By Linda Whitmore
Three men are competing in Silverton’s 2008 mayoral election – City Councilor Stu Rasmussen, small business owner Jim Squires and incumbent Ken Hector, who is running for a ninth term.
Each candidate was sent questions regarding their thoughts on Silverton’s governance. Their responses are in their own words.
JIM SQUIRES
Jim Squires is a general contractor involved with telecommunications He was elected to the Silver Falls school board and Chemeketa Community College’s Santiam Advisory Board where he was chairman. He served in the Marine Corps and attended Chemeketa Community College.
What is working well with Silverton governance?
If we limit “governance” to the city administration, I find it difficult to come up with things that are working well. If we broaden the definition, however, we can certainly find some positives. I believe governance rests ultimately on the people’s shoulders and the people in this community, particularly the service organizations, really step up when something needs to be done.
There are two departments within our city government, one is the public works, that are working well.
They are always working to keep our city looking good, our streets repaired, and still keeps up with all the challenges, and additional workloads of a city that has had incredible growth. The staff always has time to answer questions and explain the public works process. The other department would be the police department. They have put a major effort towards stopping the drug and meth problem, which has resulted in great success.
These two departments should be nominated to the city of Silverton’s “Hall of Fame” for their excellence.
What are the biggest challenges facing Silverton in the near future and what must be done to meet these challenges?
I believe the biggest near-term challenges facing the community are bringing our infrastructure (streets, sidewalks, walking and bike paths, water and sewer facilities, and park and recreation facilities) in line with the 2020 projected growth that we have already reached.
We can no longer think of these as long-term goals. We are way behind and it will take a significant effort to catch up and we need to do it now so that future growth can be absorbed rather than adding to the problem. We need to ensure that we implement the community’s new park and recreation master plan, code plan, traffic plan, growth plan, and most of all, the community vision plan.
Those things must be funded, so we need to increase our tax base by promoting business and light industry that fits our community vision plans. I also strongly believe that we need to begin applying in earnest for the variety of federal, state, and private grants that are available to communities.
What is a potential long-range challenge?
I believe our most important long-range challenge is creating a system of governance that incorporates the full potential of Silverton residents. The items I have listed that we need to accomplish short-term are simply a beginning.
Our current system of decision-making by a select few is ineffective now and will be less effective as Silverton continues to grow. We need to reach out to all residents, expand the role of citizen participation in government, and create an administrative model in which the city council and city residents are genuine partners in determining Silverton’s future. That’s why the theme of my candidacy is, “Putting unity back in our community.”
STU RASMUSSEN
City Councilor Stu Rasmussen served as mayor 1988-90 and 1990-92. He has served on the city council for the past four years, and also was on the council 1984-88 and 1992-96.
Rasmussen is a self-employed software engineer and operates the Palace Theatre.
A graduate of Silverton High School, he received an associate of arts degree in electronic engineering and has completed enrichment and personal development courses at Chemeketa, Portland State University, University of Oregon, University of Portland, Portland City College and others.
What is working well with Silverton governance?
Silverton has a great front-line staff who are dedicated to providing the community with excellent service. Whatever we do in the future, we need to maintain and enhance this community asset.
What are the biggest challenges facing Silverton in the near future and what must be done to meet these challenges?
Our current leadership has given us giant subdivisions, expensive and unneeded public works projects, snarled traffic – the list goes on and on! How much of our cherished “Silverton lifestyle” have we already sacrificed in their pursuit of “growth at any cost?”
I believe that we must slow Silverton’s growth before we run out of clean water and sewage treatment capacity. It will be very expensive to replace these facilities and we pay for that replacement through higher sewer and water rates. I will propose an amendment to the charter to require that all annexations over two acres be put to a vote of the people. Right now the council – may – refer annexations, but is not – required – to.
Another issue facing Silverton is prudent managing of public spending. As your councilor I have been the “squeaky wheel” when your tax dollars are being spent. I saved you over $88,785 during the last four years by doing independent research and proposing smart alternatives – sometimes against strong opposition from city staff and other council members. If they’d listened a few more times we could have saved another million or so! As your mayor I will carefully oversee the budget to be certain we are getting the best value for tax dollars spent without compromising quality or service.
As a recent public tragedy has demonstrated, we must reconnect law enforcement with the community it serves. As your mayor I will re-start Community Policing and Neighborhood Watch programs – with the expectation that we evolve into “family” rather than remain strangers to each other.
What is a potential long-range challenge?
The city has plans – perhaps overly ambitious plans – for future public improvements and amenities. We must temper these plans with a realistic view of how much we really need and chart a reasonable course to cover the cost to the community.
We cannot ignore critical public safety issues just because it’s not convenient to remedy them. Public safety should not be a political issue!
KEN HECTOR
Current mayor Ken Hector is director of community outreach and governmental affairs of Silverton Hospital Network. For the past 30 years he has worked in risk management and claim administration, with an emphasis on workers’ compensation.
He received a bachelor of arts degree in psychology from the University of Portland after graduating from St. Monica High School.
Hector has served as mayor since 1993 and was a city councilor from 1985 – 1992. He was on the city’s budget committee from 1983-84 and served on the State of Oregon’s Management/Labor Advisory Committee and was a board member on the Mid-Willamette Valley Council of Government.
What is working well with Silverton governance?
Silverton, like most cities large or small, faces a variety of challenges. Because the (City) Council is able to work collaboratively, which tends to be a rarity in smaller communities, we have been able to work effectively to meet these challenges. Much of this due to listening to our constituents, whether through individual contact, public comment at council meetings, or via the Community Survey, and responding accordingly. It means working closely with the Planning Commission, Budget Committee, the various appointed citizen committees, the Chamber (of Commerce), and the business community.
It means setting annual goals that reflect community desires, and then setting policy to implement those goals.
It is also the recognition that there will be times when the Council must take action that is not always popular, but is either the right thing to do, or what is legally required. It is also a willingness to be receptive to new ways of doing things and new ideas. In order to be a vibrant, healthy community, we must be dynamic, not stagnant. It means finding a balance between what we hold dear, our historical roots, and yet making necessary changes.
We have made significant infrastructure improvements, but many lie ahead. The recent formation of our Urban Renewal District and adoption of a Parks and Recreation Master Plan will be the guides to meeting those challenges.
What are the biggest challenges facing Silverton in the near future and what must be done to meet these challenges?
Our biggest challenge is the ability to provide essential public services at acceptable levels, which is the primary role of government. We must do so in an environment of escalating costs but constrained resources. Therefore we must continue to be fiscally prudent. These services include water, sewer, public safety, transportation and parks and recreation, to name a few.
We must ensure that Silverton is an attractive place to do business. Many communities have ignored infrastructure needs, and now face huge costs to meet requirements. We have chosen a more fiscally responsible approach, setting aside funds so that they are available when needed. We have enjoyed considerable success in finding funding sources beyond Silverton ratepayers. We must continue to seek such funding sources so that Silvertonians alone do not have to pay for the many state and federally mandated requirements we face.
What is a potential long-range challenge?
Growth is inevitable. Oregon has been discovered, and people are moving here. More importantly, the Willamette Valley has become an attractive place to live. Marion County and all of its cities are growing. Until recently, our growth rate has been within acceptable levels. However, historically low interest rates, and foolish lending practices fueled a spike in growth. Fortunately, rates have gone up to more realistic levels, and we are now back to modest growth. Our challenge is to maintain our livability, by ensuring that growth is manageable. Steps we have implemented, such as voter annexation, will clearly help. We are, and will continue to be, up to the challenge.
