
Capacity analysis determines whether the potential CFA, or a combination of CFAs, can accommodate
30% of citywide current and projected housing need. If identified CFA candidate area(s) are not
sufficient to accommodate at least 30% of housing need, resizing the proposed CFA area or identifying
additional candidate CFA areas must be performed to satisfy the 30% of housing need.
Equity analysis, found within chapter 2 of the study, must determine if rezoning the potential CFA would
be likely to displace residents who are members of state and federal protected classes and identify
actions to mitigate or avoid potential displacement. Chapter 2 of this study includes plans for achieving
fair and equitable housing outcomes within CFAs following the provisions in OAR 660-008-0050.
Overall, the analysis steps are intertwined with each other. Locating a CFA candidate, calculating
Housing Needs, Zoning analysis, GIS analysis, Capacity analysis are all the steps that are followed to
designate the appropriate CFA within the city.
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CFA STUDY City of Central Point 20 | P a g e
Locate and Size Candidate CFAs
City Guidance
In Project Management Team Meeting 1, Central Point city staff expressed some possible locations for
CFA. The East Transit Oriented District, ETOD, is the primary suggestion from the city staff. The area has
a lot of undeveloped land and supports high density mixed-use development. The downtown could be
considered as a possible CFA. Generally, several analyses will be performed to identify and locate
candidates for CFA. City’s guidance or comments will be taken under consideration with the results of
the analysis. The analysis criteria will be derived from the CFEC requirements.
The ETOD makes a perfect candidate for CFA, but the city will need to address several concerns about
the area. First, the nearest bus stop for the suggested CFA candidate is around 1 mile away, and
pedestrian travel times range from 15 to 30 minutes as the pace largely depends on the individual's age
and ability. Furthermore, the limited sidewalk infrastructure serves as a barrier for accessibility to the
bus stop, however the area does have good bicycle infrastructure. All in all, the connectivity of the ETOD
needs to be addressed and planned for it to be a CFA candidate. Should such planning occur, the CFEC
rules would allow the city of Central Point to capitalize on a largely undeveloped portion of their city.
Overall, guidance from city staff culminated in the two locations shown in map 2. Further analysis might
reveal other unanticipated potential CFA candidates, but hopefully should affirm the initial selection
from City Staff.
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CFA STUDY City of Central Point 21 | P a g e
Map 2: CFA Candidates 10.B.a
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CFA STUDY City of Central Point 22 | P a g e
Calculate Housing Units Needed
As outlined in the methodology guide, the proposed CFA(s) must meet the residential housing capacity
threshold expressed in OAR 660-012-0315(1). The threshold to meet is that the cumulative capacity of
the CFA(s) is at least 30% of current and projected housing needs citywide. And this is derived by the
following formula:
Total no. housing units needed = existing dwelling units within the city + anticipated no.
projected future units
City of Central Point has an adopted and acknowledged Housing Needs Analysis for 2019 - 2039.
According to the analysis, there are 6,864 existing housing units in the City of Central Point. Long-range
population forecasts prepared by PSU anticipate approximate of 7,000 new residents will be added to
the Central Point over the next 20 years. Therefore, the City of Central Point anticipates the need for an
additional 2,887 units.
Existing units + anticipated no. future needed units = total no. units needed
6,864 (existing units) + 2,887 (anticipated no. future needed units) = 9,751 total units needed
CFA must be sized to accommodate 30% of total current & future units needed
30% of 9,751 total units needed = 2,925.3 units
The City of Central Point must capture zoned residential building capacity sufficient to contain 2,926
(rounding up from 2,925.3) units in one or more CFA(s).
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CFA STUDY City of Central Point 23 | P a g e
Zoning Analysis:
Code review:
Existing zoning codes were compared to the CFA requirements to identify those zones that are most
closely aligned with CFEC rules. Shown in Table 2, zones were scored for each criterion with 2 points for
being in compliance, 1 point for conditional or mixed compliance, and 2 for allowed building height of 50
feet or more. Green cells are those in compliance. Yellow cells are those that have partial or conditional
compliance or are closest to the 50-foot building height maximum and overall are closer to compliance
than other options. Any zone can be adjusted to be made CFEC-compliant, so CFAs are possible
anywhere in the city, but those zones that are not prioritized are those that would take more legislative
changes and create more dramatic changes to the built environment relative to what is currently in the
area.
Overall, the scoring matrix indicates the overall suitability of the zones in regard to the land use
requirements. However, the scores are only the first step of the analysis, and the results they produce
are only one factor among the other criteria the study analyzes. Therefore, a high scoring zone alone
does not determine a CFA candidate area, and so the location of the zones and surrounding
transportation infrastructure must be factored in the 2nd step of analysis.
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CFA STUDY City of Central Point 24 | P a g e
Table 2. City Code Review
Residential
low-Density
Residential
Single-Family
Residential
two-Family
Residential
multiple-
Family
Low mix
residential
Medium mix
residential
Hight mix
residential
Employment
Commercial
General
Commercial Civic Parks & Open
Space
Neighborhood
Commercial
District
Tourist and
office-
professional
Thoroughfare
commercial Industrial Industrial
general
Bear Creek
Greenway
R-L R-1 R-2 R-3 LMR MMR HMR EC GC C OS CN C-4 C-5 M-1 M-2 B.C.G.
Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y
N N N N M Y Y Y Y N N N N N N N N
N N M M Y Y Y Y Y N N M M M M M N
C C Y Y M M M M M Y Y N N N N N N
N N N N N N N N N N N N N N N N N
N N N N N Y Y N/A N/A N N N N N N N N
N N N N N N Y Y Y Y Y N N N N N N
N N N N N N Y Y Y N N N Y N Y Y N
35 35 35 35 35 45 60 60 60 45 35 35 60 35 60 60 15
3 3 5 7 6 9 13 12 12 6 6 3 5 3 5 5 2
IndustrialTOD DISTRICTS AND CORRIDORSResidential Commercial
Single Use
Mixed Use
MF, SF Attached, Office, Non-Auto Retail/Services/Commercial,
Childcare, Schools, Other Public Uses
Gov. Facilities, Parks, Open Space, Other Similar
Maximum Block Length
Density Minimum (15 Dwelling Units/Acre)
Density Maximums Prohibited
Maximum Building Height (ft)
Maximum Building Height (>= 50ft)
Legend
Y - Yes, Permitted Outright
C - Conditional
M - Mixed
N - Not Permitted
N/A - Not Applicable
Scoring Matrix:
Y = 2
C/M = 1
N/A = 1
Building height >= 50 = 1
Building height < 50 = 0
N = 0
Zone Score
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CFA STUDY City of Central Point 25 | P a g e
Identify Zoning Changes
Zones were evaluated in more depth to determine the specific changes that are needed to bring them
into compliance with CFEC rules. The purpose of the initial zoning code evaluation was to identify those
zones that are the most CFA-ready as a way to ensure that CFA-related changes occur where they are
most compatible within the existing built environment and simplify the City’s process of updating zoning
codes.
Residential Zones:
The residential zones are not fully compatible with the land use requirements. Most of the residential
zones are designed to host low-density development in them with no mixed-use and or commercial,
except for R-2 and R-3 which allow some commercial activities. In general, the residential zones are not
the most compatible with the CFA land use requirements.
• Residential low-Density (R-L):
o This zone designed to provide for a semi-rural residential environment, and it is located
at the edge of the city boundary. To meet CFA requirements this zone, would need to
allow a wider array of uses like commercial use or office uses, mandate a minimum
density of 15 units/acre, and introduce a new building height minimum of 50 feet, 15
feet more than what is currently allowed. Adopt CEFC block length requirements,
prohibit maximum density requirements. Also, government facilities, parks, and open
space need to be an outright permitted use in the zone, according to OAR 660-012-
0320.
• Residential Single-Family (R-1):
o This zone is designed to stabilize and protect the urban low-density residential
characteristics of the district while promoting and encouraging suitable environments
for family life. To meet CFA requirements this zone, would need to allow a wider array
of uses like commercial use or office uses, mandate a minimum density of 15 units/acre,
and introduce a new building height minimum of 50 feet, 15 feet more than what is
currently allowed. Adopt CEFC block length requirements, prohibit maximum density
requirements. Also, government facilities, parks, and open space need to be an outright
permitted use in the zone, according to OAR 660-012-0320.
• Residential Two-Family (R-2):
o The Two-Family zone is designed to promote and encourage a suitable environment for
family life at a slightly higher density than that permitted in the R-1 district. It allows for
duplex or multi-unit uses, but not a wide array of commercial uses is allowed. To meet
CFA requirements this zone, would need to allow a wider array of commercial use,
mandate a minimum density of 15 units/acre, and introduce a new building height
minimum of 50 feet, 15 feet more than what is currently allowed. Adopt CEFC block
length requirements, prohibit maximum density requirements.
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CFA STUDY City of Central Point 26 | P a g e
• Residential Multiple-Family (R-3):
o This district encourages high-density development of single-family and multiple-family
housing types. The district is located to close from shopping and employment
opportunities, public facilities, and major streets and highways. To meet CFA
requirements this zone, would need to allow a wider array of commercial use, mandate
a minimum density of 15 units/acre, and introduce a new building height minimum of
50 feet, 15 feet more than what is currently allowed. Adopt CEFC block length
requirements, prohibit maximum density requirements.
Commercial Zones:
The commercial zones in the city are not fully compatible with the CFA land use requirements. The city
would need to allow wider array of uses and mandate density minimums and building high minimums
with other changes.
• Neighborhood Commercial District (C-N):
o This district is intended to provide locations for neighborhood shopping centers located within
the neighborhoods. To amend this zone, the city would need to allow a wider array of
uses, mandate a minimum density of 15 units/acre, and introduce a new building height
minimum of 50 feet, 15 feet more than what is currently allowed. Adopt CEFC block
length requirements, prohibit maximum density requirements. Also, government
facilities, parks, and open space need to be an outright permitted use in the zone,
according to OAR 660-012-0320.
• Commercial-Medical District (C-2):
o This district was designed to accommodate medical care within the city boundaries. The
zone supports residential development standards of the TOD-LMR. However, the city
would need to allow a wider array of uses, mandate a minimum density of 15
units/acre, and introduce a new building height minimum of 50 feet, 15 feet more than
what is currently allowed. Adopt CEFC block length requirements, prohibit maximum
density requirements. Also, government facilities, parks, and open space need to be an
outright permitted use in the zone, according to OAR 660-012-0320.
• Tourist and Office-Professional District (C-4):
o The district is intended to provide for the development of concentrated tourist
commercial and entertainment facilities. Amending this zone would need a wide range
of uses to be outright permitted, the city would need to outright permit government
facilities, parks, and open space uses in the zone and adopt CEFC block length
requirements. Also, mandate a minimum density of 15 units/acre.
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CFA STUDY City of Central Point 27 | P a g e
• Thoroughfare Commercial District (C-5):
o The C-5 district is intended to provide for commercial and business uses that are most
appropriately located along or near major highways or thoroughfare. Amending this
zone would need a wide range of uses to be outright permitted, mandate a minimum
density of 15 units/acre and introduce a new building height at least 50 feet or higher.
Outright permit government facilities, parks, and open space uses in the zone.
TOD District and Corridors:
The purpose of the Central Point transit-oriented development (TOD) district is to promote efficient and
sustainable land development and the increased use of transit. In general, the TOD district scores the
highest and it is more compatible with the land use requirements for CFAs; specifically, the high-density
zones like MMR, HMR, EC and GC.
• Low Mix Residential (LMR):
o This is the lowest density residential zone in the district. Single-family detached
residences are intended to be the primary housing type; however, attached single-
family and lower density multifamily housing types are also allowed. To meet CFA
requirements this zone, would need to outright permit mixed uses, mandate a minimum
density of 15 units/acre, and introduce a new building height minimum of 50 feet, 15
feet more than what is currently allowed. Adopt CEFC block length requirements,
prohibit maximum density requirements. Also, government facilities, parks, and open
space need to be an outright permitted use in the zone, according to OAR 660-012-
0320.
• Medium Mix Residential (MMR):
o This medium density residential zone focuses on higher density forms of residential
living. The range of housing types includes higher density single-family and a variety of
multifamily residences. Low impact commercial activities may also be allowed. To meet
CFA requirements this zone, would need to outright permit government facilities, parks,
and open space uses in the zone. Mandate a minimum density of 15 units/acre and
introduce a new building height minimum of 50 feet, 5 feet more than what is currently
allowed. Adopt CEFC block length requirements, prohibit maximum density
requirements.
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CFA STUDY City of Central Point 28 | P a g e
• High Mix Residential/Commercial (HMR):
o This is the highest density residential zone intended to be near the center of the TOD
district. High density forms of multifamily housing are encouraged along with
complementary ground floor commercial uses. Low impact commercial activities may
also be allowed. Low density residential uses are not permitted. The HMR zone already
aligns well with CFEC land use regulations. However, the city would need to outright
permit government facilities, parks, and open space uses in the zone and adopt CEFC
block length requirements.
• Employment Commercial (EC):
o This district was designed to host retail, service, and office uses are primarily intended
for this district. Activities which are oriented and complementary to pedestrian travel
and transit are encouraged. Residential uses above ground floor commercial uses are
also consistent with the purpose of this zone. To amend this zone, the city would need
to outright permit government facilities, parks, and open space uses in the zone and
adopt CEFC block length requirements. Also, mandate a minimum density of 15
units/acre.
• General Commercial (GC):
o In this district commercial and industrial uses are primarily intended for this district.
Also, in this district residential uses above ground floor commercial uses are also
consistent with the purpose of this zone. To amend this zone, the city would need to
outright permit government facilities, parks, and open space uses in the zone and adopt
CEFC block length requirements. Also, mandate a minimum density of 15 units/acre.
• Civic (C):
o Civic uses such as government offices, schools, and community centers are the primary
uses intended in this district. These uses can play an important role in the vitality of the
TOD district. To amend this zone, the city would need to allow a wider array of uses like
allow residential and commercial uses, mandate a minimum density of 15 units/acre,
and introduce a new building height minimum of 50 feet, 5 feet more than what is
currently allowed. Adopt CEFC block length requirements.
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• Open Space (OS):
o This zone is intended to provide a variety of outdoor and recreation amenities. Because
the density of development will generally be higher than other areas in the region, this
zone will be providing open space and recreation opportunities for the residents and
employees in the TOD district. To amend this zone, the city would need to allow a wider
array of uses like allow residential and commercial uses, mandate a minimum density of
15 units/acre, and introduce a new building height minimum of 50 feet, 15 feet more
than what is currently allowed. Adopt CEFC block length requirements.
• Bear Creek Greenway (B.C.G.):
o The B.C.G. district is intended to provide for environmental preservation and limited
development within the portion of the Bear Creek Greenway. This district is intended to
protect the public health and safety, preserve the natural environment of the Bear
Creek corridor. This zone was not designed to support any heavy development and the
main goal of it to preserve the environmental and ecological system of the Bear Creek.
Industrial Zones:
The industrial zones are more consistent with the density and height requirements of the CFA land use
requirements. However, they fall short of the residential and mixed-use requirements.
• Industrial District (M-1):
o The purpose of this district is to provide areas suitable for the location of light industrial
uses involved in service, manufacturing, or assembly activities. But the zone falls short
on outright permitted uses, according to the CFA land use requirement. To make this
zone suitable the city would need to outright permit wide range of uses and adopt CEFC
block length requirements. Also, mandate a minimum density of 15 units/acre and
introduce a new building height at least 50 feet or higher.
• Industrial General District (M-2):
o M-2 district is to provide areas suitable for all types of industrial uses. However, the
district falls short on outright permitted uses, according to the CFA land use
requirement. To make this zone suitable the city would need to outright permit wide
range of uses and adopt CEFC block length requirements. Also, mandate a minimum
density of 15 units/acre and introduce a new building height at least 50 feet or higher.
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CFA STUDY City of Central Point 30 | P a g e
CFA Compatible Zones:
CFA Friendly zones are consistent, either fully or partially, with the land use requirements of OAR 660-
012-0320. Selecting the most compatible zones with the land use requirements and identifying them as
suitable zones will help determine where the most suitable CFA candidates are for the city. These are
extracted or derived from the prior step, code review. The following is a list of the most consistent zones
with the land use requirements in the city:
Medium Mix Residential (MMR):
As mentioned earlier, the MMR zone is one of the most suitable zones in the city to host a CFA.
The zone’s attributes density and permitted uses requirements are largely in compliance with
the land use requirements. To make this zone compliant with CFA requirements, density
maximums will need to be removed, maximum building height would need to be increased by
15 feet, and block lengths standards would need to be adjusted to facilitate walkability.
Significantly amending this zone may be a challenge however, as medium density zones often
act as transitional areas between high and lower intensity uses and altering this zone to act like
the HMR zone would nullify this zone’s ability to diffuse density. The analysis team would
recommend rezoning MMR parcels or limiting housing typologies permitted within to preserve
this function.
TOD - Medium Mix Residential
Single Use Y
Mixed Use Y
MF, SF Attached, Office, Non-Auto Retail/Services/Commercial,
Childcare, Schools, Other Public Uses Y
Gov. Facilities, Parks, Open Space, Other Similar M
Maximum Block Length N
Density Minimum (15 Dwelling Units/Acre) Y
Density Maximums Prohibited N
Maximum Building Height (>= 50ft) N
Maximum Building Height 35
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High Mix Residential (HMR):
The HMR scores the highest in the scoring matrix due to the array of the uses and density requirements
the zone supports. Specifically, the zone allows for a wide range of residential and commercial uses and
allows for development above the 50 feet mark. The city will need to allow for government facilities and
adjust block length to make this zone fully compliant.
TOD - High Mix Residential
Single Use Y
Mixed Use Y
MF, SF Attached, Office, Non-Auto Retail/Services/Commercial,
Childcare, Schools, Other Public Uses Y
Gov. Facilities, Parks, Open Space, Other Similar M
Maximum Block Length N
Density Minimum (15 Dwelling Units/Acre) Y
Density Maximums Prohibited Y
Maximum Building Height (>= 50ft) Y
Maximum Building Height 60
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CFA STUDY City of Central Point 32 | P a g e
Employment Commercial (EC) & General Commercial (GC):
Employment Commercial and General Commercial share the exact same attributes and scores
the same in the scoring matrix. Both zones are compliant with the land use requirements. The
not applicable density in the zones and building height above 50 feet makes the zones very
hospitable to a CFA. However, the city will need to amend the zone to allow for government and
public facilities, introduce a density minimum of 15 units per acre, and alter block length
standards to support pedestrian movement.
TOD - Employment Commercial & General Commercial
Single Use Y
Mixed Use Y
MF, SF Attached, Office, Non-Auto Retail/Services/Commercial,
Childcare, Schools, Other Public Uses Y
Gov. Facilities, Parks, Open Space, Other Similar M
Maximum Block Length N
Density Minimum (15 Dwelling Units/Acre) N/A
Density Maximums Prohibited Y
Maximum Building Height (>= 50ft) Y
Maximum Building Height 60
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CFA STUDY City of Central Point 33 | P a g e
Map 3. Zoning Analysis Map
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CFA STUDY City of Central Point 34 | P a g e
CFA Capacity Calculation
Candidate CFA locations have been identified and prioritized, and this step evaluates each area’s
housing capacity. If the proposed CFA’s boundaries do not encompass 30% or more of current and
future units, the boundaries need to be adjusted or additional CFAs need to be sited. Additional CFA
candidate areas that have been identified will be considered first for CFA expansion if need be and the
evaluation process will begin at Step 2 for these sites.
City Guidance:
City staff have highlighted several priority CFA candidate areas. These areas were included not only for
their compatibility to CFA regulations, but also for their development potential. Largely, the East Transit
Oriented District (ETOD) site is one of the largest pieces of vacant land within city limits, while also being
surrounded by array of uses constituting the eastern commercial core. Some consideration was given to
the HWY 99 TOD to serve as secondary CFA meant to bolster employment related uses, but Staff
indicated to only consider the area if the Eastern TOD is unable to meet the unit capture requirements.
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East Transit Oriented District (ETOD):
The ETOD site is located on the east side of I-5 and is around
130 acres. The ETOD is mostly undeveloped and has the
opportunity to host a wide array of uses within it.
Furthermore, the Bear Creek greenway runs alongside the
ETOD and offers the unique opportunity to connect this
proposed mixed-use core to a regional multimodal pathway.
Furthermore the recent 2019 Urban Growth Boundary
Amendment included the tract of land between Bear Creek
and Peninger Road with plans from the city to connect to
Beebe Road via a bridge. Moreover, the commercial zoned
land within this recent UGB inclusion is planned to host a new
Central Point Civic center, a valuable asset to the CFA.
ETOD area is planned to host wide range of zones, as
seen in image 1. A mix of, commercial zoning, mixed
use residential at both low and medium densities,
encourages a wide array of amenities and housing
options. In some areas the city is reevaluating and
planning to rezone area to high density mixed use
residential to better concentrate the CFA.
The ETOD is in a close proximity to existing
transportation infrastructure in the form of RVTD’s
route 40, with plans to add a new Central Point
Circulator Route in the near future according to
RVTD Transit Master Plan, dubbed route 41 and
shown in image 2. This will increase the
connectivity between the ETOD and the downtown
area and supports the alternative transit options
integral to a CFA.
Overall, the ETOD site is viewed as an excellent CFA
location due to its development potential, large size,
and proximity to quality transit service and bicycle
and pedestrian infrastructure.
Image 1: ETOD Site
Image 2: CENTRAL POINT CIRCULATOR
(ROUTE 41)
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CFA STUDY City of Central Point 36 | P a g e
CFA Boundaries Scenarios:
Two boundary scenarios are used to calculate the capacity for the ETOD site, as shown in Maps 4 and 5
below. The intent behind running two scenarios is to see what is the least amount of area that could be
assigned as CFA and can still meet the 30% unit capture requirement. Also, these scenarios help
illustrate what is the maximum number of units that can be captured in ETOD site when using all the
available land in the site.
The main difference between the two scenarios is the first boundary includes a part of the newly
amended Urban Growth Boundary (UGB) of the city and it is bigger in area than the second boundary
scenario, measuring at 110 acres. Theoretically the larger area provides the opportunity to capture more
units when calculating the housing capacity for the proposed CFA, Map 1. On the other hand, the second
boundary favors a much more compact scenario, measuring at about 70 acres. This scenario only
includes what was within the city’s boundary prior to the 2019 UGB amendment.
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Map 4: NDA Evaluation: Scenario 1
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Map 5: NDA Evaluation: Scenario 2:
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CFA STUDY City of Central Point 39 | P a g e
Capacity Calculation Requirements:
Assumptions
Because ETOD is largely undeveloped it is prudent to use city standards to determine gross and net
block areas. Note that the calculations are based on the block’s measurements, and do not account for
all interior lot setbacks. Also, City of Central Point will be eliminating all parking requirements from the
city to satisfy the parking reform found within OAR 660-012-0420. Values shown below may differ
slightly from actual values due to rounding.
Please note, the City of Central Point must capture zoned residential building capacity sufficient to
contain 2,925 units in one or more CFA(s), as calculated in chapter 2 page 22.
1. City Standards
A. Deductions
i. Right-of-Way: 25%
ii. Planned Open Space: 16.18 Acres (only in scenario 1)
B. Block Standards
i. Block Perimeter: 2000 ft
ii. Block measurement: 600 ft * 400 ft
iii. Alley: 20 ft * 400 ft
iv. Gross Block Area: 240000 sq. ft. = 6 Acres
C. Maximum Floors
i. LMR: 4 Floors
ii. MMR: 4 Floors
iii. HMR: 5 Floors
iv. Civic: 4 Floors
v. C-4, GC, EC: 5 Floors
2. DLCD Standards
A. Percent Residential Use: 30%
B. Average Housing Unit Size: 900 ft
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CFA STUDY City of Central Point 40 | P a g e
Using the Housing Unit Capacity with City standards, and DLCD standards we will calculate each zones
Housing Unit Capacity and then sum them up to determine if the ETOD can capture the 30% Projected
Housing Needed as a CFA or there is a need to designate a secondary CFA.
Scenario 1: East Transit Oriented (ETOD) Housing Unit Capacity:
The first scenario will use the boundary that is shown back in Map 4 and other attributes from area size
to the city’s and DLCD standards, see table 3 for Acreage breakdown for scenario 1. The calculations are
broken down by zones and then summarized at the last table:
*Net Developable Area is the total area after all the deductions.
Total Housing Unit Capacity: Low Mix Residential (LMR):
Table 4 summarizes the Total Housing Unit Capacity calculation within the Low Mix Residential use in
the ETOD. Using the Housing Unit Capacity with City standards, and DLCD standards.
Table 4: ETOD – LMR:
Total Area 13 Acres
Gross Block Area 6 Acres
Net Developable Area (Total Area – R.O.W – Alley Area) 9.4 Acres
Housing Unit Capacity (Using the formula mentioned prior) 547 Units
Percentage from Needed Housing (Housing Unit Capacity/Needed Housing) 18%
Unit per Acre (Total units/Total Area) 58
LMR MMR CIVIC C-4 GC (Planned)Total NDA Total*
13 36 6 22 17.539 110.719 68.540775
Area (Acres)
Table 3: Acreage breakdown: Scenario 1:
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CFA STUDY City of Central Point 41 | P a g e
Total Housing Unit Capacity: Medium Mix Residential (MMR):
Table 4-1 summarizes the Total Housing Unit Capacity calculation within the Medium Mix Residential
use in the ETOD. Using the Housing Unit Capacity with City standards, and DLCD standards.
Table 4-1: ETOD – MMR:
Total Area 36 Acres
Gross Block Area 6 Acres
Net Developable Area (Total Area – R.O.W – Alley Area) 26.1 Acres
Housing Unit Capacity (Using the formula mentioned prior) 1515 Units
Percentage from Needed Housing (Housing Unit Capacity/Needed Housing) 51%
Unit per Acre (Total units/Total Area) 58
Total Housing Unit Capacity: Civic (C):
Table 4-2 summarizes the Total Housing Unit Capacity calculation within the Civic use in the ETOD. Using
the Housing Unit Capacity with City standards, and DLCD standards.
Table 4-2: ETOD – Civic:
Total Area 6 Acres
Gross Block Area 6 Acres
Net Developable Area (Total Area – R.O.W – Alley Area) 4.35 Acres
Housing Unit Capacity (Using the formula mentioned prior) 252 Units
Percentage from Needed Housing (Housing Unit Capacity/Needed Housing) 20%
Unit per Acre (Total units/Total Area) 57
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CFA STUDY City of Central Point 42 | P a g e
Total Housing Unit Capacity: Tourist and Office-Professional District (C-4):
Table 4-3 summarizes the Total Housing Unit Capacity calculation within the Tourist and Office-
Professional District (C-4) use in the ETOD. Using the Housing Unit Capacity with City standards, and
DLCD standards.
Table 4-3: ETOD – (C-4):
Total Area 22 Acres
Gross Block Area 6 Acres
Net Developable Area (Total Area – R.O.W – Alley Area) 15.95 Acres
Housing Unit Capacity (Using the formula mentioned prior) 1157 Units
Percentage from Needed Housing (Housing Unit Capacity/Needed Housing) 38%
Unit per Acre (Total units/Total Area) 72
Total Housing Unit Capacity: General Commercial (GC):
Table 4-4 summarizes the Total Housing Unit Capacity calculation within the General Commercial District
(GC) use in the ETOD. Using the Housing Unit Capacity with City standards, and DLCD standards.
Table 4-4: ETOD – General Commercial:
Total Area 17.54 Acres
Gross Block Area 6 Acres
Net Developable Area (Total Area – R.O.W – Alley Area) 12.71 Acres
Housing Unit Capacity (Using the formula mentioned prior) 923 Units
Percentage from Needed Housing (Housing Unit Capacity/Needed Housing) 31%
Unit per Acre (Total units/Total Area) 72
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CFA STUDY City of Central Point 43 | P a g e
Scenario 1: East Transit Oriented District: Total Housing Unit Capacity:
Table 4-5 sums up all the zones within the ETOD site and shows an overall number on how the site
performing:
Table 4-5: Scenario 1: ETOD Total Housing Unit Capacity:
Total Area 110 Acres
Total Housing Units Needed 2925
Total Housing Unit Capacity (ETOD) 4397
Percentage from Needed Housing (Housing Unit Capacity/Needed Housing) 150%
Unit per Acre (Total units/Total Area) 64
In this scenario the ETOD site has the capacity to accommodate for 4397 units within it, and that is more
than the Total Needed Housing for the city. In fact, ETOD in scenario 1 has 50% more units than the
projected Housing Needs in the City of Central Point. Therefore, a secondary CFA citation is not
necessary at this point in time. Overall, the ETOD Property site provide ample room for CFA
development to fulfill the requirement of the CFEC rules for 30% of projected needed housing units.
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CFA STUDY City of Central Point 44 | P a g e
Scenario 2: East Transit Oriented (ETOD) Housing Unit Capacity:
The second scenario will use the boundary that is shown back in Map 5 and other attributes from area
size to the city’s and DLCD standards, see table 5 for Acreage breakdown for scenario 2. The calculations
are broken down by zones and then summarized at the last table:
Total Housing Unit Capacity: Low Mix Residential (LMR):
Table 6 summarizes the Total Housing Unit Capacity calculation within the Low Mix Residential use in
the ETOD. Using the Housing Unit Capacity with City standards, and DLCD standards.
Table 6: ETOD – LMR:
Total Area 22 Acres
Gross Block Area 6 Acres
Net Developable Area (Total Area – R.O.W – Alley Area) 15.58 Acres
Housing Unit Capacity (Using the formula mentioned prior) 905 Units
Percentage from Needed Housing (Housing Unit Capacity/Needed Housing) 30%
Unit per Acre (Total units/Total Area) 41
Table 5: Acreage breakdown: Scenario 2:
LMR MMR HMR CIVIC EC Total
22 37 7.43 6 14.14 86.57
Area (Acres)
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Total Housing Unit Capacity: Medium Mix Residential (MMR):
Table 6-1 summarizes the Total Housing Unit Capacity calculation within the Medium Mix Residential
use in the ETOD. Using the Housing Unit Capacity with City standards, and DLCD standards.
Table 6-1: ETOD – MMR:
Total Area 37 Acres
Gross Block Area 6 Acres
Net Developable Area (Total Area – R.O.W – Alley Area) 26.2 Acres
Housing Unit Capacity (Using the formula mentioned prior) 1522 Units
Percentage from Needed Housing (Housing Unit Capacity/Needed Housing) 52%
Unit per Acre (Total units/Total Area) 41
Total Housing Unit Capacity: High Mix Residential (HMR):
Table 6-2 summarizes the Total Housing Unit Capacity calculation within the High Mix Residential use in
the ETOD. Using the Housing Unit Capacity with City standards, and DLCD standards. Please note, this
zone is a preliminary land use and is planned to replace a portion of the current commercial use at the
lower part of the boundary by the intersection of Pine and Hamrick.
Table 6-2: ETOD – HMR:
Total Area 7.43 Acres
Gross Block Area 6 Acres
Net Developable Area (Total Area – R.O.W – Alley
Area) 5.2 Acres
Housing Unit Capacity (Using the formula mentioned
prior) 382 Units
Percentage from Needed Housing (Housing Unit Capacity/Needed
Housing) 13%
Unit per Acre (Total units/Total
Area) 51
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Total Housing Unit Capacity: Civic (C):
Table 6-3 summarizes the Total Housing Unit Capacity calculation within the Civic use in the ETOD. Using
the Housing Unit Capacity with City standards, and DLCD standards.
Table 6-3: ETOD – Civic:
Total Area 6 Acres
Gross Block Area 6 Acres
Net Developable Area (Total Area – R.O.W – Alley Area) 4.35 Acres
Housing Unit Capacity (Using the formula mentioned prior) 252 Units
Percentage from Needed Housing (Housing Unit Capacity/Needed Housing) 8%
Unit per Acre (Total units/Total Area) 41
Total Housing Unit Capacity: Employment Commercial (GC):
Table 6-4 summarizes the Total Housing Unit Capacity calculation within the Civic use in the ETOD. Using
the Housing Unit Capacity with City standards, and DLCD standards. Please note, this zone is a
preliminary land use and is planned to replace a portion of the current commercial use at the lower part
of the boundary by the intersection of Pine and Hamrick.
Table 6-4: ETOD – Employment Commercial:
Total Area 14.14 Acres
Gross Block Area 6 Acres
Net Developable Area (Total Area – R.O.W – Alley Area) 9.9 Acres
Housing Unit Capacity (Using the formula mentioned prior) 724 Units
Percentage from Needed Housing (Housing Unit Capacity/Needed Housing) 25%
Unit per Acre (Total units/Total Area) 51
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Scenario 2: East Transit Oriented District: Total Housing Unit Capacity:
Table 6-5 sums up all the zones within the ETOD site and shows an overall number on how the site
performing:
Table 6-5: Scenario 2: ETOD Total Housing Unit Capacity:
Total Area 86.57 Acres
Total Housing Units Needed 2925
Total Housing Unit Capacity (ETOD) 3779
Percentage from Needed Housing (Housing Unit Capacity/Needed Housing) 128%
Unit per Acre (Total units/Total Area) 43
In this scenario ETOD site has the capacity to accommodate for 3779 units within it, and that is more
than the Total Needed Housing for the city. In this scenario, the ETOD can accommodate for the
projected needed housing within the city and has the capacity to add 28% more on the projected
needed housing units in the ETOD. A secondary CFA citation is not necessary at this point in time.
Overall, the ETOD Property site provide ample room for CFA development to fulfill the requirement of
the CFEC rules for 30% of projected needed housing units.
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Conclusion
With CFA capacity calculated, it’s evident that the ETOD can not only host the required number
of units, but that the City of Central Point has options when it comes to determining the bounds
of CFA. There are numerous pros and cons with each scenario. Ultimately, the technical analysis
team recommends that the City of Central Point engage with City Officials and the general
public to see which CFA boundary scenario best aligns with their vision for Central Point.
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Chapter 3: Anti-Displacement Mitigation Strategies
CFA Redevelopment Outcomes
Due to the nature of the regulations, an area designated as a climate friendly area gains the capability to
be redeveloped for a wide variety of uses and dense housing types. While these factors intend to
promote nodes not reliant on personal automobile use, they also have the capability of creating
modernized, attractive, and competitively priced developments which can subsequently displace
protected classes. This trend, known as gentrification, can become an inherit component of a climate
friendly areas if cities do not carefully analyze a CFA’s location and consider proper phase 2 protections
to ensure the developments remains accessible to all populations.
Anti-Displacement Map Analysis
Recognizing this potential threat, DLCD has prepared an anti-displacement guide which classifies areas
by neighborhood type which are characterized by their income profile, vulnerable classes, amount of
precarious housing, housing market activity, and overall neighborhood demographic change. Each area
is identified through the DLCD anti-displacement map, which can be found here: Anti-Displacement Map
Each neighborhood type is categorized by the following:
Affordable and Vulnerable
The tract is identified as a low-income tract, which indicates a neighborhood has lower median
household income and whose residents are predominantly low-income compared to the city average.
The neighborhood also includes precariously housed populations with vulnerability to gentrification and
displacement. However, housing market in the neighborhood is still remained stable with no substantial
activities yet. At this stage, the demographic change is not under consideration.
Early Gentrification
This type of neighborhoods represents the early phase in the gentrification. The neighborhood is
designated as a low-income tract having vulnerable people and precarious housing. The tract has hot
housing market, yet no considerable changes are found in demographics related to gentrification.
Active Gentrification
The neighborhoods are identified as low-income tracts with high share of vulnerable people and
precarious housing. Also, the tracts are experiencing substantial changes in housing price or having
relatively high housing cost found in their housing markets. They exhibit gentrification related
demographic change. The latter three neighborhoods on the table are designated as high-income tracts.
They have hot housing market as they have higher rent and home value with higher appreciation rates
than the city average. They also do not have precarious housing anymore. However, Late Gentrification
type still has vulnerable people with experiences in gentrification related demographic changes. The last
two neighborhood types show the exclusive and affluent neighborhoods.
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Late Gentrification
This type of neighborhoods does not have predominantly low-income households, but still have
vulnerable population to gentrification. Their housing market exhibits the high housing prices with high
appreciations as they have relatively low share of precarious housing. The neighborhoods experienced
significant changes in demographics related to gentrification.
Becoming Exclusive
The neighborhoods are designated as high-income tracts. Their population is no longer vulnerable to
gentrification. Precarious housing is not found in the neighborhoods. However, the neighborhoods are
still experiencing demographic change related to gentrification with hot housing market activities.
Advanced Exclusive
The neighborhoods are identified as high-income tracts. They have no vulnerable populations and no
precarious housing. Their housing market has higher home value and rent compared to the city average,
while their appreciation is relatively slower than the city average. No considerable demographic change
is found in the neighborhoods.
Unassigned
The unassigned tracts have not experienced any remarkable changes in demographics or housing
markets. The neighborhood has been stable with unnoticeable change, yet this does not necessarily
mean that there is no need for extra care compared to other neighborhoods with assigned types. This
neighborhood may call attention to more care of what is actually going on the ground. Planners need to
engage with the communities to make sure the neighborhood is stable while aligning with community
needs and desires.
Neighborhood Types Present Within the Proposed CFA
As proposed, the candidate CFA for Central Point currently lies within a census tract 11 of Jackson
County, which is identified by the neighborhood type: Late Gentrification, see the following map.
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Map 6. DLCD Anti-Displacement Map:
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Suggested Strategies
Referring to DLCD’s housing productions strategies, which can be found here, RVCOG has identified the
following strategies to ensure that a climate friendly areas acts as an equitable community. In selecting
strategies RVCOG prioritized strategies color coded as green for the Late Gentrification neighborhood
type for their likeliness to generate little to no adverse impact, factoring in local context and feasibility
as well.
Category A: Zoning and Code Changes
A03: Density or height bonuses for affordable housing.
Cities could consider introducing a height and density bonus for developments which introduce units
between 30% - 120% of the average median income (AMI). RVCOG suggests using the CFA thresholds as
a potential model for such bonuses, in the case of Central Point potentially allowing an increased 10 feet
of maximum height and additional 5 dwelling units per acre.
A07: Single Room Occupancy
Single room units, such as junior accessory dwelling units, present a new housing typology not
commonly considered among residential zones. Enabling this use as a permitted accessory component
of a multi-unit development afford developers the opportunity to provide unique housing arrangements
and a variety of units at different price points.
A14: Re-examine Mandated Ground Floor Use
The City of Bend has determined that while lively streetscape in a dense environment is a worthy goal,
mandating that ground floors be occupied by commercial uses when the surrounding market forces
can’t support such a use can contribute to decreased development or loss of area for dwelling units.
Category B: Reduce regulatory Impediments
B10: Public Facility Planning
Factoring that some of the proposed CFA sites are largely vacant, assisting in providing public facilities
could make these sites more attractive for development. Furthermore, assisting in the providing public
facilities may enable the city to prioritize key connections or better plan for expansion in the future.
B07: Flexible Regulatory Concessions for Affordable Housing
Considering that cities within the 10,000-24,999 are in one of the lower ranges for prescriptive CFA
standards, enabling affordable housing to move into some of the upper thresholds could present a
unique advantage further attract affordable housing. Furthermore, this strategy enables a CFA to evolve
directly in response to its City’s population growth, possibly resulting in a CFA pre-emptively meeting the
next threshold’s requirements.
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B19: Survey Applicant on Development Program Decision-Making
User feedback can help illustrate frustrations or pitfalls in the planning process not seen by staff.
Utilizing a survey as litmus test for ease of development within a CFA can serve as valuable asset not
only to the CFA, but the City’s Planning department as a whole.
Category C: Financial Incentives
C01: Reduce or exempt SDC’s for needed housing.
SDC’s are often seen as necessary yet prohibitive cost associated with new development. Affording
exemptions for needed dense and affordable housing helps clear the way for development, while
commercial developers seeking to capitalize on attractive areas by constructing recreational or
properties can bear part of the burden.
C04: Incentivize Manufactured and Modular Housing.
Manufactured and modular housing could be a popular option in vacant CFA areas as it can be
constructed for less cost and added on to as a larger population occupies the CFA. Modular housing also
supports the owned rather rented housing, a notion that could ensure a CFA acts as equitable
community for permanent residents and doesn’t become an area merely for vacation rentals.
Category D: Financial Resources
D02: Low Income Housing Tax Credit (LIHTC).
Federal tax credits represent an external opportunity for an affordable housing development to feasibly
occur within a city. Disclaiming these opportunities to developers comes at little cost to the city, and can
facilitate mixed income housing that contributes to a more diverse set of demographics within a CFA.
D09: Demolition Taxes
A demolition tax can ensure that new development within a CFA introduces a greater density than the
existing structure or be forced to be pay a tax to fund a housing trust fund. Demolition taxes help
mitigate the effects of higher density, aging housing being replaced by lower density, newer, market-
rate homes, which could occur if the CFA is sited in a more historic area of a community, or the
introduction of the CFA regulation introduce more affluent populations seeking close proximity to mixed
uses.
D09: Construction Excise Tax
Seeing as the CFA’s are located on vacant land, a construction excise tax seems to be an apt solution to
ensure development of a CFA accrues funds for affordable housing projects both within the CFA and
elsewhere.
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Category E: Tax Exemption and Abatement
E03: Vertical Housing Development Zone Tax Abatement
This housing production strategy authorized ORS 307.841 directly aligns with the live work environment
that’s meant to appear within CFA’s and is natural candidate to assist in mixed use development. The
effectiveness of this strategy could be somewhat bound by a CFA’s respective height limits but coupled
with affordable housing density bonuses could be quite effective.
E04 & E05: Multiple Unit Tax Exemptions (Property and Limited taxes)
Similar to the Vertical Housing Tax Abatement, the multiple unit tax exemptions could serve as a
symbiotic strategy to the type of development intended to occur within a CFA. Whether this strategy
seeks to aid in overall feasibility by being a long-term exemption or aid in the initial
E10: Delayed tax Exemptions
Delayed tax exemptions can be seen as a viable strategy to allow new development recoup construction
costs and establish a profitable base before falling below 80% AMI. This strategy could benefit initial
developments in CFA’s, and later assist them in serving a new economic bracket when the area becomes
more developed.
Category F: Land, Acquisition, Lease, and Partnerships
F17: Designated Affordable Housing Sites
Designating CFA’s partly or entirely as affordable housing sites can ensure the best use of the land in the
future. While price control measures may ward off developers initially, highlighting tax exemptions and
streamlined planning process coupled with the relative newness of the CFA regulations may highlight
these areas as feasible location for affordable housing.
F19: Affordable Housing Preservation Inventory
Identifying and inventorying areas currently hosting affordable housing enables staff to examine what
contextual factors have led them to appear in their community, and also informs areas to proceed with
caution when expanding the CFA.
City staff are encouraged to review and evaluate the list of strategies when it comes time for phase 2
zoning reform.
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Appendix A
Acronyms to Remember:
Regulatory:
• LCDC = Land Conservation & Development Commission
• DLCD = Department of Land Conservation & Development
• OAR = Oregon Administrative Rules
• CFA = Climate Friendly Area
• CFEC = Climate Friendly & Equitable Community
Technical:
• HNA = Housing Needs Assessment
• HCA = Housing Capacity Analysis
• NDA = Net Developable Area
• HUC = Housing Units Captured
• MF = Multifamily Housing
• SF = Single Family Housing
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Rogue Valley
Council of Governments
155 N First St
P.O. Box 3275
Central Point, OR 97502
(541) 664-6674
Fax (541) 664-792
Climate Friendly Areas Study
City of Central Point, OR
June 7th, 2023
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