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HomeMy WebLinkAboutItem 2A: Approval of City Council Minutes ECC UGENE ITY OUNCIL AIS GENDA TEM UMMARY Approval of City Council Minutes Meeting Date: July 27, 2009 Agenda Item Number: 2A Department: City Manager’s Office Staff Contact: Beth Forrest www.eugene-or.gov Contact Telephone Number: 682-5882 ISSUE STATEMENT This is a routine item to approve City Council meeting minutes. SUGGESTED MOTION Move to approve the minutes of the February 6-7, 2009, Goals Session, February 23, 2009, Executive Session, and April 27, 2009, Work Session. ATTACHMENTS A.February 6-7, 2009, Goals Session B.February 23, 2009, Executive Session C.April 27, 2009, Work Session FOR MORE INFORMATION Staff Contact: Beth Forrest Telephone: 682-5882 Staff E-Mail: beth.l.forrest@ci.eugene.or.us Z:\CMO\2009 Council Agendas\M090727\S0907272A.doc ATTACHMENT A M I N U T E S Eugene City Council McNutt Room--Eugene City Hall 777 Pearl Street—Eugene, Oregon February 6-7, 2009 8 a.m. PRESENT: Alan Zelenka, Andrea Ortiz, Betty Taylor, Jennifer Solomon, George Poling, Chris Pryor, Mike Clark, George Brown. Her Honor Mayor Kitty Piercy called the meeting of the Eugene City Council to order. This document contains the information developed by the Mayor, City Manager, City Council and staff of the City of Eugene in their annual retreat, February 6-7, 2009. The council was joined for the retreat by City Manager Jon Ruiz, Assistant City Manager Sarah Medary, and executive team members Kurt Corey, Kristi Hammitt, Renee Grube, Randy Groves, and Pete Kerns. City Attorney Glenn Klein was also present. These are collective statements that represent all the statements recorded by the group during the retreat. At times it was necessary to add words to the brief recorded statements to clarify the intent. Or, a word might be added to bridge two or more statements together. These added words are shown in italics. This is kept to a minimum in order to retain the original recorded thought. Staff statements are also shown in italics in some of the statements. The development of collective statements is described in the appendix. This is a brief overview of the process: PAGE: 4. The Worst Possible Outcomes of the Retreat. All participants answered the Questions on 3 x 5 cards: “What Will Be the Worst Possible Outcomes of spending 2 days in this retreat? (On one side of the card.) This section includes all of the worst possible outcomes that were recorded developed into collective statements. Worst possible outcomes will always be instantly imagined in any event. These fears are instinctive, autonomic, without thinking. They are the outcomes we don’t want to happen. This activity brings our fears into our consciousness. They can become a “hidden” purpose, devel- oping the beliefs and behaviors of people so that they become self-fulfilling prophecies. They are possible, and if we are conscious of them, we can manage them differently. A choice must be made to change the direction to one that is positive. 5. The Best Possible Outcomes of the Retreat. All participants answered the Questions on 3 x 5 cards: MINUTES—Eugene City Council February 6-7, 2009 Page 1 Goals Setting Session “What Will Be the Best Possible Outcomes of investing 2 days in this retreat? (On the other side of the card.) purpose This describes the that the team members intend to foster by “investing their time” instead of “spending it.” Before describing how to make something happen, we need to know what out- comes we want to create. These outcomes are the "ends", while the strategies and actions are the "means" to get to the ends. These best possible outcomes are possible. They are probably already present, at some level, in the environment. These outcomes affect relationships so that information exchange is facilitated, and this fosters the best possible outcomes of an issue. They create the reactive force that develops the new beliefs, behaviors, strategies and actions of the participants. 8. The Issues We Are Facing: This task allowed each member of the team to express how they view the present situation. A panel of four participant-pairs spoke to each other, each also acting as a lis- tener. These panelists then managed one of four small groups, where all participants were able to speak and answer the questions: What are the issues in the present situation that need to be addressed? How do you feel about them? When all had spoken, each person recorded on a 3 x 5 card the answers to these questions: What are two issues or concerns you heard from others that you agree with? What is one or more issue or concern that you expressed? This assures that all were heard, and imprints the information in the minds of the listeners. This in- formation is developed into the collective statement in the report. 10.The Worst Possible Outcomes of Bringing the Cultures Together: A key issue is the rift between two cultures, the original “conservative” families and the new “progressive” families. This has caused other rifts between the different segments of the community. The retreat participants answered the question, recording directly to the small group flip charts. What are the worst possible outcomes of bringing the cultures together? These statements describe what we don’t want to happen. They will be instinctive, autonomic, without thinking. This activity brings our fears into our consciousness. They are possible, and if we are conscious of them, we can manage them differently. 11. The Best Possible Outcomes of Bringing the Cultures Together : The retreat participants answered the question on 3 x 5 cards, then recording them directly to the small group flip charts. What are the best possible outcomes of bringing the cultures together? MINUTES—Eugene City Council February 6-7, 2009 Page 2 Goals Setting Session DEVELOPMENT APPROACH (cont.) These statements describe what is desired. They are a purpose for the council’s actions. These outcomes will positively affect relationships so that information exchange is facilitated, so that goals and strategies can be designed. They create the reactive force that develops the new beliefs, behaviors, strategies and actions of the participants. 14. Developing specific and measurable goals: The Mayor and City Council are seeking to work toward their adopted visions and goals. This activity allowed the participant to focus on three of those goal areas: Economic Development, Neighborhood Empowerment, Public Safety. Three groups were formed, consisting of elected officials, City Manager and staff to explore specific mea- surable goals for these areas. The groups first answered these questions in small groups. What is the evidence of a lack of Economic Development (Neighborhood Empowerment, Public Safety) in the community? (On one side of the card.) What will be the evidence we accomplished Economic Development (Neighborhood Em- powerment, Public Safety) in the community? (On the other side of the card.) When all had spoken, they recorded their individual views on 3 x 5 cards. This information was de- veloped into collective statements. This exploration results in goal statements that can be made measurable. 20. Advice to the Mayor and City Manager: Each participant recorded on a 3 x 5 card their answer to the questions: What is your advice to the Mayor and City Manager on the next steps to take to accom- plish their purposes? (On one side of the card.) What are you willing to do to support the purpose? This provides strategies and actions that can be initiated immediately to accomplish the purposes of the group. 22. What I am willing to do personally: This question allows each person to commit themselves to taking personal actions to foster their purposes. THE WORST POSSIBLE OUTCOMES OF THE WORKSHOP: WHAT WE DON’T WANT Nothing is accomplished. There is a lack of direction with no product, vision, or goals. That I learn nothing and nothing is accomplished and we gain nothing together. We leave angry and frustrated, with a lack of accomplishment and no change. We wasted our time. We would regard the whole exercise as a waste of time and people leave discouraged. There is the general sense of time having been wasted. Time is wasted because lessons are forgotten within a few days. We would not be any better off, experience a loss of sleep and a return with a disgruntled partner at home. MINUTES—Eugene City Council February 6-7, 2009 Page 3 Goals Setting Session There is no consensus. We will have no collaborative team, or a team that lacks cohesion. There was no real discussion of issues, or too many goals ~ like last year. There will be excessive focus on consensus in our meetings and as a result, we achieve no consensus. Trust is lost if it doesn’t go well. The issue of trust is not addressed. We experience anger and lack of trust and teamwork. We are ridiculed for our work by those that are not here. We do not strengthen relationships. We leave without an understanding of how we can work together effectively and not respect each other and not know this group better. We leave with dysfunctional relationships and damaged relationships. There will be a catastrophic meltdown! We fight and people leave or there is meltdown of the group resulting in a catastrophic event. People who at the moment get along and respect each other develop disrespect for each other and shame each other. We have a giant earthquake, City Hall collapses, and we all die. THE BEST POSSIBLE OUTCOMES OF THE WORKSHOP: OUR PURPOSE - WHAT WE DO WANT (A Summary) A summary can be created for any collective statement. This is done by taking the first sen- bold tence in each paragraph, normally in CAPS, in , underlined, or otherwise highlighted. This first sentence normally summarizes the intent of the paragraph. It is sometimes neces- sary to include other statements if they represent a different perception than the first sen- tence. The summary provides a more focused view of the collective statement. Each of the statements can be seen as a goal. 1. We believe the best of each other. Our collective behavior serves as a model for our communi- ty and allows us to successfully address complex challenges. 2. We will be able to do our work better, with enlightenment about each other’s views and less repetition which equals satisfaction!Relationships are improved and relationships and trust developed help us achieve our goals. We have a vision for the community, a clear sense of purpose, a clear focus on priorities and 3. clarity about our direction.We foster positive outcomes for the community with goals that we believe will together move our community forward and we will have community support. We will achieve a list of realistic goals (City goals) that most ~if not all of us~ can support. We 4. will have the ability as a group to look back on this process when things get off-track. 5. We believe the best in each other. THE BEST POSSIBLE OUTCOMES OF THE WORKSHOP OUR PURPOSE - WHAT WE DO WANT We believe the best of each other. Openness and increased trust is gained. We work better together with MINUTES—Eugene City Council February 6-7, 2009 Page 4 Goals Setting Session respect and trust. We have improved listening (which doesn’t mean agreement), learn to listen to each other and learn to communicate different points of view better. We establish the greatest possible trust with each other. Our collective behavior serves as a model for our community and allows us to successfully address complex challenges. We can learn to work together as a trusting collaborative team, and to develop and/or improve skills. There will be trust, common respect and understanding as a group that will enable us to accomplish work/goals. We will be able to do our work better, with enlightenment about each other’s views and less repetition which equals satisfaction! We understand individuals and group priorities so we can lead the organization in the most effective way. We value relationships and partnering together to make good decisions for the community. Relationships are improved and relationships and trust developed help us achieve our goals. We have a better understanding of one another. Good working relationships where you feel people are honest, respected and feel valued. We know each other better and establish friendships and stronger personal relationships. We have a vision for the community, a clear sense of purpose, a clear focus on priorities and clarity about our direction. We have new ways of working positively together on behalf of our city. Clear outcomes, clear goals and objectives from council create clarity and excitement around council goals. These goals inform and drive our budget and we stay focused on the future. We foster positive outcomes for the community with goals that we believe will together move our community forward and we will have community support. Consensus goals begin to find solutions to our community challenges. Only one achievable goal will benefit the City. (This statement means literally one goal is not the priority of many.) We will achieve a list of realistic goals (City goals) that most ~if not all of us~ can support. We will learn new ways to process information that leads us beyond conflict with others and gets us all to consensus accomplishment. Goals are fewer and focused and a set of concrete achievable goals is established. Identification of unified goals can blend short-term initiatives into long-term goals. We will have the ability as a group to look back on this process when things get off-track. There will be staying power and we retain lessons learned. We will be re-energized and feel good about our investment of time. The council and executives learn to work together to enable the council and City to accomplish council goals. All council members demonstrate unqualified support and admiration for our staff. We believe the best of each other. THE ISSUES WE ARE FACING We spend too much time reveling in the negative aspects of the community. There is no over arching fissure dividing this community, but a series of smaller fissures, with shifting disagreements of supporters and opponents of each fissure. We have many small fractures rather than one large chasm in our communi- ty. Not just one large crack, but lots of little cracks. Any little cracks are huge to some people. We, as a community, are not in the same room yet. Sometimes I am not sure whether we are in the same MINUTES—Eugene City Council February 6-7, 2009 Page 5 Goals Setting Session room looking at different walls or in different rooms. Many people in this town are not in the same room so they can’t even see the same walls. We have a diverse community with ultimate goals but varying ways to get there. We are diverse with conflicting goals and values, but commonality in some areas (overlapping circles.) Community members have varying opinions on every subject, but can we get there from here? Long Tom Watershed could be a model of divergent points moving together. The community is not linear but more like a Ven diagram with many circles, some that overlap, but some have no overlap. The area of most overlap is the seed of the solution. Intersecting circles create kernels to grow from. And people have such different values that do not overlap at all. The different inputs result from differences in outlook on outcomes. As a community, we are all going in the same direction, but in different ways. We have a lot in common. People in Eugene have more in common than they realize but since they won’t really listen to each other, they don’t know it. The differing views in the community are not the problem. The problem is the lack of tolerance of differing views. There is council discourse (R-G etc.). We are experiencing not just a lack of respect for historical families, but a clash of values and cultures. It is normal to have rifts in college towns. It is the college town phenomena. There is a lack of value for those in resource-based industries and their contribution to our community and economy. People with different sets of values can’t be expected to change them to appease the other group. The community is split and we need to find a way to move forward realizing we can achieve success through balance. Those who disapprove of growth are not always the new people to the community. The University has brought in people who don’t appreciate the contributions of older families. I learned at the U of O about natural resources, but not in the context of deep family heritage as described by Jennifer. We are seeing natural resource industries versus the newer political environment. 50/50 is not just based on length of time in town. It is not old versus new. Long-term results are more important than immediate profit. Environmental stewardship is the next important principle. It is possible to both enjoy a rugged hike and a nice cup of tea on the same trail i.e. new growth ~ thus people can also enjoy Oakway Water Center. I agreed with many of everyone’s points, th loved 5 Street Market and also Oakway. THE ISSUES WE ARE FACING (cont.) The council cannot be expected to solve the perceived “culture war” but can be a model for cultural discourse. The council needs to be a role model for problem-solving. We focus too much on the bad, and we label ourselves. I heard Andrea say that she was uncomfortable having this conversation. I am discouraged. There is “dismay” that we are focused on the divided council as a subject matter. The council role is to model how the community can work together and we should be that model for good governance and leadership. Let’s show leadership by focusing on our collective interests and potential. The community really wants the same thing…a goal for a great community. We need to recognize that we share that. MINUTES—Eugene City Council February 6-7, 2009 Page 6 Goals Setting Session We are saying a lot of the same stuff so let’s focus on sameness for progress. THE WORST POSSIBLE OUTCOMES OF BRINGING THE CULTURES TOGETHER: WHAT WE DON’T WANT TO HAPPEN Bringing groups together will set up high expectations that are not achievable. We think we are together and the rift goes underground and all communication breaks down and we have a bigger problem. We seek to achieve the lowest common denominator and people don’t trust the City to make the right decisions. If it fails we lose trust and credibility. Nobody feels advocated for and some segments of the community feel like they are ignored. What causes people to perceive we are dysfunctional? We disenfranchise each other as councilors and we disenfranchise the community when they are not listened to. When people don’t care or when they feel powerless, there is a downward spiral. How do we keep people caring and feeling like they have a voice? We get polarized viewpoints rather than the majority in the middle. We could miss opportunities because we spend all our time arguing. We spend a lot of money and time trying to do this and leave many other things undone. It would be ugly. The question is how to get to 4-4 votes, without the sense there were winners and losers. This is less an issue of what we do but rather how we get there. If we don’t focus on the incremental small wins along the way and question the premise, which is natural for councils, there will be catastrophe! The problem would be economic. We could be another Flint, Michigan if nothing happens downtown; stagnation. There will be system failures with politics as the driver rather than community interests. If the City Council doesn’t get it together we will have time sensitive issues that we aren’t addressing. This is a national phenomenon sensationalized by the media in sound bites. We spend so much time trying to get everybody to agree that the outcome gets completely watered down. We tend to burn out our elected City and staff leadership. Are we afraid of success or don’t we know how to define it? BEST POSSIBLE OUTCOMES OF BRINGING CULTURES TOGETHER: OUR SHORT TERM PURPOSE - A SUMMARY bold This summary is created by using the first sentence in each paragraph, in . This first sentence summarizes the intent of the paragraph. The summary provides a more focused view of the collective statement. Eugene is a city that is safe, supporting, wholesome and enabling. We would have a vision of where we are and where we are going and we would be broadly supported. We effectively solve common problems, share and recognize common principles and accomplish MINUTES—Eugene City Council February 6-7, 2009 Page 7 Goals Setting Session common goals.The community is working toward achieving shared priorities. The City will make significant progress in accomplishing council goals and mission. We would enjoy our diversity, the strengths we have as a community, and build on them. All segments of the community feel like a welcomed, valuable member of our society. All segments of the community will feel respected, valued and that they are listened to. We expect the best of each other and see an effective, congenial, efficient City Council that models good governance and is a national leader for governing through difficult times. There is sincerity, respect and tolerance in debating issues. Citizens trust their local government and understand the direction of the City because the council articulated it.Citizens would support council and staff’s goals financially and intellectually because competence would have been demonstrated and trust and confidence restored. We have a strong, vibrant, diverse economy that benefits all parts of the community.We would speak humbly but well of ourselves and our aspirations as a community. THE BEST POSSIBLE OUTCOMES OF BRINGING CULTURES TOGETHER: OUR SHORT TERM PURPOSE Eugene is a city that is safe, supporting, wholesome and enabling. There is community contentment ~ a community that universally enjoys and feels satisfied in their life. Eugene is a welcoming, safe, vibrant and exciting city. Eugene is a destination for rewarding and sustainable employment. We agree we all want a better place to live. We would have a vision of where we are and where we are going and we would be broadly supported. We can look at the community in segments and come together with a vision. Perception matches reality - leads to achieving vision and goals. We effectively solve common problems, share and recognize common principles and accomplish common goals. If we all agreed to work toward our adopted visions and goals instead of going in all directions, we would accomplish more…on the other hand, as for agreeing on everything, I do not consider that a desirable goal. The community is working toward achieving shared priorities. There is a clear sense of direction and an example to follow and agreement on priorities. There is a unity of purpose, priorities and values. Various segments of the community realize they are able to come together to solve community problems on their own without looking to the council to solve them. We would see challenges as an opportunity to work together on solutions and we would achieve them. There is progress on achieving the City’s “vision and goals.” The City will make significant progress in accomplishing council goals and mission. We show real progress toward our vision and goals and successfully address complex issues like homelessness, public safety, sustainability, and race relations. We take on and solve world class hard problems like homeless- ness, sustainability and human rights and solve them. We would enjoy our diversity, the strengths we have as a community and build on them. The community welcomes and utilizes a diversity of opinion to achieve a respectful, sustainable, equitable and MINUTES—Eugene City Council February 6-7, 2009 Page 8 Goals Setting Session safe community. The disenfranchised feel heard and respected. Cops are appreciated and respected. All segments of the community feel welcomed and valuable as members of our society. All segments of the community, particularly vulnerable populations, feel safe. The community recognizes its success, realizes its aspirations and community businesses feel welcomed. Children, seniors and veterans are honored, and we all stand together for the better of all. All segments of the community will feel respected, valued and that they are listened to. All people are considered valuable members of our community and all people are validated, respected and celebrated and protected, cared for and we provide opportunity to our most vulnerable community members, and celebrate together in more regular ways. We expect the best of each other and see an effective, congenial, efficient City Council that models good governance and is a national leader for governing through difficult times. We are modeling the highest representation of leadership at consensus-building. We may not agree, but we will find ways to move forward. Fear and suspicion would be rare. There is sincerity, respect and tolerance in debating issues. Diversity of opinions is valued. That we can speak of the dignity, value, good intent and character of those with whom we disagree. We are all in this together, we seek and believe in the best in all people and diverse interests are heard. Citizens trust their local government and understand the direction of the City because the council articulated it. They are empowered and trusted to effectively serve the community with excellence. Trust is restored and wins would not be anyone else’s loss. Citizens pass money measures and invest in the community. Citizens would support council and staff’s goals financially and intellectually because competence would have been demonstrated and trust and confidence restored. The community trusts the City that we are good stewards and representative of the whole community. Everybody feels they are a part of the community and takes pride in it and trust it. We have a strong vibrant diverse economy that benefits all parts of the community. We are able to enable the community to achieve economic success, safety, a healthy and satisfying lifestyle, including steady growth in jobs that enables everyone an opportunity to work. We lead the development of strong regional partnerships and tap the collective wisdom of the community. We would speak humbly but well of ourselves and our aspirations as a community. When people say “cool, you are from Eugene” we say “yes” and “you should see what we are doing now!” We recognize the good and stop spending so much time on what we are not.We will celebrate the positive rather than focus on the negative, develop a higher level of tolerance for different perspectives, celebrate successes and not dwell on the negative. ECONOMIC DEVELOPMENT: DEVELOPING GOALS THE EVIDENCE THERE IS A LACK OF ECONOMIC DEVELOPMENT IN EUGENE There is a loss of community identity. There is growth in homelessness and poverty. There is an increase in the poverty rate. More people need MINUTES—Eugene City Council February 6-7, 2009 Page 9 Goals Setting Session to be subsidized which is leading to an untrained work force. There is a decreased population ~ the community is seeing a population drop. The community is seeing fewer people able to buy homes. This leads to a decrease in the local tax base. Businesses (more than average or comparable) are leaving our city to grow or stay afloat. Businesses with choices choose to locate elsewhere. Existing businesses are moving to other cities and no new businesses are locating here. There are vacant buildings and properties and a loss of local business. There is decreased job loss and increased unemployment. Decreased job loss, increased unemployment, increased need of social services and unemployment is at 9.5%. There are few large employers and lots of underemployed. The unemployment rate is high and climbing. There is no increase in numbers of those employed in good jobs. Average pay is lower than comparable communities. There is a high unemployment rate and lower paying jobs. Many in our community are under-employed. Decrease unemployment. Decrease in median income. There are commercial and retail vacancies downtown. There are office vacancies all over. Downtown is undeveloped and downtown is a disgrace. There is a loss of property values and a reduction in homeowner properties. There are vacancies downtown. THE EVIDENCE THAT THE CITY HAS ECONOMIC DEVELOPMENT More people owning homes. Great schools and infrastructures would attract more business. Increase in expansions of existing businesses and new business coming in. Businesses with a choice to locate will choose Eugene. New businesses are relocating to Eugene. We have bustling retail activity and see decreased vacancy rates and increased rents. There is a failure to maintain adequate supply of “unconstrained” buildable land large enough to meet the needs of business. Businesses more than average expand here. We will have three cranes at one time in downtown. Eugene will see a very low jobless rate. Unemployment is lower and falling. Kids could get jobs here. We see a very low jobless rate. We also will see an increase in the median income. Eugene will have a stronger economy. There is an increase in the employment rate. There will be new sectors growing in green jobs. People are prospering in the local economy so there will be less demand for social services. A reduction in subsidies. Pay is comparably higher. It is the “Peter Principle” full tilt. People are proud of their community and you can feel and see the increased vibrancy. Perception and reality equals vision! There is a decrease in blighted and underutilized areas so 70% or more of folks are proud of downtown and show it off to visitors. There are no pits! Kids are doing well in school. MINUTES—Eugene City Council February 6-7, 2009 Page 10 Goals Setting Session NEIGHBORHOOD EMPOWERMENT - DEVELOPING GOALS THE EVIDENCE THERE IS A LACK OF NEIGHBORHOOD EMPOWERMENT IN THE COMMUNITY Neighborhoods do not have identities ~where each one is special and unique. There is no neighborhood feel or pride. We continue to hear the same concerns from neighborhoods, year after year, at Budget Committee and through Mayor and council emails. It is the same people with the same issues. Neighborhood associations have had the same officers for years. Some neighborhoods do not have active neighborhood associations or there is a lack of participation in active neighborhood associations. There are inactive neighborhood associations or no associations in some neighborhoods. Some associations see a lack of attendance. There is insufficient attendance at neighborhood meetings. Neighborhood association meetings are attended by only a handful of neighborhood residents. There is a lack of knowledge by neighborhood associations about land use rules. Neighbors don’t know what is going on. Residents of neighborhoods don’t know what is happening in the neighborhood. Neighborhood associations are not engaged in or aware of applications for permits in neighborhoods. Neighborhood associations don’t support City-initiated projects because they were not engaged in the best ways. People fight decisions more than plan for their future. There is always contentiousness and legal issues. Neighborhoods feel powerless to effect development in their neighborhoods that effects livability. Not all neighborhood associations come to council to express their positions on issues. Priorities are not driven by neighborhoods. Neighborhood associations do not feel they impact City policies that directly impact their neighborhoods. There is a lack of follow-up on the neighborhood summit. There is a lack of refinement plans or incompatible development. There is a lack of funding for neighborhoods and neighborhood associations. There is a lack of money for newsletters and also a lack of staff assistance or interest. THE EVIDENCE THAT NEIGHBORHOODS ARE EMPOWERED IN THE COMMUNITY Participation increases as the community starts to trust that the council and staff make decisions collaboratively. As a result there are fewer conflicts. Neighborhoods have identities. Neighborhoods impact development plans so they enhance neighborhood livability. There is time left for visiting and refreshment after a formal meeting. There is more attendance at neighborhood meetings and more active neighborhood associations. Associations are active with vibrant full meetings and the meetings cover a broad range of topics. Every neighborhood association is active. Every neighborhood has an active neighborhood association with participation by a broad and significant number of neighborhood residents. Neighborhood priorities are known and in-line with policies. City policies are in alignment with neighborhood priorities. Neighborhood associations are aware of and decide whether to comment on all MINUTES—Eugene City Council February 6-7, 2009 Page 11 Goals Setting Session development proposals in the neighborhood. More money equals more newsletters and more communications. Newsletters are read and useful. There are interesting newsletters. As a result of being informed, more people are running for office. There are more neighborhood celebrations such as Bethel’s. Neighborhoods have pride and find improvement projects like parks, signage, school partnerships, clean-up and bike paths. PUBLIC SAFETY - DEVELOPING GOALS THE EVIDENCE THAT PUBLIC SAFETY NEEDS ARE NOT MET There is a perception by the community of being unsafe. There is a feeling of lawlessness and fear for personal safety. There is ongoing public concern regarding livability and feeling safe in the community. Survey results in public perception the city is unsafe. There is public distrust and no respect for police. There are a high number of police complaints and citizen complaints unaddressed. There are complaints from the community about response times and lack of enforcement. There is an increase in fire and EMS response reliability. Increase in response time has lead to an increase in morbidity and mortality. There is an inability to meet response metrics. There is slow fire and medic response leading to unnecessary loss of life. There is a decrease in transportation system providing for response or a lack of response to certain calls for service. We have insufficient and unfunded jail space. There is an increase in time from arrest and citation to court date and prosecution. Criminals are back out on the street. There is an increase in property crime and an increase in certain types of violent crime. We see a high percentage of crime (especially personal property). There are increased levels of crime, increase in number of repeat offenders, and increase in non-compliance for sentencing. There is an increase in crime and decrease in traffic safety. Outrageous and shocking crimes are more common. There is a structural and funding problem in ATF. We have a structural funding problem. We have a non- sustainable ambulance service. We have low morale within the department. There are ongoing EPD recruitment issues and turnover (morale). There are issues with the staffing level of police. Finally, we there have been inadequacy comments from EPD. THE EVIDENCE PUBLIC SAFETY HAS BEEN MET There is an increase in public perception of safety. There is a community perception of being safe. There is increased public confidence and trust in public safety because people are actually getting help from the district. There are positive public survey results because of the high feeling of safety at home, neighbor- hood, city and downtown. Public safety is high. Community perception is happy! We have achieved “best” individual standards for response time with Police, fFre and EMS. Fire and EMS response time is under four minutes at 90 percent and Fre and EMS response reliability above 90 MINUTES—Eugene City Council February 6-7, 2009 Page 12 Goals Setting Session percent in all incorporated areas. Fire and EMS response is world class. Response time for Fire, EMS and EPD has improved greatly. We are responding to calls in a timely fashion. There are a low number of police complaints as confidence, respect and trust in police is high. Reduction in all crimes is below the national average. There are a low number of priority crimes (nuisance complaints.) There are lower crime rates. We see a decrease in crime (lowest crime rates in the country.) Either a zero crime rate or vastly reduced crime rate. Alarm companies have become redundant. The recidivism rate is below the national average. The arrest to prosecution time is below the national average. We see more certain incarceration and adjudication. Reduced need for jail bed space ~ four jail beds are more than enough. The ATS problem is resolved. There is low fire loss. There are low morbidity and mortality rates. Mortality rates related to EMS is low. There is high morale within the department and officers all feel like they have made a difference. There is no longer a discussion about the need to add officers but talking about how to assign officers in more proactive roles. We have adequate funding to ensure sustainability allowing for more time to do community outreach. EPD is employer of choice because EPD staffing level is in line with national standards. We have happy employees: EMS, Police and Fire. ADVICE AND NEXT STEPS TO THE MAYOR AND CITY MANAGER (Staff advice is in italics) Work session on GMP’s. Get together with staff to synthesize information, place data in groups, develop specific state- ments, present to Mayor for review and then to council for discussion. Schedule quickly a work session to re-write council vision documents. Schedule work sessions on key topics for vision, goals and strategies. Follow-up work session for council to review the “re-worked vision, goal and outcome” document to refine it and get agreement and buy in from council so that there is clear direction for council, staff and community about the direction council wants to go and how we will get there. Be sure to include council in your deliberations. Direct staff to compose a vision, goals, strategies, actions and outcomes document based on what we learned today. Ensure staff produces the “new” or “revised” council goals in clear, concise format reflecting each councilor’s input in a precise manner. Refer to these goals often (budget, agenda setting, etc.) Bring back “strategies” for cc approval (separate list.) Develop a set of tangible outcomes so that staff has clear direction on next steps. Endeavor to produce goal statements with clear, deliverable outcomes. Provide as much clarity as possible regarding goals and initiatives so we recognize when we achieve our outcomes and can celebrate our success. Link outcomes ?to strategies? to goals? to vision. Reflect outcomes in the budget overtly and specifically. MINUTES—Eugene City Council February 6-7, 2009 Page 13 Goals Setting Session Rework and get buy in on new vision and goals statements. Ensure council votes to ratify goals. Let us vote on priorities for the immediate future. Then condense. Come to closure on vision, values and goal. Inventory current issues and consider how they fit with goals and whether focusing on worst or best. Help us (staff ) focus on CC vision goals. Communicate vision, outcomes and strategies to the public and report progress on a regular basis. Share work with department staff as it progresses to get feedback. Share final or draft with com- munity and neighborhood groups. Develop more opportunities for council and executive interaction. This is an opportunity for engagement. Continue conversations at cc table to push these issues ahead, and evaluate what has already been done so we know where to start on each issue. Act to ensure we continue to strengthen relationships. Build strong functional relationships between council and staff. ADVICE AND NEXT STEPS TO THE MAYOR AND CITY MANAGER (cont.) (Staff advice is in italics) Decide how and plan to use these new skills at our next meeting. As you lead us don’t forget to use the work we did around best case outcomes. Focus on possibilities and resist worst outcome thinking. Somewhere down the road, revisit this process with CC to see where we are. Model the way. Adjust time of agenda items to allow for this. Maybe pick one issue to “solve” using our new skills. Look at the process to see how we can reinforce the learning like the three-minute rule, communi- cations, etc. Hold both staff and council accountable about listening. Keep listening. Encourage listening so we truly understand each other’s perspective. Be brave and bold. Be clear and brief. And trust. Celebrate achievements! I don’t have any suggestions. I guess I am too new. (George B.) WHAT I AM WILLING TO DO PERSONALLY (Staff commitment is in italics) We will work together to achieve CC goals and the vision for the community. Provide any and all information that would be helpful in developing clear, deliverable meaningful outcome statements. Stay positive and work to achieve best outcomes. For the change process, provide support to meet our goals. Support all groups in achieving com- munity goals with the community. MINUTES—Eugene City Council February 6-7, 2009 Page 14 Goals Setting Session I will do whatever I can to achieve the council goals. I will give you the information you need and be available, responsive and open. Support all the strategies. Provide my best advice and effort as to how to make them succeed. I will help write this up. Use my skills to work more effectively with executives and the council. Support council goals and initiatives in organization and community and be an ambassador for council in the community. Do my best to ask questions, gain clarity to best support the council. Use the outcomes in budget and policy deliberating and decisions. Study each issue with a view to placing it in overall budget and goals picture. Trust more and be respectful. I am willing to try something at least once. I am willing to give everyone the benefit of the doubt and believe that we all want to do things differently (better) and that we will honestly try. Use the skills we learned yesterday and today to strengthen trust and relationships with the com- munity and within the department. Focus on what is possible and best case. I am willing to listen carefully to council about where it wants to go and then provide council with whatever support I can to help the council accomplish that talk, goal and action. Listen better. Listen and use the advice. We will listen more actively and help the group and/or individuals with understanding. Listen to and encourage input from constituents, colleagues and staff. Listen. Really listen to understand. “Listen” to what others say! Allow all to have a voice in the room. Use active listening. Work harder at being an active listener. Be committed to the goals and to use the gained listening skills. Help take it out to the community and attend neighborhood meetings. We will explain positions in emails and by phone. Commit my time, professionally and personally to make community progress successful. Vote on priorities. Hold CC, staff and myself accountable for progress on strategies, especially the WRT budget linkage. WHAT I AM WILLING TO DO PERSONALLY (cont.) Assume the best in those with whom I disagree. Look for the chance to hear those I haven’t before. We will help celebrate achievements, model the way and continue to develop relationships. Tell you thank you more often. “Look” for commonality on all issues. “Learn” from what is obtained from listening and looking. Support and promote the work and the work team. MINUTES—Eugene City Council February 6-7, 2009 Page 15 Goals Setting Session Be bold and brave. Be accountable. Work as always! Do I have to do everything??? APPENDIX * A RELATIONSHIP CONFRONTATION/RESOLUTION PROCESS The participants have explored the nature of their relationships, and developed the beliefs and behaviors that would foster their desired outcomes. In doing so, they have experienced listening with respect, creating a new and shared knowledge base. They have experienced being trusting, open and honest. The educators are now asked to experience confronting the conflicts that are unresolved in their relation- ships. They experience a process for resolving relationship conflicts by actually confronting the conflicts between them. This is the process that was demonstrated and experienced: STEP 1: The individuals in conflict are asked if they would be willing to confront their issue with the larger group. The process was first explained to them. At this point, the participants readi- ly agree to the experience. STEP 2. The conflict persons select one - two individuals to listen for them. These people play the role of allowing the persons in conflict to be natural and reactive when speaking to the other about the conflict. They hear the left brain material that is hidden in the right brain and reactive tones of voice. STEP 3. The first person having the issue with the other begins by expressing the nature of the relationship conflict as she sees it, and describes how she feels about it. STEP 4. The listener for the other person repeats what she heard the first person say. STEP 5. The other person responds by providing his reaction to the situation as expressed by the first person, providing his view of the situation, and how it makes him feel. STEP 6. The listener for the first person expresses what he heard the other say. STEP 7. There are a number of options here, some, or all, of which can apply: o The first person reacts and responds to what was said. The listener again repeats what she heard to the other. The other person responds and reacts to the new in- formation. This is repeated by the other listener. This allows each person to clarify information, to get other feelings out, to maybe even be more confrontive now that it feels safe. o The listeners are asked to state what they feel are the key issues between the par- ties. This provides pro-active information to the protagonists, and helps them process the conflict. o Other members of the group are asked to state what they heard, how they feel about MINUTES—Eugene City Council February 6-7, 2009 Page 16 Goals Setting Session it, and what some resolution of the problem would be. * A RELATIONSHIP CONFRONTATION/RESOLUTION PROCESS (Cont.) o If others were mentioned by either of the two protagonists, they are given an oppor- tunity to provide their view of the situation and how they feel about it. STEP 8. The first person is asked to express the needs of the other that she heard need to be met. This is an expression of the other's best outcomes in the relationship. She then expresses the needs she has that the other person can meet to help the relationship. STEP 9. The other person states the needs he heard the first person has, and states what his needs are. He then states what he is willing to do to meet the needs. STEP 10. The first person repeats the needs she hears the other has, and states her willingness to meet those needs. STEP 11. (OPTIONAL) Each person describes the relationship they will have with the other in a set period of time. This description may be recorded. This provides a best outcome or mission of the parties. STEP 12. Each person who participated states how they feel about the confrontation and resolution, and what they learned from the experience. Each of the listeners speaks first, then the par- ties in the conflict close the discussion. o How do you feel about this experience? o What did you learn that will make the group successful? STEP 13. The parties are honored by having them go to the center of the room. This allows them to make some physical gesture of resolution. The facilitator manages this process. It is important that the individuals agree to the process in the beginning. Once the individuals start to speak, they are allowed to continue without interruption. It is not unusual for the other person to want to immediately set the record straight as the first person talks. The facilitator must encourage this person to listen until the first person is done. Sometimes another member of the group wants to interrupt and set the record straight. Again, the facilitator must ask the person to wait until the protagonists themselves have spoken before letting others be involved. Each person is allowed to speak, but in turn, when the individuals in conflict have had their say. Sometimes one of the parties wants to go back over old ground. It is best to move the parties on, cautioning against the natural desire to remain in the conflict. The individual may be allowed to add information, even if repetitive, provided the solution is given at the end of the statement. It is the responsibility of the facilitator to encourage the participants to move ahead, while still being respectful of the need to confront. MINUTES—Eugene City Council February 6-7, 2009 Page 17 Goals Setting Session * COLLECTIVE STATEMENTS Collective statements are based on the belief that each of us sees the world from a different viewpoint. Our individual views are like pieces of a puzzle -- when we fit them all together we get the full picture. In most meetings our views tend to be seen as competitive. When someone speaks, another person responds with a counter-statement, and the meeting progresses with each trying to convince the other of his or her rightness. This behavior is based on a belief in the "one right answer" to all questions. Only one of us can be right, so our intelligence is used to establish that rightness firmly. It becomes a competition in which each person's ego and intelligence are at stake. This is either/or thinking -- either you are right or I am! Often, two or three people will capture all the time in a meeting with this either/or conflict, while others listen, get bored, and drop out. It is a time-consuming, ineffective process. The meeting ends with some vaguely worded compromise that relieves the participants. They leave with little commitment to it. Collective thinking assumes we can all learn something from each other. We have different views of a situation, and all views are right. This is done with many of the workshop tasks. The collective statements are the result of adding individual statements together, keeping each person's words to the best extent possible, creating a statement of the total group. * DEVELOPING A COLLECTIVE STATEMENT A collective statement process is based on the notion that we all have different views of a situation, and all views are right. Each of us perceives the world through our experiences, our values and beliefs and our desires. In some tasks, statements made by each individual participant are recorded as accurately as possible. These statements are first segregated into common groups. The individual statements are then added together, keeping each person's words to the best extent possible, creating a statement of the total group. At times it is necessary to add words to the brief recorded statements to clarify the intent. Or, a word might be added to bridge two or more statements together. This is kept to a minimum in order to retain the original recorded thought. While some grammatical improvements may be made, the original statement and the original words are kept as close as possible. DEVELOPING A COLLECTIVE STATEMENT (CONT.) As an example, these were the original recorded statements from another workshop for the "Senior Citizens Worst Outcomes of the Situation": SENIOR CITIZENS WORST OUTCOMES OF THE SITUATION: 1. Unsafe community to live in 2. Will regress, if no progress MINUTES—Eugene City Council February 6-7, 2009 Page 18 Goals Setting Session 3. Things fine, no higher taxes 4. Our senior programs will be cut--lack of funds 5. My needs as senior will not be considered and taxes rise--skyrocket 6. More leave town, higher crime, higher taxes, less facilities 7. Leads to collapse of government 8. If not forward, then backwards. 9. Become retirement community, kids leave, no industry, 10. Uncertain, unhappy future The statements are segregated to become like groups of statements: SENIOR CITIZENS WORST OUTCOMES OF THE SITUATION: 2. Will regress, if no progress 8. If not forward, then backwards. 3. Things fine, no higher taxes 9. Become retirement community, kids leave, no industry 5. My needs as senior will not be considered and taxes rise--skyrocket 4. Our senior programs will be cut--lack of funds 1. Unsafe community to live in. 6. More leave town, higher crime, higher taxes, less facilities 7. Leads to collapse of government 10. Uncertain, unhappy future These statements are now linked together to form the final collective statement. Words that are added in the process are shown in parentheses: THE SENIOR CITIZENS WORST OUTCOMES : (The community) will regress, if (there is) no progress. If (we do) not (move) forward, then (we slide) backwards. (We all think that) things (are) fine, (as long as there are) no higher taxes. (We) become (a) retirement community, (the) kids leave, (there is) no industry. My needs as (a) senior will not be considered and taxes will rise, skyrocketing. Our senior programs will be cut (because) of (a) lack of funds. (This will be an) unsafe community to live in. (More business and people) leave town, (because of) higher crime, higher taxes, less facilities. (This) leads to a collapse of government. (We face) an uncertain, unhappy future. THE COMMUNITY IS TELLING A STORY For years I sought for a way to help people understand at an integrative, or organic level, the value of the collective statements, and all of the activities that lead up to it. It was the story telling approach of an Indian elder that helped me to see how to do this. MINUTES—Eugene City Council February 6-7, 2009 Page 19 Goals Setting Session Everyone Is Telling a Story : I ask 6 to 8 people who are seated together in the circle to stand and move one step into the circle. I walk out into the center of the circle and act as the director of this story. “I have learned, over time, that every conflict has a community of interest, that it brings together those who are influenced or impacted by the decision. I am asking these people to represent a community of interest. Another thing I learned is that each community that is brought together around a conflict has a community story to tell, but the individual members do not understand that. They each come to the gathering believing that they have the entire story in themselves, and they are there to con- vince the others of the “truth” of what they know. To demonstrate this, I am going to ask this group to tell a story. They are going to do this like we did when we were in kindergarten, and the teacher asked us to each tell a part of the story. We begin with Rob, who will repeat the first sentence that I give him. This is the beginning of the sto- ry. Then, Kathy will add her sentence to the story, followed by Laura adding a sentence, and so on, until Crista, the last person in the line, will create an ending for the story. I state for Rob the first sentence for the story: “A porcupine walked into the meadow.” Rob: A porcupine walked into the meadow.” Kathy: (Thinking first) It was a warm and sunny day.” Laura: “He saw another animal in the meadow.” Jon: “It was a bear, an angry bear just waking up from a winter nap.” Debbie: The bear growled at the porcupine when he approached.” Dawn: “This frightened the porcupine, so he climbed a tree to get away from the bear. Crista: There he met a female porcupine who became his mate for life.” With the ending of this story the large group will normally laugh and applaud. The members of the story group are often nervous about speaking and really think, trying to come up with the “right” sentence that makes sense. I repeat the learning I have had about communities of interest. “I have learned that every conflict has a community of interest, and that community which is drawn together has a community story to tell. But, they don’t know that. They each think they have the full story.” Everyone thinks they have the whole story: I have Rob and Crista step out in front of the story tellers, turning to face each other. I encourage them to repeat their sentence to each other, to let the other know what the “true” story is. Rob: “The porcupine walked into the meadow.” MINUTES—Eugene City Council February 6-7, 2009 Page 20 Goals Setting Session Crista: There he met a female porcupine who became his mate for life.” They both look at me, and I encourage them...... “The other person has not got it yet.” Keep repeating it until he gets it. Rob repeats to Crista: “The porcupine walked into the meadow.” Crista repeats: “There he met a female porcupine who became his mate for life.” with a tone of voice that is impatient. Rob repeats with more vigor: “The porcupine walked into the meadow.” Crista, her hands on her hips leans forward and repeats firmly: “There he met a female porcupine who became his mate for life!” Rob: “NO!!! The porcupine walked into the meadow!!” He speaks with steely confidence.... this is the truth! Crista, before he is done, loudly with emphasis and pointing her finger into his chest: “There he met a female porcupine who became his mate for life.” Rob, leaning forward now, with more emphasis and a loud voice: “The porcupine walked into the meadow.... and that is all there is to it!!” Crista, now leaning nose to nose with him, and just as loudly: “There he met a female porcupine who became his mate for life.” The group laughs, often applauds, they recognize themselves, they have seen this in many meetings. I ask them, rhetorically, “Have you ever experienced this kind of argument before? They all nod their heads. Everyone wants the group to repeat their story line: I have Rob and Crista return to the story teller group. I turn to the others: “What Rob and Crista both want is to win this argument, and have everybody else repeat their sentence as the entire story line.” I ask Rob to repeat his sentence, and for the others to repeat it exactly as he said it. Rob: A porcupine walked into the meadow.” Kathy: A porcupine walked into the meadow.” Laura: A porcupine walked into the meadow.” Jon: A porcupine walked into the meadow.” Debbie: A porcupine walked into the meadow.” MINUTES—Eugene City Council February 6-7, 2009 Page 21 Goals Setting Session Dawn: A porcupine walked into the meadow.” Crista (resisting): NO WAY! There he met a female porcupine who became his mate for life.” Again, the community laughs. They understand the implications of this activity. Now, they know, Crista she wants everyone to repeat her sentence, because has the truth. The story is all mixed up: In addition to everyone wanting to be right with their “story line,” when the group meets, they are seated out of order. I move the standing participants around, mixing their order. Then I ask them to repeat their sentence: Debbie: The bear growled at the porcupine when he approached.” Laura: “He saw another animal in the meadow.” Rob: A porcupine walked into the meadow.” Dawn: “This frightened the porcupine, so he climbed a tree to get away from the bear. Kathy: “It was a warm and sunny day.” Crista: There he met a female porcupine who became his mate for life.” Jon: “It was a bear, an angry bear just waking up from a winter nap.” Now, this discussion doesn’t seem to make any sense, especially if you are the manager who needs to make the decision. These people all appear to be in conflict with what they are saying. There is no similarity. Who should you believe? What can you base your decision on? In the consensus process, we encourage each person to express their view, and, we record as it is being expressed. These are the different perceptions of the entire community. Then we take that information from this group, and any other group, and write a collective statement. When we do that it sounds like this: (I move the story tellers to their original position and have them repeat their sentences) Rob: A porcupine walked into the meadow.” Kathy: “It was a warm and sunny day.” Laura: “He saw another animal in the meadow.” Jon: “It was a bear, an angry bear just waking up from a winter nap.” Debbie: The bear growled at the porcupine when he approached.” Dawn: “This frightened the porcupine, so he climbed a tree to get away from the bear. Crista: There he met a female porcupine who became his mate for life.” This collective statements tells the “whole story” and is inclusive of everyone’s views. Now that you know MINUTES—Eugene City Council February 6-7, 2009 Page 22 Goals Setting Session the whole story as a manager, you can begin to take action to do something about what is happening. “It sounds to me like we have an angry bear up in the meadow. We better tell other humans about this to keep them away. Or, better yet, have the bear removed to a safer place, so the porcupines can climb down the tree and return to their home.” If We Exclude Others, We Don’t Get the Whole Story: I then remove four members of the group. Rob is removed because he looks like a hippie, and we certainly don’t want to give him any recognition. Jon is always looking for the negative in things, so leave him out. Then, Deb is a member of the public, what does she know about these things? Finally, don’t include Dawn, she is part of that rabid environmentalist group. So, we are left with this story: Kathy: “It was a warm and sunny day.” Laura: “He saw another animal in the meadow.” Crista: There he met a female porcupine who became his mate for life.” Now,... is that the same story? It is certainly a warm and positive story, but it is incomplete, and leaves out important information. If you made a decision to send a group of people up to this meadow, would they have all the information they need? Coalitions Form and a Battle Begins: The four people who were excluded find they have a common purpose. They were not included, acknowledged, or their information listened to. They form a coalition to get the attention of those who make the decision. They form a line facing the “included group” and begin shouting their sentences at the same time to the others, wanting attention and acknowledgment of their views. All Rob: A porcupine walked into the meadow.” Spoken Jon: “It was a bear, an angry bear just wakng up from a winter nap.” At the Dawn: “This frightened the porcupine, so he climbed a tree to get away from the bear. Same time Debbie: The bear growled at the porcupine when he approached.” This causes the “included group to come together as a block, expressing their point of view just as loudly, and at the same time. No one listens, if they did it would just sound garbled. All spoken Kathy: “It was a warm and sunny day.” At the Laura: “He saw another animal in the meadow.” Same time Crista: There he met a female porcupine who became his mate for life.” Again, the message is visually and intellectually clear to the larger group. If you exclude people, do not hear or acknowledge their information, they will form coalitions and oppose you. In doing so, while all the needed information is expressed, little of it is actually heard. Including everyone, hearing the whole story, results in community. I bring back the excluded members and they are integrated into the whole story. I remind them that the collective statement includes all words MINUTES—Eugene City Council February 6-7, 2009 Page 23 Goals Setting Session expressed by the individuals in the group. The purpose of the collective statement writer is to write the story. A porcupine walked into the meadow. It was a warm and sunny day. He saw another animal in the meadow. It was a bear, an angry bear just wakng up from a winter nap. The bear growled at the porcupine when he approached. This frightened the porcupine, so he climbed a tree to get away from the bear. There he met a female porcupine who became his mate for life. When this is done, Kathy sees her statement is in the story. It is between Rob and Laura’s statements (I have Kathy hold Rob’s hand and Laura’s hand). She is part of the story connected with them. In like manner, Laura is connected by the story to Jon, and Jon to Debbie, etc. Soon, all the storytellers are connected with their hands. “This,” I emphasize, “is community.” Everyone has had their say, been listened to and acknowl- edged. And, what they have said has been put into a collective statement, linking them together. Now, they can decide what to do about this story they have created.” I ask those standing to take a bow, still holding their hands, and then ask the members of the group to honor these people for helping them learn. They all stand and applaud. The meeting adjourned on February 7, 2009, at 3:30 p.m. Respectfully submitted, Jon Ruiz City Manager (Recorded by Kimberly Young) MINUTES—Eugene City Council February 6-7, 2009 Page 24 Goals Setting Session ATTACHMENT B M I N U T E S Eugene City Council McNutt Room--Eugene City Hall 777 Pearl Street—Eugene, Oregon February 23, 2009 3:30 p.m. PRESENT: Alan Zelenka, Andrea Ortiz, Betty Taylor, Jennifer Solomon, George Poling, Chris Pryor, Mike Clark, George Brown. Her Honor Mayor Kitty Piercy called the meeting of the Eugene City Council to order. A. EXECUTIVE SESSION: Interviews of Candidates for Police Auditor Pursuant to Oregon Revised Statutes 192.660(2)(a), the Eugene City Council met in executive session. The meeting adjourned at 4 p.m. Respectfully submitted, Jon Ruiz City Manager (Recorded by Kimberly Young) MINUTES—Eugene City Council February 23, 2009 Page 1 Executive Session ATTACHMENT C M I N U T E S Eugene City Council McNutt Room—City Hall—777 Pearl Street Eugene, Oregon April 27, 2009 5:30 p.m. COUNCILORS PRESENT: Chris Pryor, Mike Clark, Andrea Ortiz, Jennifer Solomon, Alan Zelenka, George Poling, George Brown, Betty Taylor. Her Honor Mayor Kitty Piercy called the work session of the Eugene City Council to order. A. COMMITTEE REPORTS AND ITEMS OF INTEREST FROM MAYOR, CITY COUNCIL, AND CITY MANAGER Ms. Piercy related that she and City Manager Jon Ruiz were scheduled to meet with Amtrak officials to discuss rail service. A Ways and Means Committee Meeting would be held on May 1 in Eugene and she planned to offer comments. She noted that several City departments were twittering. She said a report from the Police Auditor had identified the need for First and Fourth Amendment training and certain protocols; the Eugene Police Department (EPD) was following up on those matters. Mr. Clark stated he attended an April 2 meeting of the Beltline Citizens Advisory Committee, which would be forwarding recommendations to the council in two months. He and Mr. Zelenka had met with the Police Auditor to discuss directions from the council. He served on joint elected officials subcommittees related to economic development, Metro Plan jurisdictional issues and ambulance service areas. He attended a meeting with Santa Clara residents to discuss their Spring Creek restoration work and a meeting of the Cal Young neighborhood. Mr. Brown reported on his attendance at a Human Rights Commission (HRC) meeting, an EPD awards ceremony and a Crest Drive Neighbors meeting. He said the HRC was planning a human rights summit with community stakeholders. Mr. Poling congratulated those who received awards at the EPD ceremony. He said the Travel Lane County board met the previous week at the atrium building at the Lane Events Center and voted to authorize the commencement of negotiations to open the Gateway Adventure Center in the Gateway area near the Best Buy store. It was expected to open in January 2010. Mr. Pryor described a recent incident in which his son, who was standing on the sidewalk, was struck by a car that had run a red light. He said his son suffered a broken leg and the accident highlighted the problem of people who ran red lights. He said there had been over 400 red light accidents in a year and that represented a community problem. He did not want to see someone die because of the epidemic of red light- running and felt it was critical that the City revisited the issue of increased enforcement. Ms. Ortiz said the joint elected officials meetings on ambulance transport were focused on how to fund critical services with diminished revenue from Medicare. She announced there would be a Eugene Water & MINUTES—Eugene City Council April 27, 2009 Page 1 Work Session Electric Board open house on April 30 to discuss its construction activities in West Eugene and solicit public feedback on the Seneca cogeneration biomass plant. She said the Lane Regional Air Protection Agency was going through its budget process and staff felt the agency was fiscally sound and would not require additional financial contributions. She said Lane Education Service District was hosting a gathering of employees of color from local jurisdictions and agencies and the public was invited. Ms. Taylor said the Human Services Commission was grappling with a financial shortfall. Crest Drive neighbors were still concerned about the street assessment process. She said that safety concerns went beyond red light-running and should be broadened to include pedestrian safety in all types of situations. Mr. Zelenka attended a Lane Workforce Partnership meeting at which there was discussion of a help hotline for people who had lost their jobs. The number was 682-7200 and the partnership had received almost $2 million to assist people who were unemployed. He also attended a meeting of the Center for Advancement of Sustainable Living, a student-operated organization that was constructing a house as a model for sustainability. He said the Sustainability Commission reviewed a sustainability triple bottom line tool developed by staff to provide that information to the council about issues it was considering. He said the tool was being piloted during the summer and would be implemented in the fall. He met with a citizen group about the impact of deconstruction of the old Interstate 5 bridge and construction of the new bridge and rerouting of bike paths during construction activities. He said questions were raised about management of 40 acres of compensation land in West Eugene that the Oregon Department of Transportation was using to offset dislocation of park land during construction. He was interested in more information on the subject. Ms. Piercy extended her sympathy to Mr. Pryor and his family regarding his son’s accident and said the council would be happy to have a discussion about red light-running. She had received a call from the Vice- President’s office to discuss how the City was using its stimulus funds. Mr. Ruiz congratulated Becky Carlson of Public Works who was selected as the American Public Works Association administrative manager of the year. He assured the public that City staff was monitoring the swine flu situation. He was continuing to visit neighborhood associations. The budget had been forwarded to the Budget Committee and a budget message sent to all employees. He was meeting individually with Lane County commissioners to discuss issues of mutual interest. Mr. Clark said he initially requested a work session on the subject of Civilian Review Board (CRB) membership, but since there was currently one vacancy that the Police Auditor was anxious to fill, it was an appropriate time to discuss expansion of the board to add two more members. Mr. Clark, seconded by Mr. Poling, moved to direct the City Manager to provide the council with the application materials from the last Civilian Review Board re- cruitment and to place on the May 11 agenda the appointment to fill the currently open position from the last applicant pool. Mr. Clark remarked that there were a number of good applicants from the last recruitment process. Mr. Poling asked if the application materials would be limited to those that were forwarded to the council for consideration or include all those who had applied. Mr. Clark said he did not have a preference and the council could make that determination. MINUTES—Eugene City Council April 27, 2009 Page 2 Work Session Mr. Zelenka supported expanding the CRB to seven members and opening another recruitment process for the purpose of appointing three members at the same time. Mr. Zelenka, seconded by Ms. Ortiz, moved to substitute a motion to expand the Civilian Review Board to seven members and to direct the City Manager to seek applications for the three open positions, including the two new ones, on the Civi- lian Review Board and to schedule appointment of all three as soon as practicable. Mr. Clark commented that the Police Auditor had indicated it was difficult to train more than two new members at the same time. Mr. Pryor said he would support the auditor’s preference to train a smaller number of new CRB members. He felt it might be easier to use the full list of applicants to fill the current vacancy. Ms. Taylor preferred to re-advertise for applicants for the current CRB vacancy and objected to expanding the board to seven members. The substitute motion failed, 5:2; Mr. Zelenka and Ms. Ortiz voting yes. The main motion passed, 6:1; Ms. Taylor voting no. Mr. Clark, seconded by Mr. Poling, moved (a) to expand the Civilian Review Board to seven members; (b) to direct the City Manager to seek applications for the sixth and seventh positions on the Civilian Review Board, and (c) to schedule the appointment of the sixth and seventh members as soon as practicable. The motion passed, 6:1; Ms. Taylor voting no. B. WORK SESSION: West Eugene Collaborative Recommendations Emily Proudfoot, Public Works Department, highlighted the history of the West Eugene Collaborative (WEC), as described in the agenda item summary. She introduced WEC members Rob Zako and Larry Reed to present the collaborative’s recommendations. Ms. Solomon arrived at 6:00 p.m. Mr. Reed said the WEC’s goal was to begin the process of creating a shared community vision for West Eugene. He identified WEC members who represented diverse perspectives and came together in a collaborative effort to develop an integrated vision that incorporated transportation, land use and the environment. Mr. Zako explained consensus and the WEC’s group process that was designed to give everyone a “win.” He identified the aspects of transportation, land use and the environment that were considered during development of the following eight principles: 1. Improve efficiency of the transportation network 2. Increase public transit 3. Enhance pedestrian paths and bikeways 4. Intensify development appropriately MINUTES—Eugene City Council April 27, 2009 Page 3 Work Session 5. Relocate some land uses 6. Enhance open spaces and natural resources 7. Enhance natural watershed 8. Enhance appreciation of and connections to natural resources Mr. Reed said the multiway boulevard recommended in the first principle would consist of three compo- nents: a through-going traffic-carrying area in the center of the street, a transit-carrying area and local access areas on each side of the street. He described design elements of a multiway boulevard and said the concept was a keystone to the overall vision for West Eugene because it provided a connection between traffic, carrying capacity and land use to the benefit of both and helped the community move away from strip development. Mr. Zako noted there were areas in West Eugene that were zoned industrial, but owned by the Bureau of Land Management (BLM) and were clearly natural areas that would not be used for industrial purposes. The WEC felt those lands should be zoned to reflect their actual use. He said transportation, land use and the environment intersected in West Eugene and it was important to link them in a vision for that area that would create a great place to live, work, shop and recreate. Mr. Reed said next steps in the process included public involvement, technical analysis and planning and program. He stressed the importance of agreement between the council and the community on the multiway boulevard concept. Mr. Zako added that broad public support was necessary to assure that something happened in West Eugene. Mr. Reed reviewed the technical analysis and planning and programming activities that would support the WEC’s vision. In summary, Mr. Zako said the WEC was offering its recommendations to the council and community in the hope that they would promote action toward addressing the challenging problems in West Eugene. He said some recommendations could be implemented quickly; others would need to be part of a new City and regional planning process that was collaborative and integrated. Ms. Piercy thanked those who participated in the WEC and provided support for its efforts. Mr. Clark also thanked WEC members and staff. He was pleased with the recommendation to rezone lands in West Eugene appropriately for their actual use. He would require more information on multiway boulevards before deciding if that was a viable first step. Mr. Reed said the technical analysis would inform the planning effort. th Mr. Clark questioned why the principles did not include relieving congestion on West 11 Avenue. Mr. Zako said the principles were guidelines for achieving larger goals. He read the WEC’s mission statement adopted at the beginning of the process included the goal of facilitating movement of people and commerce from, through and to West Eugene and beyond. Mr. Clark said he was specifically interested in a traffic impact analysis that determined whether a multiway boulevard would move the desired level of traffic and future growth possibilities. He also wanted estimates of the cost of acquiring additional right-of-way. Mr. Zako remarked that the WEC envisioned phasing in a multiway boulevard over several years and was concerned about the impact on existing property owners and the ability to acquire right-of-way naturally as MINUTES—Eugene City Council April 27, 2009 Page 4 Work Session properties changed owners. Mr. Reed added that the WEC’s intent was to address traffic and felt its recommendations would achieve that. He said a multiway boulevard was no less expensive than the West Eugene Parkway (WEP), but the WEP was a narrow, single-purpose transportation solution while the multiway boulevard incorporated all of the other elements that needed to be addressed, such as the environment, social justice and land use. Mr. Zelenka commended the WEC for its work and ability to reach consensus. He liked the direction of WEC recommendations and the inclusiveness of the process. He pointed out that Franklin Boulevard provided an example of a multiway boulevard in the vicinity of Walnut Station. Mr. Zelenka, seconded by Mr. Clark, moved to accept the West Eugene Collabora- tive’s report and ask the City Manager to plan a work session or work sessions to discuss and plan for the potential implementation of the West Eugene Collabora- tive’s recommendations. Mr. Pryor stated that the WEC had consciously avoided taking the place of jurisdictions and agencies that were charged with the responsibility for developing final detailed plans. He said an important outcome of the WEC process was to develop guidelines that provided a good chance of success. He said short, medium and long-term recommendations offered opportunities to move forward with some immediate actions while developing long-range plans. The concept of a multiway boulevard gained acceptance from WEC members because it could be accomplished in the long-term and address the problems in West Eugene. He noted that the WEC process had been observed statewide and the model had gained the interest of the Oregon Department of Transportation. Ms. Solomon expressed an interest in immediate measures that could be taken to improve traffic flow on th West 11 Avenue. She noted that the WEC report had discussed inner and outer alternative routes and th asked how they would be improved to take traffic off West 11 Avenue. Mr. Reed said better signage would help direct drivers to alternate routes for avoiding congestion. He said improvements could also include signal timing, additional turn lanes and widened intersections. Rob Inerfeld, Public Works th Department, added that the City’s West 11 Avenue study would explore options for the main corridor and th inner and outer alternative routes enhancements were also being considered, including a roundabout at 5 Avenue and Seneca Street. Mr. Poling thanked the WEC for considering transportation issues between Veneta and Eugene and beyond. He echoed Mr. Clark’s concerns about a multiway boulevard and the cost of right-of-way acquisitions. He hoped that issues related to local access lanes would also be discussed in a work session. He referred to the WEC’s recommendation regarding rezoning of industrial land and noted there was also land zoned residential that would never be developed. He asked if the rezoning would occur before the City’s land supply study was completed or deducted from the inventory at a later date. He said dedicated transit lanes were difficult because of the City’s current building code and setback requirements that placed buildings th close to the street; that should be a concern with any redevelopment on West 11 Avenue. He questioned whether any changes to the building code to address the problem would apply only to West Eugene or be imposed citywide. Mr. Reed said the intent was for the City’s land supply study to be completed before rezoning occurred. He said current setback requirements that placed buildings close to the street were creating problems because the City did not have a long-range vision for the street. MINUTES—Eugene City Council April 27, 2009 Page 5 Work Session Ms. Ortiz observed that there were a diversity of people on the WEC, but noted that only one was a business th owner on West 11 Avenue who would be impacted by the recommendations. Mr. Reed said that members had the responsibility to keep their constituents informed and considerable outreach to the business community occurred during the process. Ms. Piercy reiterated that the WEC recommendations did not represent a fast-track project. She said shaping a vision for the future would take time and benefit the entire community. Ms. Taylor commended the WEC’s work and recommendations. Mr. Clark asked how references to the WEP would be removed from all transportation planning documents. Mr. Inerfeld said the transportation system would need to be modeled with and without the WEP and then the City would need to demonstrate how transportation demands would be met in the future. He hoped to present information to the council in the fall. The motion passed unanimously, 8:0. C. WORK SESSION Eugene Comprehensive Lands Assessment Jason Dedrick, Planning and Development Department, provided an update on the Eugene Comprehensive Lands Assessment (ECLA). He said land types associated with the study were residential, employment and semi-public and public lands. He said the key assumptions described in the agenda packet were the variables that would establish the land need and the council’s approval of those assumptions was requested. He said the objective of ECLA was to determine if Eugene could accommodate 20 years of growth, as well as respond to the requirements of House Bill 3337 by December 31, 2009. He said the methodology would determine the 20-year requirement for each land type and subtract the lands that were currently leaving the land needs. He reviewed the baseline or key assumptions contained in Attachment C to the agenda item summary. Mr. Dedrick reviewed the project timeline and noted the points at which the council would be provided updates. He used a flowchart to illustrate how ECLA fit within the City’s broader planning framework and other projects. Ms. Piercy asked what the ECLA advisory committee’s response to the key assumptions had been. Mr. Dedrick said the data was provided to the committee and staff determined a general sense of members’ opinions; there was no vote on the assumptions. In response to a question from Mr. Clark, Mr. Dedrick said that the land need determination had to be completed by December 31, 2009, in order to comply with HB 3337, but the timeline for the full ECLA project extended beyond that point. Mr. Clark said his interest was in assuring that the process used was the most defensible one for making decisions and the rationales were important to achieving that goal. He asked if the potential rezoning of land in West Eugene would affect the assumptions. Mr. Dedrick replied that it would not have an impact because all of the lands in West Eugene, regardless of their zoning or plan designation, were already removed from the analysis as unbuildable land if they had wetlands on them or were otherwise constrained. MINUTES—Eugene City Council April 27, 2009 Page 6 Work Session Mr. Clark said there were ongoing discussions about the region’s future economy and questioned how the City could rely on ECLA data if it was not yet certain what its needs would be. He asked how the Parks, Recreation and Open Space (PROS) Plan could be used to determine the need for parks and open space when it had been remanded and was not an official City plan. Mr. Dedrick agreed it was a challenging time for projecting employment needs. The study would use the state’s economic forecast of 1.4 percent growth for Lane County; using a different assumption would require a strong rationale to justify it. He said the PROS Plan could be used as part of the planning process to represent the community’s vision for that level of service. Mr. Clark asked why the PROS Plan had been remanded. City Attorney Emily Jerome explained that there was a provision in the City’s comprehensive plan that addressed the development and adoption of a parks plan. She confirmed that the plan could be used in the planning process without concern. Mr. Pryor commented that the agenda materials indicated a significant change in the percentage of single family detached dwellings, going from 84 percent in 2001 to 48 percent in 2008. He asked what explained that change in such a short period of time. Mr. Dedrick said a review of data over the past 20 years indicated a stable average of about 55 percent; the anomaly in the period from 2001 to 2008 would be discussed with the advisory committee. In response to a question from Mr. Poling, Mr. Dedrick said that constrained land citywide, not just in West Eugene, would be removed from the inventory. Mr. Zelenka remarked that HB 3337 only required an inventory of residential land and the council directed the inclusion of other land types. He asked if rezoning in West Eugene would have an impact on the analysis. Mr. Dedrick said there were some large parcels that were protected or constrained, but for purposes of the ECLA analysis it was not significant. Mr. Zelenka expressed concern with using historical trends to plan for the future. He asked if the process could define the future in terms of high, medium and low assumptions. Mr. Dedrick replied that land use decisions could not be based on aspirations; they had to be supported and encouraged by policies. He said the project’s focus was on obtaining reliable baseline assumptions that reflected sound numbers based on reasonable facts. He said once that was done, nothing precluded examining other scenarios, particularly if the inventory identified land needs. He was concerned that broadening the scope of the project at this point would jeopardize complying with the HB 3337 timeframe requirement. Mr. Zelenka, seconded by Mr. Clark, moved to direct the City Manager to move forward with baseline assumptions so far, expressed as recommended values in column 2 of Attachment C, for the analysis of future employment land needs, resi- dential land needs, and public and semi-public land needs. The motion passed, 7:1; Ms. Taylor voting no. The meeting adjourned at 7:26 p.m. Respectfully submitted, Jon Ruiz City Manager MINUTES—Eugene City Council April 27, 2009 Page 7 Work Session (Recorded by Lynn Taylor) MINUTES—Eugene City Council April 27, 2009 Page 8 Work Session