agenda - City of The Dalles

Transcription

COUNCIL AGENDA
OFFICE OF THE CITY MANAGER
AGENDA
REGULAR CITY COUNCIL MEETING
October 26,2015
5:30p.m.
CITY HALL COUNCIL CHAMBER
313 COURT STREET
THE DALLES, OREGON
1.
CALL TO ORDER
2.
ROLL CALL OF COUNCIL
3.
PLEDGE OF ALLEGIANCE
4.
APPROVAL OF AGENDA
5.
PRESENTATIONS/PROCLAMATIONS
6.
AUDIENCEPARTICIPATION
During this pot1ion of the meeting, anyone may speak on any subject which does not later appear on the agenda.
Five minutes per person will be allowed. !fa response by the City is requested, the speaker will be referred to
the City Manager for further action. The issue may appear on a future meeting agenda for City Council
consideration.
7.
CITY MANAGER REPORT
8.
CITY ATTORNEY REPORT
9.
CITY COUNCIL REPORTS
10.
CONSENT AGENDA
Items of a routine and non-controversial nature are placed on the Consent Agenda to allow the City Council to
spend its time and energy on the impot1ant items and issues. Any Councilor may request an item be "pulled"
from the Consent Agenda and be considered separately. Items pulled from the Consent Agenda will be placed
on the Agenda at the end ofthe "Action Items" section.
A.
Approval of October 12, 20 15 Regular City Council Meeting Minutes
CITY OF THE DALLES
"By working together, we will provide services that enhance the vitality of The Dalles"
B.
11.
12.
13 .
CONTRACT REVIEW BOARD ACTIONS
A.
Approval to Extend Agreement for Auditing Services
B.
Authorization to Purchase Payroll Software Program
ACTION ITEMS
A.
Approval for Paving Project on East 15 111 Street Under the Gravel Street Policy
B
Annual Review of Water Rates
C.
Special Ordinance No. 15-569 Authorizing Execution of a Franchise Extension
Agreement With Charter Communications
DISCUSSION ITEMS
A.
14.
Approval of October 6, 2015 Special City Council Meeting Minutes
Discussion Regarding a Policy to Consider Funding Requests
ADJOURNMENT
This meeting conducted in a handicap accessible room.
Prepared by/
Julie Krueger, MMC
City Clerk
CITY of THE DALLES
313 COURT STREET
THE DALLES, OR 97058
PH. (5Lll) 296-5481
FAX (5Lll) 296-6906
AGENDA STAFF REPORT
CITY OF THE DALLES
MEETING DATE
AGENDA LOCATION
AGENDA REPORT #
October 26,2015
Consent Agenda
10, A- B
N/A
TO:
Honorable Mayor and City Council
FROM:
Julie Krueger, MMC, City Clerk
DATE:
October 14,2015
ISSUE: Approving items on the Consent Agenda and authorizing City staff to sign contract
documents.
A.
ITEM: Approval of October 12, 2015 City Council Meeting Minutes.
BUDGET IMPLICATIONS: None.
SYNOPSIS: The minutes of the October 12,2015 City Council meeting have been
prepared and are submitted for review and approval.
RECOMMENDATION: That City Council review and approve the minutes of the
October 12, 2015 City Council meeting.
B.
ITEM: Approval of October 6, 2015 Special City Council Meeting Minutes.
BUDGET IMPLICATIONS: None.
SYNOPSIS: The minutes of the October 6, 2015 special City Council meeting have been
prepared and are submitted for review and approval.
RECOMMENDATION: That City Council review and approve the minutes of the
October 6, 2015 special City Council meeting.
MINUTES
Regular Council Meeting
October 12, 2015
Page 1 of 8
MINUTES
REGULAR COUNCIL MEETING
OF
OCTOBER 12, 2015
5:30 p.m.
THE DALLES CITY HALL
313 COURT STREET
THE DALLES, OREGON
PRESIDING:
Mayor Steve Lawrence
COUNCIL PRESENT:
Dan Spatz, Tim McGlothlin, Linda Miller, Russ Brown, Taner
Elliott
COUNCIL ABSENT:
None
STAFF PRESENT:
Interim City Manager Julie Krueger, Recording Secretary Izetta
Grossman, Project Coordinator Daniel Hunter, Public Works
Director Dave Anderson, Finance Director Kate Mast, Police Chief
Jay Waterbury, Engineer Dale McCabe, Librarian Jeff Wavrunek
CALL TO ORDER
Mayor Lawrence called the meeting to order at 5:31 p.m.
ROLL CALL
Roll call was conducted by Recording Secretary Izetta Grossman; all Councilors present.
PLEDGE OF ALLEGIANCE
Mayor Lawrence invited the audience to join in the Pledge of Allegiance.
APPROVAL OF AGENDA
Mayor Lawrence added 5C to the agenda, Presentation by Aaron Morin regarding the marijuana
law. It was moved by Spatz and seconded by McGlothlin to approve the agenda was amended.
The motion carried unanimously.
MINUTES
October 12, 2015
Page 2 of 8
PRESENTATIONS/PROCLAMATIONS
Presentation by YouthThink
Debby Jones of YouthThink requested the Council opt out of allowing marijuana stores in The
Dalles. She said YouthThink held meetings with 425 middle school students and found that their
perception of adult alcohol and marijuana use was 50% of adults get drunk once a week and 60%
use marijuana. She reported that YouthThink was working on getting their awareness campaign
to younger children by working with foster care. She said that children needed to be taught skills
to deal with stressors.
Mayor Lawrence asked if tobacco funds could be used. Jones said those funds went through the
health department, and not locally.
Domestic Violence Prevention Month Proclamation
Mayor Lawrence read the Domestic Violence Month Proclamation making October Domestic
Violence Awareness Month and presented the proclamation to Jennifer of HAVEN.
Opt In Marijuana Presentation
Aaron Morin 1017 East 8th Street, The Dalles made a presentation regarding the marijuana law,
saying the Council shouldn’t opt out, due to the tax benefits. He said the State had many
regulations on growing, supplying and sales that keep marijuana out of the hands of children. He
went on to say that the City had made it hard on the smaller operations to find available,
affordable locations. He said currently only Oregonians could open shops, but that would
change in a few years, opening it up to out of state companies to open shops in Oregon. He said
that over half of the citizens supported the recreational sales of marijuana, The Dalles should
take the taxes.
Mayor Lawrence asked for a taxing formula clarification. City Attorney Parker said prior to July
2016 the tax distribution is based on population; after July 1, 2017 the tax distribution would be
based on number of licenses issued in the City.
Norm Brock of The Dalles clarified to Council and citizens that he was a resident of The Dalles
and had grown up in the Gorge.
AUDIENCE PARTICIPATION
Corliss Marsh, 1401 East 21st Street, The Dalles reported that The Wasco Cultural Trust had
$8,000 available for grant award. The application deadline was November 23. She said the Trust
looks at art, culture and heritage criteria; full guidelines were on the website
www.wascoculturaltrust.org
MINUTES
October 12, 2015
Page 3 of 8
CITY MANAGER REPORT
Interim City Manager Krueger noted she had placed a report of activities from her office at the
dais for the Council (attached).
Krueger reported that there were two requests to fill positions that needed Council approval; one
police officer, and one department secretary for Public Works. She said both positions had been
interviewed, vetted and an offer of employment contingent on Council approval had been
accepted. It was the consensus of the Council to approve the request.
Krueger reminded the Council that they needed to set a salary range for the City Manager
position. She recommended $110,000 - $125,000, noting that the top salary for Department
Managers was $96,000 and that the City Attorney salary was $104,000. It was moved by Miller
and seconded by Brown to set the salary range at $110,000 - $125,000. Elliott moved to amend
the motion to salary range of $105,000 - $120,000, Spatz seconded the motion to amend. The
motion carried unanimously. The Mayor called for a vote on the amended motion, motion
carried unanimously.
CITY ATTORNEY REPORT
City Attorney Parker said there were a number of abatements on the consent agenda, and more
would be coming before the Council at a later date.
Parker said that the City had received the property at 600 E 12th Street, and that back taxes were
due and had to be paid prior to deed transfer. He said the deed would be filed this week. He
would be working with a realtor to set a value and hoped to recover the demo costs and taxes in
the sale.
Parker said he had negotiated the contract with Slavin Consulting for the City Manager search,
noting that there weren’t many items to remove from their quote, as they had taken into
consideration the work previously done by the City.
It was moved by Brown and seconded by Elliott to authorize the Interim City Manager to sign
the contract with Slavin in amount not to exceed $21,253. Motion carried unanimously.
CITY COUNCIL REPORTS
Spatz reported the Sister City delegation was holding a farewell party on Sunday November 1,
from 6-8 pm at the Civic. The group arrives October 29 and would be leaving on November 2.
He said 12 children and 4 adults were on this trip. He thanked Krueger for her assistance in
organizing the stay and getting sponsors for the event.
MINUTES
October 12, 2015
Page 4 of 8
Mayor Lawrence asked if there would be an opportunity for the group that went to Japan to meet
with the adults during this trip, as they had built relationships. Spatz said they were welcome to
any and all of the activities planned.
McGlothlin reported he had attended the PEO tour, the attendee number had increased. He had
participated in the Walk to School event and attended the Main Street Conference event.
Elliott said he attended the Main Street Uncorked fundraiser at the Neon Sign Museum and it
was very well attended.
Miller said she had missed the last Historic Landmark Commission meeting and that the Urban
Renewal Advisory Committee had heard items that would be discussed later at the Urban
Renewal Meeting.
Mayor Lawrence said he had given the welcome speech for the Main Street Conference and
attended Main Street Uncorked. Main Street Uncorked was again a very well attended positive
event. He said he had attended a pie eating contest and that an 8 year old had won second place
with a pumpkin crunch that was wonderful.
Dr. Mimi McDonald of North Central Health District said that the resolution for HEAL from the
City would make The Dalles more competitive in their grant applications. She said there would
be quarterly reports given to the Council. It was moved by Miller and seconded by Spatz to
approve Resolution No. 15-039 Setting Forth the City’s Commitment to Place Healthy Options
Within Reach of City Residents. The motion carried unanimously.
CONSENT AGENDA
It was moved by Spatz and seconded by McGlothlin to approve the Consent Agenda as
presented. The motion carried unanimously.
Items approved by Consent Agenda were: 1) Approval of September 28, 2015 City Council
Meeting Minutes; 2) Resolution No. 15-042 Concurring with Mayor’s Appointment of a
Transportation System Plan Public Advisory Committee; 3) Resolution No. 15-037 Concurring
with the Mayor’s Appointment of a Municipal Court Task Force; 4) Resolution No. 15-031
Assessing Properties at 801 Liberty Street, 1290 West Eighth Street, 1100 Mt. Hood Street, 913
Laughlin Street, and 387 Summit Ridge Road, for Abatement of Junk and Hazardous Vegetation
CONTRACT REVIEW BOARD ACTIONS
Award Contract for Wastewater Treatment Plant Improvements, Phase 1, B
Public Works Director Anderson reviewed the staff report.
MINUTES
October 12, 2015
Page 5 of 8
Mayor Lawrence asked for clarification on the $22,000 higher costs.
Anderson introduced Preston Van Meter. Van Meter said the costs were place holders, as the
project was fine-tuned the actuals were higher. There were opportunities identified to bring the
design cost down.
Mayor Lawrence asked about when bonding would come in and if pilot testing were favorable,
would there be power to sell.
Anderson said no bonds were associated with Phase 1B, there were adequate funds in reserve.
He said there would not be enough power generated to sell, but there would be reduced utility
cost by generating power on site. Rick from OMI said that currently monthly power costs at the
plant were $8000.
Mayor Lawrence said he was impressed with the effort made on reevaluating the plan for cost
savings. McGlothlin said he appreciated the work done.
It was moved by Brown and seconded by Miller to authorize the City Manager to sign a contract
amendment with Mortenson Construction/Kennedy-Jenks Engineers for Phase IB of Contract
No. 2015-004, the Wastewater Treatment Plant Upgrade – 2015 project, in an amount not to
exceed $567,497, and include pilot testing for carbon diversion technologies in the project scope.
The motion carried unanimously.
Award Contract for Construction of Library Children’s Addition
Project Coordinator Hunter reviewed the staff report. In response to a question Hunter said that
there would be a request for grant funds going before the Urban Renewal Board, and that request
included a match from the Library Foundation. He said the Foundation had already raised
$38,000 of the needed $50,000 match.
It was moved by Spatz and seconded by Miller to authorize the City Manager to sign the value
engineered contract with Griffin Construction to construct The Dalles- Wasco County Children’s
Addition for a cost not to exceed $779,214. The motion carried unanimously.
Approval of Contract Amendment with FFA Architects for Revised Library Plan
Project Coordinator Hunter reviewed the staff report.
It was moved by Brown and seconded by Miller to authorize the City Manager to sign an
amendment to the 95% Construction and Bid Document Contract with FFA Architecture for the
revised design plan and at a cost not to exceed $15,980. The motion carried unanimously.
MINUTES
October 12, 2015
Page 6 of 8
Award Contract for Construction Management of the Library Children’s Addition Project
Project Coordinator Hunter reviewed the staff report.
It was moved by Spatz and seconded by Miller to award a contract to FFA Architecture and
Interiors for construction management of The Dalles/Wasco County Library Children’s Addition
in an amount not to exceed $28,870. The motion carried unanimously.
Award Contract with Tyler Communications for Purchase, Implementation and Training for New
Software
Finance Director Mast apologized for not having a contract for approval. She said they were
refining the contract and had difficulty getting timely response from the top candidate. She said
she and the City Attorney were meeting tomorrow.
Mayor Lawrence said time was running short to meet the June 30 deadline. Mast agreed, but felt
getting the necessary details in the contract was important.
ACTION ITEMS
General Ordinance No. 15-1341 Amending Various Provisions of General Ordinance No. 981222, as Amended
City Attorney Parker reviewed the staff report.
Recording Secretary Grossman read the ordinance by title only.
It was moved by Elliott and seconded by Spatz to approve General Ordinance No. 15-1341 by
title only. The Motion carried unanimously.
Resolution No. 15-040 Adopting a Supplemental Budget for Fiscal Year 2015-16, Making
Appropriations and Authorizing Expenditures From and Within Various Funds of the City of
The Dalles Adopted Budget
Mast reviewed the staff report, noting that the software had been removed from the resolution
and there would be another resolution addressing that when the contract was finalized. There
were revised staff report and resolutions placed on the dais (attached).
It was moved by Spatz and seconded by Brown to revise both Resolution No. 15-040 and 15-041
by removing changes associated with the software project. The motion carried unanimously.
It was moved by McGlothlin and seconded by Miller to Adopt Resolution No. 15-040 as revised,
Adopting a Supplemental Budget for the Fiscal Year 15/16, Making Appropriations and
Authorizing Expenditures from and within Various Funds of the City of The Dalles Adopted
MINUTES
October 12, 2015
Page 7 of 8
Budget. The motion carried unanimously.
Resolution No. 15-041 Authorizing Transfers of Funds Between Categories of Various Funds,
Making Appropriations and Authorizing Expenditures for Fiscal Year Ending June 30, 2016
It was moved by Miller and seconded by McGlothlin to adopt Resolution No. 041, as revised,
Authorizing Transfers of Funds Between Categories of Various Funds, Making Appropriations
and Authorizing Expenditures for Fiscal Year Ending June 30, 2016. The motion carried
unanimously.
Special Ordinance No. 15-568 Approving a Development Agreement with Design LLC for
Public Infrastructure to Serve Future Facilities
Public Works Director Anderson reviewed the staff report.
Elliott asked why Design LLC wasn’t paying in full.
Mayor Lawrence said the items were in the Capital Improvement Plan for the future, this was
being done to speed up the process for the growth of the facility.
In response to questions Anderson said it might be necessary to go out for a bond in fiscal year
19/20, however it would likely be a smaller bond amount at that time. He also said water and
sewer rates were reviewed annually, and there are no budget implications.
Brown asked about the schedule for the wooden water lines at Wicks. Anderson said they were
in the Capital Improvement plan for fiscal year 16-17. He further said he was waiting on
environmental permit approval.
Parker clarified the process to adopt the Special Ordinance No. 15-568.
Interim City Manager Krueger read Special Ordinance No. 15-568 approving a Development
Agreement with Design LLC for Public Infrastructure to Serve Future Facilities in its entirety.
It was moved by Miller and seconded by McGlothlin to approve the first reading of Special
Ordinance 15-568 noting that the in the third “whereas” the date should be 2015. The motion
carried unanimously.
Interim City Manager Krueger read Special Ordinance No. 15-568 by title only.
It was moved by Spatz and seconded by Elliott to adopt Special Ordinance No. 15-568
Approving a Development Agreement with Design LLC for Public Infrastructure to Serve Future
Facilities. The motion carried unanimously.
MINUTES
October 12, 2015
Page 8 of 8
ADJOURNMENT
Being no further business, the meeting adjourned at 7:23 p.m.
______________________________________________________________________________
Submitted by/
Izetta Grossman
Recording Secretary
SIGNED:
____________________________________
Stephen E. Lawrence, Mayor
ATTEST:
____________________________________
Izetta Grossman, Recording Secretary
October 12, 2015 City Manager's Repoti
Information Items
Riverfront Trail Project, waiting to receive signed agreement from ODOT,
expected very soon.
A current part-time employee is filling in on a temporary basis in the Planning
Department, to help with answering telephone calls and walk in customers.
The flex building for the Airport/Life Flight is cm1·ently being engineered. Once
that is complete, it will go to EDA for approval of90% drawings. The Airport
Managers anticipate they will go out for bid on the project in approximately 60
days.
The Neon Sign Museum (Elks Club) is finalizing architectural plans. They
anticipate starting demolition of the interior this Fall and begin construction on
exhibits in the Spring.
Final report for The Dalles Dam Tours: 69% increase in ridership in September.
Total guests for 2015 1,177 (54% increase); Donations for year $808.45 (33%
increase).
Council requested information on the results of the Public Works RetroReflectivity Program over the past two years. In 2014, 2 people surveyed the
signs for 64 hours labor; 134 signs were replaced. In 2015, 2 people surveyed the
signs for 64 hours labor; 48 signs were replaced.
City Council tour of the watershed scheduled for October 23.
The Historic Windows Restoration Workshop was held October 9, with eight
people attending. This was provided through a State Historic Preservation Grant.
Through a separate historic grant, Planning Department staff is working to set up a
public workshop regarding headstone cleaning at the Pioneer Cemetery.
City Council is invited to attend an open house at Mid Columbia Fire and Rescue
Fire Station 2 on October 24 fi·om 10:00 a.m. to 2:00p.m.
THE DALLES, OREGON
Response to Request for Proposal
RE: City Manager Recruitment
Prepared by Paul Wenbert, Western Regional Manager,
Slavin Management Consultants, Revised October 9, 2015
7828 E. Red Hawk Circle, Mesa, Arizona 85207
480-664-2676
[email protected]
www.slavinmanagementconsultants.com
TABLE OF CONTENTS
SECTION I.
ABOUT SLAVIN MANAGEMENT CONSULTANTS ................................................. 1
SMC Organizational Chart .................................................................................. 2
EEO Commitment ................................................................................................. 2
SMC Staff Assigned to this Project ...................................................................... 3
SMC's Results-Oriented Process .......................................................................... 3
City/County Manager Searches Conducted .................................................. 6
Firm Contact Information .................................................................................... 7
SECTION II.
WORK PLAN ........................................................................................................7
SECTION Ill.
GUARANTEES ......................................................................................................9
SECTION IV.
PROJECT SCHEDULE .......................................................................................... 11
SECTION V.
PROJECT COST .................................................................................................. 12
SECTION VI.
REFERENCES ...................................................................................................... 14
ACCEPTANCE/SIGNATURE ............................................................................... 16
APPENDIX
About Project Staff ............................................................................................A-1
Partial Client List ................................................................................................. B-1
Partial List of Protected Group Placements .................................................. C-1
Sample Recruitment Profile ............................................................................. .D-1
Sample Reports .................................................................................................. E-1
Slavin Management Consultants • Proposal to Recruit The Dalles City Manager •Table of Contents
SLAVIN MANAGEMENT CONSULTANTS ORGANIZATIONAL CHART
Robert E.. Slavin
President
.·
I
I
I
Janet fisher
Olli<Je Administrator
Exacutlva Seatch
Division
Robert E. Slavin
Human Res.autcas
Division
Kevin Patton
r---'
Managing
Consultant
Managing
Consultant
George Goodtnan
Rand! FrtU)k
Westem RegioMI
Manager
Paul Wen bert
Senior Consultant
.,Josle- Joht,son
Senior Consultant
Steve Cottrell
f-
Midwest Regional
Manager
Dave Krings
Consultant
John Slavin
Health Gare
Consultant
Jeanne Gocha
Ms. Jill Pylant
Technical Advisor
Senior Consultant
KimWarretl
Consultant
Sandra Neuman
John Nowak
California
Recruitment
Manager
'-
EEO COMMITMENT
Slavin Management Consultants is committed to building a diverse workforce which
reflects the face of the communities it serves. In addition, SMC honors and respects the
differences and abilities of its employees and provides them with the necessary
opportunities, tools, and support to achieve their maximum potential.
Equitably managing a diverse workforce is at the heart of equal opportunity. Valuing
diversity is the basis for a policy of inclusion. Diversity recognizes and respects the
multitude of differences which employees bring to the workplace.
Diversity
complements organizational values that stress teamwork, leadership, empowerment.
and quality service. Diversity is best implemented when managers maintain an
Slavin Management Consultants • Proposal to Recruit The Dalles City Manager •Page
I2
become candidates. They are understandably reluctant to apply for positions when
their application could become a matter of public information prior to being assured
that the client is interested in their candidacy. SMC has a proven track record of
aggressively pursuing these types of "happily employed" candidates to encourage
them to submit their applications SMC's approach to this assignment will reflect the
unique qualities of The Dalles, and it will honor the confidentiality of candidates to the
extent permitted by Oregon law.
SMC would like the City of The Dalles to consider SMC's unique qualities and approach
identified below that help to distinguish it from other public sector recruiting firms.
•
•
•
•
•
•
•
•
•
SMC is results-oriented. Once the recruitment profile is approved by the City.
SMC will "lock" into the profile's criteria and carefully identify, recruit, and
evaluate candidates who meet the City of The Dalles' criteria. SMC does not
simply bring forward candidates it already knows.
SMC is committed to complete client satisfaction. SMC's successful placementoriented approach will ensure that the project work is practical, realistic, and
timely and that it has the full commitment and support of the client so that a
successful placement occurs.
SMC makes use of resources that go beyond "Google" searches to conduct
background checks of potential candidates. In addition and unique to this
industry, SMC visits finalists' work sites prior to client interviews to learn first-hand
about candidates' management style and work performance.
SMC are leaders in the executive search field having conducted more than 900
public sector executive searches throughout the nation (see Appendix B for
partial list).
SMC's methodologies are state-of-the-art and include advertising in traditional
publications, websites, and use of SMC's large resume data base to generate
quality applicants.
SMC's style is interactive in that it builds a partnership with its clients.
SMC uses discount airfares and makes multi-client trips whenever possible to
reduce expenses to its clients.
SMC are experts in EEO/ AA recruitment. Approximately 25 percent of its
placements are from protected groups (see Appendix C for partial list).
Every search SMC has conducted resulted in a selection from among its
recommended group of candidates. SMC's experience includes large and
small organizations and chief executives and subordinate-level positions. More
than 95 percent of SMC's placements have remained in their clients' positions for
more than five years, and the guarantee (see Section Ill, page 9) of redoing the
search due to the candidate leaving during the first 2 years of the new position
has occurred only three limes out of more than 900 searches. SMC has
I4
CITY /COUNTY MANAGER SEARCHES CONDUCTED
SMC has conducted more than 275 city and county manager searches throughout the
nation. The following are city and county manager searches that SMC has conducted
in the last 4 years.
CLIENT
ft\dams, CO
~iken, SC
~mberley Village, OH
Bay City, Ml
Bloomfield, CT
Branson, MO
.
~arlisle, lA
Dunwoody, GA
Englewood, CO
Fridley, MN
Georgetown, SC
Glendale, AZ
Golden, CO
Greenville, NC
Gulf Shores, AL
Hardeeville, SC
Klamath Falls, OR
Longmont, CO
Loveland, OH
MI. Dora, GA
Myrtle Beach, SC
Newark, DE
Newport, Rl
Oak Park, IL
Ontario, OR
Peoria, IL
Plantation, FL
Portage, Ml
Powder Springs, GA
~nellville, GA
~t. Joseph, MO
azewell, IL
'ipp City, OH
~aldez, AK
!Venice, FL
lvVaukee, lA
fN orcester, MA
ivVyandolte/Kansas City, KS
ivVyominq, OH
POPULATION
452,000
30,000
4,000
35,000
20,000
11,000
4,000
46,000
30,000
27,000
9,000
237,000
19,000
85,000
10,000
3,000
21,000
87,000
12,000
13,000
27,000
31,000
25,000
52,000
11,000
183,000
85,000
47,000
14,000
18,000
76,000
131,000
10,000
4,100
21,500
14,000
183,000
159,000
8,000
YEAR
2013
2015
2011
2014
2013
2013
2013
2015
2014
2013
2013
Current
2015
2012
2013
2015
2012
2012
2014
2015
2014
2012
Current
2013
Current
2011
2015
2014
2015
2012
2011
2012
2014
Current
2012
2013
2014
2014
2011
SEARCH
County Manager
City Manager
Village Manager
City Manager
Town Manager
City Administrator
City Administrator
City Manager
City Manager
City Manager
City Administrator
City Manager
City Manager
City Manager
City Administrator
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
Village Manager
City Manager
County Administrator
Chief Administrative Officer
City Manager ·
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Administrator
City Manager
City Manager
I6
•
SMC's professional local government management network;
•
Advertisements in national professional publications and regional publications as
appropriate: and
•
Sending the recruitment profile to persons who have the requisite experience for
the position.
2. Submit written progress report on semifinalists
SMC will submit a written progress report on the semifinalists and meet with the client to
discuss this report. There will be no more than 10 semifinalists included in the progress
report.
The progress report will summarize each semifinalists' experience and education. The
report will also include a screening of semifinalists against the selection criteria and job
requirements contained in the recruitment profile. This screening will be based on:
•
a review of resumes and cover letters;
•
SMC's phone interviews of semifinalists;
•
semifinalists' responses to a supplemental questionnaire that provides additional
information about semifinalists' management styles, writing skills, and how closely
their experience relates to the selection criteria and job requirements in the
recruitment profile; and
•
SMC's knowledge of semifinalists' work performance and the quality of the
organizations and communities in which they have served.
The progress report will also include the semifinalists' current salary. At SMC's meeting
with the client, the client will select the finalists to interview using SMC's candidate
ranking forms if desired. Typically five finalists are interviewed. Appendix E contains an
example of the type of information which will be included in the progress report.
3. Conduct background investigations/site visits on finalists
SMC will conduct background investigations and site visits on the finalists. In order to
better assess the finalists' management style and interpersonal characteristics, SMC will
personally interview each in his or her present work environment while protecting the
finalists' confidentiality.
SMC will closely examine each finalist's experience,
achievements, management style, and interpersonal skills in relation to the recruitment
profile's selection criteria.
SMC's background investigations include detailed and extensive reference checks
which cover a minimum period of ten years. SMC will interview the references provided
Slavin Management Consultants • Proposal to Recruit The Dalles City Manager •Page I 8
•
•
•
SMC will never actively recruit any candidate who SMC has placed nor will SMC
actively recruit any employee from a client organization for at least two years
from the completion date of an assignment;
SMC will properly handle any and all media relations. Unless otherwise directed,
it is SMC's standard practice to tell all media that SMC is working on behalf of the
client and that any public statement should come from the client directly. Under
no conditions will SMC release information to the media unless specifically
directed by the client to do so; and
SMC will keep the client informed and involved in the search process. SMC will
provide frequent verbal and written progress reports to the client.
Slavin Management Consultants • Proposal to Recruit The Dalles City Manager •Page 110
SECTION V-PROJECT COST
PROFESSIONAL FEES
The project cost is $13,385 of professional fees plus expenses. The following table shows
the level of involvement by project step and cost.
PROJECT COSTS
ASSIGNED HOURS
STEPS
(Approximate)
Project
Manager
1. Project planning/prepare and place
advertising
Consultant
8
5
2. Identify and recruit candidates I
acknowledge resumes
34
3. Phone interviews with potential semifinalists/prepare progress report
26
28
5
RATE (Hr)
FEES
$85
$680
$40
$200
$85
$2,890
$40
$1,120
$85
$2,210
$40
$200
4.Meet with client to review progress report and
select finalists
4
$85
$340
5. Schedule finalists interviews I assist client with
designing interview process
8
$85
$680
6. Finalists background investigation (includes
SMC on-site visits with finalist candidates)
33
$85
$2,805
$40
$1,280
7. Finalists interviews/assist in employee selection
12
$85
$1,020
9. Follow-up
4
No
Charge
$0
TOTAL HOURS
TOTAL COST
32
129
71
$13,385
I 12
SECTION VI-REFERENCES
1. Ms. Susan Kirby
Assistant City Manager
City of Klamath Falls
226 South Fifth Street
Klamath Falls, Oregon 97601
541-883-5326 (phone)
541-883-5251 (fax)
[email protected]
City Manager search, 21,000 population, 2012
2. Ms. Tori Barnett
444 SW 4th Street
Ontario, Oregon 97914
541-881-3232
[email protected]
City Manager search, 11 ,000 population, current
3. Mayor Randy Penn
City of Englewood
1000 Englewood Parkway
Englewood, Colorado 80110
720-31 5-3915
[email protected]
City Manager search, 30,000 population, 2014
4. Mayor Raeanne Pressley
City of Branson
110 W. Maddux
Branson, Missouri 65616
417-334-4129 (phone)
[email protected]
City Administrator searches, 11 ,000 population, 2013
5. Mr. Tim Moerman
City Administrator
230 W. Hickman Road
Waukee, Iowa 50263
515-987-4522
[email protected]
City Administrator search, 14,500 population, 2013
I 14
ACCEPTANCE/SIGNATURE
This proposal is presented by Slavin Management Consultants by:
SIGNATURE:
NAME:
Paul Wenbert
TITLE:
Western Regional Manager
DATE:
October 9, 2015
This proposal is accepted for the City of The Dalles, Oregon by:
SIGNATURE:
NAME:
TITLE :
DATE:
Slavin Management Consultants • Proposal to Recruit The Dalles City M anager •Page
I 16
APPENDIX A- ABOUT PROJECT STAFF
Paul Wenbert, ICMA-CM, SMC Western Regional Manager
Mr. Wenbert has 30 years of local government management experience including 24
years of executive level experience with nearly 13 of those as a city manager. Mr.
Wenbert joined Slavin Management Consultants in 2007 as Western Regional Manager.
He is headquartered in Mesa, Arizona. Most recently, Mr. Wenbert completed 6.5 years
of service as Deputy City Manager for the City of Mesa. His career highlights include 9
years as City Administrator for Newton, Iowa; 3.5 years as Village Manager for Villa Park,
Illinois, and 4.5 years as Assistant City Manager for Ames, Iowa. Early in his career Mr.
Wenbert served as an administrative intern for Fort Wayne, Indiana, administrative
assistant for Marion, Indiana, and administrative intern and administrative assistant for
Mesa, Arizona.
Mr. Wenbert has a Masters degree in Public Administration from Arizona State University
and a Bachelor of Science degree in Public Affairs from Indiana University. He is an
ICMA Credentialed Manager and a graduate of the Senior Executive Institute at the
University of Virginia.
His career highlights include:
Managed city departments with $470 million budget and 1,100 employees in
Mesa, Arizona;
Chaired Keep Maytag In Newton Task Force which facilitated retention of more
than 2,000 jobs and addition of 440 jobs and $41 million of investment;
Instituted Productivity Improvement Programs in Newton, Iowa, and Villa Park,
Illinois, resulting in over $3 million of savings;
Negotiated revised intergovernmental agreement with twelve local
governments for regional landfill operated by City of Newton and involved in
many other intergovernmental relations activities in Newton, Villa Park, and
Mesa;
Negotiated many collective bargaining agreements and developed and
implemented many personnel and wage classification systems;
•
Worked for the City of Mesa during the lime period when it was the fastest
growing community in the United States and was involved with many growth
issues such as infrastructure planning and financing, interstate interchange
decisions and allocating resources equitably to newly developed and existing
areas of the community;
lA -1
2013 San Joaquin County Grand Jury which oversaw an investigation related to the City
of Stockton's bankruptcy. The investigation reviewed the City's financial policies,
procedures, and past actions that may have been material causes of its financial
deterioration.
Previously Mr. Nowak served as Redevelopment Administrator for San Bernardino
County and Deputy City Manager in Culver City, Moorpark, San Gabriel, and San
Marino, California. Mr. Nowak was City Manager in San Marino and Lawndale,
California. Early in his career, Mr. Nowak served in management positions in Lancaster,
California and metropolitan, stale, and regional positions in Nashville, Tennessee. He
has also served as an economic and redevelopment consultant for the cities of
Moorpark and Manteca and for San Bernardino County in California. Mr. Nowak joined
Slavin Management Consultants in 2013.
Mr. Nowak has a Master of Public Administration degree from West Virginia University
and a Bachelor of Arts degree in Political Science from Siena College.
His career highlights include:
•
City Manager in both full-service and contract city organizations;
•
Department director of community development/public works functions with 30
employees and $2.3 million budget in San Gabriel, California;
•
Directed community-based preparation of long-range strategic plan in San
Marino;
•
Revised San Marino Municipal Code writing all related ordinances;
•
Managed repairs of earthquake damage in San Marino and San Gabriel
including project manager for complete renovations of their city halls;
•
Created regional public-private emergency preparedness board in Antelope
Valley of California bringing comprehensive approach for disaster planning and
recovery among local, state, and federal agencies and private sector;
•
Created second California Disaster Recovery Redevelopment Project Area in
San Bernardino County Old Fire burn area;
•
Prepared and negotiated development agreements for regional lifestyle retail
center and Costco in Manteca and regional distribution center in San
Bernardino County;
•
Negotiated labor agreements with general employee, police, and fire unions in
multiple California cities;
lA- 3
APPENDIX B- PARTIAL CLIENT LIST
The following list of clients represent organizations for which our principal Consultants
performed significant project work. This client list spans twenty years of experience of
SMC consultants. Please contact SMC if you desire to speak with the individuals who
were project contacts.
MUNICIPALITIES
Aiken, South Carolina
Albany, Georgia
Alpharetta, Georgia
Anaheim, California
Ann Arbor, Michigan
Arlington, Texas
Arlington Heights, Illinois
Atlanta, Georgia
Atlantic Beach, Florida
Asheville, North Carolina
Auburn, Maine
Aurora, Colorado
Austin, Texas
Bartlesville, Oklahoma
Bentonville, Arkansas
Bergenfield, New Jersey
Berkeley, California
Beverly Hills, California
Birmingham, Alabama
Bisbee, Arizona
Blacksburg, Virginia
Bloomington, Illinois
Boise, Idaho
Boynton Beach, Florida
Branson, Missouri
Brea, California
Broken Arrow, Oklahoma
Brownsville, Texas
Bryan, Texas
Burbank, California
Carlisle, Iowa
Camarillo, California
Carson, California
Casper, Wyoming
Chandler, Arizona
Chapel Hill, North Carolina
Charlotte, North Carolina
Chesapeake, Virginia
Clearwater, Florida
Cleveland, Ohio
Columbia, Missouri
Columbus, Georgia
Concord, New Hampshire
Corpus Christi, Texas
Carta Madera, California
Creedmoor, North Carolina
Culver City, California
Dallas, Texas
Davenport, Iowa
Davie, Florida
Decatur, Georgia
Decatur, Illinois
Delray Beach, Florida
Del Rio, Texas
Denton, Texas
Des Plaines, Illinois
Destin, Florida
Dothan, Alabama
Dubuque, Iowa
Duluth, Georgia
Dunedin, Florida
Durham, North Carolina
Eagle Pass, Texas
Edmond, Oklahoma
Elgin, Illinois
Enfield, Connecticut
Slavin Management Consultants • Proposal to Recruit The Dalles City Manager •Page I B- 1
Pompano Beach, Florida
Portage, Michigan
Pueblo, Colorado
Queen Creek, Arizona
Richmond, California
Richmond, Virginia
Riverside, California
Riverview, Michigan
Roanoke, Virginia
Rockville, Maryland
Sacramento, California
St. Louis Park, Minnesota
Salem, Oregon
San Diego, California
San Antonio, Texas
San Fernando, California
San Francisco, California
San Jose, California
San Juan Capistrano, California
Sandersville, Georgia
Santa Ana, California
Santa Monica, California
Sarasota, Florida
Shaker Heights, Ohio
Simi Valley, California
Sioux City, Iowa
Springfield, Missouri
Storm Lake, Iowa
Stratford, Connecticut
Sunnyvale, California
Sunrise, Florida
Takoma Park, Maryland
Tempe, Arizona
Titusville, Florida
Thornton, Colorado
Traverse City, Michigan
Topeka, Kansas
Tucson, Arizona
Turlock, California
Unalaska, Alaska
Upper Arlington, Ohio
Urbandale, Iowa
Valdez, Alaska
Virginia Beach, Virginia
Waco, Texas
Waukee, Iowa
Warrensburg, Missouri
Washington, Illinois
West Des Moines, Iowa
West Hartford, Connecticut
West Hollywood, California
West Palm Beach, Florida
Wichita, Kansas
Winston-Salem, North Carolina
Winter Park, Florida
Worcester, Massachusetts
Worthington, Minnesota
Wyoming, Ohio
Ypsilanti, Michigan
COUNTIES
Adams County, Colorado
Alameda County, California
Albemarle County, Virginia
Arapahoe County, Colorado
Archuleta County, Colorado
Beaufort County, South Carolina
Broward County, Florida
Brown County, Wisconsin
Buffalo County, Nebraska
Chaffee County, Colorado
Chesterfield County, Virginia
Clark County, Nevada
Cobb County, Georgia
Dade County, Florida
Eagle County, Colorado
Escambia County, Florida
Slavin Management Consultants • Proposal to Recruit The Dalles City Manager •Page I B- 3
Ocala Housing Authority, Florida
Peoria Housing Authority, Illinois
Health Care Entities
Des Moines, Iowa, Mercy Medical
Center
Iowa City, Iowa, University of Iowa
Hospitals and Clinics
Lake County, Illinois, Nursing Home
Los Angeles, California, General Hospital
Los Angeles County, California,
Department of Public Health
Manning, Iowa, Manning Regional
Health Care Center
Minneapolis, Minnesota, Public Health
Department
Monterey County, California Hospital
Newton, Iowa, Skiff Medical Center
Port Lavaca, Texas, Memorial Medical
Center
San Francisco, California, Laguna
Honda Hospital
Sheldon, Iowa, Sanford Sheldon Medical
Center
Tracy Minnesota, Sanford Tracy Medical
Center
Wake County, North Carolina, Health
Department
Libraries
Birmingham, Alabama Public Library
Central Arkansas Library System
Lexington, Kentucky Library System
Metropolitan Library System of
Oklahoma
Non-Profits and Other Governmental
Jurisdictions
California State Government
CDC Federal Credit Union, Atlanta,
Georgia
Children's Board of Hillsborough County,
Florida
District of Colurnbia
East Brunswick Township, New Jersey
Fresno Employment and Training
Commission, California
Jefferson County Personnel Board,
Alabama
Ketchikan-Gateway Borough, Alaska
Local Government Insurance Trust,
Maryland
Metropolitan Washington Council of
Governments
Miami Valley, Ohio Regional Planning
Commission
South Dakota State Government
Slavin Management Consultants • Proposal to Recruit The Dalles City Manager •Page IB- 5
APPENDIX C- PARTIAL LIST OF PROTECTED GROUP PLACEMENTS
CLIENT
POSITION
ALACHUA COUNTY, FL
ALBANY, GA
ASPEN. CO
AUSTIN, TX
BERKELEY, CA
BEVERLY HILLS, CA
BOCA RATON, FL
BROWARD COUNTY, FL
BRYAN, TX
CAMARILLO, CA
CARSON, CA
CHAPEL HILL. NC
CHARLOTTE COUNTY, FL
CENTRAL CITY ASSN. OF
THE CITY OF LOS
ANGELES (CA)
CHARLOTTE. NC
COLUMBIA. MO
CULVER CITY, CA
DALLAS INDEPENDENT
SCHOOL DISTRICT (TX)
DALLAS, TX
DECATUR, GA
DISTRICT OF COLUMBIA
DURHAM, NC
ESCAMBIA COUNTY. FL
City Mana>wr
Police Chief
Assistant City Manager
Human Resources
Director
City Manaaer
City Manaaer
Police Chief
City Manager
Public Works Director
Sanitation Director
Library Director
City Manager
Ass!. City Mana 0 er
Assistant Director of
Equal Employment
AFRICAN
AMERICAN
Neighborhood Services
Director
Police Chief
Finance Director
Chief Financial Officer
City Attorney
Chief of Police
Executive Director
Alcoholic Beverage
Regulations Commission
City Mana 0 er
City Manaaer
Police Chief
Public Works Director
Assistant County
Administrator
LATINO
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Municipal Court Judge
City Mana 0 er
City Clerk
Plannina Director
Transportation Director
Human Resources
Director
County Attorney
Director of Security
FEMALE
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Slavin Management Consultants • Proposal to Recruit The Dalles City Manager • Page I C -1
CLIENT
POSITION
LOS ANGELES COUNTY
(CA) HEALTH SYSTEMS
AGENCY
LOS ANGELES COUNTY
DEPARTMENT OF PUBLIC
HEALTH
LOS ANGELES OLYMPICS
ORGANIZING
COMMITTEE
Executive Director
METROZOO (MIAMI FL)
MEMPHIS (TN) HOUSING
AUTHORITY
MIAMI (FL) OFF-STREET
PARKING SYSTEM
MIAMI VALLEY
REGIONAL TRANSIT
AUTH. (DAYTON, OH)
MIRAMAR, FL
MONTEREY COUNTY, CA
NOAH DEVELOPMENT
CORPORATION
NORFOLK, VA
OCALA (FL) PUBLIC
HOUSING AUTHORITY
OBERLIN, OH
ORMOND BEACH, FL
OKLAHOMA CITY, OK
PALM BAY, FL
PALM BEACH COUNTY,
FL
PALM BEACH COUNTY
(FL) CHILDREN'S
SERVICES BOARD
PALM BEACH COUNTY
(FL) HEALTH CARE
DISTRICT
PALM BEACH GARDENS,
FL
PALO ALTO, CA
PEORIA (IL) PUBLIC
HOUSING AUTHORITY
PRINCE WILLIAM
COUNTY, VA
RICHMOND, CA
AFRICAN
AMERICAN
X
FEMALE
X
Deputy Exec. Dir.
Public Health Director
Human Resources
Director
Director of Venues
Director of Marketinq
Executive Director
X
X
X
X
X
X
X
Finance Director
Executive Director
X
X
City Manager
Hospital Administrator
X
Executive Director
X
X
X
Human Resources
Director
Senior Enqineer
Social Services Director
X
Executive Director
X
City Manager
City Manaqer
City Manaqer
Human Resources
Director
Assistant County
Administrator
X
X
X
X
X
X
X
Executive Director
X
Executive Director
X
City Manager (1992)
X
City Manager (1999)
City Attorney
Executive Director
X
X
X
X
Fire Chief
City Manaqer
LATINO
X
Slavin Management Consultants • Proposal to Recruit The Dalles City Manager • Page I C- 3
CLIENT
POSITION
WAKE COUNTY. NC
THE WEINGART CENTER
(LOS ANGELES)
WEST COVINA, CA
WEST MIFFLIN, PA
WEST PALM BEACH, FL
WICHITA. KS
YPSILANTI. Ml
ZOOLOGICAL SOCIETY
OF FLORIDA (DADE
COUNTY}
AFRICAN
AMERICAN
FEMALE
X
Human Services Director
Executive Director
Plannino Director
Town Administrator
Assistant City
Administrator
Human Resources Dir
Community Services Dir
Communications
Director
Director of Libraries
Housing and
Development Director
City Manager
City Manager
Executive Director
LATINO
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Slavin Management Consultants • Proposal to Recruit The Dalles City Manager • Page I C- 5
TOURISM, RECREATION, AND CULTURE
South-central Oregon offers an outstanding array of natural and cultural wonders. Just sixty miles south of Crater
Lake and seventy miles north of Mt. Shasta, the Klamath Falls area is noted for its beauty and diversity of tourism
and recreation activities.
Outdoor
recreation opportunities include cross
country skiing, golfing, fishing, hunting,
sailing, and canoeing. There are four
different
trail
systems
in
the
community that provide access to 100
miles of trails. Also, Klamath Falls is
known as one of the West Coast's best
bird watching areas and has the
highest concentration of bald eagles in
the Pacific Northwest.
The City's Parks system consists of 30
areas totaling more than 600 acres
including natural open space areas.
There are four golf courses in the
Klamath Falls area including Oregon's
only Arnold Palmer designed course
and Harbor Links Golf Course located
adjacent to Klamath Lake, Oregon's
largest natural lake.
The Ross Ragland Theatre and Cultural
Center includes a 700-seat auditorium
which hosts plays and musical events.
Also, Kiger Stadium which is only one
of two remaining North American allwood stadiums is home to the Klamath
Falls Gems of the West Coast League, a
summer baseball league for college
ba II players.
EDUCATION
The Klamath Falls City School District has two high schools including a high-tech charter school in downtown
Klamath Falls. There are also one junior high school and five elementary schools in the District. The District which
has 19 students for every full-time equivalent teacher has a high school dropout rate of 3 percent compared to the
national rate of 4.4 percent. Also, there are three religiously affiliated private
primary and secondary schools in Klamath Falls.
Post-secondary educational opportunities are provided by the Oregon Institute of
Technology (also known as Oregon Tech) with 3,500 students and Klamath
Community College with 3,000 students. Oregon Tech, the first higher education
institution in North America to offer a Bachelor of Science degree in Renewable
Energy Engineering, places more than 90 percent of its graduates.
Additional information about Klamath Falls
is available at http://ci.klamath-falls.or.us/
Prepared by Slavin Management Consultants for l<lamath Falls, Oregon- 08/12
I Page D-2
CITY OF KLAMATH FALLS
0 rga niza tiona IIRes pons ibiIi ties Chart
Parking District Committee
Urban Redevelopment Committee
Parks Board
Planning Commission
Hospital Authority
Budget Committee
Traffic Control Board
t---i
Citizens of
Klamath Falls
Mayor, Todd Kellstrom
Ward I, Trish Seiler
Ward II, Bud Hart
Ward Il l, Matt Dodson
Ward IV, Dan Tofell
Ward V, Bill Adams
Mayor &
City Council
I
I
I
Jim Uerlings
Municipal Court Judge
City Manager
Joanna Lyons-Antley
City Attorney
I
I
Elisa Olson
City Recorder
I
Jim Hunter
Chief of Police
I
John Longley
Airport Director
I
Sandra Fox
Community
Development
Director
Records
Patrol
Commercial
Planning
M anagement
Investigation
Military
Land
Development
~ Council
Reserve
Activity
Program
Elections
Airport
_ Dev elopment
I.. Citizen's
General
Aviation
Academy
Neighborihood
Watch
Phyllis Shidler
Finance Director
Urban
Redevelopment
I.. Code
Enforcement
Parking
Enforcement
Parks&
Recreation
I
I
MarkWillrett
Public Works
Director
Susan Kirby
Assistant City
Manager/Human
Resources Director
Finance&
Budget
Water &
Geothermal
Accounting
Wastewater
Engineering
Investments
Utility Billing
-
Streets &
Equipment
lnfonnation
Systems
Facilities
Maintenance
Municipal
Court
Street Lighting
Prepared by Slavin M anagem ent Consultants for Klamath Falls, Oregon - 08/12
Insurance
Programs
Collective
._ Bargaining
Personnel
Risk
Management
I Page D-4
ISSUES AND OPPORTUNITIES - The following is a summary of the issues and opportunities to be managed by
Klamath Falls' next City Manager.
1. Economic development- the City Manager is the City's point person for economic development as
professional economic development staff resides in Klamath County Economic Development Association
{KCEDA). Additional community support is provided by Team Klamath which consists of representatives
from the following organizations: Klamath County; City of Klamath Falls; Oregon Institute of Technology;
Klamath Community College; Klamath Community Development Corporation; Klamath County Chamber of
Commerce; and Oregon Business Development Department. Team Klamath has been in existence for more
than 20 years and serves as the umbrella organization for economic development activities.
Team Klamath is currently focusing its efforts on three target industries: renewable energy; health care;
and agricultural based value-added businesses. Also, there is considerable interest in establishing an
incubator that would assist in helping entrepreneurs bring their products and services to the marketplace.
Team Klamath is very interested in having the next City Manager assist in facilitating economic
development strategies for Team Klamath and working with the City Council to implement those strategies.
2.
Airport Futures Group-- the Klamath Falls Airport generates approximately $440 million annually in
economic activity for Klamath County. However the airport's operations are currently subsidized by the
City by approximately $800,000 annually. In light of this situation, the City established an Airport Futures
Group in the summer of 2011 consisting of airport stakeholders to develop a strategic plan for the airport's
future. The Futures Group is considering several alternatives such as establishing an airport or port
authority that could make the airport a self-supported enterprise.
3.
Air National Guard-the Klamath Falls Airport is home to the only U.S. Air Force F-15C fighter pilot training
program in the country. This training operation is provided by the Air National Guard (ANG) which has
approximately 800 employees at the Airport. The Air Force is currently considering expanding this
operation which would add 120 employees at the Airport. In addition, the Klamath Falls Airport is one of
only three airports in the country that is participating in a federally sponsored intergovernmental resource
sharing project known as P-4. The City and the ANG have had a mutually beneficial relationship for many
years, and the next City Manager is expected to continue to foster this relationship.
4.
Wastewater Upgrades-the City is presently working with the Oregon Department of Environmental
Quality (DEQ) to develop a plan for complying with DEQ quantity and quality discharge standards. In
addition, there is a need to upgrade and expand the 60-year old primary wastewater treatment plant. In
total, it appears it will cost the City $40-50 million to make these upgrades some of which can be financed
through a State loan program.
5.
Urban Growth Boundaries--Oregon land use laws have established urban growth boundaries {UGBs)
around every incorporated city. UGBs protect rural land by directing most urban density development to
cities and UGBs. The Klamath Falls' UGB encompasses an unincorporated area of 21,000 residents with
many urban-scale subdivisions known as the "south suburbs". Public services are provided in this area by
special districts and Klamath County. The City Manager needs to be aware of the fiscal and service delivery
impacts of current and future development in the UGB.
6.
Compensation Study-the City's classification and compensation system was
recently updated, and many of the recommendations in the study have been
implemented. However recommendations related to pay-for-performance and
step/merit adjustments which will require City Council approval have not yet
been implemented.
Prepared by Slavi n Managem ent Consultants for Kl am ath Falls, Oregon- 08/12
I Page D-6
JOB REQUIREMENTS - The minimum job requirements are: 1) a Bachelor's degree with a
Masters in public administration, business, planning, or other related fields desired; and 2) five
to ten years of local government management experience.
Desired Professional and Personal Attributes
The following are the desired professional and personal attributes for Klamath Falls' next City
Manager.
•
•
•
•
•
•
•
•
Decisive, visionary leader with ability to work with all stakeholder groups to advance the community's agenda
especially related to economic development issues
Demonstrated track record of leadership role in economic development successes
Good financial management skills and a sense of fiscal discipline
Strong intergovernmental relations skills with ability to work effectively with federal, state, county, and
regional officials
Track record of using human relations and leadership skills to develop cohesive management teams
Visibility within the City workforce to keep employees informed about organizational initiatives
Approachable and personable with a sense of humor
Local government experience in rural communities a plus
COMPENSATION
The compensation for the City Manager job is competitive. The starting salary depends upon the selected
individual's qualifications and match with the desired attributes being sought by the City. The City will pay
reasonable and customary moving expenses for the next City Manager.
To Apply:
The position will remain open until filled. Please send your resume and cover letter with
current salary as soon as poss ible to [email protected]. The first review of
applications will be on September 10, 2012. For additional inform ation about this job,
please contact :
Paul Wenbert, ICMA-CM
Western Regional Manager
Slavin Management Consultants
480-664-2676
[email protected]
Dennis M . Taylor, ICMA-CM
Pacific Northwest Recruitment Manager
Slavin Management Consultants
406-443-3398
[email protected]
Prepared by Slavin Management Consultants for Kl amath Falls, Oregon- 08/12
I Page D-8
14. What is your present or most recent salary?
15. What information that may be of concern to a potential employer, if any, would
someone find if they did a Google search of your name?
Prepared by Slavin Management Consultants • Page
I E- 2
performance measures, and checking in with them periodically on the
status of their projects as necessary depending on the individual.
9. His style is to be visible and available to all employees and to get to know
he knew the names of all
them. When he worked in
City employees and oftentimes information about their families.
Prepared by Slavin Management Consultants • Page
I E- 4
CITY of THE DALLES
313 COURT STREET
THE DALLES, OREGON 97058
(541) 296-5481
FAX (541) 296-6906
AGENDA STAFF REPORT
CITY OF THE DALLES
MEETING DATE
AGENDA LOCATION
10/12/2015
Action Item
12. B &C
TO:
Mayor and City Council
FROM:
Kate Mast, Finance Director
DATE:
October 12, 2015
ISSUE:
AGENDA REPORT#
Agenda Item 12. B. Resolution No. 15-040 Adopting a Supplemental Budget
for the fiscal Year 2015-16; and
Agenda Item 12. C. Resolution No. 15-141 Authorizing Transfers ofFunds
Between Categories of Various Funds.
BACKGROUND: These two proposed resolutions contained budget changes to support
funding for the following items:
• Library Expansion Project
• Matching Funds for DLCD Technical Assistance Grant for a Housing
Needs Study and a Residential Land Needs Study
• Allocation of a SAIF Dividend
• Software Project
At this time, we have been unable to negotiate a contract for the software project is ready
to be presented to the City Council. Until we can get accurate figures for the project into
a contract for Council to consider, staff recommends postponing the portion of these two
resolutions that pertain to the software project.
BUDGET IMPLICATIONS: I have revised the two resolutions that were in the
agenda packet, and removed the budget changes that are related to the software project.
We will bring back budget changes related to the software project when we have
negotiated contract(s) that we can recommend.
2015 10-12 ASR Res 15-ll40- Res 15-041 Budget Changes- Revised
Page 1 of2
COUNCIL ALTERNATIVES:
1. Move to revise both Resolutions No. 15-040 and 15-041 by removing changes
associated with the software project.
AND
Move to Adopt Resolution No. 15-040, as revised, Adopting a Supplemental
Budget for the Fiscal Year FY2015/2016, Making Appropriations and
Authorizing Expenditures from and within Various Funds ofthe City of The
Dalles Adopted Budget;
AND
Move to Adopt Resolution No. 15-041, as revised, Authorizing Transfers of
Funds Between Categories of Various Funds of the City of The Dalles
Budget, Making Appropriations and Authorizing Expenditures for the Fiscal
Year Ending June 30,2016.
2. Move to adopt both resolutions as presented, including the software project funding.
Move to Adopt Resolution No. 15-040 Adopting a Supplemental Budget for the
Fiscal Year FY20 15/2016, Making Appropriations and Authorizing Expenditures
from and within Various Funds of the City of The Dalles Adopted Budget;
AND
Move to Adopt Resolution No. 15-041 Authorizing Traosfers of Funds Between
Categories of Various Funds of the City of The Dalles Budget, Making
Appropriations aod Authorizing Expenditures for the Fiscal Year Ending June 30,
2016.
201510·12 ASR Res 15-{)40- Res 15-041 Budget Changes- Revised
Page2 of2
MINUTES
SPECIAL COUNCIL MEETING
OF
OCTOBER 6, 2015
12:00 P.M.
THE DALLES CITY HALL
313 COURT STREET
THE DALLES, OREGON
PRESIDING:
Mayor Steve Lawrence
COUNCIL PRESENT:
Dan Spatz, Tim McGlothlin, Linda Miller, Russ Brown, Taner
Elliott
COUNCIL ABSENT:
None
STAFF PRESENT:
Interim City Manager Julie Krueger, City Attorney Gene Parker
CALL TO ORDER
Mayor Lawrence called the meeting to order at 12:03 p.m.
ROLLCALL
Roll call was conducted by Interim City Manager Krueger; all Councilors present.
APPROVAL OF AGENDA
It was moved by Brown and seconded by Elliott to approve the agenda as presented. The motion
can·ied unanimously.
ACTION ITEMS
Review and Select a Firm for City Manager Recruitment Process
Interim City Manager Kmeger briefly reviewed the proposals, received from Prothman, JD Gray,
and Slavin.
Councilor Brown said he favored the Slavin proposal, noting their ability, confidence, price, and
presentation of the schedule. Councilor Miller agreed and said they also demonstrated they had
placements all over the country.
Councilor McGlothlin said he would prefer to do as much of the process in-house as possible to
save money, but he did like the proposal by JD Gray as a limited search. McGlothlin said he
appreciated their straight-forward billing approach.
Councilor Spatz said he could support Slavin or Prothman, saying both proposals were well
done.
There was discussion regarding formation of a committee that would review the semi-finalist
applications and make recommendations on the finalists. There was general agreement to
include two City Councilors, representatives from Wasco County, Port of The Dalles, business
community and the Interim City Manager.
The City Council provided general direction for the City Attorney to negotiate a contract that
would allow for the City staff to help with the work, and possibly reduce the cost.
It was moved by Brown and seconded by Miller to direct the City Attorney to negotiate an
agreement with Slavin Management Consultants, in an amount not to exceed $22,173. The
motion carried unanimously.
ADJOURNMENT
The meeting adjourned at 1:55 p.m.
Submitted by/
Julie Krueger, MMC
City Clerk
SIGNED:
ATTEST:
CITY of THE DALLES
313 COURT STREET
(541) 296-5481
FAX (541) 296-6906
AGENDA STAFF REPORT
CITY OF THE DALLES
MEETING DATE
AGENDA LOCATION
October 26,2015
Contract Review Board
ll,A
AGENDA REPORT #
TO:
FROM:
DATE:
October 13,2015
ISSUE:
Authorization to Engage Merina & Company, LLP, to Continue to Provide
Audit Services for the City of The Dalles, and Columbia Gateway Urban
Renewal Agency for Fiscal Year FY15/16 and FY16/17.
RELATED COUNCIL GOAL: Potentially related to Goal 7. Evaluate the potential of
acquiring and implementing an integrated software system, and implementing by end of
2016, including a cost accounting program.
BACKGROUND: The City has engaged Merina & Company, LLP, to perform our
audits for the past five years. When the current audit is completed and presented to the
Council and Urban Renewal Board in November or December of this year, they will have
completed their current contract with the City.
It is not uncommon for a city to continue to use the same auditors for several years,
usually for five to seven years. There is something to be said for changing auditors
periodically so that new eyes are examining the City's books and accounting processes.
However, the first year or so with new auditors is much more time consuming as they
have to familiarize themselves with all aspects of the entity's functions before they can
determine the focus of their audit. This not only increases the cost of the audit, but also
uses significantly more of staffs time.
Cun-ently we are negotiating with vendors for new financial software to be implemented
during the current fiscal year. Implementation of new financial software is a major
unde1iaking and the set up will require a clear understanding of not only our procedures
2015 SR Extend Merina Two Years 10-26-15-10-26-15- Merina & Company, LLP, Engagement for FYI5/l6 and FYI6/l7
Page I of2
and policies, but of accounting principles and repmting needs. In addition, the audit for
FYI5/16 will require a close review of the transition from our old software to the new to
make sure that nothing was lost or misstated in the process.
In my opinion, it will be very important to have Merina' s Tonya Moffitt, Merina partner
and our Audit Manager, and Rochelle Friend, our audit lead, as resources for issues that
may arise during the transition and also to facilitate the audit that will encompass
information from two sets of software. It would be very difficult and time consuming for
staffto have to work with a new audit firm to get them up to speed on our processes and
to also have them audit the transition between old and new software.
In addition, I plan to retire sometime in 2017, and it would be helpful for a new Finance
Director to have auditors in 2017 that were already very familiar with our accounting
system and processes. It would be very difficult for a new Finance Director to work with
new auditors, when neither are very familiar with the City's financial processes.
BUDGET IMPLICATIONS: Merina & Company, LLP, estimates approximately 3%
per year increases for both the City and Urban Renewal audits over the next two years ..
The cost for FY15/16 would be approximately $35,133 for the City and Single Audit to
be budgeted in the City Council Depmtment Audit line item 001-010-410.32-10. For
Urban Renewal the cost for FY15/16 would be approximately $4,250 in line item 2006700-419.32-10. There may be some additional cost for asking questions or advice from
the auditors during the software implementation, but they have not charged for those
types of items in the past.
A. Staff Recommendation: Move to authorize the engagement of Merina &
Company, LLP, as auditors for the City of The Dalles and Columbia
Gateway Urban Renewal Agency for the fiscal years ending June 30, 2016
and June 30,2017.
B. Do not authorize engagement ofMerina & Company, LLP, and instruct staff
to prepare a Request for Proposals (RFP) for audit services for the next three
to five years.
2015 SR Extend Merina Two Years 10~26~15- I 0·26·15- Merina & Company, LLP, Engagement for FY 15/16 and FYI6/17
Page 2 of2
CITY of THE DALLES
313 COURT STREET
(541) 296-5481
FAX (541) 296-6906
AGENDA STAFF REPORT
CITY OF THE DALLES
MEETING DATE
AGENDA LOCATION
October 26, 2015
Contract Review Board
ll,B
AGENDA REPORT #
TO:
FROM:
DATE:
October 15,2015
ISSUE:
Authorization for Use of ADP Payroll/Personnel Software.
RELATED COUNCIL GOAL: Council Goal #7: Evaluate the potential of acquiring
and implementing an integrated software system, and implementing by the end of 2016,
including a cost accounting program; and Council Goal #5: Implement a method to track
costs of City Public Works crew construction projects by the beginning of the 2015-16
fiscal year.
BACKGROUND: The intent of the software project that we have been working on for
the past year is to provide a cost effective method to improve efficiency in our processes,
improve the availability of information to our management and citizens, and to maintain
compliance with our policies, accounting practices, and state and federal regulations. We
hoped to find one system that would provide the best solution in all their modules.
This intent, while fueled by frustration with our inability to get good information out of
our current software, was also pushed by the workload capacity of the Finance
Department. We are doing several time consuming "work arounds" now that could be
eliminated by more modern software that would allow more efficient processes. In
addition, there are more tasks that are coming that will severely strain our current
workload capacity.
Prior to 2009, the Finance Department had six employees: the Finance Director, an
Accountant, a Payroll Clerk, AIR-AlP Clerk, the Utility Billing Clerk, and the
Receptionist/Cashier. In 2009, when our Accountant left her position, I told Nolan that I
thought that by doing some reorganization of classification and duties, we could work
ASR: I0/26/15- Proposal for ADP Payroll/Personnel Software
Page I of4
with a five person Finance Depmiment. Up until recently, we have been successful, with
some strain during very busy periods.
During our evaluation of how much the efficiencies of new software will help us, it has
become apparent that it may not be enough to avoid the need for additional personnel.
One of the biggest issues is going to be the required tracking and reporting for
compliance with the Affordable Care Act (ACA). In addition, we have been told that
these requirements will probably continue to change over the next few years, so there is
the added burden of the time to keep up and comply with those changes. This, along with
other tasks related to payroll, will take up more of the Accountant's time and more the
accounting tasks will then be forced onto the Finance Director, who does not have the
capacity to take on those tasks and should not be spending time on those lower level
tasks. This will also preclude any further training of the Accountant position to increase
her knowledge so she can take on more of the current accounting when the Finance
Director retires.
Both of our software vendor candidates offer some ability to track the extensive list of
items required for ACA, but we would still have to do the reporting for compliance.
ADP is a payroll/personnel software company that has been in business for 65 years, has
thousands of clients and an excellent reputation. I called our auditors to ask their opinion
and was told that not only do they not have issues with ADP when they audit, but they
use ADP themselves.
ADP offers an employee pmial (Time and Attendance) where employees can enter their
time, with project codes. It is also capable of tracking equipment use time with project
codes. Employees can also access their information, including pay stubs and W-2s, or to
make changes to their dependents, deductions, etc. There are as many opportunities for
review and approval as we would want. Most of these things are also offered by our
system software vendor candidates.
ADP offers than neither of the system software vendors do is as follows:
ADP will file our federal and state taxes for each payroll period
ADP will produce and file our federal and state qumierly taxes
ADP will handle all of our wage garnishment processing
ADP has a department that tracks all legislative changes pertaining to personnel I
payroll in order to remain compliant with all regulations in a timely manner,
including ACA requirements
• ADP will provide compliance monitoring, repmiing and 1094/1095 IRS filings
What
•
•
•
•
I have looked at ADP several times over the years, both here and in my previous position,
and was always impressed with their capabilities and services, but thought that it was
more cost effective to keep those functions in house. Now, with their ability to alleviate
some of our workload and to stay on top of the compliance tracking and reporting
requirements so much better than we could, I believe the cost I benefit review indicates
that using ADP is our best option.
ASR: 10/26/15- Proposal for ADP Payroll/Personnel Software
Page 2 of4
ADP has indicated it normally takes about eight weeks to implement, and that we could
be using their services as of January I, 2016. That would mean that we would not have
to do a mid-year conversion.
ADP has provided me with contact information for some entities that are using ADP with
each of our system software vendors. I will be contacting them with questions regarding
the integration between those systems to find out if there are any issues. I will report on
any issues that I discover at the Council meeting.
BUDGET IMPLICATIONS: We would not pay any fees until the implementation was
completed, and then would pay the set up costs. The monthly fees are based on the
number of employees processed and will be paid each month.
We have been offered two options that show estimates over five (5) years:
Option 1 offers a discount on the installation costs and a fixed annual fee over five years.
This option requires a contract.
ADP
Option
1
contract I
install
1,688
1st year
13,165
2nd year
13,165
3rd year
13,165
4th year
13,165
5th year
Total over
5 years
13,165
67,514
Option 2 offers no discount for implementation, but a lower annual fee schedule that will
provide for a 3% increase in the second and third years, and then estimates a maximum
5% per year for the next three years. This option does not require a contract.
ADP
Option
2
contract I
install
Estimated
Travei/Trng
6,750
10,046
2nd year
10,347
3rd year
10,658
4th year
11,191
5th year
11,750
Total over
5 years
60,742
Please see the attached documents regarding Options 1 and 2 attached to this report.
Since payments for ADP would not be made until December or January, I have not
proposed budget changes for this meeting. Hopefully, we will be able to successfully
negotiate for the remainder of the software needs soon and will be able to combine all of
the budget changes needed for the software project into one meeting for Conncil
consideration.
1. Staff Recommendation: Move to authorize staff to sign agreement with ADP for
Option 2 and proceed with implementation of the ADP services.
ASR: 10/26/IS- Proposal for ADP Payroll/Personnel Software
Page 3 of4
2. Move to authorize staff to sign agreement and contract with ADP for Option I
and proceed with implementation of the ADP services.
3. Direct staff to reject ADP options and continue to negotiate with system software
vendors for these services.
ASR: 10/26/15- Proposal for ADP Payroll/Personnel Software
Page 4 of4
Investment Summary
Today's Date: 10/12/2015
Quote Number: 02-2015-1120812.1
The City of The Dalles
313 Court St
The Dalles, OR 97058-2193
Uoiled States
Executive Contact
Kate Mast
ADP Sales Associate
Mazda Fatemi
Finance Director
[email protected]
541-296-5481
[email protected]
503-652-7734
Control # I : Quote based on an estimated 105 pays, paid Monthly
Payroll, HR, TIME: $95.00 Base Fee plus $15.60 per employee pet' processing
W2/1099s: $6.55 per W2/1099
Annual Total Investment:
Discount:
Annual Investment:
One Time Implementation Cost:
Discount:
Implementation Cost:
Promotion:
$21,483.75
$8,318.40
$13,165.35
$6,750.00
$5,062.50
$1,687.50
Five Year Pricelocl{ Guarantee: Come to
ADP & get one spend you can control
SALES ORDER
Quote Number: 02-2015-1120812.1
313 Court St
United States
Control Start Date: 1/29/2016
ADP Sales Associate
Mazda Fatemi
[email protected]
503-652-7734
Executive Contact
Kate Mast
Finance Director
[email protected]
541-296-5481
Count
Monthly Fees
105
Workforce Now Solutions * - 40.0%
Essential Plus Payroll
Tax Filing Service
Payment Services
Reports Library and Custom Report Writer
Wage Garnishment Processing
Paid Time Off Tracking
General Ledger Solution
Online Reports and Pay Statements
Essential HR
Compliance Reporting
Policy Acknowledgement
Employee Development Tracking
ADP Portal with Customized Content
Paid Time Off Accruals
Essential Benefits
Multiple Benefit Plan Types
Flexible Rate Structures
Notifications & Approval
Benefit Plan Creation
Essential Time
Time Collection
PTO Management & Reporting
Request & Approval Workflows
Essential ACA
Annual I 094cll 095c Filing
*See ACA Services Statement of Work for a full detail of
additional work and cost that may apply
Invoice Details
Additional Jurisdiction (if applicable)
Min
Base
$95.00
Rate
$15.60
Monthly Fee
$1,733.00
Employee and Manager Self Service
Access to Mobile Apps
Employee Discount Program
New Hire Reporting
Group Term Life Auto Calculation
One Delivery Location
HR Compliance Library
Custom Fields
Organization Charting
ACA Compliance Dashboard
Dependent & Beneficiary Tracking
Cobra Event Triggers
Rule Based Calculations
Scheduling
Mobile Access
Evidence of Benefit Offering Screens & Reporting
2+
Unit Fees
$8.95 per month
$4.00
Annual Totals
$20,796.00
Annual Fees
Year-end W2s
Min
Count
105
Implementation Fees
Base
Rate
$6.55
Count
Annual Totals
$687.75
One Time Fee
Promotion:
Five Year Pricelock Guarantee: Come to ADP & get one spend you can control
Summary
Total Annual Fees (Total of all annual fees)
Annual Total of Monthly Fees
$687.75
$12,477.60
$1
Control Summary
Control!
Control Name
City ofThe Dalles
Company Code
Pays
105
THE ADP SERVICES LISTED ON THIS SALh"'S ORDER ARE PROVIDED AT THE PRICES SET FURTH ON THE ABOVE PAOES AND IN ACCORDANCE WITH ADP'S
STANDARD TERMS AND CONDITIONS OF SERVICE ATTACHED TO THIS SALES ORDER. BY SJONINO BELOW YOU ARE ACKNOWLEDGING' RECEIPT OF
AND AGREEMENT TO SUCH TERMS AND CONDITIONS AND TO THE LISTED PRICES.
ADP,LLC
Client:
By:
By:
Name:
Name:
Title:
Title:
Date:
Date:
Investment Summary
Quote Number: 02-2015-1120812.2
313 Court St
United States
ADP Sales Associate
Executive Contact
Kate Mast
Finance Director
lmte _ [email protected]
541-296-5481
Mazda Fatemi
[email protected]
503-652-7734
Control# 1 :Quote based on an estimated 105 pays, paid Monthly
Payroll, HR, TIME: $95.00 Base Fee plus $15.60 per employee per processing
W2/1 099s: $6.55 per W2/1 099
Annual Total Investment:
Discount:
Annual Investment:
Implementation Cost:
$21,483.75
$11,437.80
$10,045.95
$6,750.00
SALES ORDER
313 Court St
United States
Quote Number: 02-2015-1120812.2
Control Start Date: 1/29/2016
Executive Contact
Kate Mast
ADP Sales Associate
Mazda Fatemi
[email protected]
503-652-7734
Finance Director
[email protected]"us
541-296-5481
Monthly Fees
Workforce Now Solutions *- 55.0%
Essential Plus Payroll
Tax Filing Service
Payment Services
Repm1s Library and Custom Report Writer
Wage Garnishment Processing
Paid Time Off Tracking
General Ledger Solution
Online Reports and Pay Statements
Essential HR
Compliance Reporting
Policy Acknowledgement
Employee Development Tracking
ADP Portal with Customized Content
Paid Time Off Accruals
Count
105
Min
Base
$95.00
Rate
$15.60
Monthly Fee
$1,733.00
Annual Totals
$20,796.00
Employee and Manager Self Service
Access to Mobile Apps
Employee Discount Program
New Hire Reporting
Group Term Life Auto Calculation
One Delivety Location
HR Compliance Libraty
Custom Fields
Organization Charting
Essential Benefits
Multiple Benefit Plan Types
Flexible Rate Stmctures
Notifications & Approval
Benefit Plan Creation
ACA Compliance Dashboard
Dependent & Beneficiary Tracking
Cobra Event Triggers
Essential Time
Time Collection
PTO Management & Reporting
Request & Approval Workflows
Essential ACA
Annual I 094c!l 095c Filing
*See ACA Services Statement of Work for a full detail of
additional work and cost that may apply
Rule Based Calculations
Scheduling
Mobile Access
Evidence of Benefit Offering Screens & Reporting
*Discount
<$953.15>
Invoice Details
Additional Jurisdiction (if applicable)
Unit Fees
2+
<$11,437.80>
Count
Annual Fees
Year-end W2s
105
Min
Base
Rate
$6.55
Count
Implementation Fees
Summary
Total Annual Fees (Total of all annual fees)
Annual Total of Monthly Fees
Annual Totals
$687.75
OneTime Fee
$687.75
$9,358.20
Control Summary
Company Code
THE ADP SERVICES LISTED ON THIS SALES ORDER ARE PROVIDED AT THE PRICES SET FORTH ON THE ABOVE PAGES AND IN ACCORDANCE WITH ADP'S
STANDARD TERMS AND COND!T!ONS OF SERViCE ATTACHED TO THIS SALES ORDER. BY S!GNJNG BELOW YOU ARE ACKNOWLEDGING RECEiPT OF
AND AGREEMENT 7V SUCH TERMS AND CONDI710NS AND TO THE LiSTED PRICES
ADP,LLC
Client:
By:
By:
Name:
Name:
Title:
Title:
Date:
Date:
CITY OF THE DALLES
Department of Public Works
1215 West First Street
The Dalles, Oregon 97058
AGENDA STAFF REPORT
CITY OF THE DALLES
MEETING DATE
AGENDA LOCATION
October 26, 2015
Action Item
12, A
AGENDA REPORT #
TO:
FROM:
Dave Anderson, Public Works Director
DATE:
October 14, 2015
ISSUE:
Proposed East 15th Street Improvements under the Gravel Street Policy.
RELATED CITY COUNCIL GOALS: Goal A.l-During the fiscal year 2015-16 budget process
implement a 3-year moratorium on Street construction projects and focus resources on preventive
maintenance projects (i.e.: patching, crack sealing, chip sealing).
BACKGROUND: The City has received a request from the owner ofthe Elk Horn residential
development, located along Thompson Street between 15th and 16th Streets, to make improvements to
East 15th Street under the Gravel Street Renovation Policy. The Gravel Street Renovation Policy was
developed as an expedited and cost-effective process for paving of existing gravel streets and alleys
within the community short of forming a full-blown Local Improvement District (LID). Since it is an
abbreviated process, it requires consent of all property owners who may be asked to contribute
financially to the project. The Policy provides for a sharing of project costs between prope1ty owners
and the City wherein the property owners pay for any concrete work needed for the project (curbs,
sidewalks, retaining walls, etc.) and the cost to purchase materials (rock and asphalt). The City provides
the tools, labor, and equipment to lay the pavement down in the right-of-way. Project requests are
prioritized based upon benefit to the community and availability of City resources.
With the recent revisions to the City's Land Use and Development Ordinance (LUDO),
developing residential property owners are no longer required to construct street improvements
along their frontage as they develop their properties. There is also no requirement that the City
construct these improvements. Therefore, Elk Horn has requested that improvements to East 15th
1
Street, extending west from Thompson Street, be constructed under the Gravel Street Renovation
Policy.
This request would represent an expansion of the Gravel Street Renovation Policy. Normally,
the Policy is applied to existing unpaved streets that have a grade and roadway established. In
this case, the request would apply to a platted but as yet completely undeveloped roadway. To
provide consistency with the intent of the Policy, this project would require the developer to
complete all excavation of native soils necessary to provide the finished grade ofthe proposed
street. The design for the street was previously completed by the developer when a residential
subdivision was being permitted. The City would then perform the excavation of native
materials needed to construct the base and paved surface from the planned finished grade
elevations, a depth of 12 inches (7" base rock, 2" finish rock, 3" asphalt). The property
owners/developer would purchase the rock and asphalt for the project and the City would place
the rock to build the road base and pave the street. No concrete improvements are planned for
the project as there is a curb and partial sidewalk along the nmih side of the proposed roadway,
and the street has been designed to sheet-drain to the north. The City will also be constructing a
storm water main and catch basin in East 15 111 Street since the requirements to extend storm water
utilities are now the City's responsibility; this extension will connect to the new storm water
main to be constrncted in Thompson Street.
Multi-frontage, also called Corner-lot, relief would also apply to the project. Under Resolution
No. 07-007, when residential lots have frontage on more than one street, the lot will only be
responsible for public improvements for the average length of all frontages. Two of the lots that
have frontage along this section of East 15 111 Street also have frontage on Thompson Street and
would therefore quali:ty for Multi-frontage relief. Relief funding is provided from City's Special
Assessment Fund, Fund 36, which is money that could not be used for street maintenance. There
is $25,000 budgeted for Corner-lot Relief in the current fiscal year.
Following is a budget breakdown for the project materials based upon current pricing.
Quantity (ton)
300ton
85 ton
130 ton
Item
I 112"- rock
3/4"- rock
3" asphalt
Unit Price
$
8.00
$
8.00
61.00
$
Total
Total
$ 2,400.00
$
680.00
$ 7,930.00
$ 11,010.00
The cost allocation for the project materials is presented below.
Lot
NWLot
NE Lot
SW Lot- Elk Horn #5
SE Lot - Elk Horn #I
Total
Frontage
(ft)
76
84
80
80
MultiFronta!!e (ft)
0
72
0
75
Assessed
Fronta!!e (ft)
76
12
80
5
Owner
Cost
$2,615.16
$ 412.92
$2,752.80
$ 172.05
$5,952.93
City
Multi-Front
Contribution
$
2,477.52
$
$
$
2,580.75
$
5,058.27
2
It is staffs understanding that the Elk Horn developer will be paying all the non-City costs and
other property owners would not be assessed for this project. If this is incorrect, the consent of
all other contributing property owners would need to be obtained to proceed with the project. If
approved, this project would be scheduled for spring 2016 and coordinated with the developer.
It is estimated that the street work for the City's part of the project would require a week to
complete, with a total estimated labor value of $6068; this estimate assumes that no rock
excavation would be required.
BUDGET ALLOCATION: If the project is approved, an estimated $5,058.27 would be spent from
Budget line 036-3600-419.31-80 for Corner-lot Relief to purchase materials; there are adequate funds
available for this project. In addition, an estimated $6068.00 worth of City labor would be contributed
to the project.
ALTERNATIVES:
I. Direct staff to proceed with constmcting improvements on East 15 111 Street under the Gravel Street
Renovation Policy.
2. Deny authorization to construct improvements on East 15 111 Street under the Gravel Street
Renovation Policy.
2. Provide alternative direction to staff regarding the request to constmct improvements on East 15111
Street under the Gravel Street Renovation Policy.
3
CITY OF THE DALLES
Department of Public Works
1215 West First Street
AGENDA STAFF REPORT
CITY OF THE DALLES
MEETING DATE
AGENDA LOCATION
October 26, 2015
Action Item
12, B
TO:
FROM:
Dave Anderson, Public Works Director
DATE:
October 13,2015
ISSUE:
Annual Review of Water Utility Rates.
AGENDA REPORT #
CITY COUNCIL GOALS: A-9, Review Water Capital Improvement Plan and Rate Structure.
PREVIOUS AGENDA REPORT NUMBERS: #11-080, #11-084, #11-088, #11-095,
#12-051,#12-064.#14-071
BACKGROUND: Staff has reviewed current water utility revenues with the close-out of the 201415 fiscal year and as we have reached the end ofthe 2015 summer irrigation season. The results of
that review show that revenues are exceeding predictions. Accordingly, in this report, staff is
providing a brief background on the City's current water rates and presenting some options to the
Council for consideration.
In 2011 and 2012, City Council adopted and indicated its continued support for a capital
improvement project list and implementation schedule known as Option 2B. This plan delayed
implementation of water utility capital improvement projects from the schedule previously
identified in the 2006 Water Master Plan to allow time to build funds for the projects. After
considering five different project and rate schedules and holding public hearings in 2011, Council
selected Option 2B as being the most affordable option available. Option 2B provided for 10%
water rate increases to occur in 2011,2012,2013 and 2014,8% increases to occur in 2015,2016
and 2017, and 10% increases in 2018, 2019 and 2020. It also provided for the issuance of a $2.4
million bond in 2014/15, a $9.8 million bond in 2016/17, and an $11.5 million bond in 2019/20 to
1
fund capital projects. Each bond was planned to have a 25-year term. The scheduled rate increases
would fund repayment of the bonds. As scheduled, a I 0% rate increase was implemented
September I, 2014.
A revenue analysis conducted in October 2014 and presented to Council in Agenda Staff Report
#14-071 showed that water rate revenues collected in 2013114 exceeded targets, largely due to
increased industrial water use and partially due to dry weather related demands. As a result, half of
the September 2014 10% water rate increase was rolled back in November 2014. Also at that time,
a rate schedule was adopted that anticipated 5% per year rate increases through 2020, contingent
upon annual reviews. The current 2015/16 budget was prepared and adopted with revenue
projections that were based upon an anticipated 5% water utility rate increase that was to be
effective November I, 2015.
Capital Improvement Plan
The needs for the identified capital improvement projects still exist. For review, Table I presents a
list and schedule of those projects yet to be completed. The costs provided are those identified in
2006 and are presented as such because they were the basis for the revenue targets.
Table 1
Future Capital Improvement
DEQ temperature mitigation
Sorosis Reservoir rehabilitation
Columbia View Reservoir Painting
Dog River Pipeline Replacement
Port Pipeline Extension (50%)
3'" Street Streetscape
Lone Pine Well Enhancement
Finished Water Pipeline Replacement
Total
Cost
$1,311,272
$733,598
$327,818
$7,853,064
$1,101,310
$697,040
$1,266,770
$10,050,000
$23,340,872
Year
2014/15
2014/15
2014/15
2016/17
2016/17
2016/17
2019/20
2019/20
Due to project priorities and some regulatory opportunities, none of the projects scheduled for
2014/15 in Table I have been completed yet. The two reservoir painting projects were postponed
until a seismic study could be completed; that study has been done and the recommendations can be
implemented concurrent with the painting projects. Related to the temperature mitigation project,
some recent regulatory changes may provide opportunities for the City to address the stream
temperature issue at a much lower cost than originally planned; staff will be exploring those
opportunities. In the meantime, the monies allocated for those projects are being held in the Water
Reserve Fund.
2
Water Usage
Council has requested information about water usage for single family residences related to the
volumes that are included in the City's water utility base rates. Staff has evaluated the billing
history for this customer class from the last 12 months. The results of the analysis are presented in
Table 2.
Table 2
Single-Family Residences: percent of customers in consumption category
>15 kgal
<5 kgal
5-10 kgal
10-15kgal
Oct-14
29%
IS%
20%
36%
23%
S%
4%
68%
Nov-14
2%
Dec-14
22%
4%
72%
2%
78%
18%
2%
Jan-IS
1%
Feb-IS
78%
18%
3%
Mar-IS
2%
1%
16%
81%
Apr-IS
2S%
4%
3%
68%
May-IS
IS%
18%
37%
30%
June-IS
21%
24%
19%
36%
July-IS
17%
17%
17%
49%
Aug-IS
18%
19%
16%
47%
Sep-IS
2S%
2S%
16%
34%
As shown in Table 2, less than 10% of the single-family residences use more than the 10,000-gallon
base volume in the winter, and about one quarter of the customers use over S,OOO gallons in those
months. In May, about one third of the customers use more than the base volume, and in the
summer one-half to two-thirds of the residential customers use more than the base volume.
Revenue Update
A review of water utility revenues after the close of the 20 14/IS fiscal year shows that revenues
exceeded the budgeted target by $134,463. Revenues have also, for the second straight year,
exceeded projections in Option 2B. While water utility rates were increased by S% in 2014, water
utility rate revenues for 2014/1S increased by 12% over the prior year.
The increases in rate revenues realized in both 2013/14 and 2014/1S were partly due to growth in
industrial water usage and pmtly related to drier weather conditions. The drought conditions in
201S resulted in increased water use by some commercial and industrial customers as the City's
wells were utilized to a much greater extent than normal and the increased mineral content of the
well water presented operational challenges for the customers that increased usage.
In addition to increased rate revenues, the beginning balance for the Water Fund was about
$407,000 higher than budgeted. The sources of the increased carry-over are spread throughout both
the Water Treatment and Water Distribution budgets; Table 3 outlines the most significant sources
that account for nearly all of the increased beginning balance.
3
Table 3
Water Treatment Budget
Personnel
Contractual Services
Electrical
Timber Management
Permits
Water Treatment Chemicals
Watershed bridge
Wicks flow meters
Subtotal
Water Distribution
Budget
Contractual Services
Lines supplies
Street Const'n Supplies
Capital projects
Water Lines
Subtotal
Water Rate Revenues
Total
$ 29,000
$
15,000
5,000
$
$ 33,000
13,000
$
$ 31,000
$ 20,000
$ 40,000
$ 186,000
Short staffed much of year due to resignation/promotion
Timber mgmt & sludge drying basin cleaning carried over
Warm winter, Wicks well used less than anticipated
Post-fire timber management services less than expected
No permit yet issued for backwash water discharge
Lower water production due to drought
Postponed until 20 I 5/16
Meters purchased; installation postponed until 20 I 5/16
$
$
$
$
$
$
Leak detection and large meter testing less
Reduced pipe supplies inventory
Less street patching than anticipated
Kuck Well rehab postponed until 20 I 5/16
lith/Thompson water main]Jostponed until2015/16
II ,000
94,000
8,000
17,000
17,000
147,000
Revenues were expected to be $65,000 higher than
expected when I 5/16 budget was prepared; actual
$70,000 revenues were $135,000 higher than expected
$ 403,000
With revenues exceeding predictions, there is an opportunity to again reconsider the water utility
rate schedule. Due to increased revenues, relatively flat operational inflation (even though
construction costs have experienced significant inflation), and maintaining operating costs below
those that were projected, there was no need for the bond that was planned for 2014/15; this has
provided savings that were not anticipated in Option 2B by avoiding an anticipated debt service.
Instead, those projects will be funded with cash available in the Water Capital Reserve Fund. The
elimination of this $2.4 million bond has reduced annual expenditures from those projected in
Option 2B by over $166,000 per year and will save a total of$4,166,625 over 25 years.
Staff has prepared tlu·ee options for Council's consideration. Staff is also proposing a further
modification that rate adjustments become effective on November 1st in future years to allow
adequate time to receive and fully evaluate the revenues from the entire irrigation season.
Option 1: Staff recommendation
No rate adjustment this fiscal year. Take a year off from water rate adjustments, then re-evaluate
revenues next year and consider resuming 5% per year scheduled rate increases on November 1,
2016 as follows:
5% rate increase
November 1, 2016
November 1, 2017
5% rate increase
5% rate increase
November 1, 2018
November 1, 2019
5% rate increase
November 1, 2020
5% rate increase
4
The best information available to staff at this time indicates that industrial usage over the next 12
months is likely to remain fairly constant compared to the last 12 months. If this proves to be the
case, and if weather conditions return to more normal patterns, it is projected that this option may
generate water utility revenues for the 2015116 fiscal year $110,000-$140,000 less than budgeted.
However, a short-fall of this amount can be accommodated with the increased beginning balance for
the Water Fund. In light of the "uncertainties" associated with recent weather patterns and
industrial usage, there is an opportunity to take advantage of the additional beginning fund balance
to let revenue factors "normalize" for a year before making further rate adjustments.
Option 2:
Implement a 3% water utility rate increase effective November I, 2015, and then plan to implement
5% rate increases annually on November I from 2016 through 2020 as follows:
November I, 2016
5% rate increase
November I, 2017
5% rate increase
November I, 2018
5% rate increase
November I, 2019
5% rate increase
November I, 2020
5% rate increase
This option is projected to provide the same amount of water utility rate revenues as were projected
in the adopted 2015/16 budget. If City-wide water usage patterns remain constant, this option is
anticipated to generate the same amount of revenue and future bond debt savings as was anticipated
last year when the 5% annual rate increase scenario was approved by Council -a total of nearly $9
million in debt savings over 25 years compared to the original Option 2B.
Option 3:
Implement a 5% water utility rate increase effective November 1, 2015, and then plan to implement
5% rate increases annually on November I'' from 2016 through 2020, as was planned last fall.
Futme rate increases would be as follows:
November I, 20 16
5% rate increase
November 1, 2017
5% rate increase
November I, 2018
5% rate increase
November 1, 2019
5% rate increase
November I, 2020
5% rate increase
This option is projected to provide about $42,000 more revenue from water utility rates than was
anticipated in the adopted 2015116 budget. The benefit of this option is that it would generate more
revenue than the rate scenario approved last fall and would be anticipated to provide an additional
$175,000 in debt savings over 25 years compared to Option 2 above.
Staff is seeking direction from Council related to water utility rates. It is a bit of a process to update
rates in the City's utility billing system. If Council provides direction to staff at this meeting that
would result in a rate adjustment, an updated rate resolution can be brought back for adoption at the
November 9'h meeting and staff can begin preparing to implement rate adjustments effective
December 1'',if that is Council's desire.
BUDGET IMPLICATIONS: All of the alternative rate schedules outlined are anticipated to
provide revenues adequate to complete capital improvements as set forth in the City's capital
improvement plans and Water Master Plan. The option selected by Council will detennine the
balance between monthly rates and longer-term debt obligations. Staff believes that, given the
5
current uncertainties related to industrial use and recent weather patterns, and the fact that revenues
have been exceeding targets, Option I provides such a balance by holding rates steady for a year
and allowing some stabilization of varying factors.
RECOMMENDATIONS:
I. Staff Recommendation: Direct staff to proceed with Option I and hold water rates steady for
the current fiscal year.
2. Provide alternative direction to staff regarding water utility rates.
6
CITY of THE DALLES
313 COURT STREET
(541) 296-5481 ext.1122
FAX: (541) 296-6906
AGENDA STAFF REPORT
CITY OF THE DALLES
MEETING DATE:
AGENDA LOCATION:
October 26, 2015
Action Items
12, c
AGENDA REPORT #
TO:
FROM:
Gene E. Parker, City Attorney
THRU:
Julie Klueger, Interim City Manager
DATE:
October 7, 2015
ISSUE:
Adoption of Special Ordinance No. 15-569, authorizing the execution of a Cable
Franchise Extension Agreement with Falcon Community Ventures I, L.P., and
declaring an emergency.
RELATED CITY COUNCIL GOAL: None.
PREVIOUS AGENDA REPORT NUMBERS: None.
BACKGROUND: On October 2, 2000, the City Council adopted Special Ordinance No. 00-482
granting a franchise for cable services to Falcon Community Ventures I, L.P., locally known as
Charter Communications. The cunent franchise agreement expires on November 6, 2015. City
staff members and representatives from Charter have been involved in informal negotiations in
accordance with Section 626(h) of Title VI of the Communications Act of 1934, as amended.
Both the City and Charter Communications have reserved their rights under the more formal
franchise renewal provisions set forth in Section 626(h) of Title VI of the Communications Act
of 1934, in the event that the informal negotiations do not result in an agreement upon the terms
for a new franchise ordinance.
City staff and representatives from Charter have made significant progress towards finalizing the
terms of a new franchise ordinance. With the cunent franchise ordinance scheduled to expire on
1 of2
November 6, 2015, City staff and representatives from Charter agreed it would make sense to
extend the current franchise ordinance for a few months to allow for the negotiations to continue.
Enclosed with this staff report is Special Ordinance No. 15-069 which includes a proposed
Franchise Extension Agreement, which would extend the term of the current franchise ordinance
through March 30, 2016, or until a new Franchise Agreement was negotiated, whichever comes
first. All other terms and conditions of the existing franchise ordinance would remain in effect.
Notice of adoption of Special Ordinance No. 15-069 has been posted as required by the City
Charter, and the ordinance can be adopted by title only.
BUDGET IMPLICATIONS: The new franchise ordinance would provide that Charter
Communications pay a franchise fee of 5% of gross revenues, which is the maximum amount
allowed by federal law. Charter has advised City staffthat their policy concerning the provision
of six optical fibers for the City's Institutional Network ("I-network"), at no cost, which is used
for non-commercial, non-profit application by the City and its agencies, the City/County Library,
and Wasco County Courthouse, has changed and Charter will no longer agree to provide these
optical fibers for no cost. City staff will be reviewing options for the cost of providing these
optical fibers, and include that information in the staff report which is provided with the final
version of the new franchise ordinance.
ALTERNATIVES:
A. Staff Recommendation. Move to adopt Special Ordinance No. 15-569 by title only.
2 of2
SPECIAL ORDINANCE NO. 15-569
AN ORDINANCE AUTHORIZING EXECUTION OF A CABLE
FRANCHISE EXTENSION AGREEMENT WITH FALCON
COMMUNITY VENTURES I, L.P., AND DECLARING AN EMERGENCY
WHEREAS, the City Council adopted Special Ordinance No. 00-482 on October 2,
2000 granting a cable franchise ("Franchise") to Falcon Community Ventures I, L.P ., locally
known as Charter Communications ("Charter"); and
WHEREAS, the Franchise expires on November 6, 2015; and
WHEREAS, the City and Chmier have begun informal renegotiations in accordance with
Section 626(h) of Title VI of the Communications Act of 1934, as amended, and Charter has
requested that the City extend the existing franchise while a new franchise continues to be
negotiated; and
WHEREAS, the City Council has determined it is in the public interest to fmiher extend
the current Franchise for an additional period of time to ensure that cable service to the public
will not be interrupted;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF THE DALLES
ORDAINS AS FOLLOWS:
Section 1. Franchise Extension Agreement Approved. The City Council hereby
authorizes the execution of the Franchise Extension Agreement attached hereto as Exhibit "A",
which will extend the Franchise granted to Chmier until March 30,2016, or until a new
Franchise Agreement is negotiated, whichever comes first, in accordance with the terms and
conditions set f01ih in the Franchise Extension Agreement.
Page 1 of2- Sp Ord No 15w569
Section 2. Emergency Declared. WHEREAS, the current Franchise for cable service
provided by Charter is scheduled to expire on November 6, 2015, and it is in the best interest of
the public welfare that the current Franchise be extended while negotiations continue for a new
Franchise; NOW THEREFORE, an emergency is declared to exist, and this Ordinance shaH go
into effect immediately upon its passage and approval by the City Council.
PASSED AND ADOPTED THIS 26TH DAY OF OCTOBER, 2015
Voting Yes, Councilors: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __
Voting No, Councilors: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __
Absent, Councilors: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __
Abstaining, Councilors: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __
AND APPROVED BY THE MAYOR THIS 26TH DAY OF OCTOBER, 2015
ATTEST:
Page 2 of2- Sp Ord No
15~569
FRANCHISE EXTENSION AGREEMENT
THE DALLES, OREGON
WHEREAS, Falcon Community Ventures I, L.P., locally known as Chatter Communications
("Charter") currently holds a cable franchise with the City of The Dalles, Oregon ("City"), granted by
Special Ordinance No. 00-482 ("Franchise") on October 2, 2000; and
WHEREAS, the Franchise expires November 6, 2015; and
WHEREAS, the City and Chatter have begun informal renewal negotiations in accordance with
Section 626(h) of Title VI of the Communications Act of 1934, as amended and the patties continue to
reserve all rights under the formal procedures of Section 626 of Title VI of the Communications Act of
1934, as amended, and do not waive any rights related thereto; and
WHEREAS, Chatter has requested that the City extend the existing franchise while a new
franchise continues to be negotiated; and
WHEREAS, it is in the public interest to futther extend the current Franchise for an additional
period oftime so that cable service to the public will not be interrupted.
NOW, THEREFORE, the Franchise of Chatter shall be extended through March 30, 2016, or
until a new Franchise Agreement is negotiated, whichever comes first. All other terms and conditions of
the existing Franchise shall remain the same. The parties continue to reserve all rights under the formal
procedures of Section 626 of Title VI of the Communications Act of 1934, as amended, and do not waive
any rights related thereto.
APPROVED this _ _ day of _ _ _ _ _ _ _ _, 2015
City of The Dalles, Oregon
By: _ _ _ _ _ _ _ _ _ _ __
Print Name: _ _ _ _ _ _ _ _ _ __
Title: _ _ _ _ _ _ _ _ _ _ _ __
ACCEPTED this _ _ day of _ _ _ _ _ _ _, 2015
Falcon Community Ventures I, L.P., Ilk/a Chatter
Communications
By:
------------
Print N arne: ---:-:---c--:::------,--;-;:;;-;-Title: Vice President, Government Affairs
Charter Communications
CITY of THE DALLES
313 COURT STREET
THE DALLES, OR 97058
AGENDA STAFF REPORT
PH. (541) 296-5481
FAX {541) 296-6906
CITY OF THE DALLES
MEETING DATE
AGENDA LOCATION
October 26,2015
Discussion Items
AGENDA REPORT #
13, A
TO:
FROM:
Julie Krueger, Interim City Manager
DATE:
October 8, 2015
ISSUE: Discussion Regarding Development of a Policy to Consider Funding Requests.
BACKGROUND: At the July 27 Council meeting, the City Council directed staff to provide
examples of policies used by other cities; to move items from the Council budget (line 31-1 0) to
departmental budgets for on-going services; and identity possible funding sources for special
funding requests.
Examples from Sisters, Albany, and the Northern Wasco County PUD are attached for review. A
draft policy is also attached for the Council to use as a starting place in developing a City policy.
The draft is written to reflect that grants would be for non-profit groups and the criteria based on
how the proposal would stimulate economic development and tourism.
Regarding the funding source for the grants, it is recommended the City Council establish a total
amount and include in the budget, using General Fund revenues.
Items proposed to be moved from the City Council department budget are Fort Dalles Museum,
Sister City Program, Juvenile Work Crew, Main Street Program LINK bus and Wasco County
Emergency Operations Center. If the Council agrees, staff will prepare a Budget Issue Paper to
indicate the items and which departmental budget the item will be moved to.
Items remaining in the current City Council department budget, that would quality to apply for
annual funding would be Veteran's War Memorial, Fmt Dalles Fomth, Six Rivers Mediation,
YouthThink, Senior Center, Youth Shelter, and Fort Dalles Rodeo. Under the new policy, each
entity would be required to apply for funds annually, and the process would be open to others to
apply as well. The Council could also consider an option of limiting the number of consecutive
times someone could apply for funding. For instance the PUD Policy states that projects will not
be funded more than twice in any five year period.
BUDGET IMPLICATIONS: None at this time. The City Council should discuss and decide
how they would fund these requests. Currently, General Fund revenues are used, although
Budget Issue Paper 15-005, attached, shows some of the programs as beiug associated with room
tax revenue. The simplest funding method would be to set a total annual amount for the grants
from the General Fund. It could be identified as room tax revenue or Ente1prise Zone revenue,
but it is all part of the overall General Fund revenues.
ALTERNATIVES:
A.
Staff Recommendation: Provide changes and additions to the draft policy, direct
staff to prepare the policy and application form and establish a grant time line.
Once the policy is completed, staff would bring back for adoption by resolution, at
which time the Council can set the annual amount of funding.
B.
The City Council could decide they will establish a practice of not granting any
special funding requests.
C.
The City Council could consider alternatives to the draft, which may include not
restricting the process to non-profits, or may decide they should not be tied to
economic or tourism activities, or decide to add more categories such as arts and
culture.
DRAFT
CITY OF THE DALLES
LOCAL GRANTS POLICY
The City of The Dalles will fund grants for projects and programs, as funds are available, to not
for profit organizations within the City of The Dalles, who are able to demonstrate how they
would stimulate economic development or tourism in the community.
Annually, through the City's budget process, applications may be submitted for consideration.
Process
Applications will be accepted between January I and 31.
QualifYing applications will be reviewed by
(staff or Budget
Committee or Special Committee), who will make recommendations to the City Council.
The City Council will make the final decision on which applications are approved for funding.
Grant funds will be available after July I.
Application Criteria
Applicant is a non-profit or not for profit organization.
Description of how the project or program will be an economic or tourism benefit to the City of
The Dalles.
Provide detailed budget.
If a grant is awarded, provide report, including proof that funds were spent as indicated.
CITY of THE DALLES
313 COURT STREET
(541) 296-5481
FAX (541) 296-6906
BUDGET ISSUE PAPER
CITY OF THE DALLES
BUDGET YEAR
AFFECTED
DEPARTMENT(S)
AFFECTED
BUDGET DOCUMENT
REFERENCE NUMBER
FY 2015-16
General Fund
15-005
TO:
City of The Dalles Budget Committee
FROM:
Nolan Young, City Manager
DATE:
April22, 2015
ISSUE:
Expenditure ofTransient Room Tax Revenue
BACKGROUND: The City of the Dalles has, by ordinance, a tax on transient room rentals
(stays ofless than 30 days). It is often referred to as "Room Tax". The tax is specifically added
to the room rate and paid by the person renting the room. The first transient room tax for the
City ofThe Dalles was adopted in 1977. The City has had a 6% rate in effect since 1984, with a
short-term additional 2% rate for a special need in the early 1990's. An additional 2% tax was
implemented January 1, 2003. By Ordinance that tax goes to the N01thern Wasco County Parks
and Recreation District
The ordinance establishing the 6% room tax for General Fund purposes requires a minimum of
21% be used for tourism promotion. The City has historically spent the amount not used for
tourism promotion, in the General Fund, as the City Council and Budget Committee deems best.
In 2003 the State Legislature adopted legislation that is now contained in ORS 320.300 to
320.350. The law requires that "A local government that imposed a local transient lodging tax
on July 1, 2003 may not decrease the percentage of total local transient lodging tax revenues that
are actually expended to fund tourism promotion or tourism related facilities on or after July 2,
2003 ... " (ORS 320.350(3). The City of The Dalles expended 50.2% ofthe 6% room tax on
tourism promotion or tourism related facilities in 2003. This budget maintains that percentage as
identified in Table 1.
BIP.G F_Transient Rm Tax 2015116
Page I of3
We are estimating that we will collect $777,870 in room tax in fiscal year 2015-16. This is the
same as we are estimating that we will collect in fiscal year 2014-15, which is 4 1% higher than
fiscal year 2013-14. The increase is from both a new hotel and about a 10% increase in revenue
from existing lodging facilities.
l
Table 1
Use ofTrans1ent Room TaX Revenue from 6%0 Tax
FY 2015-16
Percent
Activity
FY 2015-16
Proposed
Tourism Promotion (Chamber of Commerce)
241,530
31.1%
15,000
1.9%
Fort Dalles Museum
Pioneer Cemetery
0.6%
5,000
1.7%
River Front Trail/Tree Maintenance
13,500
Festival Park/Dock
38,460
4.9%
25,000
3.2%
Main Street
20,000
2.6%
Fort Dalles Fourth of July
RARE Position: Community Curation
22,000
2.8%
Fort Dalles Rodeo 50th Celebration
10,000
1.3%
390,490
50.2%
Subtotal
Other General Fund Activities
387,380
49.8%
Total Room Tax Expenditures
777,870
100%
The following is a description of the proposed uses for this year.
Tourism Promotion:
For fiscal year 2015-16, we are proposing $241,350 for Tourism Promotion, the same as the
current year. As indicated, a minimum 21% is to be used for tourism promotion. For the past 18
year period, tourist promotion has been done through an agreement the City has with The Dalles
Area Chamber of Commerce. We are in the second year ofthe current five year contract. The
end product we have receive for the tourism promotion expenditure includes staffing of a visitor
center, a tourism coordinator, advertising eff01is, promotional brochures, and special project
planning and events. Each year the City and Chamber negotiate a budget and work plan.
Attached is the Chamber's proposal, for fiscal year 2015-16. The City Council has until May 15
to consider this proposal.
Fort Dalles Museum:
The City patiicipates with the County in the operation of this visitor attraction.
Pioneer Cemetery:
After years of neglect the level of maintenance and preservation of this Historic Landmark and
tourist attraction has increased. $3,000 is in the Planning Department budget for a maintenance
contract, $2,000 for other activities from City Council budget.
BIP.GF_Transient Rrn Tax 2015/16
Page 2 of3
Lewis and Clark Festival Park and Dock:
Construction on these two new facilities was completed in June 2012. We are providing
maintenance and utilities for both. We have not included the personnel costs to maintain
and operate these tourist attractions. This would be an allowable expense.
River Front Trail Maintenance:
The City's contracts with the Parks and Recreation District for maintenance of a section
of the River Front Trail from the boat basin to Union Street and from Union Street
undercrossing west a quarter mile. We are also contracting for maintenance of the
downtown street trees.
Main Street:
The City has been supporting development of a non-profit Main Street Organization in
our downtown for the last few years. In fiscal year 2013/14 this new non-profit was
provided a full time coordinator though the states AmeriCorps- RARE program. This is
the second year we are proposing $25,000 to help them maintain a full time coordinator.
Fort Dalles Fourth of July:
The Fort Dalles Fourth Committee has requested $35,000 for the 2015 event. We are
proposing $20,000 to help support this event.
Fort Dalles Rodeo 50 111 Anniversary:
This community group has requested $10,000 to beef up their efforts in celebration of
their 50111 Anniversary.
RARE Position: Communitv Curation:
We are applying for an AmeriCorps position through the University of Oregon Resource
Assistance for Rural Environment program. This individual would help move the
curation of community historical assets project, a major tourism attraction in the
community, and assist the Main Street Program.
BIP.GF Transient Rm Tax 2015/16
Page 3 Or3
CITY OF SISTERS
POLICY: COMMUNITY GRANT CRITERIA
EFFECTIVE DATE:
I.
02/28/2010
NUMBER:
CMO
102
APPROVAL: CITY COUNCIL
POLICY: It is the policy of the City of Sisters to provide assistance to non-profit or other
community entities and organizations that meet specific criteria.
The City of Sisters may provide community assistance grants to non-profit or other entities
that serve the Sisters community for projects or programs that meet the following criteria:
•
•
•
Provides assistance for essential utilities, food, clothing or shelter.
Provides educational or recreational opportunities for children or seniors.
Generates/supports economic activity in Sisters.
In evaluating requests, the City will consider the following:
•
•
•
•
•
•
The ability to meet one or more of the criteria listed above.
The requesting organization's history of success.
The organizational and financial stability of the requesting organization.
The number and types of community members served by the request.
The ability to measure and track the effectiveness of the project or service.
Community grant funds will not be used for travel, budget deficits or for routine
operating expenses.
II. PURPOSE: To set forth the procedures, terms and conditions under which the City will
consider making grant awards to community organizations that meet specific criteria, as
budgeted funds allow.
Ill. PROCEDURES:
City of Sisters
•!• In reviewing the annual budget, the City Budget Committee will set an amount targeted
for community assistance grants. The Budget Committee may include funding for
specific non-profit agencies or choose to earmark funds without specifying a recipient
agency.
•!• By mid-April, publish an announcement in the Nugget Newspaper announcing the City
will be accepting Community Grant applications. The announcement will continue to
run until the application due date. Applications will be due by the end of May.
•!• Collect date stamped applications until the deadline.
•!• Create a spreadsheet of all the community grant requests received.
Community Grant Criteria Policy- CMO 102
Page 1 of 2
•!• Schedule a workshop for the City Council to discuss and determine who the grant
recipients will be and the dollar amount of the grant. The City Council approves the
grant recipients and amounts at a regular meeting.
•!• The City Council approves the City Budget. The grant award is contingent on the
Council's approval of the budget and appropriation of funds for community grants for the
upcoming fiscal year.
•!• Send a letter to entities confirming grant amount received.
•!• Send a letter of regret to entities that were not chosen to receive grants.
Community Grant Applicant
•!• Submit a Community Grant application prior to the deadline along with a letter
supporting the request. The letter should include how the funds will be used, including
the benefit to citizens, number and types (children, seniors etc.) of community members
served, positive impacts to the community and any other information relevant to the
request.
•!• Provide a letter to the City of Sisters upon completion of the project/or fiscal year end
detailing how the funds were used.
Community Grant Criteria Policy- CMO 102
Page 2 of2
City of Sisters
Community Services Grant Application
The City ofSisters may provide community services grants to non-profit and other entities that serve the
Sisters community for projects or programs that meet the following criteria:
~
~
~
Provides assistance for essential utilities, food, clothing or shelter.
Provides educational or recreational opportunities for children or seniors.
Generates/supports economic activity in Sisters.
In evaluating requests, the City will consider the following:
~
~
~
~
~
The ability to meet one or more of the criteria listed above.
The requesting organization's history of success.
The organizational and financial stability of the requesting organization.
The number and types of community members served by the request.
The ability to measure and track the effectiveness ofthe project or service.
Please type or print clearly:
1. O r g a n i z a t i o n : - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 2.
Mailing Address:
3.
Telephone No.: _ _ _ _ _ _ _ _ __
4.
Contact P e r s o n : - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
5.
Requested Amount:
6.
Project/Use for F u n d s : - - - - - - - - - - - - - - - - - - - - - - - - - - -
E-mail Address: _ _ _ _ _ _ _ _ _ _ __
Attach a letter explaining !tow the funds will be used, !tow one or more oftlte criteria will be met,
number and types (children, seniors etc.) of community members served, and any other information
relevant to the request. Community services grant funds may not be used for travel, budget deficits or
for routine operating expense.
Return completed applications and letters to City ofSisters, Attn: Kathy Nelson, 520 E. Cascade Avenue,
P. 0. Box 39, Sisters, OR. 97759. For additional information, please contact City Recorder Kathy
Nelson at 541-323-5213 or [email protected]
Sisters City Hall
520 E. Cascade Avenue P. 0. Box 39 Sisters, OR 97759
Ph (541)549-6022 Fax (541)549-0561
www.ci.sisters.or.us
For TTY service, dial 711
Tflis institution rs an equal opportunity provider
Finance/Non Profit Grants
Website posting to open application period:
City Receiving Nonprofit Grant Applications Starting
February 3, 2014
The Albany City Council and Budget Committee believe that nonprofit
organizations provide valuable services to the community and they continue to be
interested in supporting the contributions that these organizations make. City
departments will accept applications for nonprofit grants provided the
applications meet the requirements outlined in Resolution 5089, which was
passed by the City Council on January 26, 2005.
An important part of the application is an explanation of how each agency
supports or provides programs that would otherwise be provided by the City.
Specific information about the services your organization provides that explains
how you support programs that otherwise would be provided by the City are an
important part of the application.
Fiscal Year 2014-2015 nonprofit grant applications will be accepted starting
Monday, February 3, 2014. No grants to nonprofits will be considered without an
application.
Applications are due to the City Clerk before 5:00 p.m. Friday, February 21,
2014. For an application contact the City Clerk at [email protected].
Finance/Non Prot!t Grants
Website posting after the closing date:
The Albany City Council and Budget Committee believe that nonprofit
organizations provide valuable services to the community and they continue to be
interested in supporting the contributions that these organizations make.
Requirements are outlined in Resolution 5089, which was passed by the City
Council on January 26, 2005.
The application period for nonprofit grants for Fiscal Year 2014-2015 has closed.
Information about the process for the next fiscal year will be posted to this
website on February I, 2015.
C:\UsersVulie_krueger\AppData\Local\Microsoft\Windows\Temporary
Internet
Files\Content.Outlook\WPOOIOLS\Website posting.20 14-IS.docx
APPLICATION FOR NONGOVERNMENTAL ORGANIZATION GRANT
For Fiscal Year 2014-2015 (begins July 1, 2014)
Amount Organization is requesting: _ _ _ _ _ _ __
Organization Name
Address
Contact person(s) and title(s)
Telephone
Fax
E-mail
Federal Tax Identification Number
I. Description and purpose of organization.
organization's board members and officers.
Please attach a current list of your
2. Describe the program(s) or work proposed for funding. Be specific.
1
3. Who and how many persons will benefit from the City's funding of this proposal?
Include demographic information and numbers proposed to receive benefits. (NOTE:
Preference will be given to applicants who can provide specific details so that the
Council/Budget Committee can determine if program objectives were met.)
4. What is the applicant's prior experience and expertise in performing the proposed
program or work? Highlight any previous work for the City of Albany.
5. What do you believe makes you the most or uniquely qualified to receive City funding
for this purpose?
6. How does this proposal address the Albany City Council's established goals and service
priorities?
2
7. Please attach a budget that shows how the City's money will be spent. The budget
should include such information as the cost of materials, labor, overhead, administration,
transportation, and contract services, plus any additional expenses that are relevant. Be
specific.
8. How does your proposal leverage the requested City funds with other resources? Identify
the source(s) and amount(s) of other funding to be used in conjunction with City funds.
9.
Explain how your proposal is a cost-effective way to achieve the City's objectives.
Provide cost/benefit ratios, cost per unit of service, or other measures to illustrate how
your program would be an effective use of City funds.
10. Are there other facts or considerations that the City should use to evaluate your
proposal?
11. Please attach your most current financial statement and provide any explanation that
you feel is necessary.
3
Audit Authorization
The organization applying for this grant hereby agrees to provide the City of Albany, its agents,
officers, employees, and auditors, access to all organization documents and records for five (5)
years following the grant of any City funds to organization. The organization further agrees that
if funds are granted, City of Albany, its agents, officers, and employees, will, upon 24 hours'
notice, be entitled to have access to and inspect any organization offices, locations, or facilities.
Should suitor action be instituted to enforce any term ofthis agreement, the prevailing party shall
be entitled to an award of its reasonable attorney fees, including those incurred upon appeal.
Name
Title
Date
G:IMar)'INon Profit Grants\2014-15\Application.2014-15.docx
4
RESOLUTION NO. __::::50:.:8c:...9_ _
A RESOLUTION CLARIFYING THE APPLICATION AND ACCOUNTING REQUIREMENTS FOR
NON-GOVERNMENTAL CITY GRANTS.
WHEREAS, the City of Albany, during the annual budget process, is asked to provide City funds to assist
non-City organizations in the provision of services to the Albany community; and
WHEREAS, City funds are principally obtained from taxation; and
WHEREAS, it is not the intent of the City Council to use taxpayer funds for charitable or religious
purposes; and
WHEREAS, taxpayer funds can be used to fund grants to nongovernmental organizations if it can be
demonstrated that the funds will be used for an appropriate governmental purpose which could otherwise
be funded by the City of Albany; and
WHEREAS, in the last decade, Oregon voters have twice approved property tax reform initiatives that
have placed new limitations on the City of Albany's property tax revenues and have also eliminated
Albany's required apportionment of certain property tax revenues to parks & recreation services; and
WHEREAS, the Albany Budget Committee appointed a subcommittee to develop new application
procedures and grant award criteria for nonprofit agency grants which are provided in Exhibit "A"
attached hereto.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Albany that no
nongovernmental organization will be eligible for funding from the City of Albany unless it demonstrates
in its application that any funds granted by the City will be used for an appropriate governmental purpose.
"Appropriate governmental purpose" means services to the citizens of the city of Albany a recognized
governmental function or a function proposed to be provided by the City of Albany; and
BE IT FURTHER RESOLVED that any recipient of City grant funds shall be required to submit to the
City Manager a second quarter accounting no later than April 1 of the year following the grant and a final
accounting on July 30 of each year following the grant showing how the granted funds were expended
and the benefits achieved, using forms to be provided by the City; and
BE IT FURTHER RESOLVED, that no recipient of City grant funds will be eligible for subsequent or
additional grants by the City of Albany unless it has complied with the accounting requirements set forth
above; and
BE IT FURTHER RESOLVED, that any recipient of the City grant who is subsequently determined to
have misrepresented any accounting of the required account information to the City of Albany shall be
barred from consideration for future City grants for a period of not less than five (5) years.
DATED AND EFFECTNE THIS 26TH DAY OF JANUARY 2005.
ATTEST:
/
1~1de Ageno1es biformatwn\2005 OutsldeAgenciesProcess res doc
Exhibit A
Review Criteria and Guidelines for Selection of NonProfit Agencies
to Achieve City Objectives
Preparation for Application and Selection Process:
•
Through long-range and annual strategic planning and community dialog, the City
Council defines prioritized issues and needs that will be addressed in the
upcoming fiscal year-January retreat.
•
City issues and priorities are announced to prospective applicants; applications are
received, reviewed and evaluated by stafflcommissions/council; preliminary
recommendations are provided to Budget Committee-January-March.
•
Based on prioritized issues and community needs, departments draft budgets,
which are responsive to Council's service priorities and reviewed by the Budget
Committee--March-June.
Review Criteria:
1. Does proposed service promote the Council's established priorities?
2. Is the applicant a legal nonprofit or nongovernmental organization with
whom the City of Albany may contract for services?
3. Has the applicant completed the required application form and submitted
requested information to the City by established deadlines?
4. Does the applicant have significant prior experience providing the
proposed services?
5. Has the applicant demonstrated a capacity to immediately implement and
sustain the proposed service?
6. Does the applicant's proposal present a cost-effective plan for the delivery
of the desired services? Measures might include cost/unit of service,
cost/benefit ratios, numbers of persons to be positively (directly and
indirectly) affected, etc.
7. If the applicant has been a past recipient of City funding, was their
performance satisfactory?
8. How does your proposal leverage the requested City funds with other
resources?
G·\Criteria for selection doc
0112012005
NEWS RELEASE
FOR IMMEDIATE RELEASE
Finance Depatiment
Stewmi Taylor, Director
333 Broadalbin Street SW
P.O. Box490
Albany, OR 97321
541-917-7521
Website: www.cityofalbany.net
Twitter: twitter.com/cityofalbany
Facebook: facebook.com/cityofalbany
Date: January 23, 2013 (in 2013 went early by
accident! Should have gone to paper on Feb 1)
Contact: Mary Dibble, City Clerk, 541-917-7532
SUBJECT: Nonprofit organization grant application period open
The City of Albany will accept applications for grants to nonprofit organizations from
February 7-28,2013 for Fiscal Year 2013-2014. The Albany City Council and Budget Committee
believe that nonprofit organizations provide valuable services to the community and they continue
to be interested in supporting the contributions that these organizations make.
An impotiant part of each application is an explanation of how the agency supports or
provides programs that would otherwise be provided by the City. Examples include youth athletic
programs, meals-on-wheel, tourism promotion, and the Linn County Veterans Day Parade.
Applications must also meet the requirements of Resolution 5089, which was adopted by the City
Council on January 26, 2005 and is included in application materials.
Application forms are available fi·om the City Clerk in the City Finance Department at City
Hall, or by emailing [email protected]. A non-tillable PDF application is available
on the City website.
Applications are due to the City Clerk before 5:00p.m. Thursday, Febmary 28,2013. No
grants to nonprofits will be considered without an application.
# # #
NORTHERN WASCO COUNTY PEOPLE'S UTILITY DISTRICT
ECONOMIC DEVELOPMENT POLICY
The Board of Directors of the Northern Wasco County People's Utility District believes
the following conditions to be true:
1.
The District can, by statute, participate financially in Economic
Development activities;
2.
The Board is willing to accept the District's role of Economic Development
participant;
3.
A need for financial investment exists in today's regional Economic
Development program;
4.
The Board has authorized $50,000 for Economic Development by
adopting the Year 2015 operating budget.
THE NORTHERN WASCO COUNTY PEOPLE'S UTILITY DISTRICT WILL FUND
ECONOMIC DEVELOPMENT PROJECTS WITHIN THE DISTRICT, LIMITED IN
AMOUNT AS IDENTIFIED IN THE ANNUAL OPERATING BUDGET.
GOAL:
A.
Grants will be made for infrastructure or property with an expected life of
at least five years. Grants for infrastructure must be submitted by property
owner. No grants will be awarded for contracted services, such as
engineering services, consultant studies, etc., or for consumables. Grants
must be for bricks and mortar type of projects;
B.
No single grant will be for more than 40% of total available for the year;
C.
Projects will not be funded more than twice in any five year period;
D.
The Board will consider any and all grant requests at its regular Board of
Directors meeting in May. Any budgeted funds not allocated at that time
can be awarded at the Board's discretion based on other established
criteria;
E.
The Board, at its sole discretion, may choose to fund or not fund any grant
request;
F.
It is not the intention of this policy to fund private, for-profit ventures; or
award PUD I public funds to religious affiliated entities.
G.
Determination of whether a proposal constitutes economic development is
solely within the discretion of the Board of Directors.
H.
If any project has not commenced within a year from the date of the
award, the grant will be forfeited without special approval by the Board.
I.
Grant proposals will include, at a minimum:
1.
Brief history of requesting organization.
2.
Description of project:
Revised March 24, 2015
a.
How will this be of economic benefit to the community?
b.
What steps are being taken to bring the project to a
successful completion (include dates and name of person
responsible)?
c.
What other community resources are being utilized?
d.
How will the recipient organization contribute back to the
community?
e.
Detailed budget including contributions of materials and
labor.
ECONOMIC DEVELOPMENT POLICY 03/24/15
NORTHERN
WASCO
COUNTY
P\1JD
Economic Development Grants
Purpose
"For the purpose of promoting economic growth and the expansion or addition of business within the
service territory of the PUD (ORS 261.309)," Northern Wasco County PUD has authorized $50,000 to
fund economic development grants in the year 2015.
Eligible projects.
To be eligible for consideration, each grant request must:
• Be for infrastructure or property within the PUD service territory with an expected life of
at least 5 years. Grants for infrastructure must be submitted by property owner. No
grants will be awarded for contracted services, such as engineering services,
consultant studies, etc., or for consumables. Grants must be for bricks and mortar type
of projects.
• Be for no more than $20,000 (40% of the total grant funds available in 2015)
• Not be for a project that has received PUD economic development grant funding twice
in a 5-year period.
• Not be for the purpose of funding private, for-profit ventures.
State and federal laws prohibit PUD (public) funds being awarded to religious affiliated entities.
When grants will be awarded
The PUD Board of Directors will consider grant requests at its regular business meeting on June 9,
2015, at the PUD Board Room located at 2345 River Road, The Dalles. The PUD Board, at its sole
discretion, may choose to fund or not fund any grant request. Grants awarded for projects not
commenced within one year of award, will be forfeited without special approval by the Board. Any
budgeted funds not allocated at that time can be awarded at the Board's sole discretion.
How to apply
To request grant funds, please complete the attached application and include a separate sheet with
the following information:
• Brief history of the requesting organization
• Description of the project, including:
- How will this project be of economic benefit to the community?
- What steps are being taken to bring the project to a successful completion (include
dates and names of responsible persons)?
- What other community resources are being utilized?
- How will the organization contribute back to the community?
• A detailed budget, including contributions of materials and labor.
• Additional materials for the PUD Board to consider when reviewing the grant request.
• Proof of "not for profit" status.
• If awarded a grant, copies of paid receipts will be required to provide proof funds were
spent as indicated.
Return 10 copies of the completed application and any supplemental materials to
the PUD Office, 2345 River Road, The Dalles, no later than 5:00PM. May 8, 2015.
For more information
For more information, please contact Kathy McBride, Executive Assistant at (541) 298-3302.
Northern Wasco County PUD
2345 River Road, The Dalles, Oregon 97058
(541) 296-2226 - Fax: (541) 298-3320
Date Received: _ _ _ __
NORTHERN
WASCO
COUNTY
2015 Economic Development Grant Request Application
P\1D
Requesting o r g a n i z a t i o n : - - - - - - - - - - - - - - - - - - - - - - - - Contact p e r s o n : - - - - - - - - - - - - - T i t l e : - - - - - - - - - - - - Mailing address: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ City_ _ _ _ _ _ _ _ _ _ __
Phone_ _ _ _ _ _ _ _ _ (daytime)
Fax:
---------------------
Short description of the project: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __
Amount requested: $_ _ _ _ __
For office.use only
Date received by PUD-'-~------'---'--
How to apply
To request grant funds, please complete this application and include a separate sheet with the
following information:
• Brief history of the requesting organization.
• Description of the project, including:
How will this project be of economic benefit to the community?
What steps are being taken to bring the project to a successful
completion?
(include dates and names of responsible persons)?
What other community resources are being utilized?
V How will the organization contribute back to the community?
• A detailed budget, including contributions of materials and labor.
• Additional materials for the PUD Board to consider when reviewing the grant
request.
• If not public body, submit evidence of non-profit status.
v
v
v
Return 10 copies of the completed application and any supplemental materials to the PUD
Office, 2345 River Road, The Dalles, no later than 5:00PM, May 8, 2015.
Northern Wasco County PUD
2345 River Road
Office: (541) 296-2226
Kathy McBride, Executive Assistant- (541) 298-3302
FAX: (541) 298-3320

agenda - City of The Dalles

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