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12-13-2010 Agenda CITY OF WOODBURN KATHRYN CI L MAYOR DICK PUGH, COUNCILOR WARD I J. MEL SCHMIDT, COUNCILOR WARD II CITY COUNCIL AGENDA PETER MCCALLUM, COUNCILOR WARD III JAMES COX, COUNCILOR WARD IV FRANK LONERGAN, COUNCILOR WARD V DECEMBER 13, 201 0 — 7:00 P.M. ERIC MORRIS, COUNCILOR WARD VI CITY HALL COUNCIL CHAMBERS - 270 MONTGOMERY STREET 1. CALL TO ORDER AND FLAG SALUTE 2. ROLL CALL 3. OATH OF OFFICE AND ELECTION A. Oath of Office for Mayor and Councilors for Wards III, IV and V. 1 B. Election of Council President. 4. ANNOUNCEMENTS AND APPOINTMENTS Announcements: A. Holiday Closures: Christmas: City Hall will close at noon on December 23 and will reopen for regular business hours on December 27. The Aquatic Center will be closed December 24 and 25. The Library will close at noon on December 23 and will reopen for regular business hours on December 26. New Year: City Hall will close at noon on December 31. The Aquatic Center will be open on December 31 from 5:30 am - 3:30 pm and closed on January 1. The Library will be closed December 31 and January 1. Appointments: B. Planning Commission Appointments 6 C. Park Board Appointment 7 D. Library Board Appointments 8 5. COMMUNITY /GOVERNMENT ORGANIZATIONS A. Chamber of Commerce B. Woodburn School District "Habra interpretes eisponib(es Para aqueUUas personas que no 6a6[aan inco(es, previo acuerao. Comuniquese at (503) 98o- 2485... December 13, 2010 Council Agenda Page i 6. PROCLAMATIONS /PRESENTATIONS Proclamations: None. Presentations: A. Aquatic Center 7. COMMUNICATIONS None. 8. BUSINESS FROM THE PUBLIC - This allows the public to introduce items for Council consideration not already scheduled on the agenda. 9. CONSENT AGENDA - Items listed on the consent agenda are considered routine and may be adopted by one motion. Any item may be removed for discussion at the request of a Council member. A. Woodburn City Council minutes of November 22, 2010 9 Recommended Action: Approve the minutes. B. Aquatics Center Turnaround Project 13 Recommended Action: Accept the report. C. Crime Statistics through November 2010 62 Recommended Action: Accept the report. 10. TABLED BUSINESS None. 11. PUBLIC HEARINGS None. 12. GENERAL BUSINESS - Members of the public wishing to comment on items of general business must complete and submit a speaker's card to the City Recorder prior to commencing this portion of the Council's agenda. Comment time may be limited by Mayoral prerogative. A. Council Bill No. 2847 - An Ordinance Amending Ordinance 66 2313, the Woodburn Development Ordinance, to Add New Sign December 13, 2010 Council Agenda Page ii Regulation Provisions. Recommended Action: Adopt the Ordinance B. Council Bill No. 2850 - A Resolution Initiating a Legislative 97 Amendment to the Woodburn Development Ordinance to Add Sign Amortization Provisions to the City Sign Regulations Recommended Action: Adopt the Resolution C. Council Bill No. 2851- A Resolution Establishing Rates and 99 Charges for Ambulance Services in Accordance with the Franchise Granted to Woodburn Ambulance Service, Inc. and Repealing Resolution 1824 Recommended Action: Adopt the Resolution. D. Cancellation of December 27, 2010 Council Meeting 102 Recommended Action: Cancel December 27, 2010 meeting. 13. PLANNING COMMISSION OR ADMINISTRATIVE LAND USE ACTIONS - These are Planning Commission or Administrative Land Use actions that may be called up by the City Council. A. Planning Commission Approval of Design Review 2010 -07 and Variance 2010 -06 Recommended Action: No action is recommended. 14. CITY ADMINISTRATOR'S REPORT 15. MAYOR AND COUNCIL REPORTS 16. ADJOURNMENT December 13, 2010 Council Agenda Page iii W UU UB �UJI N AY4^4� Wff'% December 13, 2010 TO: Mayor and City Council through City Administrator FROM: Christina Shearer, City Recorder SUBJECT: CERTIFIED ELECTION RESULTS - November 2, 2010 General Election RECOMMENDATION Accept the November 19, 2010 Abstract of Election Results from Marion County Elections and swear in successful candidates. DISCUSSION: Marion County Elections has provided the City with the certified results of ballots cast within the City on the following Mayor and Council positions: Mayor Councilor - Ward III Kathryn Figley 3,036 Peter McCallum 300 Randall Soelberg 1,501 Julie Anne Hughes 228 Write -In 22 Write -In 1 Over Votes 5 Over Votes 0 Under Votes 597 Under Votes 130 Councilor - Ward IV Councilor - Ward V Jim Cox 826 Frank Lonergan 354 Tony Waite 503 Write -In 5 Write -In 16 Over Votes 0 Over Votes 0 Under Votes 323 Under Votes 162 TOTAL REGISTERED VOTERS WITHIN THE CITY: 7,278 Agenda Item Review: City Administrator _x City Attorney _x_ Finance 1 JURIF3171C CAMVA13S CITY 56 WOODIt"Fltj FINAL OFFICIAL REPORT MARION COUNTY, OREGON NOV. 2, 2010 GENERAL ELECTION RUN DATE 1/19/10 12 50 AM C I F" OF wOnTIEUIRN - MAYOR I certify that the votes recorded on this abslro�d correctly sun"WIzo the tally of votes cast at the election Indicated. — - - '--f— _ \-�L� NOV 19 7010 Signature of County Clerk Dale of Abstract VOTES PERCENT VOTES PERCENT 01 = R—jall S—Ib—q i 501 32.72 01 = OVER VOTES 5 K.thq Figleg 0 66.59 05 UNDER VOTES W-RfTE-IN - - - --- - - P. 0,S = BALLOTS CAST 5, 161 L 1 - - -- - -- 02 -- - -- - - - G3 - - - - - - -- - - 04 05 -- - - - 0" 0615 ---- --- 4 ----------------------------- 78i 15- 1356 ,62 13 PV ?, 2 1 7 5 0 436 13 025 1 Ze :�78 2 2 79 65 0645 4 V60 51 2 13 1 65, 08- 5 167 16 6 1 532 0065 134 ------------ 2e8 3 0 46 471 I certify that the votes recorded on this abslro�d correctly sun"WIzo the tally of votes cast at the election Indicated. — - - '--f— _ \-�L� NOV 19 7010 Signature of County Clerk Dale of Abstract JURISDICTIONAL- CANVASS RIJ14 LATE: 11 /19/10 08:59 AM Clry OF {,;OQDBUIRN - COUNCILOR WARr, III 0 1 = Julic Anne Hughe-, 02 = pQtell McCallum 03 = WRITE—IN WOODBURN WARD � MARION COUNTY, OREGON NOV. 2, 2010 GENERAL ELECTION VOTES PERCENT 22G 43.10 0 = OVER VOTES 300 56.71 05 UNDFR VOTES I 1? 06 PALLOTS CAST 01 02 04 05 06 ---------- - FINAL OFFICIAL REr']RT VOTES PERCENT 0 1 65? 0635 22e 300 1 0 13n 65? ------------ Tcertify that We votes r0c-?,i,d on this abstr correctly summarl- the tally of votes cast at the election indira!ad. signature of C" LKty Cler!t Date of Abstract JUR I SDIC T IONAI_ CANVASS WO"2DRURN WARD 4. MARION COUNTY, OREGON FINAL OFFICIAL REPORT RUN DATE i1i 19; 1D Ce: Sn AM NOV. ,_, 2010 GENERAL F_ CITY OF WOODBURN — COUNCILOR WARD I. Tony Waite V� PERCENT 02 = Jim Cux 502 37.71 04 = OVER VOl "ES VOTES PERCENT G' = WRITE —IN S -6 61.92 Ot = UNI ?ER VOTE O _ - 37 C6 = 4ALI_OTS CAST 323 ___ - -Di Jc CM 7.. 6:i7 ------------------ OE4_ 04 o- -- ------- --- - -- -- - ------ _ 503 L,26 O ,,..�. I certify that the votes recorded on thls abstract Correctly summarize the tally of votes cast at the election indicated. Signature of County Clerk Date of Abstrst 4,'rGD[3(.'R.N WARD 5 MARION COUNTY, OREGON F-TMAL OFF7CTAL RLPDRr PUN DATE: 11/19po Off:50 AM NOV 2 1 2 010 GENERA;- 71-ECTION OF' WOODI ` COUNCILCR WARD V VOTES PERCENT S8 04 = UNDER VOTES V h-1 OTFO FFFCEr Pi Ts �r.r t A< ------- - - - - -- n1 02 02 04 .f C � I Date Of Abstrat WooDBURN l aror yo rai e 188y December 8, 2010 TO: City Council FROM: Kathy Figley, M orb SUBJECT: Planning Commission Appointment The following appointment is made, subject to the approval of the Council. Please forward any adverse comments to me prior to the Council meeting on Monday, December 13, 2010. No reply is required if you approve of my decision. PLANNING COMMISSION Reappointments o Dick Jennings for a term to expire December 2015 o Ellen Bandelow for a term to expire December 2015 N .. 4 ! s RN Ag4 W40 -14 Inroryoraied 4889 December 8, 2010 TO: City Council FROM: Kathy Figley, Mayo SUBJECT: Park Board Appointment The following appointment is made, subject to the approval of the Council. Please forward any adverse comments to me prior to the Council meeting on Monday, December 13, 2010. No reply is required if you approve of my decision. PARK BOARD COMMITTEE Reappointment o Zandi Cox for a term to expire December 2013 7 OODBUR W N Inccr 4889 December 8, 2010 TO: City Council FROM: Kathy Figley, Mayor 0 . --- SUBJECT: Library Board Appointments The following appointments are made, subject to the approval of the Council. Please forward any adverse comments to me prior to the Council meeting on Monday, December 13, 2010. No reply is required if you approve of my decision. LIBRARY BOARD COMMITTEE Reappointments • Kristen Berkey Marshall for a term to expire December 2013 • J.D. Mitchoff for a term to expire December 2013 L."I COUNCIL MEETING MINUTES November 22, 2010 0:00 0:01 0:02 DATE COUNCIL CHAMBERS, CITY HALL, CITY OF WOODBURN, COUNTY OF MARION, STATE OF OREGON, NOVEMBER 22, 2010. CONVENED The meeting convened at 7:00 p.m. with Mayor Figley presiding. ROLL CALL Mayor Figley Councilor Cox Councilor Lonergan Councilor McCallum Councilor Morris Councilor Pugh Councilor Schmidt The Mayor's Tree Lighting will be Sunday, December 5 th with festivities commencing at 5:30 pm. COMMUNITY /GOVERNMENT REPORTS A. Chamber of Commerce — Don Judson, Executive Director of the Woodburn Area Chamber of Commerce briefed Council on upcoming chamber events. B. Woodburn School District — David Bautista, Superintendent briefed Council on the Woodburn High School boys soccer team who won the OSAA 5A State Championship. 0:06 PROCLAMATION A. The Mayor issued a proclamation honoring the 2010 Woodburn High School Boys Soccer team's Oregon State Soccer Championship and naming December 1, 2010 Bulldog Soccer Day. Page 1 - Council Meeting Minutes, November 22, 2010 01 COUNCIL MEETING MINUTES November 22, 2010 0:07 PRESENTATION A. Police Chief Russell, Finance Director Palacios, and Gina Audrich of NORCOM gave a presentation discussing the New World Systems software that staff is proposing should be updated. 0:50 CONSENT AGENDA A. Approve the Woodburn City Council minutes of November 8, 2010, B. approve the Woodburn City Council Executive Session minutes of November 8, 2010, C. accept the Woodburn Recreation & Park Board minutes of November 9, 2010. McCallum/Pugh... adopt the Consent Agenda. The motion passed unanimously. 0:51 PUBLIC HEARING — WOODBURN AMBULANCE RATE INCREASE Mayor Figley declared the hearing open at 7:55 pm. A staff report on the requested rate increase was made available in the Agenda Packet. Sean Baird of Woodburn Ambulance provided a presentation regarding their request for a rate increase. Mr. Baird spoke of the challenges unique to the Woodburn Ambulance service area and the changes in federal reimbursement rates for Medicare/Medicaid clients, who represent approximately 70% of their calls. Mr. Baird also answered questions regarding the training and qualifications of ambulance personnel and the financial position of Woodburn Ambulance. He also addressed the financial impacts to various client bases and the consequences should the Woodburn Ambulance service become unavailable. 1:30 Mayor Figley invited those in favor of the rate increase to speak. Don Judson of the Woodburn Area Chamber of Commerce spoke in favor of the rate increase as necessary to continue the excellent service provided by Woodburn Ambulance. Dick Jennings of 595 Filbert St. Woodburn, spoke from personal experience regarding the exemplary service provided by Woodburn Ambulance. Mayor Figley invited those opposed to the rate increase to speak; no one wished to speak in opposition. Mayor Figley declared the public hearing closed at 8:35 pm. Mayor Figley stated that Woodburn Ambulance provides a valuable service to the community and believes the rate adjustment is appropriate and necessary. Councilor McCallum agrees. Councilor Schmidt believes that the ambulance service is a valuable public safety service and does not believe a franchise fee should be assessed to Woodburn Ambulance. Councilor Morris does not generally support fee increases but does not believe there is a good alternative and therefore will support the increase. He also agrees with Councilor Schmidt regarding the franchise fee. Councilor Lonergan supports the rate adjustment but believes that the franchise fee serves as an oversight mechanism for Council and should be retained. Councilor Pugh agrees with Councilor Lonergan. Councilor Cox supports the fee adjustment. Cox/Pugh... direct staff to return to Council with legislation to adopt the proposed rate adjustment. Page 2 - Council Meeting Minutes, November 22, 2010 10 COUNCIL MEETING MINUTES November 22, 2010 1:40 PUBLIC HEARING — 2010 -2011 SUPPLEMENTAL BUDGET Mayor Figley declared the hearing open at 8:40 pm. Finance Director Palacios provided an overview of the proposed supplemental budget and answered questions from Council. Mayor Figley invited members of the audience in favor of the supplemental budget to speak. No one wished to speak in favor. Mayor Figley invited members of the audience opposed to the supplemental budget to speak; no one wished to speak in opposition. Mayor Figley declared the hearing closed at 9:10 pm. 2:06 COUNCIL BILL NO. 2847 — AN ORDINANCE AMENDING ORDINANCE 2313 THE WOODBURN DEVELOPMENT ORDINANCE, TO ADD NEW SIGN REGULATION PROVISIONS McCallum introduced Council Bill 2847. Recorder Shearer read the two readings of the bill by title only since there were no objections from the Council. Schmidt/Cox moved that the ordinance be amended so that table 3.110.10A —Flags be modified to allow one flag per dwelling unit in multi - family dwellings and three flags for all other uses.. Motion to amend passed 5 -1 with Councilor Pugh voting no. Cox /Pugh moved to delay action on Council Bill 2847 as amended and direct staff to develop findings and perform appropriate notice actions to incorporate into the proposed sign ordinance language establishing a timeline to bring non - conforming signs into conformance with the new sign provisions within 15 years of adoption of the sign ordinance. On roll call vote, motion to delay passed 3 -2 with Councilors Pugh & Morris voting no and Councilor Schmidt abstaining. 2:34 COUNCIL BILL NO. 2844 — A RESOLUTION AWARDING A SOLE SOURCE CONTRACT FOR SOFTWARE UPGRADE AND IMPLEMENTATION SERVICES TO NEW WORLD SYSTEMS CORPORATION AND ADOPTING FINDINGS McCallum introduced Council Bill 2844. Recorder Shearer read the bill by title only since there were no objections from the Council. On roll call vote for final passage, the bill passed unanimously. Mayor Figley declared Council Bill No. 2844 duly passed. 2:48 COUNCIL BILL NO. 2848 — A RESOLUTION APPROVING TRANSFERS OF FY 2010 -2011 APPROPRIATIONS AND APPROVING A SUPPLEMENTAL BUDGET McCallum introduced Council Bill 2848. Recorder Shearer read the bill by title only since there were no objections from the Council. On roll call vote for final passage, the bill passed unanimously. Mayor Figley declared Council Bill No. 2848 duly passed. Page 3 - Council Meeting Minutes, November 22, 2010 11 COUNCIL MEETING MINUTES November 22, 2010 2:37 COUNCIL BILL NO. 2849 — A RESOLUTION AUTHORIZING AN INTERFUND LOAN FROM THE TRANSPORTATION IMPACT FEE AND WATER WELL DISTRIBUTION CONSTRUCTION FUND TO THE GENERAL WATER AND SEWER FUNDS FOR THE PURPOSE OF UPGRADING THE CURRENT ACCOUNTING AND POLICE REPORTING SYSTEMS McCallum introduced Council Bill 2849. Recorder Shearer read the bill by title only since there were no objections from the Council. Cox /Pugh moved to modify the loan repayment schedule to 7 years. Motion to amend passed unani sly. On roll call vote for final passage, the bill as amended passed unanimously. 'yor ' gley declared Council Bill No. 2849 as amended duly passed. 2:49 CITY ADMINISTRATOR'S REPORT A. Streaming video of City Council meetings will soon ° e available. B. The published paper version of the 2010 -2011 City & URA budget was provided to Council C. Copies of the updated Elected Officials Ethics Guide was provided to Council tc KATHRYN FIGLEY, MAYOR ATTEST Christina M. Shearer, Recorder City of Woodburn, Oregon Page 4 - Council Meeting Minutes, November 22, 2010 12 The meeting adjourned at 9:55 p.m. W UU UB �UJI N AY4^4� Wff December 13, 2010 TO: Honorable Mayor and City Council through City Administrator FROM: Jim Row, Community Services Director SUBJECT: Aquatic Center Turnaround Project RECOMMENDATION This item is informational only. No Council action is required. BACKGROUND In July 2010, the City enlisted the services of Swim Essentials, Inc. and their principal, James (JP) Moss to complete an analysis of the Woodburn Aquatic Center. The completed analysis is attached. This process was initiated after staff learned of a similar project the City of Astoria was successfully engaged in. Astoria initiated their project in spring 2009 as their Aquatic Center was facing a financial crisis due to a significant reduction in City resources. Their center was in real danger of being closed when the City elected to utilize the services of Portland area entrepreneur and former public sector aquatics manager, JP Moss and his firm Swim Essentials INC. to evaluate, restructure, and "turnaround" their aquatics program. Their project was remarkably successful. Over the course of one year, Astoria turned their swimming pool from a $500,000 General Fund loser into a revenue generating, self- sustaining program. In response to their success, Astoria was awarded the League of Oregon Cities 2010 Good Governance Award. The City Administrator and Community Services Director visited Astoria in February 2010 to observe their Aquatic Center and meet with their city administrator and JP Moss. That visit left staff with the confidence that a similar project could be successful in Woodburn, as well. The Woodburn Aquatic Center Analysis, which was completed in September 2010, identified many operational deficiencies and identified recommendations for improvements in nearly twenty different areas, including safety, staffing, Agenda Item Review: City Administrator _x_ City Attorney _x Finance _x- 13 Honorable Mayor and City Council December 13, 2010 Page 2 training, programming, marketing, and sales. The report concludes that if the resulting recommendations are implemented, significant increases in revenues and reductions in expenditures are likely. It even estimates that a cost recovery level of 80 -100% is achievable. By issuing an administrative order and utilizing a sole source selection process, the City Administrator has elected to retain Swim Essentials INC. to implement the recommendations of the plan and complete the "Aquatic Center Turnaround Project ". As demonstrated by Exhibit A - Sole Source Justification, a sole source purchasing decision for specialized consulting services of this nature is exempted from formal public contracting procedures and is appropriate in this instance. While the contract fee of $154,400 for consulting services provided from January - August 2011 to complete the project is not inexpensive, the long term upside of this project is very high. Our assessment is that we will be able to reduce expenditures and increase revenues to a level sufficient to offset approximately $120,000 of these expenses. The remaining $35,000 or so will be funded by resources that currently exist within the Community Services Department budget. The real savings from this project are anticipated to occur in the coming 2011-2012 fiscal year. We will monitor the finances closely. Should the project not proceed as planned, the agreement will include a clause allowing the City to terminate the Agreement with Swim Essentials for any reason after providing 5 -days notice. It is important to realize that proposed changes to Aquatic Center operations are intended to maximize efficiency and revenue generation by making a fundamental shift from running the program as a "public service" to a more entrepreneurial, business based model. We should be prepared for the likelihood that many current patrons will not support some of the changes, such as reducing available lap swimming lanes to allow for more open space programming - a move that would provide a higher level of service and more revenue but be less convenient for lap swimmers. The City should be prepared, and expect to hear concerns expressed by those who support Aquatic Center operations as they currently exist - regardless of how unsustainable those operations may be, knowing that we are attempting to improve both our operation and financial position. 14 Honorable Mayor and City Council December 13, 2010 Page 3 DISCUSSION The City's agreement with Swim Essentials will be for the period of January 3 - August 31, 2011. Swim Essentials will earn a fee of $154,400 for services rendered under the agreement and the City retains the right to terminate the Agreement with 5 days notice to Swim Essentials. The Agreement provides for Swim Essentials INC. to perform the following tasks: Implementation Fully implement the recommendations outlined in the September 30, 2010 Woodburn Aquatic Center Analysis. Communicate fully and regularly with the Community Services Director regarding the status of the project and items requiring decisions. City agrees that the Community Services Director will be accessible to Swim Essentials and prepared to act on recommendations and make decisions as rapidly as possible in order to ensure that Swim Essentials retains the ability to execute the project in an efficient and timely manner. Management & Staffing Supply a full time (40 hours per week) Aquatic Center Manager to administer the daily operations of the Woodburn Memorial Aquatic Center. Manager shall undergo and successfully complete a City of Woodburn background investigation. Activities of the Manager shall include recruitment, hiring recommendations, employee training, and supervision of all Aquatic Center Personnel. All personnel actions must be executed by the Community Services Director. Manager shall be responsible for all routine daily tasks, including program operation, activity registration, cash receipt and handling (in accordance with City policies), ensuring the safety of employees and the public, maintaining swimming pool chemical parameters, reporting and record keeping, and any other activities required for the successful operations of the Aquatic Center and Aquatic Center programming. All activities of the manager shall be accomplished in consultation with the City of Woodburn's Community Services Director. Marketing & Advertising Create and implement short and long term marketing plans, utilizing the services of a marketing professional. Provide a graphic designer to produce high quality program/ facility publicity materials, including the aquatics section of the City's recreation activity guide. Provide diversity and program specialists to ensure that programs and related publicity are designed for and effectively disseminated to Woodburn's diverse population. Provide any other consultants/ 15 Honorable Mayor and City Council December 13, 2010 Page 4 specialists as deemed necessary to provide the services under this agreement. The City will be responsible for the cost of printing publicity materials and program schedules. Sustainability Implement changes to enhance revenues and reduce expenditures. Increased revenues, staffing reductions, systems improvements, and increased efficiencies will be implemented with the goal of reducing the City's Aquatic Center general fund subsidy by $90,000 in FY 2010-2011 (not accounting for the cost of the consulting agreement with Swim Essentials). These improvements will be designed to achieve revenue to expense ratio of 80% -100% in FY 2011-2012. Programming & Facility Usage Recommend and implement changes to Aquatic Center programs to maximize the use of the Center throughout the day to be more responsive to the needs of the community, retain existing patrons, attract new patrons, and to increase revenue generation. Safety & Training Complete a comprehensive safety analysis and update the facility, staff, and training programs, as needed. Recruitment /Staffing Assist in the recruitment and selection of a permanent Aquatic Center Manager. Provide comprehensive mentoring and training to the new Manager to fully prepare them to take over operations following the completion of Swim Essentials Services under this agreement. FINANCIAL IMPACT The $154,400 fee, of which $115,800 will be payable in 2010-2011 will be partially offset by anticipated reductions in Aquatics expenditures and increases in revenues totaling $90,000 in FY 2010-2011. The remainder due will be paid from budgeted resources within the adopted Community Services Department's general fund budget. The contract fee of $38,600 due in 2011 -2012 will be funded out of revenue and expenditure based savings, which are anticipated to be between $300,000 - $400,000. From 2011 -2012 forward, the Aquatic Center is anticipated to reduce its $480,000 general fund subsidy to a level between $50,000 - $100,000. 16 Exhibit A Sole Source Justification Personal Services Contract Swim Essentials and its principal, James Moss, are the only qualified consultants in the region capable of successfully completing the City's aquatic center project for the following reasons: 1. Swim Essentials has unique and specialized experience related to the City's aquatics project. A. Local Government Experience • For many years, Mr. Moss worked as a district area aquatics manager for the City of Portland. B. Business/Retail Experience Mr. Moss launched a retail business, Portland Swimwear, in the early 1990's. Portland Swimwear is a successful company with multiple locations in the Portland Metro area. • More recently, Mr. Moss opened a wholesale swimwear manufacturer, known as Swim Essentials. This unusual combination of public aquatics and private retail experience provides Mr. Moss with a unique perspective into how a public aquatic center can and should operate in a more entrepreneurial manner. Mr. Moss also has a mind for maintaining operational safety — a critically important aspect of operating a public aquatic center. 2. Swim Essentials has a record of success in similar aquatics consulting programs. A. City of Astoria — Aquatic Facility Swim Essentials recently completed a similar project for the City of Astoria. With their aquatics center facing closure in 2009, Swim Essentials successfully erased the $500,000 general fund subsidy that was previously required to maintain the operation of their city owned aquatic center. The Astoria facility is now a break even operation. As a result, the city was awarded a League of Oregon Cities "Good Governance" award at the 2010 annual conference for this project. Mr. Moss and Swim Essentials come highly recommended by the City of Astoria. • The City is not aware of any consultants within the region who have completed any similar projects. Exhibit A Page 1 of 2 17 3. Swim Essentials is the only entity within a reasonable area that can provide services of the type and quality required. A. The City already selected Swim Essentials for the first phase of work: analysis of Woodburn's aquatics program. The City solicited proposals from four aquatics consulting firms to complete an analysis of our aquatics program and make recommendations for improvement. The four firms the City solicited were Swim Essentials from Portland Oregon, Ballard King from Highland Ranch, Colorado, Water Technology from Beaver Dam Wisconsin, and Aquatic Consulting Services from San Diego California). Two proposals were submitted to the City. One from Ballard King at a cost of $19,200, and a second from Swim Essentials at a cost of $7,000. The City found Swim Essentials' proposal best served the interests of the City and executed a personal services agreement in July 2010 to complete the first phase of work. B. Swim Essentials has a unique understanding of the City's program and can immediately begin implementation of improvements. • Swim Essentials has already studied and analyzed the Woodburn operations and made the recommendations for improvements. The recommendations are the result of Mr. Moss' unique and distinctive perspective of Woodburn's operations. 4. Swim Essentials is the only entity that can implement the recommendations and improvements to the City's aquatics program contained in the Analysis. A. The City selected Swim Essentials after soliciting proposals from four aquatics consulting firms. B. After utilizing this competitive process, the City then contracted with Swim Essentials to conduct an analysis ( "the Analysis ") of the City's aquatics program and make recommendations for improvement. C. Swim Essentials has completed the Analysis and made recommendations for numerous improvements to the City's aquatic program. D. Swim Essentials is the only entity capable of implementing all of these recommendations and improvements because it was Swim Essentials that prepared the Analysis. Exhibit A Page2of2 18 Woodburn Aquatic Center Analysis By James Moss of Swim Essentials, an Oregon Corporation September 30, 2010 19 TABLE OF CONTENTS Facility Goals and Vision page 5 Safety page 6 Staffing and Management page 9 Training / Evaluation page 11 Scheduling page 13 Fee Schedules page 15 Programming page 16 Fun to the Pool page 17 Marketing page 18 Internal Operational Systems page 20 Professional page 22 Partnerships page 23 Image Development/ Design page 24 Signage page 25 Merchandise / Concessions page 26 Sales page 29 Utility page 31 Cleaning / Custodial page 32 Special Events page 33 Overview of Action page 35 Addendum A Key Program Elements page 36 Addendum B Financial Projections page 40 Addendum C Fabulous Forty page 41 2 20 I believe that the following report will give you great insight into the current operations of the Woodburn Aquatic Center. Additionally, I believe you will find many practical ideas to implement so that you might be able to both improve your facility and change its financial projection. Most importantly, this report should give you a blueprint designed to create an improved aquatic center that will better serve the citizens of Woodburn. With this being said, I should caution that the recommendations in this report are designed to be implemented as a whole. Please be aware that there will be consequences if you choose to implement only some recommendations without the others. For example, making programming improvements will not work without an excited, well- trained staff that can implement the new programs. Also, if you do not improve your marketing and advertising, how will the community know about new programs? I also caution you to use other aquatic facilities as examples of what to do or what not to do. This report makes the general assumption that the public aquatic industry is not only going in the wrong direction, but it also has a culture that will not drive the success that cities wish to achieve. Please enjoy the report, and I hope that it is the impetus for much dialogue, discussion, and debate, which will help your aquatic center leap to the next level. In the event that there are any misunderstandings, or if you have further questions, I would be glad to clarify and further research to some extent the answers to your questions. 21 Everyone in the community loves a story where a government agency can transform an ailing department, making it more efficient, increasing the quality and quantity of its programs, and significantly improving its customer service. The result of that transformation for an ailing aquatic center is an enjoyable, affordable atmosphere for the community (to laugh, learn and live) with very little dependence on the taxpayer. When you are working in a bureaucracy, small changes can be difficult to make. The system falls into the control of whoever is in management at the current time. The key to big change is providing new systems that act as the leader. The systems need to be in the lead, with whoever is in management responsible for maintaining the system. For example, if a system is set up so that a concession /merchandise area can be managed at a 100% return, then it will be successful as long as the system is followed. When considering the following information it is important to keep in mind the greater picture of bottom -to -top change and what this really means to your facility. Creating an environment of change should always be laid out with the most positive outcome in mind. Many facilities experience multiple responses to change, and I would like to prepare you for how these changes may be received by your staff and community. The following document outlines a complete new way of operating your facility with a fresh business perspective. 22 Facility Goals and Vision A core component of your mission as a recreational facility is to establish a common vision that your staff and community can support. Having a mission statement or tag line that sums up what you want to be as a service entity communicates your intentions to your guests and establishes a standard for the services you provide. For example, a goal for the Woodburn Aquatic Center may be to make its facility a fun and safe environment for families. In this example, new changes to programs or activities can reference the underlying goal of fun and safety. 23 SAFETY The general safety of any facility and its guests is directly affected by the attitude, training, and prioritization of the staff and management. The following will explore examples of current Woodburn Aquatic Center systems in the areas of staff training, facility safety, and management protocols. It will also explore the role of facility maintenance, safety, and the overall perception of safety by staff and management. A facility's general level of safety is compromised when staff cannot recognize and appropriately assess risks in both their training regimen and in the features of their facility. One may conclude that certain timeframes without a major incident is a concrete measure of how safe their facility may be. Unfortunately, it is difficult to predict when and how an incident may occur in a facility. This is why all precautions must be taken to ensure that when that incident occurs, there are appropriate systems in place to provide a successful outcome. The current management has rated their facility safety as a 9 out of 10. In discussions, some staff members indicated a desire for more practice in responding to a customer in crisis. Currently, most incidents at the Woodburn Aquatic Center involve slipping on the pool deck with occasional water rescues at the slide exit. These are relatively common incidents at most pool facilities around the country. In the past decade, the Woodburn Aquatic Center has experienced some more major incidences that have required further evaluation. The report in March of 2008 was crucial to the evaluation and improvement of safety in a number of areas. The following subsections will explore the suggested changes and improvements since March of 2008, as well as my general observations. For example, in the Woodburn Aquatic Center the most major incidents included that lack of recognition of a guest at the bottom of the pool. Although adding mirrors was 100% necessary in this circumstance due to the lack of visibility on and around the pool deck, the addition of mirrors addressed only one area of concern: visibility of the pool corners. The addition of the mirrors, although helpful for overall visibility, can cause a false sense of security for management that their staff will be able to recognize a body on the bottom of the pool. Drills emphasizing this skill should be instituted and practiced with all staff on a regular basis. An 24 example would include a surprise submersion test or vigilance awareness testing (VAT). These drills involve placing a mannequin at the bottom of the pool, unknown to the lifeguard about to rotate out, and then measuring and evaluating the lifeguard's response time to the mannequin. These drills should be done throughout the month as well as at in- service trainings. In addition to addressing blind spots in the pool, scanning zones should be reviewed for efficiency at least once a quarter, and lifeguard stands should be moved when a lifeguard doesn't feel that he or she can see the zone. Currently there are no zone - scanning charts posted in any area of the facility. Other areas of concern with visibility are the types of lighting in the pool facility and how they cast shadows on the water. The dark spots in the plaster cause shadows, limiting visibility. Also, large equipment in the water can cause problems for lifeguards in a fixed position, attempting to maintain the "5- minute scanning strategy' as suggested in the 2008 report. The lifeguard staff was not demonstrating this strategy during my visit to the Woodburn facility. The staff only used the higher platform lifeguard stands during open recreation swim. On a surprise audit of the Woodburn lifeguards, I evaluated their emergency preparedness in the following areas: water active rescue, water passive rescue with extrication, water spinal rescue, and on -deck passive patient rescue. The lifeguards performed the correct ratios for CPR and rescue breathing, but their response time in the two -guard scenario was weak and the guards seemed to lack a repetitive confidence in their abilities to communicate the steps to perform next. Not one lifeguard requested help from any hypothetical secondary staff member, and not one lifeguard requested an AED or signaled a call to 911 after finding that the guest was without a pulse. Other facilities incorporate loud signaling for help in their training practice so that it is automatic even in drills where the public is present Another concern is the placement and storage of emergency equipment. There is one AED on the pool deck, in plain sight, but the rest of the emergency equipment is in the staff area located just off the pool deck, on a large shelf that houses many other facility supplies. In the event that a non -staff member was needed to fetch the oxygen tank or emergency bag, he or she would have a difficulty finding it and getting it to the lifeguard in a timely manner. 25 Most facilities have the emergency oxygen and other equipment on the pool deck next to a backboard or AED. Usually this area is identifiable with yellow caution paint on the area of the deck that it is located, with an additional sign identifying the equipment is for the use in an emergency. The secondary AED at Woodburn is located on a bottom shelf behind the front desk. Our suggestion would be to display this AED in a second area of high traffic. For example, this AED could be placed on the wall opposite the cardio equipment. I would advise you to consult with local EMS workers regarding the best placement for this device. When they are off the pool decks, the Woodburn Aquatic Center lifeguards are expected to do sweeps through the locker rooms to clean and restock bathroom supplies. One major safety concern of the locker rooms is the sauna. Having lifeguards looking in the saunas when they pass through the locker room is not an acceptable way to monitor the area and identify emergencies. This is a potential future consideration for this facility. Perhaps some sort of doorbell could be installed in the saunas that would alert the front desk in the event of an emergency within the sauna. The March 2008 report mentioned that the operations of the rope swing, slide, and inflatable are dependent of the presence of a lifeguard. While observing the operation of the rope and slide, I concluded that, while it is extremely important to have a lifeguard running those stations, it is difficult for that lifeguard to also be responsible for that zone. The eye- and -hand coordination required to run the rope swing is too distracting to maintain the appropriate 10/20 protection standard for that area of the pool. 26 STAFFING and MANAGEMENT Existing Management and Structure: The current management structure does not meet the needs of a progressive, growing facility. The management may be appropriate to operate a traditional aquatic facility that does need to be growing, improving, and attempting to be a break -even operation. Challenge: Mismatch of management personnel with future goals of the facility. Overview /Observation: The number one element in turning a facility around, or for a facility that is growing, is the management team. Management teams must be hired with a skill set that meets your goals. Sometimes this skill set can be found within the aquatic industry, and sometimes not. Without a progressive management team it will be difficult to create a successful change. In Woodburn's case, you truly need only one manager, but that manager must possess the necessary skills in both the business arena and the aquatic safety arena. This suggestion is also based on the current size, employees, revenues, and expenses of the facility. As the aquatic center makes positive changes, the facility will be busy enough to warrant additional help. Analysis: My analysis of current management of the aquatic center is that they lack the leadership, charisma, and vision to operate the aquatic center outside of the existing model. For example, everyday challenges take far too much time for management to sort out. Also, trying to find ways of doing business differently is a challenge for them. The quantity of work which is performed on a daily basis as it relates to management is very limited in nature. Systems have been developed and very rarely are changed or altered; therefore, the organization becomes inefficient and less exciting. Management does not currently excite the staff or help the staff members grow both in their profession and as employees. What should management do on a daily basis? What is their role, and why are they there? Currently, the aquatic center's managers are there to maintain the status quo at best; however, in reality, maintaining the status quo is exactly what causes the organization to decline. It is obvious by most measurable numbers that this aquatic facility is in decline. 27 Corrective Action: My suggestion is not based on the people who are currently in management, but based on observing the operation and skill set of the management team. I believe that all levels of management within the facility should be removed and replaced with management that has a new set of skills. It will take far too much time, energy, and financial commitment to teach the current management a new system, especially since they do not have the ability to run it. Maximizing Efficiency: The simplest way to maximize efficiency in this area is to hire a low - priced, interim manager who can make the necessary corrective actions needed to turn this center around. By spending less during the interim, you will be able to save funds so that you can hire a manager with the appropriate skills to run the pool. io 28 TRAINING / EVALUATION Existing Evaluation/Training of Staff: In the current model, there is no written evaluation system that management uses for their current employees. The manager is reported to be working on an evaluation system for new and current staff, but she hasn't found an evaluation system with which she is comfortable. Currently, other than monthly in- service training, there are no other ongoing skill checks of employees. Overview /Observation: The subsequent improvements to the hiring process include developing a standardized skill checklist and a job- shadowing process for new employees. The management is responsible for evaluating and improving the skills of new employees. The head lifeguard staff is expected to perform two written observational audits per month with written suggestions on improvement. The management team is currently establishing a skills review program involving question cards that quiz the lifeguards on the areas of water skills, first aid, and CPR. Challenge: The challenges with the current system of how staff are retained and hired are in the areas of training and evaluation of safety, both with frequency and consistency. Corrective Action: Observation of an employee while he or she is lifeguarding is only one element of how the staff performs their job duties. Ultimately, how prepared a staff member is to handle an emergency is not evaluated in the current evaluation model. Regular skills checks throughout the month, as well as a mandatory amount of time dedicated to skills at monthly in- service trainings, have yielded a greater level of overall emergency preparedness at other facilities. Currently in- service trainings are held for a 2 -hour time period and skill practice is included for maybe half of that time, and not all skills are reviewed. For example, many facilities have instituted a mandatory 4 hours of in- service skill training every month, which includes CPR, AED, water skills, scanning /zone review, center -wide emergency scenarios, and first aid practice at each and every training. When a staff member misses this mandatory 4 hours of in- service, they are unable to work until this requirement is fulfilled. Currently at Woodburn, staff members are required to meet with one of the managers to review what information was 11 29 covered, but failure to do so isn't strongly enforced. An ongoing skill- review program should cover all skills, especially those skills that most commonly jeopardize the safety of guests. 12 Ell SCHEDULING Existing Scheduling: Currently the Woodburn Aquatic Center provides a traditional pool schedule. This type of scheduling usually has a 10% overage of hours Challenge: Typically, scheduling and timekeeping are learned behaviors from previous managers' experiences, leaving the current management to think that there is only one way to schedule and process timekeeping. It becomes very difficult to change someone's habits to more efficient ways of doing things. This will be the challenge in this area. Overview /Observation /Analysis: Scheduling and timekeeping in most public facilities, including your facility, can have an immediate 10% reduction if the systems are changed. Specifically, employees currently enter in their time, rather than checking in and checking out. There is also no system that prevents people from working more hours or fewer. Scheduling the facility can be done in a tighter time fashion. For example, employees do not need to come in early before their shift or stay late after their shift. These extra hours add up and create a ballooned payroll. There are fundamental changes that can be made in scheduling. For example, both managers' shifts tend to cross over during the day but you could much better operate the facility in a fashion where one manager works a Tuesday — Sunday and the other one Sunday — Thursday. On days when they work together they could work opposite ends of the day. By making this change and putting your management into a more active role in the program, you will see a dramatic reduction in payroll expenses. Additionally, the facility does not need cashiers at the front counter, but rather the lifeguard that rotates can cover the front counter. This will create an immediate savings of approximately $27,000 annually. While there may be an initial decrease in customer service, as new training programs come online, you will see the service quality rise back to its original or better service in a very short time. In order to make more adaptive and reactive schedules, management should do schedules on a weekly basis. Timekeeping is currently a duplicative process and little analysis or goal- oriented, cost - efficient systems are in place to encourage reducing payroll levels in part -time or temporary staff. Suggested Corrective Action: For these corrective actions to take place, management must be focused on making key systems' changes. These corrective actions may also impact the 13 31 broader bureaucracy of the city. Therefore, in working with accounting or payroll systems, the aquatic center will be able to reduce its expenses. Automating both scheduling and timekeeping with systems focused on efficiency will dramatically decrease total payroll costs. Maximizing Efficiency: Maximizing efficiency would include implementing the above- suggested changes, changing out the existing management, and creating new systems that encourage efficiency in timekeeping and scheduling. 14 32 FEE SCHEDULES The challenge for the aquatic industry is to match its fees against other aquatic centers rather than simply managing its existing fee structure. All of these thoughts are based on improving the programs and services offered to your customer. Another challenge is to keep this center affordable as you are a government agency, designed to serve those who are struggling. There are wonderful opportunities for the aquatic center to help and serve the community. The way you can do this is by offering a scholarship program based on income levels set by the Federal Lunch Program. Promote the scholarship program in everything the aquatic center does and open it up for everyone. Will price increases cause angst? Absolutely! But in the end, increases, combined with additional revenue - positive programs and efficiencies, is the answer. 15 33 PROGRAMMING Programming is at the heart of all successful aquatic facilities. Those who choose not to program are simply focusing on staff and management needs versus providing more service for the customer. It currently is very difficult to see what programs are offered and at what times. The concept of having gaps in specific programs is not needed. Rather than discussing all the issues with current programs, let me set out some fundamental ideas. A sample schedule will show lap swim scheduled to go all hours of the day from 5:30am until close. Family swim or parent/child swim could be in the mornings from 9am —12pm. Open play swim would go for a longer period of time, such as 12pm to close. Therefore, you could have lap swim, and either family swim or open play swim, for virtually all hours of the day. Then, from here you would build your program. Obviously, your water exercise classes are currently successful, so you would increase the time available, with additional swim lessons being offered mornings and evenings. Swim teams should be scheduled in the later afternoon or evening depending on which swim team is practicing. The fundamental concept of this type of programming is that people can have the opportunity to swim all day. This customer - driven philosophy creates flexibility for the customer, allowing them more options, which translates to more revenue for your center. Other swim programs such as scuba, kayaking, teen swim, special events, and therapy swim can all be put in a schedule based on customer demand. When all is said and done, the facility will have no less than four different activities taking place at any given time, with the exception of early morning lap swim. Once a facility is multi - programmed, the key element of success is flexible scheduling. Flexible scheduling gives management the ability to increase or decrease pool space at any given time of the day, in order to accommodate the larger program uses and an efficient use of the pool. If lap swim suddenly needs four lanes instead of two, then you would decrease open play swim by two lanes and increase lap swim to four lanes. This on -the- spot decision - making and changing will provide great customer value and allow programs to grow or shrink on an hourly basis as needed. These types of changes will provide maximum customer service and customer - centered experiences. The key to any a facility is to be consistent. 16 FUN TO THE POOL Existing Fun: The existing "fun" at the pool is limited to small, specific time periods Challenge: Bringing "fun" into the facility during all hours of operation. Analysis /Overview /Observation: Currently, the aquatic center has limited times for open play activity. Based on the current size of the pool, I would suggest that open play swims and family swims be available during most hours of operation. In other words, anyone who wants to swim can. The schedule must be changed to accommodate far more activities in the pool at one time. Corrective Action: It is critical for customers to experience an active exciting, fun atmosphere from the time they enter the pool until the time they leave the pool. Creating the customer experience will change the dynamic in the aquatic center. For example, currently, when new people arrive, they typically do not feel this sense of excitement. So when they leave this facility, unless they live locally, they are less likely to return. Currently, if you are going to continue to overstaff the facility, I would suggest the extra staff be given the task of being involved with kids, families, and seniors to create more fun through unannounced programming. Because of the shape of the pool, and the relative constant depth, more toys, rafts, boats, play structures, inflatables, fountains, rock walls, and other features should be added over a three -year period. While capital improvements are costly, if the aquatic center is managed efficiently, these improvements will pay for themselves easily over a period of time. In creating fun, appearance and perception are large parts to the key to success. If you can create an atmosphere of fun throughout the facility, the programmer will find it easier to create a successful program. In conclusion, open play swim, family swim, and child programming will drive the future revenues of the facility. Weaving fun into the schedule is worthwhile and successful. Maximizing Efficiency: This is the one area in which efficiency is not the most important aspect. Creating a fun, exciting pool will drive revenues. While it is still important to be efficient with fun, this is a place where revenues take the top position. 17 35 MARKETING Existing Marketing: Virtually non - existent. Challenge: Currently, the skill set does not exist within staffing. Overview /Observation: Marketing is the part of running a pool operation that almost always gets overlooked. As you create improved systems and programs, marketing helps to announce your facility's image, vision, and programs to your current and potential customers. Without marketing, you cannot grow your business or, in this case, the aquatic center. Most pool managers are not trained in marketing skills, and most government- managed facilities do not see the value. The bottom line is that the Woodburn Aquatic Center has to fight in the marketplace for customers, and, hence, dollars. Currently, in the Woodburn Aquatic Center, there really isn't a marketing effort at all, so rather than spending time with what is being done now, as in other areas, I am going to spend time concentrating on a new marketing plan. Design your marketing strategies with the understanding of the demographics of your customers. What is the make -up of your community? If Woodburn's population is 50% Latino, and you are not marketing and engaging the Latino community very regularly, then you have immediately lost 50% of your customer base. You must also understand how parts of the community interact. For example, question whether pass prices hurt larger families. It is not unusual for Latino families to be large. Who are you marketing to at this point? Analysis: The areas below are currently ineffective, not due to a lack of trying, but due to the inadequate skill set of current staff /management. - Internal signage must be overhauled by eliminating 90% of signs currently in the facility. The signs make the facility appear unprofessional and very government- oriented. It also takes away the "fun" image of a facility. - More external signs will attract people to the facility. The current external signage is limited and misplaced. - Current signage is boring and not exciting. - Front counter staff is not currently marketing what the facility has to offer. 18 36 - The quarterly informational flyer must be turned into a quarterly program guide that explains and sells facility services. Suggested Corrective Actions: 1) Create a short -term and long -term marketing program 2) Hire the skill set or an outside consultant to implement the marketing program 3) Work with partners in the community to execute the marketing program 4) Focus on internal marketing first 5) Create a vision and promote that vision 6) Discontinue and eliminate all current marketing efforts, both internal and external 7) Market to multiple user groups within the community, not to exclude Latino, Russian, and senior communities Maximizing Efficiency: The most efficient way to create a marketing program is to hire a manager with the skill set to get the marketing program moving forward, and, then, train or hire internal staff to duplicate these efforts. Second only to safety, marketing and promoting should be considered most important in changing the facility from low- turnout to dramatic increases in attendance. 19 37 INTERNAL OPERATIONAL SYSTEMS Your aquatic center, just as many other aquatic centers, has systems that require adapting, improving, and evaluation. The more your internal systems function efficiently, the more time and energy you can devote toward sales and service. Typically, an aquatic center's systems are very inefficient, awkward systems that require far too much operation time from management and staff. Virtually all systems in the Woodburn Aquatic Center need to be replaced and analyzed for increased efficiency to free up time for management. In a turnaround, you must be able to execute the turnaround in systems and operations while at the same time addressing increased sales, increased revenue, and decreased expenses. Doing these at the same time can be challenging, but it can be done. Below is a list, in no specific order, of all the systems that need attention and /or heavy change in order to allow for successful sales and service. 1) Time - keeping 2) Payroll 3) Scheduling 4) Customer tracking 5) Customer payment 6) Front counter transactions 7) Website registrations 8) Marketing /advertising /promotions 9) Maintenance and custodial 10) Safety 11) Programming 12) Evaluations 13) Discipline 14) Recognition 15) Staff camaraderie 16) Hiring 17) Termination 20 18) Managing customer concerns /compliments, gathering info 19) Buying 20) Setting fees and prices 21 01 PROFESSIONALISM The Woodburn Aquatic Center clearly needs improvement in the area of professionalism throughout the organization. Most aquatic centers have typical challenges that are easy to correct. These include having staff consistently wear uniforms and appropriate attire, including swimsuits, having lifeguards display a professional stance while guarding, creating a consistent front - counter staff presentation, and using professional signage and written materials. In addition, swim instructors and management need to make a professional presentation. The more difficult part of showing professionalism is making decisions: What signage do I need and what do I not need? Can I communicate a rule through dialog, rather than signage, or do I need a sign for everything? Are the pool deck and the equipment on the deck well - preserved and placed? Changing the facility from a very rule- driven facility to an open, fun, safe facility will change the level of professionalism throughout the organization. Very simple maintenance projects can significantly help with professionalism as well. By simply painting the locker rooms and changing the sauna doors, you will add to a professional image. The changing rooms are of significant importance in creating a professional atmosphere as people spend an enormous amount of time in this area. 22 40 PARTNERSHIPS Existing: Partnerships are currently quite smaller than most aquatic centers in cities this size. Challenge: There does not seem to be an interest or call to action by current management to partner or regularly communicate with outside agencies and local businesses Analysis /Overview /Observation: In my observation management or other aquatic staff do not seem to have regular or proactive contact with outside groups or potential partners; rather, partnerships seem to be customer - driven. This non - proactive model is typical of many aquatic centers where there is no drive for sales or increased attendance. In order to increase revenues and attendance, an aquatic center must do something different. You cannot continue to do the same thing over and over and expect a different result. The most important partnership is with the local school district. While they have been slightly engaged by current staff, there is not nearly the level of interaction between the two organizations that there should be. The aquatic center can create a long list of typical partners to pursue. Those might include media organizations, non - profit organizations, local businesses, local community groups, churches, and civic organizations. Corrective Action: Create a system that requires and encourages management to interact with the community and develop partnerships on a weekly basis. Create an evaluation system that measures the progress. Alternately, simply find new managers who can easily complete this necessary function of managing an aquatic center. Maximizing Efficiency: Creating new partnerships and managing partnerships on a regular basis (rather than running to partners only when in crisis or under pressure) enhances efficiency. 23 41 IMAGE DEVELOPMENT — DESIGN Woodburn Aquatic Center needs a clear image, tagline, and vision. It is important for Woodburn Aquatic Center to develop its own identity within the Parks and Recreation department. Therefore, it is critical to spend time on a modern, current logo, tagline, mission statement, and vision statement. This image or identity needs to be consistently communicated to all levels within the organization, as well as to customers and to the broader parks and city organizations. This will help all interested parties to understand what and who the aquatic center is, and, more importantly, help management drive the organization in a focused manner that fits within its mission statement. All parts of the organization will stem from this identity. It will make it much easier for departments within the aquatic organization to understand the organization's core values. This process must be the first of all changes because it drives everything else. 24 42 SIGNAGE — INTERNAL & EXTERNAL Challenge: A complete sign removal in the facility. Just as one example, a suggested improvement in the March 2008 report was to post the required safety rules in English and Spanish. This has still not happened. In general, in other facilities around the state, it is most effective to post signage in areas where most people can easily read it and where the lifeguards can easily refer to it. Getting people to review important posted rules depends on the limited usage of other types of signage throughout the pool. Woodburn struggles with this concept. The signage usage around the pool deck is overwhelming. The most important sign, being the spa rules, is mostly covered by a plant placed in front of the sign. Scattering posters of information around the pool limits the guest's ability to discern which information is most important and most likely results in their decision to ignore all signs. Excessive signage also encourages an environment of limited staff -to- public contact. Getting lifeguards and pool staff to verbally communicate valuable safety information to guests provides the public with a positive, informative rapport with staff. This relationship becomes incredibly important in the event of an emergency at the center. 25 43 MERCHANDISE & CONCESSIONS Merchandise is a great way to bring in alternative revenue and ultimately gives guests the sensation that they are supporting their pool in a positive way. The facility currently displays a small amount of merchandise, but the lack of product diversity and the inattention to display techniques restrain sales. The merchandise takes a backseat to the concessions, when, in fact, they should both be strong focal points. The potential for sales is lost, and guests do not have a sense of urgency or excitement to buy. In order for merchandise to sell effectively, the facility must increase the amount and variety of products. Merchandise must be prominently displayed in a high- traffic and clearly visible area. To increase the amount of goods sold, there must be a dramatic change at the front counter area. To achieve the most visibility and much needed display space, the facility would need to extend the front counter by removing the separating wall, eliminating the arcade games, and creating a "pool store" area by adding a slat wall where possible. All merchandise should be displayed so that it creates a full appearance. Higher quantities of merchandise increase the consumers' interests in needing pool - related items. All staff should be well educated and trained on all of the product information so that they sell and cross -sell with confidence. The staff should be capable of add -on sales and cross - selling to increase the average sale per customer. Presently, there is no sales atmosphere and the staff lacks insight into the positive effects of selling merchandise and /or concessions. The products are not used as a means to make conversation with guests, and staff take a "if guests want it, they will ask" approach. This self - service atmosphere will never increase sales, even if you are able to upgrade the sales area and add new product. The facility must have a strong, excited staff that understands the concept of sales and can instill product loyalty in guests. Staff must have effective sales and product training to create a successful and fun retail environment. Having a well- educated staff members who are excited to sell and confident in their ability to sell will, in turn, increase revenue from sales. In addition to the above, appropriate pricing can increase merchandise revenue. Items should be priced at suggested retail price or higher based on demand and popularity of items. For 26 44 example, Woodburn currently purchases the TYR Racetech goggle for $7.25 each and sells them for $10.00 each. This goggle typically has a price point of $14.00 to $16.00 in a retail or pool store. Prices should reflect the merchandise quality and quantity. Giving quality the upper hand when purchasing, pricing, and displaying items generates interest and trust with your guests. The current price scale is not revenue - based; it is set up to recycle itself. Management must take the appropriate time to investigate local companies and /or other companies with competitive pricing. They must offer a broad variety of swimwear and accessories so that guests see a flow in brand, which, in turn, creates brand commitment and leads to return sales. The addition of logo items, such as Woodburn Aquatic Center t- shirts, water bottles, and towels can produce revenue, promote the facility, and encourage pride in your guests. Other additions include: Swimwear: In men's, women's, and children's sizes. Swimwear is a staple in aquatic facilities, so it only makes sense for your guests to have convenient access year- round. You may move less quantity in the summer (when competing retailers carry swimwear), but guests will be accustomed to and comfortable with purchasing from the pool to support the pool. Goggles: A new line of goggles with a good depth of variety. Fit and versatility should be your biggest priorities. Lending goggles from the front counter is not a helpful practice, as it relates to generating revenue to support the pool. The pool does already have a great lost- and -found process that is efficient and will help push sales in the future, if there is an addition such as the one described above. Other Accessories: The addition of the small things adds an "oh yeah, the pool has that" thought process for your guests. You should create a prominent exhibit of swim caps, earplugs, nose clips, and equipment (including pull buoys, kick boards, swim gloves /hand paddles, fins, and snorkel /mask sets). All of the accessories offered are crucial for making add -on sales. If the product looks beneficial, if it will enhance the swimming experience, and if it is sold correctly by a staff member, sales will increase. Toys: Bring in the fun! Year -round toys will sell because they create a joy - filled environment. Providing toys in your merchandise inventory pulls the element of excitement into the water. These are also easily cross -sold to families and /or parents of swimmers. There are so many possibilities and ventures to make with merchandise, but the success always depends on the strength of the sales staff. Concessions are the same. Currently, this 27 45 area at Woodburn is a revolving door: product prices focus on purchasing replacement product, rather than on generating additional revenue. Food and beverage items are priced extremely low and would be very successful selling at a higher price. There are items currently purchased for $0.70 and sold at $0.75, resulting in no positive gain for the pool. Concessions are relatively good in depth of variety, but they are purchased sporadically and from too many different vendors. There is a lack of fun in this area, and it does not attract or draw guests' interest. Using senses such as sight and smell increases food and beverages sales. The fresh, inviting smell of popcorn or the sight of a brightly colored slushy swirling makes for irresistible temptations. There needs to be an addition of alluring foods like nachos, popcorn, or similar food. It is necessary to promote health and wellness by offering fresh fruit and nutrition bars. All of these food items are easily priced at seemingly low prices, but they can make a good profit for the pool. If everything is labeled or promoted as "supporting the pool," you can take your merchandise and concessions revenue to an incredible level. 28 M . SALES Existing Sales: The process of selling or sales is virtually nonexistent within the facility. Challenge: Turning a government -run facility with no emphasis on revenue or sales into an organization where sales are paramount to its success. Government facilities generally focus on expenses rather than revenues, whereas private- sector facilities must focus on both. The challenge is to change the culture so that while it is a public facility it is managed and operated like a successful business operation. Analysis: The aquatic center does not currently use a sales model approach but rather relies on patrons to sign up for services whenever they want. There are no current goals or driving forces to increase revenues. These can be seen in very specific activities such as how customers sign up for current and future swim lessons or rent the pool. Fundamentally, cross - selling and add -on sales are not techniques currently practiced. By simply letting the customers know of services and activities, you will increase sales. This starts with management teaching front counter staff and lifeguards how to educate the customer about the services available. Great ways to increase sales revenues include creating incentives such as signing up for more than one lesson at a time, combining pool rentals with other activities as a way to promote pool rentals. It's imperative to encourage group rentals and cross - selling activities within the aquatic center. For example, when a customer walks in the facility, a staff member would say, "Welcome back to the pool, Mrs. Jones. Have you heard about our new `x' ?" This type of dialog would be a simple way to increase awareness about programs and activities, but it must be delivered constantly and consistently throughout the organization. Opportunities to interact with customers while lifeguarding or teaching a class are extremely important. The swim lesson program should be the foundation of the facility and an opportunity to build a positive customer experience, but I observed limited interaction between instructors and parents during lessons. The Woodburn Aquatic Center staff lack the necessary training to communicate well with customers. Overview /Observation: Sales in an organization must occur at all levels. The written materials, staff, atmosphere, as well as the organization itself, must be focused on promoting sales. Staff 29 47 must understand the fundamental advantage that it gives the program and the facility. The selling of activities or sales of goods and services should be continual on a daily basis. When you enter an organization where sales are paramount, you notice a certain culture and atmosphere that encourages growth in sales. Traditionally, a public facility refers to the people that use the facility as patrons. This word signifies that someone is paying for services that they deserve. This simple word that describes users sets the tone for the organization. The organization would be much better off to consider their users as guests. In our culture, someone who is treated as a guest is typically treated with more respect. Concurrently, these users can be referred to as customers. Without customers, this organization would not exist. Again, this current model is not typically used in an aquatic center setting, because public organizations are not reliant on customers but on the power to tax. As long as they can tax, the number of customers does not matter. In conclusion, I believe once the aquatic facility makes the transition into a sales- oriented facility, many financial burdens will be lifted as revenues grow. Corrective Actions: 1) Overhaul the organization to include sales as part of the primary focus. 2) Provide training on a regular basis to all staff on how to sell and educate customers. 3) Create sales programs that give customer incentives to purchase in larger volumes. 4) Focus on internal sales. 5) Allow marketing to drive more customers to the facility which will then allow for additional sales. Maximize Efficiency: Over time you will slowly replace your staff with new staff who can understand the importance of sales from the beginning of their employment. 30 .; UTILITY Cost savings can easily come from utilities. While certainly major capital improvements can be made such as solar energy, temperature control, and HVAC, there are many smaller issues that can make a substantial difference. The following is a list of examples of small ways to cut costs. 1) Shutting off pool lights the minute the swim is over at night. 2) Waiting to turn overhead pool lights on until right before morning swim. 3) Putting a pool cover on the hot tub. 4) Dialing back HVAC at night. (Depending on humidity you might be able to dial back by 50 %.) 5) Dialing back the cooling and heating in the front part of building in the summer. 6) Eliminating equipment that is plugged in that isn't needed or can be paired with another source. For example, a large refrigerator that runs 24/7 to keep a few test kits cool. 7) Turning off all non - essential items at night, including fitness equipment, copy machines, and computers. 8) Removing the arcade games, as you are not making enough to even cover power expenses. 9) Lowering the pool temperatures. While it might be nice to have a hot tub at 103 -104 degrees, you can turn it down to 101. The baby pool can be turned down to 84 -85 degrees as well. The large pool can be turned down to 83 degrees in the summer and 84 degrees in the winter. Lowering pool temperatures will cause complaints, but people will be more accepting if they know it's being done to save the pool, so to speak. 10) Lowering the amount of outdoor lighting needed from 11 pm — 5am in the morning (I have not observed outdoor lighting at the Woodburn Aquatic Center, but there are usually significant savings there as well). 11) Turning on storage area lights only as needed (such as the lights upstairs in your pool testing room and filter room). 12) Turning off the underwater pool lights as they really do not help with glare. While I know all of the above seems overly simplistic, the bottom line is that staff needs to promote the understanding that every penny saved on utilities can be spent on programming. And, implementing the above requires very little investment. 31 .• CLEANING - CUSTODIAL Most guests find it very unsettling to walk into a dirty facility. One of the top three universal aquatic facility complaints involves the overall cleanliness of a pool and its locker rooms. The Woodburn Aquatic Center reports regularly receiving complaints about cleanliness from guests. Success in this area is based on the following: strategic planning that identifies when to exert staff efforts on cleaning; organized cleaning supplies; random inspections during peak cleaning hours; and, a part -time employee scheduled to come in four hours per night to completely clean the facility. Every Woodburn Aquatic Center staff member should assume that he or she should be cleaning unless engaged in other work - related responsibilities. For example, when the employee working at the front desk isn't actively assisting a guest, he or she should straighten up the front area, wipe down fitness machines, clean the family changing rooms, wash windows, etc. Lifeguards waiting to rotate back onto the pool deck should put away equipment or straighten up the locker rooms when they are not assisting a guest. Currently, Woodburn's aquatic staff is responsible for all cleaning and custodial responsibilities The challenge with this method, as explained by the pool manager, is difficulty tracking when and how the staff members complete the cleaning tasks. The best solution is to have one employee solely responsible for custodial chores at night. This person would have no other job duties at the facility. This employee would ensure that all chores are done consistently and effectively. Your current time cycle of emptying the pool every 4 -5 years is shocking. The water feels old. You would benefit from a new practice of dumping the pool once a year and closing for two weeks per year for this and other cleaning and maintenance activities. Typically the best closure times are the two weeks after Labor Day or over the holiday season. 32 50 SPECIAL EVENTS Special events are critical in a facility because they bring in fun, excitement, and, most importantly, larger groups of new people. Through special events, you reach out to families and groups, and this instills a sense of community bond. Guests begin to utilize the facility events to fulfill family time, group activities, and time for their kids to play and connect with other children. These events can be based around monthly holidays, fun themes, or equipment already in the facility. Including community cultures, groups, and athletic teams can greatly increase the attendance of events, which will boost revenue and generate great relationship - building time for management, staff, and patrons. With its abundance of wonderful spaces, the Woodburn Aquatic Center can host an incredible number of diverse events. Starting with the pool itself, a free week of swim lessons should begin the last week of May to build numbers in your swim lesson program. Through this free week, you allow your instructors to highlight the summer program, create a trusting relationship with little swimmers and their parents, and reach out to numerous parts of the community. A free swim week sends a big "buzz" through the public's ear, but its success requires a lot of legwork, including delivering flyers to schools, community centers, youth groups, libraries, and many other public places that allow flyers to be posted or placed. If and when you complete a flourishing free swim week, you will have allowed guests to indulge and invest into swim lessons year- round. In turn, these adults and children will become the spokespeople for your other special events in the pool. Monthly special events are awesome for keeping guests interested in the pool year- round. Plan and implement at least one fun event each month. These events can be as simple as a "treasure hunt" or a cannon ball contest. Small events throughout the year must always go off without issue. Monthly special events provide you with an opportunity for community outreach to larger groups and a refreshing jumpstart to another month. Management can interact with guests in an exciting environment, which reminds management of the sole purpose of the facility. In turn, guests genuinely feel that management is investing into the social functions of the pool; guests will normally take this time to chat with management about good experiences they are having at the facility. 33 51 Special events should be simple to set up and easy for staff to run. At the Woodburn Aquatic Center, the slide, rope swing, kiddie pool, and water feature make for easy planning and creative fun! Outside the pool, there are two very useful spaces. There is a great area on the pool deck that can be used for crafting (for example: boat - building, fish - crafting, etc.), aquatic chalk drawing, deck games, and water safety education. This area would also make a wonderful party place for birthdays, reunions, youth groups, athletic groups, church groups, and many more groups needing a place to celebrate. The outdoor area can also accommodate special events. However, it needs the addition of a movie screen, bench seating, picnic tables, more barbeques, and possibly a fire pit. During the summer this area is ideal for outdoor movies, birthday rentals, picnic rentals, reunions, meetings, and bigger special events. It can also inspire cultural events, educational classes, and other activities. Birthday rentals (or any need for a rental) are extremely important because they allow guests to enjoy a longer length of time at the facility. Any event that is successful for children will always increase attendance in all other areas. If you are able to get children to invest their happiness into your facility, parents and their extended families will do the same. Families and adults would be a great target for the outdoor area as well. The success of special events will equal the management's efforts to promote them and the staff's ability to run them. Promotion, promotion, promotion; it is critical that management takes the necessary time to deliver flyers, talk to guests, and train staff on marketing the events at the front counter. There is no better marketing than spreading the word through your guests. The more times the public hears your name, the more likely they will remember you when they are looking for something fun to do! Special events are great revenue and attendance boosters, yet they are simple and quick to initiate. Staff training and knowledge of events are important and can be accomplished effectively through on -shift training, during rotations, and /or at in- services. 34 52 OVERVIEW OF ACTION In conclusion, I believe that the Woodburn Aquatic Center has a great opportunity to become a well -used, local, community aquatic center. The advantage of having a relative lack of competition within the community, and the pure fact that you have such a high amount of water surface space, will provide you with a competitive advantage. Once you increase and decrease necessary staff, improve the facility, add in the important program needs, and ramp up your marketing, you are going to find a positive turn at your facility. There most certainly will be pain involved, but it will be well worth it for the community and the city over time. If you decide to do anything further, I would begin making your changes for the winter and spring programs with your major changes coming next summer and fall. The primary goal could be to make limited improvements this fiscal year but set the entire system to be in its full swing for the next fiscal year. In the event that you choose to follow through on this kind of significant change, you can expect your revenues to be between 75% and 100% of expenses in fiscal 2011 -2012 (likely closer to 100% but that will depend on how quickly you are able to make decisions and carry through with them). The attached two addendums will provide you with great examples of how you can move closer toward your end goal. I want to leave you with the understanding that, even though a lot of changes need to be made, I understand that those in the community who are not able to afford the programs will always be taken care of through a scholarship program. I know one of the key goals of Parks and Recreation is providing opportunities for those who may be disadvantaged or unable to participate due to financial challenges. Please feel free to contact me at 503 - 810 -9401 if you would like me to reevaluate any section, make a presentation, or meet with you to discuss any of the issues. Thank you for this opportunity to provide you with this information that will help you improve your aquatic center. 35 53 KEY PROGRAM ELEMENTS A) SWIM LESSONS While your current swim lesson program may suffice at your current operational level, it will not meet the progressive needs of the aquatic center programs. I would suggest looking into a program that I had written for Astoria called the "Willie the Whale Swim School ". This is a comprehensive program that can be delivered to the community, not only teaching people how to swim, but also providing a very fun, imaginative atmosphere. The swim lesson program is the foundation of every aquatic center, so if you provide a lesson program that is average and run -of- the -mill, then typically your aquatic center will have that same approach to all aspects. I would make a new swim lesson program a priority to enhance your program. Word of mouth will travel quickly and let people know that there is something new going on in your aquatic facility. You will see increases in your revenues, efficiency, and attendance. B) DRY LAND —CAMPS —CLASSES - CHILDCARE While the Woodburn Aquatic Center has the important positive distinction of having a small exercise weight room area, I believe that this could be enhanced by adding dry land classes. While the classes might not be large in size, the class offerings will provide increased value for future pass pricing. When offering dry land fitness programming, I would begin with a fundamental analysis of your customer base. I am projecting that seniors, adults, and mothers with small children would be your primary focus groups. You would benefit from adding on- site childcare in order to provide classes for these groups, which are typically offered in the morning and early evening. Childcare operations can simply run as a break -even operation. This important service will enable many more adults to work out at your facility thereby increasing your membership. This increased membership will offset any expenses that you might incur when starting up the childcare services. You currently have the space at the facility; it is just a matter of how creative you can be with the existing space. In Astoria, on -site childcare was one of the major reasons that the aquatic center turned around as it allowed more adults to swim and take advantage of dry land classes. 36 E C) RENTALS —BIRTHDAY PARTY Clearly, the Woodburn Aquatic Center struggles with rentals and currently does not offer the quantity of rentals that an everyday aquatic facility should. An aquatic center of your size should host between 5 and 10 birthday parties and /or pool rentals per week, fairly consistently year- round. If the Woodburn Aquatic Center established a fun and theme - oriented atmosphere for parties, word of mouth would travel quickly. Renting is a great way to expose your facility to people who would not normally. It simply increases your customer base in the long term in a perpetual manner. Your current rental rates and programs should be completely overhauled, including an increase in price as long as the quality of the rental or birthday party experience improves. This is an area where you do not have to rewrite the fundamentals. There are a lot of aquatic centers, community centers, etc., that are doing this very well. By researching those entities you will find the best of all worlds and be able to implement their ideas. Typically rentals have a high revenue -to- expense ratio, where revenues exceed expenses. The more activities you provide where the revenues dramatically exceed expenses, the better your ability to offset the times you must operate a program at a loss to get the program up and running. D) FRONT COUNTER OPERATIONS There is a simple test that you can use to help you understand your customers' experiences of their first point of contact at the Woodburn Aquatic Center. Have five different people call the aquatic center on five different days and times, and then have another five people go and experience the aquatic center on five different days at five different times. All of these "secret shopping" experiences will give you a data base and help you paint a picture of what your customers can expect when coming to your facility. While I did not do this on five separate occasions at the Woodburn Aquatic Center, I did do a similar process over the course of two weeks with two separate individuals. The experience was 37 55 consistent with both secret shoppers. They reported the overall excitement and attitude of fun did not exist. While the phone was promptly answered, the general overtone did not promote excitement or entice them to come to the aquatic center. When the secret shoppers went into the facility they were either not greeted (as no one was at the front counter), or there were multiple people in the manager's office and the staff was too busy to greet them, or they were greeted in a way that made the secret shoppers feel as though they were bothering the staff. The front counter staff members are, perhaps, the most important part of the facility because they create the initial impression. Your guests should experience a welcoming atmosphere, much like the welcome the television character Norm receives when he walks into Cheers and everyone yells his name. A noticeably welcoming atmosphere is particularly important in the morning and afternoon hours when you are most likely to see your regular guests. People feel special when you know their name, especially when they are at your facility on a regular basis. While our secret shoppers didn't have the expectation of name recognition, they did expect to be greeted warmly and welcomed to the facility, and they weren't. The secret shoppers also were not asked if they wished to purchase any additional items, nor were they made aware of any existing programs, special offers, or swim lessons. You could tell that there was no training in this area nor was there the expectation that the staff even provide this service. In terms of set -up, the front counter needs to be completely overhauled to create better sales opportunities, better service, and a fun, active, welcoming atmosphere. Entryways and front counter areas should have rotating themes and exude excitement on a monthly, or, at the very least, a quarterly, basis. Those areas should be ever - changing, never stagnant. The idea of having something new every time encourages customers to read more and interact with the staff. I know I have said this before, but I want to say it again: dump the signs! Signs that do not encourage sales of programs are just simple ways that staff members do not have to interact with the public on rules and regulations. As you invest in 38 56 your front counter and lobby areas, you will notice a huge return on investment, and you will notice that more people will want to stay longer due to the exciting and fun environment. As a result, your sales will increase, particularly in concessions and merchandise. The lobby and front counter currently tell me that the pool is tired and lacking energy. You can look to other facilities throughout the state and see that when you walk into the aquatic center you feel like you are ready to have fun (almost like a Disneyland, but obviously not to that extreme). This is one area of the report that is a no- brainer and can be changed immediately by someone who knows how to make this change. 39 57 FINANCIAL PROJECTIONS Your current revenues from last year are approximately $200,000 with current expenses approximately $630,000. It is my belief over a one- to two -year period, depending on how quickly you are willing to make decisions, you will have a break -even point with your revenues and expenses landing somewhere between $380,000 and $430,000. These numbers are based on facility operations and do not consider large capital improvements. Therefore, you are taking a gap of approximately $400,000 to $450,000 in losses and reducing that gap to about $50,000 in losses. On the expense side, the major savings will come from full -time and part -time staff expense reductions of approximately $150,000. Utilities, maintenance, and custodial costs will likely see a decrease of about $40,000. By changing how you buy, what you buy, when you buy, and where you buy your needed products and services to operate the facility, you will see about a $15,000 reduction. On the revenue side, by increasing attendance and programs and restructuring pricing at all levels, you will see a revenue increase from $200,000 to $400,000 over a 12 -month period. Again, depending on how quickly you make changes, this formula might not play itself out until year two. Based on my Astoria experience, I can tell you that while it is certainly more painful making fast dramatic changes on every level, doing so proves better for the community and organization over the long haul, compared to making small changes here and there. I can get more specific in expense reduction and revenue increase, but bureaucratic organizations tend to fight changes due to perceived notions of community complaints. Doing what is right for the Woodburn Aquatic Center has to hold the highest importance during the actual turnaround. After the turnaround is complete, and the Woodburn Aquatic Center experiences stability, the primary focus can change. 40 FABULOUS FORTY The 40 items below are very specific examples of how the aquatic center can make changes in order to increase services, programming opportunities, and revenues, while decreasing expenses. When done correctly, these 40 items can create a less burdensome and higher service level aquatic center over time. This list does not take into consideration needed capital improvements or any safety issues. This list is primarily focused on increased revenues for the facility. 1) Utilize the Oregon Energy Trust to put together a plan that will decrease utilities up to 40 %. Items that may be addressed include lighting, boiler, pool temperatures, and pool cover. 2) Lower utility costs by turning off lighting when not needed. (It will surprise you how much you can reduce utility costs by becoming very frugal with lighting). 3) Eliminate the front counter position and train lifeguards to perform front counter functions. 4) Redesign custodial maintenance efforts to increase quality and decrease expense. 5) Reduce the city departments providing the pool fee -based services that can handled by the Woodburn Aquatic Center staff or by a private- sector vendor that charges much less. 6) Restructure the full -time management position and hire one person with different skill sets to replace the two existing managers. 7) Change the swim lesson program to make it more fun, friendly, consistent, and customer - focused. After or during an overhaul, you can increase lesson prices. 8) Restructure and reevaluate concession pricing. Aim to sell a higher volume of concessions to create higher revenues. In addition, find ways to purchase concession and merchandise products at dramatically lower prices so that profit margins can increase even more. 9) Dramatically increase the quantities and diversity of products and merchandise. Change and improve merchandise displays, as well as pricing. 10) Perform an analysis of chlorine levels in order to lower chemical usage. Also look at the buying practices of chemicals as there may be an opportunity to reduce costs while still maintaining all state standards. 41 0 11) Consolidate and analyze all products being purchased for the facility. Without question there is a better system than the one currently being used. 12) Reduce the number of computers, computers fees, licensing fees, and support from the city by using computers only to the extent needed for a small facility. 13) Adjust pool, shower, and water temperatures to a lower level, as long as they meet current state standards. 14) Remove video games from the front lobby and replace them with a better revenue source. (Based on the power draw and the amount of money you are receiving, the machines are a negative revenue source for the facility.) 15) Change the time - keeping system to make it more accountable. 16) Change the scheduling system to allow for less use of part -time staff hours. 17) Develop a flexible scheduling system that permits shifts to change on a daily basis based on user loads and weather. 18) Depending on the lease option, local crime, and graffiti, turn off all facility lighting or most lighting after one in the morning until reopening. 19) Create events that bring new customers to the facility (even if the events are discounted or low- priced). 20) Make use of free marketing and public relations opportunities available in the community. 21) Conduct regular focus groups of all ages and niche groups so that you can continually stay connected to the customer. 22) Completely uproot and change the entire pricing structure while improving and increasing programming (so the price increases will be more palatable). 23) Use flexible pool scheduling and multiprogramming techniques to dramatically increase pool usage hour -by -hour throughout the day. 24) Reduce pool hours on certain days of the week and during certain seasons, specifically the closing hours on weekdays and the opening and closing hours on weekends. 25) Add dry land fitness classes and strengthen the dry land fitness program. 26) Create a new buzz by creating new programs at the aquatic center. 27) Utilize volunteers and free labor through varying organizations in the community to reduce staff expenses. 28) Add fun, add fun, add fun! Over the long haul and throughout the course of the year, you will see a difference in the quantity of people attending the pool because it is fun. 42 .e 29) Add on -site childcare so that moms or at -home parents can work out with convenient access to affordable childcare. 30) Dramatically increase rentals to the extent your facility is booked every weekend, all year round, which will increase revenues. 31) Train and teach staff how to sell, negotiate, increase sales, and cross -sell all products and services available at the Woodburn Aquatic Center. 32) Create a pool partnership program to engage businesses and individuals to support the facility with resources, including money, labor, products, and services. 33) Create an advisory board that acts like a foundation in that its primary role is to raise funds, write grants, and attract new business. (This board may not and cannot be directed toward operations or running the facility or else you will have a disaster on your hands.) 34) Analyze and redo all current agreements and contracts to reflect the current economic reality. Typically these will be your sacred cows such as non - profit outside organizations or swim teams. 35) Create a few annual fundraising events that are fun and interactive and raise enough money to purchase new equipment on a regular basis. 36) Create monthly charts that are goal- oriented based on revenues and expenses and their subcategories. 37) Integrate the pool with outdoor green areas in order to attract larger corporate, religious, or neighborhood groups. 38) Find as many new ways as possible to engage the school district, not only to produce revenue, but more importantly to increase the quality of the relationship so that more kids of all ages can have access to the facility and experience some "fun ". 39) Create a regular communication with the parks director, city manager, and /or city council so they can better understand the struggles and the positive achievements of the aquatic center. Typically aquatic centers give bad news in a big way. This perception must be changed with a regular reporting system so that additional support can be solicited as needed. 40) Eliminate the nonresident fees. While I understand this can be political, it is very important to show the broader community that you are not creating a tax or added burden to use the facility. You will find a much friendlier group outside Woodburn that will use your facility. With that said, you cannot make this particular move without performing many of the others listed above. 43 61 12/7/2010 Woodburn Police Department MONTHLY CRIMINAL OFFENSES JANUARY THRU NOVEMBER 2010 CHARGE DESCRIPTION Total Jan Feb Mar Apr May Ju Jul ug ep Oct Nov AGGRAVATED ASSAULT 21 1 1 3 1 1 2 0 3 5 2 2 ANIMAL CRUELTY 1 0 1 0 0 0 0 0 0 0 0 0 ANIMAL ORDINANCES 22 0 3 2 0 3 4 2 2 2 2 2 ARSON 12 0 2 2 1 6 1 0 0 0 0 0 ASSAULT SIMPLE 122 9 12 10 4 15 14 5 10 13 17 13 ATTEMPTED MURDER 1 0 0 0 0 0 0 0 0 0 0 1 BOMB THREAT 1 0 0 0 0 0 0 0 1 0 0 0 BURGLARY - BUSINESS 32 3 5 8 4 1 6 0 0 0 1 4 BURGLARY - OTHER STRUCTURE 24 5 2 3 5 1 2 1 2 1 1 1 BURGLARY - RESIDENCE 65 12 7 9 3 5 5 3 6 10 3 2 CHILD NEGLECT 10 0 0 2 2 1 0 1 1 1 2 0 CITY ORDINANCE 2 0 0 0 0 0 1 0 0 0 1 0 COMPUTER CRIME 1 0 0 0 0 0 0 0 0 0 1 0 CRIME DAMAGE -NO VANDALISM OR ARSON 155 33 19 25 12 12 12 6 7 16 8 5 CRIMINAL MISTREATMENT 3 0 0 0 2 0 1 0 0 0 0 0 CURFEW 3 1 0 0 1 1 0 0 0 0 0 0 CUSTODY - DETOX 6 0 1 0 0 0 2 3 0 0 0 0 CUSTODY - MENTAL 33 7 3 4 2 1 3 4 2 1 1 5 DISORDERLY CONDUCT 43 5 5 3 3 7 6 3 5 1 1 4 DRIVING UNDER INFLUENCE 80 2 2 7 5 10 6 9 9 13 8 9 DRUG LAW VIOLATIONS 87 4 7 6 14 8 9 6 13 6 12 2 DWS /REVOKED - FELONY 1 1 0 0 0 0 0 0 0 0 0 0 DWS /REVOKED - MISDEMEANOR 24 2 2 4 1 5 3 2 1 1 2 1 ELUDE 14 0 1 2 1 3 0 0 2 3 1 1 EMBEZZLEMENT 3 1 0 0 0 1 0 0 1 0 0 0 ESCAPE FROM YOUR CUSTODY 1 0 1 0 0 0 0 0 0 0 0 0 EXTORTION /BLACKMAIL 1 0 0 0 0 0 0 0 1 0 0 0 FAIL TO DISPLAY OPERATORS LICENSE 14 0 0 0 2 1 2 4 0 1 0 4 FAILURE TO REGISTER AS SEX OFFENDER 2 0 0 0 0 1 0 0 0 0 0 1 FAMILY -OTHER 1 1 0 0 0 0 0 0 0 0 0 0 FORCIBLE RAPE 3 0 1 0 0 1 0 0 0 0 0 1 FORGERY /COUNTERFEITING 49 5 2 8 5 5 1 5 6 4 3 5 FRAUD - BY DECEPTION /FALSE PRETENSES 10 2 0 0 0 1 0 1 2 1 2 1 FRAUD - CREDIT CARD /AUTOMATIC TELLER MACHINE 26 7 1 1 3 3 2 2 4 0 3 0 FRAUD - IMPERSONATION 8 0 0 0 1 3 1 0 2 1 0 0 FRAUD - NO ACCOUNT - CHECK 1 0 0 0 0 0 0 0 1 0 0 0 FRAUD - OF SERVICES /FALSE PRETENSES 3 0 1 0 0 1 0 0 0 1 0 0 FRAUD - WIRE 1 0 0 0 0 0 0 0 0 1 0 0 FRAUD -OTHER 1 0 0 0 0 0 0 0 1 0 0 0 FUGITIVE ARREST FOR ANOTHER AGENCY 161 16 19 12 9 15 13 14 23 16 15 9 FURNISHING 9 3 0 0 1 0 1 1 0 0 0 3 GARBAGE LITTERING 9 0 0 2 2 0 0 2 0 2 0 1 HIT AND RUN FELONY 4 0 0 0 2 0 0 0 1 0 1 0 HIT AND RUN - MISDEMEANOR 126 11 9 13 9 11 10 15 17 17 7 7 IDENTITY THEFT 26 1 2 4 3 3 2 1 4 2 2 2 INTIMIDATION /OTHER CRIMINAL THREAT 37 7 4 2 1 7 1 5 5 2 1 2 KIDNAP - FOR ADDITIONAL CRIMINAL PURPOSE 5 0 1 0 1 0 1 2 0 0 0 0 LICENSING ORDINANCES 2 0 0 1 0 1 0 0 0 0 0 0 MINOR IN POSSESSION 26 3 2 0 6 2 4 2 4 1 0 2 MINOR IN POSSESSION - TOBACCO 1 0 0 0 0 0 0 1 0 0 0 0 MISCELLANEOUS 82 10 6 6 7 13 7 6 4 11 8 4 MOTOR VEHICLE THEFT 62 11 6 5 3 6 11 1 5 6 4 4 OTHER 57 5 4 6 6 2 2 6 6 8 4 8 PROPERTY - FOUND LOST MISLAID 48 9 2 6 2 3 12 2 4 2 3 3 PROPERTY RECOVER FOR OTHER AGENCY 5 0 0 0 0 0 0 1 0 1 2 1 PROSTITUTION - ENGAGE IN 1 0 0 0 0 0 0 0 0 0 1 0 PUBLIC HEALTH AND SAFETY ORDINANCES 6T 0 0 0 0 0 0 1 0 0 0 0 Page 1 of 2 12/7/2010 Woodburn Police Department MONTHLY CRIMINAL OFFENSES JANUARY THRU NOVEMBER 2010 2009 Total 3,400 276 297 289 309 283 261 313 299 298 319 456 2008 Total 3,671 323 362 299 294 362 349 342 400 353 280 307 4000 3500 3000 W 2500 Ul 2000 w 0 1500 1000 500 Offenses / Year Page 2 of 2 2008 2009 2010 63 YEAR Total an Feb Mar Apr May Jun ul ug Sep Oct Nov RECKLESS DRIVING 13 0 0 1 3 3 0 1 1 1 2 1 RESTRAINING ORDER VIOLATION 7 0 0 2 1 0 0 1 1 0 2 0 ROBBERY - BUSINESS 4 0 1 1 1 0 0 0 0 0 0 1 ROBBERY - HIGHWAY 1 0 0 0 1 0 0 0 0 0 0 0 ROBBERY - OTHER 8 1 0 0 0 1 0 0 1 1 2 2 ROBBERY - RESIDENCE 1 0 0 0 0 0 0 0 0 0 0 1 RUNAWAY 33 1 2 5 3 2 4 2 1 3 9 1 SEX CRIME - CONTRIBUTE TO SEX DELINQUENCY 6 0 1 1 2 0 0 1 0 1 0 0 SEX CRIME - EXPOSER 1 0 0 1 0 0 0 0 0 0 0 0 SEX CRIME - FORCIBLE SODOMY 3 0 0 0 0 1 0 1 0 0 0 1 SEX CRIME - MOLEST (PHYSICAL) 17 5 6 1 1 2 0 0 1 0 0 1 SEX CRIME - NON FORCE SODOMY 1 0 0 0 1 0 0 0 0 0 0 0 SEX CRIME - NON -FORCE RAPE 3 0 0 1 0 0 0 1 0 1 0 0 SEX CRIME - PORNOGRAPHY /OBSCENE MATERIAL 1 0 0 0 0 0 0 0 0 0 1 0 STALKER 3 0 0 1 0 0 1 0 0 0 1 0 STOLEN PROPERTY - RECEIVING,BUYING,POSSESSING 4 0 0 0 0 1 2 0 0 0 1 0 SUICIDE 4 1 2 0 0 0 0 0 0 0 1 0 HEFT - BICYCLE 19 1 1 0 1 2 3 2 4 2 0 3 HEFT - BUILDING 21 2 3 6 2 1 1 3 0 0 2 1 HEFT - COIN OP MACHINE 6 0 0 0 0 0 2 2 2 0 0 0 HEFT - FROM MOTOR VEHICLE 162 44 20 28 15 12 7 4 6 10 9 7 HEFT - MOTOR VEHICLE PARTS /ACCESSORIES 34 13 6 1 1 0 1 1 1 2 3 5 HEFT - OTHER 111 9 7 12 6 10 9 17 10 13 7 11 HEFT - PICKPOCKET 3 1 0 0 0 0 1 0 1 0 0 0 HEFT - PURSE SNATCH 5 1 0 0 0 0 1 1 0 0 0 2 HEFT - SHOPLIFT 84 7 4 14 8 8 9 6 6 8 3 11 TRAFFIC ORDINANCES 1 0 0 0 0 0 0 0 0 0 1 0 TRAFFIC VIOLATIONS 151 11 8 15 11 18 12 18 19 15 9 15 TRESPASS 45 5 6 6 5 6 5 4 1 3 1 3 UNAUTHORIZED ENTRY INTO MOTOR VEHICLE 22 6 1 3 0 2 3 2 1 1 0 3 VANDALISM 273 31 18 27 23 47 33 11 15 21 24 23 VEHICLE RECOVERD FOR OTHER AGENCY 13 3 0 0 2 1 3 0 2 1 0 1 ARRANT ARREST FOR OUR AGENCY 42 0 0 0 7 6 11 3 4 3 4 4 WEAPON - CARRY CONCEALED 12 0 2 1 1 2 1 1 1 1 1 1 WEAPON - EX FELON IN POSSESSION 1 0 1 0 0 0 0 0 0 0 0 0 WEAPON - POSSESS ILLEGAL 4 2 0 0 0 0 0 1 0 0 0 1 Total Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov 2010 Total 2,668 321 223 283 219 285 256 200 233 237 202 209 2009 Total 3,400 276 297 289 309 283 261 313 299 298 319 456 2008 Total 3,671 323 362 299 294 362 349 342 400 353 280 307 4000 3500 3000 W 2500 Ul 2000 w 0 1500 1000 500 Offenses / Year Page 2 of 2 2008 2009 2010 63 YEAR 12/7/2010 Woodburn Police Department MONTHLY ARRESTS BY OFFENSES JANUARY THRU NOVEMBER 2010 CHARGE DESCRIPTION Total Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov AGGRAVATED ASSAULT 24 0 1 2 1 2 1 1 3 1 5 7 ANIMAL ORDINANCES 17 0 3 2 0 2 4 3 0 2 0 1 ARSON 1 0 1 0 0 0 0 0 0 0 0 0 ASSAULT SIMPLE 133 8 19 12 7 12 14 6 10 15 16 14 ATTEMPTED MURDER 1 0 0 0 0 0 0 0 0 0 0 1 BURGLARY - BUSINESS 1 0 0 0 0 0 1 0 0 0 0 0 BURGLARY - OTHER STRUCTURE 7 2 0 1 0 0 0 0 1 0 0 3 BURGLARY - RESIDENCE 13 2 2 6 0 0 1 0 2 0 0 0 CHILD NEGLECT 23 12 0 3 0 3 0 0 2 1 2 0 CITY ORDINANCE 2 0 0 0 0 0 0 1 0 0 1 0 COMPUTER CRIME 1 0 0 0 0 0 0 0 0 0 1 0 CRIME DAMAGE -NO VANDALISM OR ARSON 11 4 3 1 0 1 1 0 0 1 0 0 CRIMINAL MISTREATMENT 2 0 0 0 1 0 1 0 0 0 0 0 CURFEW 7 2 0 0 1 4 0 0 0 0 0 0 CUSTODY - DETOX 6 0 1 0 0 0 2 3 0 0 0 0 CUSTODY - MENTAL 33 7 3 4 2 1 3 4 2 1 1 5 DISORDERLY CONDUCT 54 3 12 5 4 8 9 2 4 1 1 5 DRIVING UNDER INFLUENCE 80 2 2 7 5 10 6 9 9 13 8 9 DRUG LAW VIOLATIONS 124 6 7 8 12 19 10 7 8 17 18 12 DRUG PARAPHERNALIA 1 1 0 0 0 0 0 0 0 0 0 0 DWS /REVOKED - FELONY 1 1 0 0 0 0 0 0 0 0 0 0 DWS /REVOKED- MISDEMEANOR 23 2 2 4 1 5 3 2 1 1 2 0 ELUDE 10 0 1 1 1 2 0 0 1 3 1 0 EMBEZZLEMENT 2 0 0 0 0 0 0 0 1 0 1 0 ESCAPE FROM YOUR CUSTODY 1 0 1 0 0 0 0 0 0 0 0 0 FAIL TO DISPLAY OPERATORS LICENSE 14 0 0 0 2 1 2 4 0 1 0 4 FAILURE TO REGISTER AS SEX OFFENDER 2 0 0 0 0 1 0 0 0 0 0 1 FAMILY -OTHER 11 10 0 0 0 0 0 0 0 0 1 0 FORGERY /COUNTERFEITING 18 1 1 3 0 0 1 2 3 2 2 3 FRAUD -ACCOUNT CLOSED CHECK 1 0 0 0 0 0 0 0 1 0 0 0 FRAUD - BY DECEPTION /FALSE PRETENSES 2 0 0 0 0 0 0 1 0 0 0 1 FRAUD - CREDIT CARD /AUTOMATIC TELLER MACHINE 2 1 0 1 0 0 0 0 0 0 0 0 FRAUD - IMPERSONATION 3 0 1 0 0 1 0 0 0 1 0 0 FRAUD - OF SERVICES /FALSE PRETENSES 1 0 0 0 0 1 0 0 0 0 0 0 FRAUD -OTHER 1 0 0 0 0 0 0 0 1 0 0 0 FUGITIVE ARREST FOR ANOTHER AGENCY 173 19 18 12 9 16 13 17 23 21 15 10 FURNISHING 8 3 0 0 0 0 1 1 0 0 0 3 GARBAGE LITTERING 9 0 0 2 3 0 0 2 0 1 0 1 HIT AND RUN - MISDEMEANOR 14 1 0 1 2 0 0 3 2 2 0 3 IDENTITY THEFT 5 1 0 1 0 0 0 0 1 1 0 1 INTIMIDATION /OTHER CRIMINAL THREAT 36 4 7 1 2 3 2 2 4 1 3 7 KIDNAP - FOR ADDITIONAL CRIMINAL PURPOSE 4 0 0 0 1 0 1 2 0 0 0 0 LICENSING ORDINANCES 1 0 0 1 0 0 0 0 0 0 0 0 MINOR IN POSSESSION 40 5 2 0 13 2 4 5 6 1 0 2 MINOR IN POSSESSION - TOBACCO 1 0 0 0 0 0 0 1 0 0 0 0 MOTOR VEHICLE THEFT 6 0 0 0 1 1 0 0 1 2 0 1 OTHER 53 5 3 4 7 1 2 7 3 9 4 8 PROSTITUTION - ENGAGE IN 2 0 0 0 0 0 0 0 0 0 2 0 PUBLIC HEALTH AND SAFETY ORDINANCES 1 0 0 1 0 0 0 0 0 0 0 0 RECKLESS DRIVING 14 0 0 2 3 3 0 1 1 1 2 1 RESTRAINING ORDER VIOLATION 7 0 1 1 0 0 1 1 1 0 2 0 ROBBERY - BUSINESS 3 0 1 0 1 0 0 0 0 0 0 1 ROBBERY - HIGHWAY 1 0 0 1 0 0 0 0 0 0 0 Page 1 of 2 64 12/7/2010 Woodburn Police Department MONTHLY ARRESTS BY OFFENSES JANUARY THRU NOVEMBER 2010 2009 Total 1,883 136 199 169 170 168 192 173 176 203 161 136 2008 Total 2,008 197 207 164 172 185 150 192 253 213 129 146 Arrests / Year 2400 2000 1600 r Q) 1200 L a 800 400 0 Page 2 of 2 65 2008 2009 2010 Year Total an Feb Mar Apr May Jun Jul Aug Sep Oct Nov ROBBERY -OTHER 2 1 0 0 0 0 0 0 0 1 0 0 RUNAWAY 13 0 1 1 1 0 0 1 0 2 6 1 EX CRIME - CONTRIBUTE TO SEX DELINQUENCY 1 0 0 0 1 0 0 0 0 0 0 0 EX CRIME - FORCIBLE SODOMY 1 0 0 0 0 0 0 0 0 1 0 0 EX CRIME - MOLEST (PHYSICAL) 7 3 2 0 1 0 0 0 0 1 0 0 EX CRIME - NON FORCE SODOMY 1 0 0 0 1 0 0 0 0 0 0 0 EX CRIME - NON -FORCE RAPE 1 0 0 0 0 0 0 1 0 0 0 0 EX CRIME - PORNOGRAPHY /OBSCENE MATERIAL 1 0 1 0 0 0 0 0 0 0 0 0 EX CRIME - SEXUAL ASSAULT WITH AN OBJECT 1 0 0 0 0 0 0 0 0 1 0 0 TALKER 2 0 0 0 0 0 1 0 0 0 1 0 STOLEN PROPERTY - RECEIVING,BUYING,POSSESSING 6 0 1 0 0 1 2 0 1 0 1 0 SUICIDE 1 0 0 0 0 0 0 0 0 0 1 0 HEFT - BICYCLE 1 0 0 0 0 0 1 0 0 0 0 0 HEFT - BUILDING 9 2 2 4 0 0 0 0 0 0 0 1 HEFT -FROM MOTOR VEHICLE 7 3 0 0 2 0 2 0 0 0 0 0 HEFT - MOTOR VEHICLE PARTS /ACCESSORIES 1 0 0 0 0 0 0 0 1 0 0 0 HEFT - OTHER 13 2 3 3 1 1 0 1 0 1 0 1 HEFT - PURSE SNATCH 1 1 0 0 0 0 0 0 0 0 0 0 HEFT - SHOPLIFT 61 10 4 8 5 6 11 3 4 3 1 6 TRAFFIC VIOLATIONS 149 10 8 17 11 18 13 14 17 14 10 17 TRESPASS 37 3 5 5 5 5 5 3 0 2 1 3 UNAUTHORIZED ENTRY INTO MOTOR VEHICLE 6 3 0 0 0 0 2 1 0 0 0 0 VANDALISM 25 1 5 0 4 0 2 0 0 6 5 2 ARRANT ARREST FOR OUR AGENCY 42 0 0 1 6 6 12 3 5 2 5 2 EAPON - CARRY CONCEALED 13 0 2 2 1 2 1 1 1 1 1 1 EAPON - EX FELON IN POSSESSION 1 0 1 0 0 0 0 0 0 0 0 0 EAPON - POSSESS ILLEGAL 3 1 0 0 1 0 0 0 0 0 0 1 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov 2010 Total 1,417 142 127 127 120 138 135 115 120 134 120 139 2009 Total 1,883 136 199 169 170 168 192 173 176 203 161 136 2008 Total 2,008 197 207 164 172 185 150 192 253 213 129 146 Arrests / Year 2400 2000 1600 r Q) 1200 L a 800 400 0 Page 2 of 2 65 2008 2009 2010 Year W UU UB �UJI N AY4^4� Wff December 13, 2010 TO: Honorable Mayor and City Council through City Administrator FROM: Jim Hendryx, Director of Economic & Development Services SUBJECT: Ordinance 2473 (New Sign Regulations) RECOMMENDATION The City Administrator requested that Ordinance 2473 ( "the New Sign Regulations Ordinance ") be placed on your agenda for possible reconsideration. If the City Council wants to adopt Ordinance 2473, this is an option that is still available. (Note that the amendment allowing the residents of individual dwelling units in multiple - family dwellings to display flags has been added pursuant to the City Council motion at your last meeting.) The City Administrator also asked that a resolution be drafted by staff to initiate an additional amendment to the Sign Regulations to add an amortization provision. Such a provision would require non - conforming signs to come into conformance with the new ordinance or be removed within a specified period of time. The Planning Commission, with assistance from the Sign Focus Group, would recommend a specific sign amortization proposal to the City Council at a later time. BACKGROUND In 2009, the Mayor and City Council appointed a Sign Focus Group to review the Sign Regulations contained in Section 3.110 of the Woodburn Development Ordinance, and recommend improvements for consideration by the Planning Commission and City Council. After much deliberation, the Sign Focus Group presented its recommendations to the Planning Commission in a series of workshops. After conducting a public hearing, the Commission unanimously approved the new Sign Regulations with minor revisions and forwarded the matter to the City Council. Agenda Item Review: City Administrator _x City Attorney _x Finance _x_ .. Honorable Mayor and City Council December 13, 2010 Page 2 The City Council held a public hearing on the new Sign Regulations on November 2, 2010 and directed staff to prepare an ordinance for consideration. On November 22, 2010, the Council deferred action on the New Sign Regulations Ordinance and directed staff to draft further revisions to include an amortization period for non - conforming signs. These revisions would require re- noticing (Measure 56) and would delay the New Sign Regulations Ordinance. DISCUSSION: Ordinance 2473 (the New Sign Regulations Ordinance) is again placed on the City Council agenda at the request of the City Administrator. Possible reconsideration of this ordinance is an option that is available and has been discussed by some City Councilors. Also, if the New Sign Regulations Ordinance is reconsidered and adopted, a new process could be started to require that nonconforming signs become conforming or be removed after a set period of years ( "sign amortization "). To facilitate this process, staff has drafted Resolution 1984, which initiates a sign amortization amendment pursuant to the WDO and requests that the Planning Commission, with assistance from the Sign Focus Group, develop a recommendation for future City Council consideration. FINANCIAL IMPACT This decision is anticipated to have no public sector financial impact. 67 COUNCIL BILL NO. 2847 ORDINANCE NO. 2473 AN ORDINANCE AMENDING ORDINANCE 2313, THE WOODBURN DEVELOPMENT ORDINANCE, TO ADD NEW SIGN REGULATION PROVISIONS. WHEREAS, in 2009, the Mayor appointed and the City Council approved a Sign Focus Group to review the sign regulations contained in the Woodburn Development Ordinance ( "WDO ") and recommend improvements; and WHEREAS, the Sign Focus Group presented its recommendations to the Planning Commission in a series of workshops; and WHEREAS, the Planning Commission on September 23, 2010 and October 14, 2010 held public hearings on the proposed new sign regulations; and WHEREAS, the Planning Commission forwarded a proposed ordinance to the Council with a recommendation of approval; and WHEREAS, the City Council on November 8, 2010 held a public hearing on the proposed ordinance; and WHEREAS, the City Council has considered the public testimony, the staff report, the need for the proposed ordinance and the public interest therein; NOW, THEREFORE, THE CITY OF WOODBURN ORDAINS AS FOLLOWS: SECTION 1. Section 1.102 of Ordinance 2313, the Woodburn Development Ordinance, is amended to add the following definitions: Eave The overhanging lower edge of a roof. Property Owner or Lessee An individual, corporation, partnership, or other legal entity shown on county records as the owner or contract purchaser of the property, or is named as the lessee in a lease agreement regarding the property PAGE 1 - COUNCIL BILL NO. 2847 ORDINANCE NO. 2473 .: SECTION 2. Table 4.1 of Ordinance 2313, the Woodburn Development Ordinance, is amended to read as follows: TABLE 4.1 SUMMARY OF DECISIONS BY TYPE Section Decision 1 II III IV V Appeal ■ ■ n n r.,- h 22 2994 3.1 10.05 Q q Sign Permit [Added by Ord.2359, §16, passed March 22, 2004] 3.1 10.3 09 Temporary Sign Permit [Added by Ord.2359, § 16, passed March 22, 2004] ■ SECTION 3. Section 5.101 of Ordinance 2313, the Woodburn Development Ordinance, is amended to add the following new section: 5.101.13 Siqn Permit / Temporary Sign Permit A. Purpose: The purpose of this review is to insure that signs comply with standards found within the Sign Standards (Section 3.11). B. Criteria: Applications shall be reviewed for compliance with the sign standards of this ordinance. C. Procedure: The Director shall review proposal signs for compliance to City regulations. SECTION 4. Section 3.110, Signs, of Ordinance 2313, the Woodburn Development Ordinance, is amended as provided in Exhibit "A ", which is attached hereto. SECTION 5. This Ordinance is justified and explained by the Legislative Findings which are attached hereto as Exhibit "B" and incorporated herein by this reference. SECTION 6. The sections and subsections of this Ordinance are severable. The invalidity of any section or subsection shall not affect the validity of the remaining sections and subsections. Approved as to form: PAGE 2 - COUNCIL BILL NO. 2847 ORDINANCE NO. 2473 City Attorney Date .• Approved: Kathryn Figley, Mayor Passed by Council Submitted to the Mayor Approved by the Mayor Filed in the office of the Recorder Attest: Christina Shearer, City Recorder City of Woodburn, Oregon PAGE 3 - COUNCIL BILL NO. 2847 ORDINANCE NO. 2473 70 EXHIBIT A. Page _I__ of 3.110 Signs 3.110.01 Purpose 3.110.02 Applicability 3.110.03 Computation of Sign Area 3.110.04 Definitions 3.110.05 Sign Permit Required 3.110.06 General Requirements 3.110.07 Signs Exempt From Permit Requirements 3.110.08 Prohibited Signs 3.110.09 Temporary Signs 3.110.10 Permanent Sign Allowances 3.110.11 Nonconforming Signs 3.110.12 Electronic Changing Image Signs 3.110.01 Purpose A. To the maximum extent permitted by the U.S. and Oregon Constitutions, the purpose of these regulations is to preserve and improve the appearance of the City and to eliminate hazards to pedestrians and motorists brought about by distracting sign displays. The regulations for signs have the following specific objectives: 1. To ensure that signs are designed, constructed, installed and maintained according to minimum standards to safeguard life, health, property and public welfare; 2. To allow and promote positive conditions for sign communication while at the same time avoiding nuisances to nearby properties; 3. To reflect and support the desired character and development patterns of the various zones and overlay zones and promote an attractive environment; 4. To allow for adequate and effective signs in commercial and industrial zones while preventing signs from dominating the appearance of the area; 5. To improve pedestrian and traffic safety; and 6. To ensure that the constitutionally guaranteed right of free speech is protected. B. The regulations allow for a variety of sign types and sizes for a site. The provisions do not ensure or provide for every property or business owner's desired level of visibility for the signs. The sign standards are intended to allow signs to have adequate visibility from streets and rights -of -way that abut a site, but not necessarily to streets and rights -of -way farther away. 3.110.02 Applicability These regulations apply to signs located within the City. The application of these regulations in no way limits the power of the City to enact other ordinances related to signs. Proposed sign amendments, revised 12 -7 -2010 71 Page l of 23 EX HIBrr A_ Page _L_ of 2 4 3.110.03 Computation of Sign Area A. The area of freestanding signs and wall signs with one or more cabinets is the area of the display surface. B. The area of wall signs composed of individual elements, including, but not limited to, channel letters or painted letters or images, is the area of three rectangles around and enclosing the entire message or image. C. Sign area shall include only one side of a two -sided sign, regardless of the presence of sign copy on both sides. Where a sign is of a three dimensional, round or irregular solid shape, the largest cross - section shall be used in a horizontal projection for the purpose of determining sign area. D. Sign area shall not include embellishments such as pole covers, decorative roofing, foundation or supports, provided there are no words, symbols or logos on such embellishments. Figure 3.110.03A: Three rectangles enclose the message or image ORGANIC I 4 0 0 It �_MSOM � Figure 3.110.0313: Three rectangles enclose the message or image Proposed sign amendments, revised 12 -7 -2010 72 Page 2 of 23 EXHIBIT _A Page 3 of 3 3.110.04 Definitions Words used in the WDO have their normal dictionary meaning unless they are specifically defined by the WDO. Awning: A shelter projecting from, and supported by, the exterior wall of a building on a supporting framework. The awning may be constructed of rigid or non -rigid materials. Bench: A seat located upon or adjacent to public property for the use of a combination of passersby or persons awaiting transportation. Building Code: The most current edition of the Oregon State Structural Specialty Code. Canopy: A permanent unenclosed roof structure for the purpose of providing shelter to patrons in automobiles. Complex: Any group of two or more buildings, or individual businesses within a single building, provided at least two of the businesses have separate exterior entrances, on a site that is planned and developed to function as a unit and which has common on -site parking, circulation and access. A complex may consist of multiple lots or parcels that may or may not be under common ownership. Display Surface: The area made available by the sign for the purpose of displaying a message or image. The display surface includes the area of the message or image and the background. FaVade: The exterior face or wall of a building. Fluorescent (color): Strikingly bright, vivid, or glowing. Glare: Illumination of a sign that either directly, or indirectly from reflection, causes illumination on other properties or right -of -way in excess of a measurement of 0.5 foot candles of light measured at the property line. Height: Height is measured from the lowest point of the grade below the sign (excluding artificial berm) to the topmost point of the sign. Marquee: A permanent roofed structure attached to and supported by a building, and projecting out from a building wall, or over public access, but not including a canopy or awning. Premises: The land and buildings contained within the boundaries of a single- tenant site or complex. Sign: Materials placed or constructed, or light projected, that (1) conveys a message or image and (2) is used to inform or attract the attention of the public. Some examples of signs are materials or lights meeting this definition are commonly referred to as signs, placards, A- frame signs, posters, billboards, murals, diagrams, banners, flags, or projected slides, images or holograms. The scope of the term "sign" does not depend on the content of the message or image conveyed. Specific definitions for signs regulated in Section 3.110 include the following: A -Frame Sign: A double -faced temporary sign constructed with an A- shaped frame, composed of two sign boards attached at the top and separate at the bottom, not permanently attached to the ground, but secured to the ground or sufficiently weighted to prevent the sign from being blown from its location or easily moved. Proposed sign amendments, revised 12 -7 -2010 73 Page 3 of 23 EXHI13IT Page _Y of Awning Sign: A sign attached to or incorporated into an awning. Balloon: An inflatable device less than 36 inches in greatest dimension and anchored by some means to a structure or the ground. Banner Sign: A sign made of fabric or other non -rigid material with no enclosing framework. Bench Sign: A sign on an outdoor bench. Blimp: An inflatable device 36 inches or greater in greatest dimension and anchored by some means to a structure or the ground. Changing Image Sign: A sign designed to accommodate routine changes of copy, images, or patterns of lights. Such signs include, but are not limited, to electronic signs incorporating LED, LCD, plasma, or projected light displays, and mechanical or manual changeable copy signs. Drive - Through Sign: A sign located adjacent to the driveway leading to a drive - through window and not legible from the public right -of -way. Such signs typically display menus or other information to drive - through customers. Externally Illuminated Sign: A sign where the light source is separate from the sign and is directed so as to shine on the exterior of the sign. Flag: A sign made of fabric or other similar non -rigid material supported or anchored along only one edge or supported or anchored at only two corners. Flashing Sign: A sign incorporating intermittent electrical impulses to a source of illumination or revolving in a manner which creates the illusion of flashing, or which changes colors or intensity of illumination more frequently than specified in Section 3.110.12.A. Freestanding Sign: A sign wholly supported by a sign structure in the ground. Freestanding signs include, but are not limited to, monument signs, pole signs, A -frame signs, and lawn signs. Illuminated Sign: A sign that incorporates light- emitting elements on or within the sign, or that is lit by external light sources directed at the sign. Internally Illuminated Sign: A sign where the light source is contained within the sign and is directed so as to shine on the interior of the sign. Lawn Sign: A temporary freestanding sign made of weather - resistant lightweight materials, that is supported by a frame, pole, or other support structure placed directly in the ground without foundation or other anchor. Monument Sign: A freestanding sign that is placed on a solid base that extends a minimum of one foot above the ground and extends at least 75 percent of the length and width of the sign. The aboveground portion of the base is considered part of the total allowable height of a monument sign. A monument sign less than 8 feet high need not have a solid base. Moving Sign: A sign, EXCEPT a flag, balloon, or pennant, in which the display surface changes orientation or position. Moving signs include, but are not limited to, rotating Proposed sign amendments, revised 12 -7 -2010 74 Page 4 of 23 EXHIBIT � A,___,�„ page 5; of _2- _S� signs, pinwheels, wind socks, and blimps. Nonconforming Sign: A sign lawfully established prior to the adoption of current standards or a sign lawfully established on property annexed to the City, which does not conform to the current sign standards. Pennant: A lightweight plastic, fabric, or other material, whether or not containing a message of any kind, suspended from a rope, wire, or string, usually in series, designed to move in the wind. Permanent Sign: Any sign other than a temporary sign. Pole Sign: A freestanding sign which exceeds eight feet in height. Portable Sign: A sign that is not affixed to a structure or the ground in a permanent manner and that may be moved easily from place to place. Projecting Sign: A sign, other than a wall sign, that projects from, and is supported by, a roof or wall of a building or structure and is generally at right angles to the building. Roof sign: Any sign erected upon, or extending above or over, the eave or roof of any building or structure. A sign erected upon a roof which does not vary more than 20 degrees from vertical shall be regulated as a wall sign. Subdivision Sign: A sign located on land in a recorded subdivision containing four lots or more. Suspended Sign: A sign suspended from the underside of a canopy, awning, arcade, marquee, or other roofed open structure and oriented to pedestrian traffic. Temporary Sign: A sign that is not permanently affixed or attached to a building, structure, or the ground. Temporary signs include, but are not limited to A- frames, banners, flags, pennants, balloons, blimps, streamers, lawn signs, and portable signs. Unsafe sign: A sign constituting a hazard to safety or public welfare by reason of inadequate maintenance, dilapidation, obsolescence, disaster, damage, abandonment or inability to meet lateral and /or vertical loads as determined by the City of Woodburn Proposed sign amendments, revised 12 -7 -2010 75 Page 5 of 23 Figure 3.110.04A: Illustration of roof and wall signs EXHIBIT Page _Jg_ of ,'L Building Official. Wall Sign: Any sign attached to or erected against the wall of a building or structure, or attached to or erected against a roof which does not vary more than 20 degrees from vertical, with the exposed face of the sign in a plane parallel to the plane of the wall or roof, and which does not project more than 18 inches from the wall or roof. Window Sign: A sign that is placed inside a building (such as placement on a windowsill), within six inches of a window or attached to the inside of a window. Sign Maintenance: Normal care needed to keep a sign functional such as painting, cleaning, oiling, and changing light bulbs. Does not include an alteration to the sign. Sign Repair: Fixing or replacement of broken or worn parts. Replacement includes comparable materials only. Repairs may be made with the sign in position or with the sign removed. Sign Structure: The structure, supports, uprights, braces, framework and display surfaces of a sign. Single- tenant Site: A development that is not a complex. Structural Alteration: Modification of a sign or sign structure that affects size, shape, height, or sign location; changes in structural materials; or replacement of electrical components with other than comparable materials. The replacement of wood parts with metal parts, the replacement of incandescent bulbs with light emitting diodes (LED), or the addition of electronic elements to a non - electrified sign are examples of structural alterations. Structural alteration does not include ordinary maintenance or repair, repainting an existing sign surface, including changes of message or image, exchanging painted and pasted or glued materials on painted wall signs, or exchanging display panels of a sign through release and closing of clips or other brackets. 3.110.05 Sign Permit Required A. A sign permit is required to erect, replace, construct, relocate, or alter a sign, unless such sign is exempt under Section 3.110.07. To initiate consideration of a sign permit, a complete City application, accompanying information, and a filing fee must be submitted to the Director. The Director shall issue a sign permit if the applicant demonstrates compliance with all provisions of Section 3.110. B. Sign maintenance, sign repair and changing of a sign display surface is allowed without obtaining a sign permit so long as structural alterations are not made and the sign display surface is not altered in shape or size. C. If a building permit is required to erect the sign, the sign permit approval shall expire at the same time the building permit expires. If a building permit is not required to erect the sign, the sign permit approval shall expire 180 days from the date of approval unless substantial construction of the sign has occurred. Proposed sign amendments, revised 12 -7 -2010 76 Page 6 of 23 EXHIBIT A Page m of — 2. - L — 3.110.06 General Requirements A. Location: No portion of a freestanding sign shall be located less than five feet from any boundary property line or in the special setback area established by Section 3.103.05. B. Sign Maintenance: Signs and sign structures together with their supports, braces, guys, anchors and electrical components must be maintained in a proper state of repair. The Director may order the removal of any sign or sign structure that is not maintained. Signs and sign structures that are dangerous must be taken down and removed or made safe, as the Director deems necessary. C. Signs shall be constructed of weather - resistant material. Paper products such as construction paper, poster board, and cardboard are not considered weather- resistant materials and are not allowed. D. Each sign should be designed to be consistent with the architectural style of the main building or buildings on the site. Signs should be designed to incorporate at least one of the predominately visual elements of the building, such as type of construction materials or color. The use of fluorescent colors or highly reflective materials should be discouraged. E. Supporting elements of pole signs shall be covered consistent with subsection (D) above. The total width of pole covers shall be at least 30 percent of the sign display width. F. Freestanding signs shall appear to be a single unit and shall not have separate or detached cabinets or display surfaces that are not architecturally integrated into the primary display surface. 3.110.07 Sitzns Exempt From Permit Requirements The following are exempt from application and permit requirements of this Section, but are subject to other applicable portions of this Section and the City Code and may require building and electrical permits: A. Signs that are inside a building, except window signs, or signs that do not have a primary purpose of being legible from a public street or another property. Such signs include, but are not limited to, scoreboard signs, signs on the inside of ball field fences, signs within a stadium, and signs located within the site of a special event such as a festival or carnival. B. Signs required by federal, state, or city law on private property, except signs regulated by ORS 646.930 (Motor vehicle fuel prices; requirements for display) if the sign is no more than six square feet in area. Such signs include building addresses, handicap parking signs, designation of fire lanes, public hearing notices, and directional signs. C. Signs owned and maintained by federal or state agencies or the City of Woodburn. D. Signs lawfully erected in the public right -of -way in accordance with applicable state and local laws and regulations, including public utility signs, traffic signs and traffic control devices. 3.110.08 Prohibited silIns The following signs and advertising devices are prohibited: Proposed sign amendments, revised 12 -7 -2010 77 Page 7 of 23 A • Page ' E A. A sign located on the roof of any building or structure. B. A sign in public rights -of -way except awning, projecting, wall, and suspended signs projecting over a public right -of -way in conformity with Section 3.110, unless specifically allowed under 3.110.01 or exempt under Section 3.110.05. C. Internally illuminated awning sign. D. A permanent sign located on an undeveloped lot or parcel, except subdivision signs. E. A beacon light, searchlight, strobe light or a sign containing such lights. F. Neon tubing on the exterior of a building. G. A sign that imitates or resembles official traffic lights, signs or signals, or a sign that interferes with the effectiveness of any official traffic light, sign or signal. H. An illuminated sign that produces glare. L A sign required to have been issued a sign permit, but for which no sign permit has been issued. J. A sign with visible incandescent bulbs or fluorescent tubes or a sign with a visible direct source of illumination, except neon, light- emitting diodes, or plasma displays, and not otherwise allowed under Section 3.110.10 or exempt under Section 3.110.07. K. An unsafe sign or a sign that constitutes a public nuisance. L. A sign that incorporates flames or emits sounds or odors. M. A sign supported in whole or in part by cables or guy wires, or that has cables or guy wires extending to or from it. N. Blimps. O. Signs attached to utility poles or boxes, except those attached by the utility. P. Flashing signs. Q. Moving signs. R. Changing image temporary signs. S. Flags with an aspect ratio (hoist to fly, or height to width) greater than 1:1. Proposed sign amendments, revised 12 -7 -2010 78 Page 8 of 23 Page _9L ®f „ 0.6:1 (allowed) l:1 (allowed) 3.6 :1 (prohibited) Figure 3.110.08A: Aspect ratio of flags 3.110.09 Temporary Signs A. Certain temporary signs that are not otherwise exempt under Section 3.110.07 may be approved for a limited period of time as a means of drawing attention to special events such as grand openings, carnivals, charitable events, seasonable openings, special promotions, etc. Approval of a Temporary Sign Permit application shall be required prior to placement of such signs. B. Criteria. The Director shall approve an application for a Temporary Sign Permit only if it complies with the following approval criteria: 1. The following types of temporary signs are permitted with a Temporary Sign Permit: A- frames, banners, flags, pennants, balloons, strings of lights, streamers, and lawn signs. Temporary sign types not specified above, including other types of portable signs and blimps, are not permitted with a Temporary Sign Permit. 2. An owner or tenant of an individual property, a tenant in a complex, and the owner of a complex may obtain Temporary Sign Permits. 3. No temporary sign shall obstruct on -site pedestrian or vehicular access or circulation. 4. Temporary Sign Permits shall be limited to a specified number of 15 -day periods per calendar year. Said periods may run consecutively; however, unused days from one period shall not be added to another period. The number of Temporary Sign Permits and maximum sign area shall be as follows: Proposed sign amendments, revised 12 -7 -2010 Page 9 of 23 79 EXHIBIT Page 10 of Table 3.110.09A Temporary Signs in the RM and P /SP Zones Maximum Maximum Use Type Time Maximum Number total sign area height (square feet) (feet) 45 days before a 24 public election or the time the election No individual • Lawn: 7 is called, whichever 6 sign may • A- frame: Any is earlier, until seven exceed six 3 Lawn or A -frame days after the square feet in use election area Any All other times of 2 g • Lawn: 7 • A- frame: use the year 2 8 3 Decorations and 45 days before the 3 lights relating to holiday or event, Unlimited Unlimited Unlimited federal, state, or until 15 days after City recognized the holiday or event events, seasons, or holidays Exempt from application and permit requirements Flags and window signs are listed with permanent signs, Table 3.110.10A. Table 3.110.0913 Temporary Signs in the RS and R1S Zones Maximum Maximum Use Type Time Maximum Number total sign area height (square feet) (feet) 45 days before a 24 public election or the time the election No individual • Lawn: 7 is called, whichever 6 sign may • A- frame: Any is earlier, until seven exceed six 3 Lawn or A -frame days after the square feet in use election area . Lawn: 7 All other times of 2 8 . A- frame: the year 3 Proposed sign amendments, revised 12 -7 -2010 Page 10 of 23 :I EXHIBrr Table 3.110.09B Temporary Signs in the RS and R1S Zones Maximum Maximum Maximum Use Type Time Number total sign area (square feet) height (feet) Decorations and 45 days before the area (square (feet) periods lights relating to holiday or event, Unlimited Unlimited Unlimited federal, state, or until 15 days after 200 Lawn: 7 4 City recognized the holiday or event Exempt from application and permit requirements . 1 in the events, seasons, or holidays Lawn signs and A -frame signs in the RS or R1 S zone may be located in the public right -of -way provided that: a. The signs shall be established by the property owner or property owner's agent, b. No sign may be established in the right -of -way of a Major Arterial street, c. Signs shall not be placed in vision clearance areas (Section 3.103.10) or in adjacent rights -of -way, d. Signs shall not be on or overhanging a travel or on- street parking lane, e. Signs shall not be on or overhanging a sidewalk, and f. No portion of a sign shall be less than 3 feet from the back of a curb. Flags and window signs are listed with permanent signs, Table 3.110.10A. Table 3.110.09C Temporary Signs in Commercial and Industrial Zones Maximum Maximum Use Type Maximum total sign height 15 -day Number area (square (feet) periods feet) All except A- Unlimited 200 Lawn: 7 4 frame . 1 in the Single- tenant DDC nonresidential site A -frame zone 8 3 Unlimited . 2 in all other zones Individual tenant All except A- Unlimited 100 Lawn: 7 4 in a frame Proposed sign amendments, revised 12 -7 -2010 Page 11 of 23 81 EXHIB,T A lPage _2, of .-., Table 3.110.09C Temporary Signs in Commercial and Industrial Zones Maximum Maximum Use Type Maximum total sign height g 15 -day Number area (square (feet) periods feet) nonresidential • 1 in the complex DDC A -frame zone 8 3 Unlimited •2inall other zones Nonresidential All except A- Unlimited 200 Lawn: 7 4 complex with less frame Not than 20 tenant spaces A -f rame allowed Nonresidential All except A- Unlimited 400 Lawn: 7 6 complex with 20 frame Not or more tenant spaces A -frame allowed 45 days before Decorations and the holiday or lights relating to Unlimited Unlimited Unlimited event, until 15 Any use federal, state, or days after the City recognized holiday or event events, seasons, or Exempt from application and permit requirements holidays Temporary signs for an individual tenant in a complex, except A -frame signs, shall be limited to banners and flags on the exterior walls and windows of the individual tenant space. Proposed sign amendments, revised 12 -7 -2010 Page 12 of 23 82 O HIBi1" Page � Of - Table 3.110.09C Temporary Signs in Commercial and Industrial Zones Monument Signs Use Maximum Maximum total sign Maximum height 15 -day Use Type T Pe Number area (square (feet) periods • Max. 2 signs Non - residential use, 3 acres or more . Max. 8' high feet) • Max. 32 sf each A -frame signs in the DDC zone shall conform to the following standards. a. The sign may be located on private property or in the public right -of -way. b. The sign shall not exceed 3 feet in width, 3 feet in height, and 9 square feet in area. c. The sign shall be at least one foot from the curb so as not to interfere with on- street parking, d. A minimum access width of 4 feet shall be maintained along all sidewalks and building entrances accessible to the public. Signs should be placed either next to the building or at the curbside by a street tree, bench, or other public amenity so as not to block on- street parking. e. The sign permit shall be revocable in case of noncompliance. f. The sign shall not be placed in a vision clearance area (Section 3.103.10) or in adjacent rights -of -way. g. The sign shall be utilized only during business hours and shall be removed during non - business hours. h. The sign shall not be illuminated. i. The sign owner shall assume all liability for incidents involving the sign by signing a document exempting the City from liability. Flags and window signs are listed with permanent signs, Tables 3.110.1013-E. 3.110.10 Permanent Sign Allowances Permanent signs shall not exceed the number, size, or height specified in the following tables, and shall comply with the other regulations noted in the following tables. Table 3.110.10A Permanent Signs in RS, R1S, RM, and P /SP Zones Monument Signs Use Allowance • Max. 1 Non - residential use, less than 3 acres • Max. 8' high • Max. 20 sf • Max. 1 per street frontage • Max. 2 signs Non - residential use, 3 acres or more . Max. 8' high • Max. 32 sf each Proposed sign amendments, revised 12 -7 -2010 Page 13 of 23 83 �4-Ri381 A ofi ,1. Table 3.110.10A Permanent Signs in RS, R1S, RM, and P /SP Zones • Max. 1 Multiple- family dwellings • Max. 8' high • Max. 20 sf . Max. 1 on each side of entrance from public street Subdivision with more than 4 lots or • Max. 2 monument or wall signs total per public mobile home park with more than 4 street entrance spaces • Max. 8' high • Max. 20 sf each Wall Signs Use Allowance I • Max. 1 Non - residential use, less than 3 acres . Max. 2 0 sf . Max. 1 per wall facing a public street Non - residential use, 3 acres or more • Max. 2 signs . Max. 32 sf each • Max. 2 Single- family Dwellings • Max. 3 sf total • Exempt from application and permit requirements • Max. 1 • Max. 20 sf •Allowed by permit Multiple- family dwellings • Max. 2 • Max. 3 sf total • Exempt from application and permit requirements • Max. 1 on each side of entrance from public street Subdivision with more than 4 lots or • Max. 2 monument or wall signs total per public mobile home park with more than 4 street entrance spaces • Max. 20 sf each . Allowed on freestanding walls only Flags • Max. 1 per dwelling unit Individual dwelling units in multiple- • Max. 16 square feet family dwellings • Must be attached to the dwelling unit • Exempt from application and permit requirements Proposed sign amendments, revised 12 -7 -2010 Page 14 of 23 MO VHISR . r L 4 1. — is__ of _ Table 3.110.10A Permanent Signs in RS, R1S, RM, and P /SP Zones Pole Signs • Max. 3 All other uses, including multiple- family • Max. 40 square feet each dwellings • Max. 40' high Not allowed • Exempt from application and permit requirements Window Signs • Max. 50 percent of window area on each facade • Exempt from application and permit requirements Bench Signs • Max. 1 square foot per bench. • Exempt from application and permit requirements Pole, awning, marquee, canopy, projecting, and suspended signs are not allowed. Changing image is allowed as part of a monument sign only, up to 65 percent of the sign area, for nonresidential uses only. Externally illuminated signs are allowed. Internally illuminated signs are not allowed, except for changing image signs. A sign on a freestanding wall shall not project above the wall. Non - residential complexes with two or more buildings and multiple - family residential complexes with four or more buildings are allowed one additional sign per street access. Such signs shall be located a minimum of 50 feet from the public right -of -way. Each sign shall be limited to a maximum area of 24 square feet. Freestanding signs shall be limited to a maximum height of eight feet. Such signs typically display a directory or map of the complex. Table 3.110.1013 Permanent Signs in the CG Zone Pole Signs Frontage Freeway Overlay (See Figure 1) Elsewhere Less than 100' Not allowed Not allowed • Max. 1 per single- tenant site or • Max. 1 per single- tenant site complex or complex 100 -299' • Max. 45' high • Max. 20' high • Max. 200 sf or 4.5 sf per foot of • Max. 32 sf (single tenant) actual height, whichever is less • Max. 50 sf (complex) Proposed sign amendments, revised 12 -7 -2010 Page 15 of 23 85 LL7XHI NT U&- ©t 2-.3 Table 3.110.1OB Permanent Signs in the CG Zone J 300 -599' 600- 999' 1,000 - 1,199' 1,200' or more • Max. 1 per single- tenant site or complex • Max. 45' high • Max. 200 sf or 4.5 sf per foot of actual height, whichever is less • Max. 1 per single- tenant site or complex • Max. 20' high • Max. 50 sf (single tenant) • Max. 75 sf (complex) • Max. 1 per single- tenant site or complex • Max. 45' high • Max. 300 sf or 6.7 sf per foot of actual height, whichever is less • Max. 1 per single- tenant site or complex • Max. 45' high • Max. 550 sf or 12.3 sf per foot of actual height, whichever is less • Max. 1 per single- tenant site or complex • Max. 20' high • Max. 100 sf • Max. 1 per single- tenant site or complex • Max. 45' high • Max. 850 sf or 18.9 sf per foot of actual height, whichever is less Monument Signs Frontage Allowance • Max. 1 per frontage on the same street 1 -299' • Max. 4 signs per single- tenant site or complex. • Max. 8' high • Max. 32 sf each • Max. 1 per single- tenant site or complex 300' or more • Max. 20' high • Max. 100 sf Wall Signs • Min. 20 sf • Max. 6 percent of facade or 200 sf, whichever is less • Allowance increases by 50 percent if the wall is more than 200 feet from the public right -of- way I Awning/Marquee Signs . Deemed wall signs . Shall not extend above or below the awning or marquee Canopy Sig Proposed sign amendments, revised 12 -7 -2010 Page 16 of 23 86 orr A Page 1 _7 ofi &3�„_ Table 3.110.10B Permanent Signs in the CG Zone • Max. 2 sides of canopy • Max. 15 percent of canopy face or 50 sf, whichever is less Projecting Signs • Not allowed on a site or complex with a pole or monument sign • Max. 1 per single- tenant site or complex • Min. T above ground • Max. 24 sf • Max. U projection Suspended Signs • Max. 1 at each entrance to a building or tenant space • Shall not project past the outer edge of the roof structure • Min. T above ground • Max. 6 sf Drive - through Signs • Max. 2 • Max. 8' high • Max. 8' wide Flags • Max. 2 • Max. 40 square feet each • Max. 40' high • Exempt from application and permit requirements Window Signs • Max. 50 percent of window area on each facade • Exempt from application and permit requirements Signs on Phone Booths and Product Dispensers • Max. 3 square feet on an individual unit • Exempt from application and permit requirements Bench Signs • Max. 1 square foot per bench • Exempt from application and permit requirements A monument sign may not be established on the same frontage as a pole sign. Changing image is allowed on freestanding signs only, up to 50 percent of the total sign area. Externally or internally illuminated signs — except internally illuminated awnings — are allowed. Proposed sign amendments, revised 12 -7 -2010 Page 17 of 23 87 'gage -u, of I Table 3.1 10.10B Permanent Signs in the CG Zone For signs regulated by ORS 646.930 (Motor vehicle fuel prices; requirements for display), an additional 32 square feet may be incorporated into another sign or may be installed as a separate wall or monument sign. The fuel price display area of such signs may be electronic changing image. If the price of four or more fuel products is required to be displayed, the additional allowance shall be 42 square feet. Freeway Overlay Figure 1 Table 3.110.1OC Permanent Signs in the CO Zone Monument Signs • Max. 1 per street frontage, 2 total • Max. 8' high • Max. 32 sf each Proposed sign amendments, revised 12 -7 -2010 Page 18 of 23 88 amorf _—A- 2 G of � Table 3.110.10C Permanent Signs in the CO Zone Wall Signs • Max. 1 per tenant plus 1 to identify each building or complex • Max. 4 percent of fayade area Drive - through Signs • Max. 2 • Max. 8' high • Max. 8' wide Flags • Max. 2 • Max. 40 square feet each • Max. 40' high • Exempt from application and permit requirements Window Signs • Max. 50 percent of window area on each fagade • Exempt from application and permit requirements Signs on Phone Booths and Product Dispensers • Max. 3 square feet on an individual unit • Exempt from application and permit requirements Bench Signs . Max. 1 square foot per bench . Exempt from application and permit requirements Pole, awning, marquee, canopy, projecting, and suspended signs, and changing image signs are not allowed. Externally or internally illuminated signs are allowed. Proposed sign amendments, revised 12 -7 -2010 Page 19 of 23 89 �a g E a O a Table 3.110.101) Permanent Signs in the DDC and NNC Zones Monument Signs • Max. 1 per single- tenant site or complex • Max. 8' high • Max. 20 sf Wall Signs • Min. 16 sf • Max. 4 percent of facade or 50 sf, whichever is less Drive - through Signs • Max. 2 • Max. 8' high • Max. 8' wide Awning/Marquee Signs • Deemed wall signs • Shall not extend above or below the awning or marquee Projecting Signs • Not allowed on a frontage with a monument sign • Max. 1 per single- tenant site or complex • Min. 8' above ground • Max. 12 sf • Max. 4' projection Suspended Signs • Only at entrance to a building or tenant space • Min. 8' above ground • Max. 6 sf • Shall not project past the outer edge of the roof structure Flags • Max. 2 • Max. 40 square feet each • Max. 40' high • Exempt from application and permit requirements Window Signs • Max. 50 percent of window area on each facade • Exempt from application and permit requirements Signs on Phone Booths and Product Dispensers Proposed sign amendments, revised 12 -7 -2010 Page 20 of 23 90 7z'"K Fi15r I- A ?age 2l of _2,,.,,, Table 3.11010D Permanent Signs in the DDC and NNC Zones • Max. 3 square feet on an individual unit • Exempt from application and permit requirements Bench Signs • Max. 1 square foot per bench • Exempt from application and permit requirements Pole and canopy signs are not allowed. Externally or internally illuminated signs — except internally illuminated awnings are allowed. Changing image is allowed on monument signs only, up to 50 percent of the total sign area. For signs regulated by ORS 646.930 (Motor vehicle fuel prices; requirements for display), an additional 32 square feet may be incorporated into another sign or may be installed as a separate wall or monument sign. The fuel price display area of such signs may be electronic changing image. If the price of four or more fuel products is required to be displayed, the additional allowance shall be 42 square feet. Table 3.110.10E Permanent Signs in the IP, IL, and SWIR Zones Monument Signs • Maximum 1 per single- tenant site or complex • Less than 300' frontage • Maximum 32 sf • Maximum 8' high • Maximum 1 per single- tenant site or complex • Maximum 1 additional if a complex has 2 street frontages over • 300' or more frontage 300' each • Maximum 50 sf each • Maximum 8' high Wall Signs • Min. 16 sf • Max. 4 percent of fagade or 150 sf, whichever is less Awning/Marquee Signs • Deemed wall signs • Shall not extend above or below the awning or marquee Projecting Signs Proposed sign amendments, revised 12 -7 -2010 Page 21 of 23 91 HISIT A r'4e of _&3...... Table 3.110.10E Permanent Signs in the IP, IL, and SWIR Zones • Not allowed on a site with a monument sign • Max. 1 per single- tenant site or complex • Min. 8' above ground • Max. 20 sf • Max. 4' projection Suspended Signs • Only at entrance to a building or tenant space • Min. 8' above ground • Max. 6 sf • Shall not project past the outer edge of the roof structure Flags • Max. 2 • Max. 40 square feet each • Max. 40' high • Exempt from application and permit requirements Window Signs • Max. 50 percent of window area on each facade • Exempt from application and permit requirements Signs on Phone Booths and Product Dispensers • Max. 3 square feet on an individual unit • Exempt from application and permit requirements Bench Signs • Max. 1 square foot per bench . Exempt from application and permit requirements Pole and canopy signs are not allowed. Minimum 100' separation between monument signs in the same complex. Externally or internally illuminated signs — except internally illuminated awnings — are allowed. Changing image is allowed on monument signs only, up to 50 percent of the total sign area. For signs regulated by ORS 646.930 (Motor vehicle fuel prices; requirements for display), an additional 32 square feet may be incorporated into another sign or may be installed as a separate wall or monument sign. The fuel price display area of such signs may be electronic changing image. If the price of four or more fuel products is required to be displayed, the additional allowance shall be 42 square feet. Proposed sign amendments, revised 12 -7 -2010 Page 22 of 23 92 EXHIBIT 3.110.11 Nonconformin Signs A. Nonconforming signs may remain provided they comply with the provisions of this Section. B. Nonconforming permanent signs shall comply with the provisions of Section 3.110 when one or more of the following occurs: A nonconforming sign is expanded, relocated, replaced or structurally altered. A nonconforming sign may be reduced in area or height without losing nonconforming status. 2. The use of the premises upon which the sign is located terminates for a continuous period of 180 days or more. In a complex, if an individual tenant space is vacant for a continuous period of 180 days or more, only signs attached to such tenant space shall be required to comply with the provisions of Section 3.110. 3. The use of the premises upon which the sign is located changes. In a complex, if the use of an individual tenant space changes, only signs attached to such tenant space shall be required to comply with the provisions of Section 3.110. 4. A Conditional Use or Type III Design Review land use application is approved for the premises upon which the sign is located. In a complex, if an individual tenant space is the subject of a Conditional Use or Type III Design Review land use application, only signs attached to such tenant space shall be required to comply with the provisions of Section 3.110. A nonconforming sign is damaged, destroyed, or deteriorated by any means where the cost of repairs exceeds 50 percent of its current replacement cost as determined by the Building Official. C. A nonconforming sign or sign structure may be removed for no more than 60 days to perform sign maintenance or sign repair. A nonconforming sign or sign structure removed for more than 60 days shall comply with the provisions of Section 3.110. 3.110.12 Electronic Changing Image Sims A. Electronic changing image signs shall change from one display to another display in a transition time of not more than two seconds. The display shall thereafter remain static for at least the following intervals: 1. RS, R1 S, RM, and P /SP zones: 20 seconds. 2. DDC, CO, CG not in Freeway Overlay, IP, IL, and SWIR zones: 8 seconds. 3. CG zone in Freeway Overlay: 4 seconds. B. No portion of an electronic changing image sign shall be brighter than as follows: 1. During daylight hours from sunrise to sunset, luminance shall be no greater than 3,000 candelas per square meter. 2. At all other times, luminance shall be no greater than 500 candelas per square meter. C. All electronic changing image signs shall be equipped with an automatic dimming feature that accounts for ambient light levels. Proposed sign amendments, revised 12 -7 -2010 Page 23 of 23 93 Department of Economic and Development Services W OODBURN Planning Division 270 Montgomery Street, Woodburn, Oregon 97071 • (503) 982 -5246 EXHIBIT _ _...— CITY COUNCIL STAFF REPORT Page 1 of ,3.__— PUBLIC HEARING Application Type Type V Legislative Amendment Application Number LA 2010 -01 Project Description Revise the City's sign regulations Project Location Entire City Zoning All zones 120 -Day Deadline Not applicable to legislative decisions Date of Staff Report November 1, 2010 Date of Public Hearing November S, 2010 BACKGROUND The Mayor and City Council appointed a focus group of citizens to review the sign regulations in Section 3.110 of the Woodburn Development Ordinance, and recommended improvements for consideration by the Planning Commission and City Council. After much deliberation, the Sign Focus Group presented its recommendations to the Planning Commission in a series of workshops. After conducting a public hearing, the Commission unanimously approved the text with minor revisions and forwarded the matter to the City Council. Highlights of proposed revisions: Simplifies standards 94 EXHIBIT 6 Page __,Z o Electronic changeable -copy signs — Establishes standards for brightness and hold time — Allows electronic changeable -copy signs in residential zones for non - residential uses Non - conforming signs — Allows minor sign modification without total conformance Other revisions — Housekeeping changes — Reduces the number of exempt signs — Eliminates content -based text language — Establishes standards for flags — Allows A -frame signs on sidewalks in the downtown DDC zone, subject to standards — Establishes size limitations for fuel price signage The proposed revisions contain both "housekeeping" amendments that reorder provisions, provide clarity or correct clerical errors, and "substantive" amendments that change the allowable size, height, or other characteristics of signs. ANALYSIS AND FINDINGS OF FACT Woodburn Comprehensive Plan Findings The Comprehensive Plan is a policy document that establishes the overall land use policy of the City. The policies and goals of the Comprehensive Plan are made specific and are implemented through subsidiary plans and ordinances, such as the Woodburn Development Ordinance. The specific provisions of the Development Ordinance must flow from and be consistent with the Comprehensive Plan — which itself must be consistent with statewide planning goals. The Woodburn Comprehensive Plan was originally adopted in 1978 and has been amended 8 times since then — most recently in 2005 — and has been acknowledged by the State of Oregon to be consistent with statewide planning goals. The Comprehensive Plan states on page 9: "The City has had a sign ordinance since 1973. It has been successful in controlling proliferation of signs, mostly along main arterials. The sign ordinance was revised in 2004. The Sign Ordinance implements goals relating to public health, safety and welfare, basically for transportation safety and aesthetic goals. This type of ordinance should be continued." Conclusion The proposed revision is consistent with the Comprehensive Plan. The proposed expansion implements the policies articulated for the sign ordinance. Woodburn Development Ordinance Findings: Legislative amendments are Type V legislative decisions. The Development Ordinance addresses Type V decisions in Section 4.101.06.E, Decision Making Procedures. The Planning Commission holds an initial public hearing on the proposal and makes a recommendation to the City Council. The City Council then holds a de novo public hearing and makes the City's final H: \JaniceCl \O l - Attorney \Council \2010\November \November 8 \Staff Report CC -Sign Revision.doc Page 2 of 3 195 EXHIBIT a Pane 3 of 3 decision. In the present case, the Planning Commission held its public hearing on September 23, 2010 and continued deliberations at its meeting of October 14, 2010. Conclusions The proposed amendment to the sign regulations is a Type V legislative decision. The decision -maker is the City Council. Findings The Oregon Department of Land Conservation and Development was sent a Notice of Proposed Amendment, as required by statute. A Notice of Public Hearing was sent to every owner of property within the City limits (over 5,800 owners), pursuant to State Ballot Measure 56. Notice was published in the Woodburn Independent. A Notice of Public Hearing was sent to every holder of a current City business license (over 1,000 licensees.) Staff fielded over 200 phone calls and visits from citizens requesting clarification or information. Conclusion The public hearing has been publicized in accordance with State statute and the provisions of the Woodburn Development Ordinance. CONCLUSION The proposed amendment is consistent with the Woodburn Comprehensive Plan and the Woodburn Development Ordinance. LIST OF ATTACHMENTS Attachment A presents the substantive changes in a "markup" format that shows deletions and additions. Attachment B is a "clean" version that is easier to read, but does not indicate which provisions have been changed. Marking up the numerous housekeeping amendments as well as the substantive amendments results in a document that is difficult to read. In order to simplify the presentation and concentrate on the substantive changes, the housekeeping amendments are not marked up. This follows the practice and recommendation of the Sign Focus Group. A. WDO 3.110 Proposed Sign Changes (edited version) B. WDO 3.110 Proposed Sign Changes (unedited version) C. Planning Commission Minutes: • June 24, 2010 workshop • May 13, 2010 workshop • May 27, 2010 workshop • September 23, 2010 public hearing • October 14, 2010 public hearing H:AJaniceCl \O1 - Attorney \Council \20IO\November \November 8 \Staff Report CC -Sign Revision.doc Page 3 of 3 »2 COUNCIL BILL NO. 2850 RESOLUTION NO. 1984 A RESOLUTION INITIATING A LEGISLATIVE AMENDMENT TO THE WOODBURN DEVELOPMENT ORDINANCE TO ADD SIGN AMORTIZATION PROVISIONS TO THE CITY SIGN REGULATIONS WHEREAS, the City has recently concluded a comprehensive revision of its sign regulations; and WHEREAS, the Sign Focus Group, Planning Commission and City Council have considered and approved the new sign regulations; and WHEREAS, the City Council does not want to delay passage of the new sign regulations; and WHEREAS, the City Council wants to initiate an additional amendment to the Woodburn Development Ordinance ( "the WDO ") where mandatory time frames are adopted requiring that nonconforming signs must become conforming or be removed ( "sign amortization ") within these time frames; and WHEREAS, Section 4.101.17 of the WDO requires that the City Council initiate this legislative amendment by resolution; NOW, THEREFORE, THE CITY OF WOODBURN RESOLVES AS FOLLOWS: Section 1. Pursuant to Section 4.101.17 of the WDO, consideration of a sign amortization legislative amendment is initiated and referred to the Planning Commission, with assistance from the Sign Focus Group, to develop a recommendation for the future consideration of the City Council. Approved as to form: City Attorney Date Approved: Kathryn Figley, Mayor Passed by the Council Submitted to the Mayor Approved by the Mayor Page 1 - Council Bill No. 2850 Resolution No. 1984 97 Filed in the Office of the Recorder ATTEST: Christina Shearer, City Recorder City of Woodburn, Oregon Page 1 - Council Bill No. 2850 Resolution No. 1984 98 W UU UB �UJI N December 13, 2010 TO: Honorable Mayor and City Council through City Administrator FROM: Terrie Stevens, Assistant City Administrator SUBJECT: Resolution on User Rate Increases for Woodburn Ambulance Service RECOMMENDATION: It is recommended the City Council approve the attached resolution authorizing user rate increases for the Woodburn Ambulance Service (WAS). DISCUSSION: A public hearing was held on November 22, 2010, where the Woodburn Ambulance Service presented sufficient evidence of substantial Medicare reimbursement cuts to justify a user rate increase. Without such increase, it is questionable whether Woodburn Ambulance Service will be able to continue providing services in the Woodburn area. After the public hearing, which heard only support for the user rate increases, City Council directed staff to prepare a resolution for the user rate increases for this meeting. FINANCIAL IMPACT The franchisee fee rate is currently 1 % of gross revenues due on a quarterly basis. Franchise fees collected in 2009 -2010 totaled $11,484. If projections on gross revenues are reasonable, the rate increase would increase the quarterly turnover to the City by approximately $1,500 per quarter. However, if service calls continue to decline the franchise fee will remain unchanged. Agenda Item Review: City Administrator _x City Attorney _x Finance - x- .. COUNCIL BILL NO. 2851 RESOLUTION NO. 1985 A RESOLUTION ESTABLISHING RATES AND CHARGES FOR AMBULANCE SERVICES IN ACCORDANCE WITH THE FRANCHISE GRANTED TO WOODBURN AMBULANCE SERVICE, INC. AND REPEALING RESOLUTION 1824. WHEREAS, Woodburn Ambulance Service, Inc. ( "the Franchisee ") has been granted a nonexclusive franchise to provide ambulance services within the City of Woodburn per Ordinance 2324; and WHEREAS, Section 6 of said franchise ordinance provides for the separate establishment of ambulance services rates and charges; and WHEREAS, a public hearing was held on November 22, 2010 to review the justification for increasing the current rates and charges for ambulance services; and WHEREAS, the Franchisee has submitted satisfactory evidence to the City Council to justify the requested rates; NOW, THEREFORE, THE CITY OF WOODBURN RESOLVES AS FOLLOWS: Section 1. That the request of the Franchisee for rates and charges for ambulance services is approved as follows: Basic Life Support $1,000.00 Advanced Life Support 1 $1,220.00 Advanced Life Support 11 $1,320.00 Mileage, per mile $ 20.00 Ambulance Membership Policy (per year) $ 69.00 Section 2. Resolution 1824, passed on March 13, 2006, is hereby repealed. Approved as to form: City Attorney Approved: Page 1 - Council Bill No. 2851 Resolution No. 1985 Date Kathryn Figley, Mayor KN Passed by the Council Submitted to the Mayor Approved by the Mayor Filed in the Office of the Recorder ATTEST: Christina Shearer, City Recorder City of Woodburn, Oregon Page 1 - Council Bill No. 2851 Resolution No. 1985 101 WDBN I December 13, 2010 TO: Honorable Mayor and City Council FROM: Scott Derickson, City Administrator SUBJECT: Cancellation of December 27, 2010 Council Meeting RECOMMENDATION It is recommended that the City Council cancel the December 27, 2010 Council Meeting. BACKGROUND Pursuant to City Charter, the City Council is required to meet regularly, at least once a month. The Council meets twice monthly, or more often, to conduct City business. The Council occasionally cancels a meeting due to holiday schedules or lack of business. DISCUSSION Historically, the City Council cancels its last meeting in December to accommodate scheduled absences. Because of this time of year, agenda items are typically light as well. For these reasons, it is being recommended that the City Council cancel the last meeting in December. Agenda Item Review: City Administrator _x City Attorney _x Finance 102 WOODBURN Age 4ait, (1241, • • December 13, 2010 TO: Honorable Mayor and City Council through City Administrator FROM: Jim Hendryx, Director of Economic & Development Services SUBJECT: Planning Commission approval of Design Review 2010 -07 and Variance 2010 -06 RECOMMENDATION: No action is recommended. This item is placed before the Council for information purposes in compliance with the Woodburn Development Ordinance. The Council may call up this item for review if it desires. BACKGROUND: The property owner, Jer -Ann, LLC, requested a Type III Design Review for a 4,064 square foot structure on an existing developed lot, and a Variance to allow two existing pole signs to remain. The Planning Commission approved both applications subject to conditions. DISCUSSION: None. FINANCIAL IMPACT: This decision is anticipated to have no public sector financial impact. Agenda Item Review: City Administrator City Attorney Finance Honorable Mayor and City Council December 13, 2010 Page 2 • • --__ ___ i i _ litiA , - . , k it. / .._ 144:11k ii RE : r Subject Property IP s 7.1L_ ki, N. . • -Z .N.N.. 7 /./ imaswi ' . _ Voimheemidiroo IP ECM. ----- ity limits _ PiSP —1-1 i Zoning map R =r. ■FT — , , . F- - / • ' n r — Q.1 r rr r 4 ..., .., Iii ' g N — — — -.‹....... scALE 1 • = 30' =2 1 1 r-1-1 I= ""`"" MING A06 1212 ''" a ' "..°' 11 I 1 L--_J _ __,...,.. p r ,..... i / 11 /, . __.._ ......_ it , i,...r.g _ ,...r, ... , - - — — — ---— PACIFIC HWY — 99E — Site plan