Government

Mayor and City Council

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Joe Benetti Mayor

Joe Benetti was elected as Mayor in November 2016.  He was born and raised in Reno, Nevada, and he moved to Coos Bay in 1979 and started Benetti’s Italian Restaurant.  After 38 years Joe sold the restaurant and semi-retired. 

His love of the Bay Area prompted him to become involved in his community.  He wanted to give back to a community that has been so good to him.  Over the years, Joe served three terms as mayor of the City of Coos Bay, and twelve years as City Councilor. After several years out of city government, Joe successfully ran for the mayor’s spot again in November 2016.  He has served on numerous other committees.  Currently, Joe is a director on the Oregon Pacific Bank Board. He serves on the Southwest Oregon Regional Airport Commission. He is a member of Coos County Urban Renewal, Coos County Tourism Advisory Committee, and Southwestern Oregon Workforce Investment Board. 

Term Expires 11/2020

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Lucinda DiNovo Councilor

Lucinda DiNovo was elected to the City Council in 2016.  She has lived in the Bay Area for the last 21 years.  Lucinda began her career in the gaming industry 20 years ago, and she is the Director of Sales and Marketing for the Mill Casino * Hotel & RV Park in Coos Bay, Oregon. 

Councilor DiNovo has a degree in Business Management and Marketing from Oregon State University.  She is past President of the Bay Area Chamber of Commerce, and she has served and continues to serve on numerous boards including the Oregon Restaurant and Lodging Association, Board of Trustees for Coos History Museum, City of Coos Bay Budget Committee and Advisory Committee for the International Port of Coos Bay.  

Councilor DiNovo has a passion for a collaborative process in all that she does and giving back to her community through service. She enjoys the outdoors and sharing her love and knowledge of the wonders of Coos Bay-North Bend Oregon’s Adventure Coast.

Term Expires 11/2020

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Drew Farmer Councilor

Drew Farmer was elected to the City Council in 2016. He has lived in Coos Bay off and on since his birth.

After he graduated from high school, he joined the U.S. Navy as a Personnel Specialist. Following an honorable discharge at the expiration of his contract, he returned home for a year to attend SWOCC before moving on to Portland State University where he obtained a Bachelor’s of Science in Sociology with a minor in Psychology.  Returning home once again, he has been employed previously as an Executive Assistant at Chuck Bracelin Transportation,  as an Employment Specialist with the Working Wonders non-profit, and is currently the director of Bay Area Enterprises. 

 His previous board experience includes sitting on the board for the Shama House non-profit, as the treasurer of the city’s Library Board, and on the Urban Renewal Advisory Committee.

Term Expires 11/2020

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Stephanie Kilmer Councilor

Stephanie Kilmer was elected to the Council in November 2016.  She is a life-long resident of Coos Bay residing here with her husband and three children since graduating from Oregon State University with a Bachelor of Science Degree in Communications. Councilor Kilmer returned to Coos Bay to pursue a career in broadcasting.  She held numerous positions at KCBY TV before leaving the industry to work in the billing office of Bay Cities Ambulance (previously owned by her parents).  A year later, she began working for KDCQ FM (K-DOCK Radio) where she is currently the General Manager.

Councilor Kilmer has been involved in a variety of boards and committees. She is currently serving on the Coos Bay Downtown Association (CBDA) and Coos Bay-North Bend Rotary Boards.  She also serves as the Secretary of the CBDA Foundation Board, and she is a board member of the Southwestern Alumni Association.  She serves on several committees including the Coos County Relay for Life, Bay Area Fun Festival, Cruz The Coos, and MHS Media Advisory committee.  She has also served as President of the Rotary Club and Bay Area Jaycees.

Term Expires 11/2020

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Philip Marler Councilor

Philip (Phil) Marler was elected to the Council in November 2016.  He has lived in Coos Bay since 1992, and he has been a residential real estate appraiser in the area for over 20 years.  

Councilor Marler served on the Coos Bay Planning Commission, the Coos Bay Budget Committee, and the Coos Bay Streets Task Force prior to becoming a City Councilor.  He has also been a Coos Bay Lions Club member for 23 years.  

Term Expires 11/2022

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Carmen Matthews Councilor

Carmen Matthews was elected to Council in November 2018.  Growing up in Coos Bay, Carmen has deep roots in the area.  He graduated from Marshfield High School and Southwestern Community College and now owns and operates the 7 Devils Brewing Co. located in downtown. Councilor Matthews has served on the Parks Commission for many years and is now excited to bring his energy to the city Council.  A passion for volunteering has allowed him to connect with a large portion of the community he loves so much.  He is a past president for the Oregon Coast Music Association, and is a founding member of the local Chapter of the Surfrider Foundation. 

Term Expires 11/2022

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Robert Miles Councilor

Rob Miles was elected to the City Council in 2018.  He was born and raised in Coos Bay, graduating from Marshfield High School in 1985. After high school, he worked and attended college classes in Portland and Seattle.  When his twin sons were born in 1993, he returned to Coos Bay because he believed then, as he does now, that it was an ideal place to raise a family. For the past 21 years he has been married to the love of his life Dena, and they have raised a blended family that includes his daughter Olivia, twin sons Jordan and Trevor, and youngest son Derek.

Rob worked at Weyerhaeuser CBX Sawmill for several years until the plant closed in the late 1990’s.  Following the mill closure, he attended Southwestern Oregon Community College and Linfield College studying Business Management.  For the past 18 years he has worked for the Boys & Girls Club of Southwestern Oregon working his way up to his current role in charge of Resource Development.

Term Expires 11/2022

Departments

• City Manager's Office
• Community Development
  • Building Codes Division
  • Planning Division
  • Code Enforcement
  • Economic Development
  • Urban Renewal
• Finance Department
• Fire Department
• Library
• Police Department
• Public Works Department
  • Parks Department
  • Engineering Division
  • GIS Services
  • Operations

City Goals

1.  The Coos Bay City Council has identified ongoing maintenance and improvement of the City’s Wastewater System as a priority.

In 2012 the City adopted twenty-year Wastewater System Capital Improvement Plan (CIP).  As of March 2019, the City has invested more than $33M in capital improvements which were listed within the CIP and approximately $2.7M in unplanned / emergency project.  An additional $22.4M in planned projects to be undertaken within the next few years.  It’s the Council’s desire to focus on the following planned capital improvement projects:

• Eastside wastewater lagoon road repair.  (To be completed before the end of FYE20)
• Upgrading / replacing Pump Station #8, located near the intersection of Newmark Ave and LaClair St. (To be completed before end of FYE20)
• Replace a section of wastewater collection main located between the Coalbank Slough and Southwest Blvd from S10th St. to Dakota Ave.  (To be completed before the end of FYE20)
• Complete engineering designs for the capital improvements of Wastewater Treatment Plant 1 as identified in the WWTP1 Facility Plan (completed in 2011) and as amended by the Facility Plan Amendment (completed in 2018).  (To be completed before the end of FYE20)
• Upgrading / replacing Pump Station #17, located near the intersection of 6th Ave and F St in Eastside.  (To be completed before end of FYE21)
• Install a wastewater line under the bay to convey wastewater from Eastside (PS #17) to PS #1 at N Front St. and Birch Ave. (To be completed before end of FYE21)
• Evaluate current and potential policies aimed at improving and maintaining privately-owned business and residential sewer laterals which connect to the wastewater utility.  Policies to be evaluated could include but are not limited to:
  • An ordinance for the Council’s consideration which if adopted would require sewer lateral inspections and the completion of necessary repairs prior to the sale of property within City limits. (To be completed before end of FYE20)
  • An ordinance for the Council’s consideration which if adopted would require commercial businesses to limit fats, oils, and grease from entering into the City’s collection system. (To be completed before end of FYE21)  

2.  The Coos Bay City Council has identified maintenance and repair of the City’s Streets, Parking and Street Lamp Infrastructure as a priority. 

The health of the City’s streets and parking lots are in fair to poor condition due to deferred maintenance from a lack of sufficient resources.  In 2013, the Council established a Streets Task Force which provided recommendations on the management and financing of transportation infrastructure.  Over time a number of the recommendations have been implemented: (1) updating the City’s Street Conditions Assessment report (2014 / 2015); (2) increasing the Pacific Power and Light franchise fee 2% to cover streetlight and traffic signal expenses historically paid from the City’s insufficient share of state’s gas tax which then limited resources for street maintenance (2015); (3) implement the URA special levy option in the Downtown URA District for the purpose of using the generated revenue for capital street improvements within the District (2017); (4) the Urban Renewal Agency adopted a substantial amendment to increase the maximum indebtedness of the Empire URA District by $6M to increase future capacity to undertake a number of capital road improvement projects within the Empire URA District (2018); and, (5) the Council implement a new revenue source dedicated to street maintenance by adopting an ordinance to impose a transportation user fee (TUF) of $10 for residential homes / apartments and $20 for commercial business (2019).       

It’s the Council’s desire to focus on improving the health of the City’s transportation and parking infrastructure through the following:

• Develop a five-year rolling street maintenance and improvement plan which includes setting aside a portion of resources annually to undertake larger projects such as Koos Bay Boulevard, Coos River Highway and Southwest Boulevard.  (To be completed by FYE19)
• Beginning FYE20 provide the Council an annual report listing street maintenance and improvement projects completed, accounting for funds used and list the planned projects for the upcoming fiscal year.
• Use FYE20 Transportation User Fee (TUF) revenue, with focus given to the deferred pothole repair projects within the City. 
• Undertake a capital road revitalization project on 4th St., between Market Ave. and Golden Ave. (To be completed by FYE21)
• Undertake an evaluation of upgrading the street light infrastructure in the City to LED. (To be completed by FYE 20)
• Draft a Street Light policy to establish uniform standards for the placement of streetlights in the City for the Council’s consideration (To be completed by FYE20) 
• Develop a parking lot on the property formerly known as the Lockhart building located at S 3rd St. and Central Ave.  (To be completed by FYE20)
• Evaluate traffic patterns and competing transportation uses of Front St to develop a traffic / pedestrian safety plan (To be completed by FYE20)
• Undertake up to $2.8M in capital road improvements projects in the Empire URA District. (To be completed by FYE21)
• Undertake and complete the Safe Routes to Schools sidewalk project in Eastside. (To be completed by FYE21)
• Develop a parking lot on the property formerly used as a scrap yard located on N Front St.  (To be completed by FYE21)
• Work with the Coos Bay Downtown Association to develop a policy approach for the maintenance of the parking lots in the Parking District.  (To be completed by FYE21)

3.  The Coos Bay City Council has identified the need to build a new Library facility outside of the tsunami inundation zone as a priority. 

The foundation pilings supporting the Library have failed and resulted in foundation settlement.The cost to mitigate and stabilize the foundation far exceeds the value of the 60-year-old facility which is located within the tsunami inundation zone.While the foundation continues to sink, it is still considered safe to occupy; but there will come a time when it will no longer be considered as such.In 2014, the Council established a Library Facility Steering Committee who have undertaken a strategic planning process (Council adopted the Strategic Plan in 2015) and completed a library needs assessment in late 2016.In 2018, the Council secured a new site, out of the tsunami inundation zone.In early 2019, the Council authorized a feasibility study for a fundraising campaign and potential bond funding measure for the building of a new facility.

It’s the Council’s desire to focus on the following:

• Consider co-locating community resources to meet unmet community needs which could provide access to additional funding opportunities.  (To be completed in FYE20)
• Consider the results of the 2019 Feasibility study and develop funding options with the Library Facility Steering Committee and other Library stakeholders. (To be completed in FYE20)
• Embark on a funding raising activities / strategy.  (To commence in FYE21)

4.  The Coos Bay City Council has identified economic development as a priority. 

The City of Coos Bay continues to invest in economic development in part though it’s involvement in the South Cost Development Council (SCDC), as a sponsor of Bay Area Enterprise Zone, as a member and funder of the Coos Bay – North Bend Visitor Convention Bureau (VCB) and the Coos Bay Downtown Association (CBDA), and through the City’s two Urban Renewal Districts (URA).  A vast number of economic development projects have been undertaken over the years. The Downtown Urban Renewal District and the Empire Renewal District plans have recently been updated to increase capacity to support economic development.

It’s the Council’s desire to focus on the following:

• Complete the Jordan Cove Community Enhancement Plan (CEP) and encourage adoption of the Plan by our Enterprise Zone partners. Draft a -plan for use of economic development funds which may be allocation to the City as part of the CEP.  (To be completed in CY19)

• Consider possible changes to the URA façade grant program; including changes to program rules, process and focus, in an effort to further incentivize redevelopment within the districts. (To be completed in FYE21)
• Explore the benefits of a URA loan program as a tool towards incentivizing redevelopment within the districts. (To be completed in FYE21)
• Work with key partners to analyze lodging capacity in Coos Bay. (To be completed in FYE20)

5.  The Coos Bay City Council has identified housing supply and homelessness in Coos Bay as a priority area. 

A lack of housing supply in general and affordable / low-income housing specifically, creates significant difficulty for many who want to live and work in Coos Bay. Homelessness is a major concern for the community, creating impacts to human health and dignity and affecting overall safety and livability for the entire City.

It’s the Council’s desire to focus on the follow approaches to increasing the supply of housing and decreasing the incidence and impacts of homelessness:

• Encourage the development of upper floor housing in vacant and/or underdeveloped upper floor buildings in the Downtown and Empire URA Districts. (Ongoing)
• Lead the community conversation on homelessness including initiating conversations with partners including the County, the hospital, community care organizations, and others. (Ongoing)   
• Work with the Community Housing Action Team to develop ways to incentivize supportive and middle-income housing developments. (Ongoing)  
• Assign an officer to serve as a liaison to work with our community partners and to service as the City’s primary contact between homeless individuals, schools, shelter workers and other service providers.  (To be completed by FYE20)
• Through the Homeless Work Group evaluate examples of potential policy approaches aimed at addressing issues related to homelessness in our community.  (To be completed by FYE20)
• Evaluate the benefits of a Housing Receivership Ordinance as a possible tool to address vacant properties which have fallen into substandard and/or dangerous conditions. (To be completed by FYE20) 
• Evaluate the potential benefits of establishing a new URA District in an undeveloped area of the City with the goal of incentivizing future housing developments. (To be completed by FYE20)   
• Compete a public private multi-family development project in the City’s vacant lot at the northwest corner of S Wasson St and Michigan Ave. (To be completed by FYE21)  
• Though an agreement with the County, mitigate the contamination, debris and trash on the site of the former Englewood School property to allow for the transfer of the property to ORCCA for supported multi-family housing development. (To be completed by FYE21)

6.  The Coos Bay City Council has identified communication with citizens as a priority.

The Council is committed to increasing community understanding of the issues facing the City, as well as the options and policies the Council is considering, to address the needs of the community. The Council is interested in innovative ways to reach the community and ensure that anyone can contribute to public discourse and decision-making. 

It’s the Council’s desire to focus on the following:

• Direct staff to add communications elements to the pre-ordinance checklist. Ensure that news releases and other City communications minimize technical language and effectively convey information to the public. Direct staff to increase the City’s use of social media including new social media channels. (Ongoing)
• Consider adoption of a smart phone app designed to let citizens report issues and receive notifications from the City. (To be completed by FYE19)
• Consider holding one Council work session or town hall meeting each in Eastside, Englewood, and Empire each year. (To be completed by FYE20)
• Direct staff to explore the potential for Council meetings to be streamed on Facebook Live. (To be completed by FYE20)

7.  The Coos Bay City Council has identified City parks as a priority.

Parks provide community value by enhancing livability, increasing health, providing places for play, increasing connection between community members, and offering economic development benefits. Due to lack of general funds, the City’s parks are dependent on grant funding for all improvements. The City’s Parks Commission and City staff continue to seek grant funding to implement the Parks Master Plan.

It’s the Council’s desire to focus on the following:

• Replace the bridge at John Topits Park with financial support from SWOCC and grant funding. (To be completed by FYE19)
• Reduce brush in John Topits Park. (ongoing)
• Undertake the required environmental analysis necessary for the future dredging of Mingus Pond. (To be completed by FYE19)
• Seek grants to undertake needed dredging and provide fishing enhancements in Mingus Park.  (To be completed by FYE20)
• Using the Park’s Commission, pursue design options to enhance the Preway within a budget amount to be determined by the Urban Renewal Agency. (To be completed by FYE19)
• Consider park use options for the prior WWTP2 site. (To be completed by FYE20)
• Consider possible locations for the development of ball fields within the current park system as well as a partnership with local sports associations to operate and maintain the future fields.  (To be completed by FYE20)

8.  The Coos Bay City Council has identified Public Safety as a priority.

Public safety is of great importance to the community of Coos Bay. Drug and alcohol addiction, mental illness, homelessness, and poverty are major factors in crime in the City and the region. The staffing levels of our public safety departments are considerably smaller than they were in the 90s and constrained by budget. Lack of open jail facilities impacts the City’s ability to detain individuals apprehended by the police.

Disaster preparedness is another critical element in public safety, and there is a statewide movement for municipalities to prepare for a disaster that could leave the area without support for up to two weeks.    

It’s the Council’s desire to focus on the following:

• If possible, support the continuation of the South Coast Interagency Narcotics Team though funding, assistance and / or the assignment of personnel. (Ongoing)
• Promote the opportunity for reserve officers in the police department and volunteer fire fighters. (Ongoing)
• Promote the goal of 1,200 homes in Coos Bay becoming “two weeks ready” in preparation for disaster. (Ongoing)

Goals for Council Functioning

The Coos Bay City Council has identified working well together and working with key partners as a priority.

The Council is committed to working as a team to reach the City’s goals. The Council is also committed to learning, innovation, and partnership with other agencies and municipalities when possible to better achieve its goals. The Council intends to encourage the public to attend meetings and understand the functioning of the Council. The Council is also committed to structuring its work in ways that encourage people with busy work schedules and families to serve on the Council.

Planning Commission

The Planning Commission is a seven-member citizen advisory board appointed by the City Council. It is the decision-making authority for many land use applications. It also makes recommendations to the City Council on land use planning issues. The Planning Commission meets the second Tuesday of each month at City Hall. Its meetings are open to the public.

Planning Commission Ordinance

Agendas & Minutes