HomeMy WebLinkAbout2017-0307 Council Agenda PACKET
CITY OF
ASHLAND
Important: Any citizen may orally address the Council on non-agenda items during the Public Forum. Any citizen may submit written
comments to the Council on any item on the Agenda, unless it is the subject of a public hearing and the record is closed. Time permitting, the
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AGENDA FOR THE REGULAR MEETING
ASHLAND CITY COUNCIL
March 7, 2017
Council Chambers
1175 E. Main Street
Note: Items on the Agenda not considered due to time constraints are automatically continued to the next
regularly scheduled Council meeting [AMC 2.04.030.E.]
7:00 p.m. Regular Meeting
1. CALL TO ORDER
II. PLEDGE OF ALLEGIANCE
III. ROLL CALL
IV. MAYOR'S ANNOUNCEMENTS
V. APPROVAL OF MINUTES
1. Business Meeting of February 21, 2017
VI. SPECIAL PRESENTATIONS & AWARDS
None
VII. PUBLIC FORUM Business from the audience not included on the agenda.
(Total time allowed for Public Forum is 15 minutes. The Mayor will set time limits
to enable all people wishing to speak to complete their testimony.) [15 minutes
maximum]
VIII. CONSENT AGENDA
1. Approval of minutes of boards, commissions, and committees
2. Liquor license application for Michael Szelong dba O'Ryans Irish Pub
3. Appointment of Ron Cue to the Transportation Commission
4. Confirmation of Mayoral appointment of Mark Welch as Administrative
Services/ Finance Director
5. Approval of a special procurement for Police Department Personnel Uniforms
6. Approval of Public Art Commission recommendation for mural at 1668
Siskiyou Blvd.
COUNCIL. MEETINGS ARE BROADCAST LIVE ON CHANNEL 9. OR ON CHARTER CABLE
CHANNEL. 180. VISIT THE CITY OF ASHLAND'S WEB SITE AT WWW.ASI-ILAND.OR.US
7. Endorsement of the SOU Film Club for the purpose of hanging a banner
8. Adoption of a resolution titled, "A resolution adopting a supplemental budget
for changes to the 2015-17 Biennial budget"
IX. PUBLIC HEARINGS (Persons wishing to speak are to submit a "speaker request
form" prior to the commencement of the public hearing. Public hearings shall
conclude at 9:00 p.m. and be continued to a future date to be set by the Council,
unless the Council, by a two-thirds vote of those present, extends the hearing(s)
until up to 10:30 p.m. at which time the Council shall set a date for continuance
and shall proceed with the balance of the agenda.)
None
X. UNFINISHED BUSINESS
None.
XI. NEW AND MISCELLANEOUS BUSINESS
1. Results of Downtown Businesses Survey
2. Climate and Energy Action Plan acceptance/approval
3. City Hall seismic project
4. Citizen Budget Committee appointment
XII. ORDINANCES, RESOLUTIONS AND CONTRACTS
1. Adoption of a resolution titled, "A resolution of the City Council of the City of
Ashland allocating anticipated revenues from the Transient Occupancy Tax
for the biennium 2017-19 budget and repealing Resolution 2015-04."
XIII. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL
LIAISONS
XIV. ADJOURNMENT OF BUSINESS MEETING
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting,
please contact the City Administrator's office at (541) 488-6002 (TTY phone number 1-800-735-2900). Notification 72
hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the
meeting (28 CFR 35.102-35.104 ADA Title I).
COUNCIL MEETINGS ARE BROADCAST LIVE ON CHANNEL 9. OR ON CHARTER CABLE
CHANNEL 180. VISIT THE CITY OF ASI ILANUS WEB SITE AT WWW.ASHLAND.OR.tJS
City Council Business Meeting
February 21, 2017
Page 1 of 6
MINUTES FOR THE REGULAR MEETING
ASHLAND CITY COUNCIL
February 21, 2017
Council Chambers
1175 E. Main Street
CALL TO ORDER
Mayor Stromberg called the meeting to order at 7:00 p.m. in the Civic Center Council Chambers.
ROLL CALL
Councilor Slattery, Morris, Lemhouse, Seffinger, and Rosenthal were present.
MAYOR'S ANNOUNCEMENTS
Mayor Stromberg announced the City was accepting applications for annual appointments to the various
Commissions, Committees, and Boards. The deadline for applications was March 17, 2017.
APPROVAL OF MINUTES
The minutes of the Study Session of February 6, 2017, Executive Session of February 6, 2017, and the Business
Meeting of February 7, 2017 were approved as presented.
SPECIAL PRESENTATIONS & AWARDS
Transportation Commission Chair Joe Graff provided the annual presentation of the Transportation
Commission. A recent meeting reviewed the post Road Diet project and looked at improving pedestrian
crossings on North Main Street. The results showed the Road Diet continued to work. However, comparison
data suggested more studies during the morning hours. North Main could support two crosswalks but not
another traffic light.
The Commission approved a recommendation from the Oregon Department of Transportation (ODOT) to
install a four way stop at Tolman Creek Road. Two Commission members participated on the Downtown
Parking and Multi Modal Circulation Study. The Transportation Commission endorsed the parking plan and
concept of an improved super sharrow through downtown for bicyclists. Faith Street citizens requested
permission to do a street mural. The City did not have a process in place and was currently developing permits
for street murals. The Transportation Commission supported creating a Sidewalk Clearance Safety Program
with an education component. Future projects included updating the Transportation System Plan (TSP) that
would incorporate the Climate and Energy Action Plan and a feasibility study for transit in Ashland. The next
Commission meeting was devoted to discussing the Nevada Street Bridge. The Commission would help City
staff prioritize which unpaved roads would get chip seal.
Councilor Seffinger wanted staff to clarify emergency event concerns regarding the Nevada Bridge only having
one entrance.
PUBLIC FORUM
Diane Werich/563 Walnut Street/Submitted a petition into the record supporting a resolution to fund the
Affordable Housing Trust. The Rogue Valley Interfaith Social Justice Coalition's top priorities were
homelessness and affordable housing. Members provided meals, clothing, food to the food bank, safe parking,
volunteers for winter shelter nights, and laundry services for the homeless. The Affordable Housing Trust was
one of the necessary tools in building affordable housing, sheltering homeless people, and preventing
homelessness.
Josh Gross/721 North Main/Shared his experience with an illegal 30-day no fault eviction. The law required
the property owner to provide a 60-day notice. He ran a theater and had to recast his January show three times
due to actors being forced out of their apartments and having to leave the area. He ended up paying actors to
City Council Business Meeting
February 21, 2017
Page 2 of 6
drive to town on the weekends for the show. This was due to no one wanting to address the rental crisis.
Evan Lasley/326 Talent Avenue/Talent, OR/Subinitted into the record a document and two ordinances
addressing a 90-day tenant notice. He spoke on behalf of the Southern Oregon Housing for All Coalition. In
Jackson County, one in every three renters paid more than 50% of their income towards rent. The Coalition
had four local actionable priorities. One was provide a "24/7" temporary shelter. The second would build
transitional tiny homes. The third was sustainably funding the City's Housing Trust Fund and the fourth
expanded tenant protections locally. The Coalition supported implementing a 90-day notice.
John Nosco,1840 B Street/Spoke as a member of the Southern Oregon Housing for All Coalition and addressed
the Affordable Housing Trust Fund. He requested Ashland's housing crisis be added to an upcoming Council
meeting for discussion. Once a community demonstrated an ongoing financial commitment to affordable
housing, outside financial supporters were more likely to contribute funds. Currently, there was $166,361 in
the fund. The Coalition had several projects that were an appropriate use of the funds. Council needed to
authorize expenditures. The Coalition also wanted a sustainable source to fund the Affordable Housing Trust
in the future,
Sharon Harris/155 Fifth Street/Spoke in support of a "24/7" shelter for unhoused residents in the community.
The shelter was an interim solution to homelessness the City could accomplish with the help of volunteers. A
shelter was a paramount need primarily for sleep. Sleeplessness killed people faster than starvation. Chronic
sleep deprivation caused memory impairment, deteriorated health, and lead to mental illness. Having a safe
place to sleep alleviated those issues. A daily shelter would let homeless individuals focus on improving their
lives.
Jacob Dean/Transient/Explained his family of five moved to Ashland April 2016, became, and remained
homeless since June 10, 2016. They camped illegally until September and were now living in an RV. He
worked full time at the Ashland Coop. They could not afford rents and were unable to find a suitable place in
Ashland. The Ashland Police Department had been very kind but he was close to getting a no camping citation
at this point. His wife had worked full time until recently.
Karen Logan/261 Otis Street/Represented a new nonprofit called the Ashland Tiny House Group. Their
mission was encourage, educate, facilitate, design, and build tiny houses and tiny house villages. Tiny houses
were an innovative housing solution and could serve as infill for the city. The City had an opportunity to pass
an ordinance approving tiny houses as backyard cottages. They recommended the City designate an area for
50 tiny houses for transitional housing and accommodations. It would serve people without permanent housing
and those who did not have access to low income housing.
Gregg Trunnell/400 Clay Street/Asked Council to add an item to a future Council meeting regarding the
Plaza Tree Enhancement Project. It would exchange and repurpose four trees currently at the Plaza with four
larger, mature trees. He provided binders documenting the project and described the contents.
Councilor Slattery/Seffinger m/s to add the Ashland Plaza Tree Enhancement Project to a future
agenda. DISCUSSION: Councilor Slattery thought the project warranted consideration. Mr. Trunnell had
done a lot of work and this was a good example of a community forward solution that Council should consider.
Councilor Seffinger had participated on the Downtown Beautification Improvement ad hoc Committee and
thought the people on the committee would welcome this addition. Environmentally, it would add more shade.
Councilor Lemhouse supported the idea and confirmed it would go on a Study Session. There were some
potential legalities on donating items to the City and the effect on future projects. There were also some initial
limitations on why the City could not plant larger trees. That information may have changed since then.
Voice Vote: all AYES. Motion passed.
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City Council Business Meeting
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CONSENT AGENDA
1. Approval of minutes of boards, commissions, and committees
2. Liquor license application for Duke Tufty dba Safeway #3212
3. Confirmation of Mayoral appointment of Interim Fire Chief
4. Special procurement request for approval for Oregon Watershed Enhancement Board Focused
Implementation partnership program
5. Award of a professional services contract in excess of $75,000 for preliminary design associated with
a new 2.5 MGD water treatment plant and 2.6 MG potable water reservoir
Interim City Administrator John Karns removed Consent Agenda item #5 because of new information from
the Public Works Department.
Councilor Rosenthal pulled Consent Agenda item #3 for discussion. Mr. Karns explained the Fire Department
created a succession plan due to several impending retirements. When asked to fill in as Interim City
Administrator, Deputy Chief David Shepherd was able to step into Mr. Karns position as Fire Chief. A
battalion chief in turn stepped into the Deputy Chief position. Once they identified a process for the fire chief's
position, they would fill the vacancy.
Councilor Rosenthal/Lemhouse m/s to approve the Consent Agenda Items 1-4. Voice Vote: all AYES.
Motion passed.
PUBLIC HEARINGS - None
UNFINISHED BUSINESS - None
NEW AND MISCELLANEOUS BUSINESS
1. "10by20" Ordinance - Project Update
Assistant to the City Administrator Adam Hanks, Director of IT/Electric Utility Mark Holden, and Electric
Distribution System Manager Tom McBartlett provided the staff report. Mr. Hanks explained staff worked
with two consultants, the Bonneville Environmental Foundation (BEF) and OS Engineering. Both consultants
were able to give a general cost for the project as well as a process for moving forward. Staff wanted to conduct
an initial environmental review of the site this spring. They were working with the Department of Agriculture
to determine the level of review needed, the minimum required, and best practices. At that time, they would
reintegrate the "take or pay" issue with the Bonneville Power Administration (BPA) contract.
Mr. Holden addressed the "take or pay" provision in the BPA contract and explained that if the City used their
own resource, like a solar panel system, and it displaced load normally served through BPA, the City was
contractually obligated to pay for the BPA power as well as the new resource. The contract would expire in
2028. BPA had not dealt with something as large as what the City was proposing and due to other customer
inquiries, had formed a Solar Energy Task Force to determine what they might be able to do. However, at this
time, BPA was adhering to the "take or pay" provision in the contract.
BEF indicated a dollar amount in their report for the solar panels, and set up that did not include any of the
environmental issues, building the road, or construction. It was a construction estimate of what a 10-12
megawatt system should cost at $90 per megawatt or $0.09 per kilowatt. ,
Staff had not addressed Public Works using some of the property for wastewater or its compatibility with a
solar energy system. Parks and Recreation wanted to bring a proposal with the Southern Oregon Land
Conservancy to Council in the future to preserve most or all of the property for trails and view shed.
Mr. Hanks clarified the solar project would use approximately 60 to 80 acres along with road access and land
for the transformers. The Imperatrice property was over 800 acres.
City Council Business Meeting
February 21, 2017
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Council had an issue spending $10,000 to $20,000 for the environmental review when the City would not use
the property for eleven years. The "take or pay" seemed to make a solar power system untenable at this time.
Council wanted more information regarding the BPA contract and other clean energy sources.
Mr. Holden clarified under the current terms of the BPA contract and without knowing outcomes of their task
force, the City was in a "take or pay" situation that meant the $0.035 per kilowatt the City now paid would
continue even if it did not take the power. The cost estimate on the power from the solar energy system was
.09 cents per kilowatt that would result in a total of $0.125 per kilowatt.
Council directed staff to bring back other options beyond the recommendation for the environmental study on
the Imperatri_ce property to a future Study Session.
Louise Sha-,vkat/870 Cambridge Street/Appreciated the information regarding the 10x20 ordinance and its
progress. She recently read Oregon would not meet its 2020 emission reduction goal and required more action
throughout the state. Ashland had the opportunity to be at the forefront of positive interventions.
Dave Helmich/468 Williamson Way/As an active participant in the movement for 10x20, he was encouraged
by the progress and slightly disappointed by Council's response. The study would reveal wastewater disposal
on the site would turn into an environmental disaster and effect grasshopper sparrows and rare or endangered
plants. Using realistic interest rates and amortization schedules, wholesale rates came out to about $0.09 for
the 10%, and before taking a tax credit and taking accelerated appreciation. It could knock it back to possibly
40% resulting in a blended rate of $0.07. It was promising. It was clear there were issues with the BPA
contract. The City needed to get together with the environmental people and recreational people to work this
out. To have it fail for $20,000 would be an unbelievably bad experience and the population in the city would
remember it.
Brian Comrnes/444 Park Ridge Place/Reiterated Mr. Helmich's testimony and reinforced comments by the
Mayor. The 10x20 was a citizen's initiative passed by the Council to avoid an election hassle. He noted the
City did not have a rare sparrow code. Turning Imperatrice into a leech field for city wastewater would be
disastrous from a rare species perspective. Ashland had wind and sun and did not have tidal. He encouraged
Council to rnove forward on the project.
Councilor Slattery commented that Council needed to study the project carefully and used AFN as an example.
Mayor Stromberg clarified this was a legitimate request by Council and the Study Session would be helpful.
2. Appointment of Council Position 46
Regina Ayars/199 Hillcrest/Was extremely encouraged that 14 people applied for the Council position and
that ten were women. Gender equity was important to her and she wanted gender equity for Council. However,
she was discouraged with the process Council used. She attended both Study Sessions where Council discussed
the selection process. Both were slightly different with modifications happening during the second meeting.
Several applicants were also disappointed with the process. It was not as transparent as she thought it could
have been. She asked the next time Council had to replace a council seat that it was more transparent with a
published procedure so applicants knew the process.
Councilor Rosenthal appreciated Ms. Ayars comments. He thought the process was very transparent and asked
her for specifics on why it lacked transparency to her. Ms. Ayars did not think all of the applicants knew what
the process was going to be noting that only one attended the Study Session. There were listening issues with
live streaming the meeting. She wanted a written process distributed to the applicants. Mayor Stromberg
explained having fourteen people apply diminished Council's ability to interview each one individually so they
made a shortlist of 5 to 6 candidates.
City Council Business Meeting
February 21, 2017
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Councilor Slattery raised a point of order that Ms. Ayars' points were taken. The applicants could have
attended the meetings. The process was transparent from a City perspective but there may have been an issue
on the applicant's side. Transparency was a two-sided responsibility.
Councilor Seffinger explained her criteria for the selection process included someone with a balanced view of
the City's priorities; city experience on a council or commission; previous government or leadership positions;
demonstrated leadership skills and consensus building; community involvement; knowledge of community
values and priorities; consideration of gender equity and the balance it might bring to the Council. Based on
her criteria, the top candidate was Traci Darrow for her experience on the Budget Committee, field
representative work for Senator Wyden, and her demonstrated understanding between city and state politics.
Additionally, her understanding of the Ashland Forest Resiliency (AFR) project, nursing background and
interest in community health issues, and her work with underserved populations. She was also a parent and
long-term Ashland resident. She understood the issues surrounding affordable housing, healthcare, economic
opportunity, transportation, minimum wage, the need to assess mental health services for improvement, and
environmental stewardship. An amazing group of candidates had applied and Councilor Seffinger appreciated
their talents and expertise.
Councilor Slattery thanked the applicants. The fact it was a heavily discussed gender decision did not mean it
had to be a woman. It needed to be the person most qualified for the position. He did not want the person
selected to think it was a gender-based decision. At the same time, Council needed to be mindful of gender
and diversity issues. The qualified candidate should have a broad range of skills throughout governmental
agencies, in the community, and well thought highly valued contributions. That set of skills was most
important in his selection. Alternately, he thought it was a highly transparent process.
Councilor Lemhouse appreciated Councilor Seffinger and Councilor Slattery's comments. He thanked all the
applicants. He addressed gender equity noting Council was open minded and committed to equality. He hoped
his daughter would feel she earned everything she got in life and had the opportunity to do so. He also hoped
that someday the country would embrace that as a universal truth. The selection process was very transparent.
He would be completely satisfied with any of the candidates on the final list. It was an outstanding group. For
him, it was important for someone to be currently serving on a committee or commission.
Council voted via ballot that resulted in the following outcome:
• Traci Darrow received 3 votes from Councilor Slattery, Morris, and Seffinger
• Shaun Moran received 2 votes from Councilor Lemhouse and Rosenthal
Councilor Slattery/Seffinger m/s that Traci Darrow by acclamation be appointed for Seat #6 with a term
ending December 31, 2018 by unanimous vote. Voice Vote: all AYES. Motion passed.
Traci Darrow came forward and thanked Council. She felt honored to work with them and was grateful to
represent the citizens of Ashland and work on their behalf.
ORDINANCES, RESOLUTIONS AND CONTRACTS
1. Second reading by title only of an ordinance titled, "An ordinance amending Ashland Municipal
Code Section 3.08.020 Code of Ethics"
City Attorney Dave Lohman explained the City maintained a stricter code of ethics than the state. The
ordinance would retain that level of strictness and adopt the state process regarding a potential conflict of
interest. It also made it clear that City boards and commissions were subject to both the state and city code of
ethics.
Councilor I,emhouse/Morris m/s to approve Ordinance #3138. Roll Call Vote: Councilor Slattery,
Seffinger, Morris, Lemhouse, and Rosenthal, YES. Motion passed.
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February 21, 2017
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2. Second reading by title only of an ordinance titled, "An ordinance amending the Flood Plain
Corridor Lands map referenced in Chapter 18.3.10 of the Ashland Municipal Code, and adopting
the Federal Insurance Administration's April 5, 2017 Flood Insurance Study and accompanying
Flood Insurance Rate maps for Jackson County Oregon and incorporated areas"
Senior Planner Brandon Goldman explained the major distinction between the 2011 flood plain map
amendment and the one currently before Council was the 2011 amendment included every creek in Ashland
that had a flood plain and effected 500 to 600 properties. In this case, there were seven or eight properties
within city limits. The only property with an increase in flood plain was the City Municipal Airport. Part of
the change from the 100-year flood plain showed an increased area on the south end of the airport runway by
the hangars. It would not affect future development. If a hangar incurred damage and required rebuilding, it
would be subject to City requirements for building within the flood plain and replacing a non-conforming
building.
Councilor Morris/Slattery m/s to approve Ordinance 43139. Roll Call Vote: Councilor Rosenthal,
Seffinger, Lemhouse, Morris, and Slattery, YES. Motion passed.
OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS
Councilor Rosenthal congratulated the Southern Oregon University (SOU) Women's Basketball team for
winning the Regular-season Conference Championship and the SOU Men's Wrestling Team for winning the
West Group Championship. The Women's Basketball team would play Friday, February 24, 2017. He went
on to announce the Climate and Energy Action Plan ad hoc Committee had their 32nd meeting the week before
and unanimously voted on a recommendation that Council approve the Climate Energy Action Plan.
Councilor Seffinger abhorred the recent incidents both locally and nationally of anti-sematic attacks and the
pain it brought to the Jewish community. These acts must stop.
Councilor Lemhouse agreed with Councilor Seffinger on the anti-sematic behavior. On a lighter note, he
commented on how entertaining it was to watch South Oregon University (SOU) basketball games. It was fun
and suitable for families. He acknowledged Ashland School Board efforts on finding a new superintendent.
Councilor Morris attended the Legislative Hotline last Wednesday. Affordable housing was an issue discussed
and Senator Alan DeBoer asked what Ashland was doing. Councilor Morris wanted Council to discuss the
Housing Trust Fund and the whole spectrum of affordable housing at a future meeting. Councilor Lemhouse
suggested having Senator DeBoer and Representative Pam Marsh attend a Study Session on the topic.
ADJOURNMENT OF BUSINESS MEETING
Meeting adjourned at 9:03 p.m.
Barbara Christensen, City Recorder John Stromberg, Mayor
City Council Business Meeting
February 21, 2017
Page 6 of 6
2. Second reading by title only of an ordinance titled, "An ordinance amending the Flood Plain
Corridor Lands map referenced in Chapter 18.3.10 of the Ashland Municipal Code, and adopting
the Federal Insurance Administration's April 5, 2017 Flood Insurance Study and accompanying
Flood Insurance Rate maps for Jackson County Oregon and incorporated areas"
Senior Planner Brandon Goldman explained the major distinction between the 2011 flood plain map
amendment and the one currently before Council was the 2011 amendment included every creek in Ashland
that had a flood plain and effected 500 to 600 properties. In this case, there were seven or eight properties
within city limits. The only property with an increase in flood plain was the City Municipal Airport. Part of
the change from the 100-year flood plain showed an increased area on the south end of the airport runway by
the hangars. It would not affect future development. If a hangar incurred damage and required rebuilding, it
would be subject to City requirements for building within the flood plain and replacing a non-conforming
building.
Councilor Morris/Slattery m/s to approve Ordinance #3139. Roll Call Vote: Councilor Rosenthal,
Seffinger, Lemhouse, Morris, and Slattery, YES. Motion passed.
OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS
Councilor Rosenthal congratulated the Southern Oregon University (SOU) Women's Basketball team for
winning the Regular-season Conference Championship and the SOU Men's Wrestling Team for winning the
West Group Championship. The Women's Basketball team would play Friday, February 24, 2017. He went
on to announce the Climate and Energy Action Plan ad hoc Committee had their 32nd meeting the week before
and unanimously voted on a recommendation that Council approve the Climate Energy Action Plan.
Councilor Seffinger abhorred the recent incidents both locally and nationally of anti-sematic attacks and the
pain it brought to the Jewish community.
Councilor Lemhouse agreed with Councilor Seffinger on the anti-sematic behavior. On a lighter note, he
commented on how entertaining it was to watch South Oregon University (SOU) basketball games. It was fun
and suitable for families. He acknowledged Ashland School Board efforts on finding a new superintendent.
Councilor Morris attended the Legislative Hotline last Wednesday. Affordable housing was an issue discussed
and Senator Alan DeBoer asked what Ashland was doing. Councilor Morris wanted Council to discuss the
Housing Trust Fund and the whole spectrum of affordable housing at a future meeting. Councilor Lemhouse
suggested having Senator DeBoer and Representative Pam Marsh attend a Study Session on the topic.
ADJOURNMENT OF BUSINESS MEETING
Meeting adjourned at 9:03 p.m.
Dana Smith, Assistant to City Recorder Jo Strombe g, Mayor
Minutes for the Climate and Energy Action Plan ad hoc Committee
January 18, 2017
Page 1 of 3
MINUTES FOR THE CLIMATE & ENERGY ACTION PLAN ad hoc COMMITTEE
Wednesday, January 18, 2017
Siskiyou Room, 51 Winburn Way
1. Call to Order
Councilor Rich Rosenthal called the meeting to order at 5:30 p.m.
Committee members Greg Jones, Cindy Bernard, Jim Hartman, James McGinnis, Isaac, Bevers,
Marni Koopman, Claudia Alick, Claire Pryor, Louise Shawkat, Roxane Biegel-Coryell, Stuart
Green, and Bryan Sohl were present. Staff member Adam Hanks was present.
Rosenthal gave an overview of upcoming meeting dates and the remainder of the committee's
work.
2. Icebreaker
Group did a teambuilding icebreaker answering the question, "what is one positive thing you've
experienced or witnessed recently?"
3. Public Input
Huelz Gutchen - stated the Department of Energy is developing an artificial leaf for
photovoltaic, as well as other advanced science. He stated it is more important to grow and use
real plants than create a chemical variety. Asked the group to consider what one thing would
make real climate change occur.
Ray Mal.lett - stated the newest draft of the plan had good visual improvement. He is hoping that
in the final version there will be a gantt chart regarding implementation so that everyone will
know when things will be starting.
Ken Crocker - stated he appreciates the work that has gone into this process. He is looking to see
if there is a way to help everyone envision what our community will look like when we are
carbon neutral. People not involved in this process won't have a good understanding of what this
plan is doing without a good vision of the future. He looked at the current Comprehensive Plan
and noticed there is no mention of climate change, and no action from this group to update it.
Does this mean the two plans are at odds with each other? The Transportation Plan has one
minor section regarding being climate-wise but nothing else.
Robert Block-Brown - thanked the group again for their work. Stated he appreciated seeing the
letter from RVTD and some of the issues they bring around converting their fleet from natural
gas to electric. He also appreciated their request for membership on the new commission and
thinks that's a good idea. He stated that the implementation plan is still not clear about the switch
from fossil fuels to renewable energy, especially in the residential sections. This will take a long
time, and people need to start planning for those changes now.
4. Approval of Minutes
The group accepted the minutes of December 14, 2016, and January 4, 2017, as presented.
Minutes for the Climate and Energy Action Plan ad hoc Committee
January 18, 2017
Page 2 of 3
5. Implementation Plan
Group discussed the four questions in the memo from Hanks:
1) Is the implementation plan consistent with the primary plan document and associated draft
ordinances?
Group gave Hanks some edits to grammar, to match the implementation plan with the draft plan,
and to match the implementation plan with previous discussions.
2) Do the Phase I and Phase II tables make sense?
Group generally agreed that having it broken down in phases makes more sense than the
previous "near-term" and "far-term."
3) Are there any suggestions for particular points of emphasis to ensure the formatting assists the
reader in absorbing/understand the document?
Hartman raised concerns that there isn't a clear high priority to transition away from natural gas.
Some in the group agreed that the accountability and enforcement section was too weak. They
also mostly agreed that using "household equivalent" or similar as a way to convert metric tons
into something easier to grasp would be useful.
4) If the committee agrees with the `'top three" call out, it will need to determine what the top
three are.
Green suggested calling out a top three in each of these areas: building, household and
transportation. Group agreed to this suggestion, and also agreed they should be a mix of
mitigation and adaptation. This "short list" should also be used as a way to easily help the public
understand the plan, maybe by using icons to represent each area or creating a one-page handout.
Rosenthal asked the group if they were interested in taking up Mr. Crocker's idea regarding a
vision for what Ashland would be like as a carbon-neutral city. Group wondered if it would be
possible to use some of the information submitted at the various open houses, including the Geos
kick-off event. Bevers agreed to see if he can create a rough draft of what daily life might be
like, based on some of this recent European travels.
Hartman/McGinnis m/s to add a priority action in the Buildings and Energy section to
switch from natural gas to electric in buildings for heating and cooking. Discussion: Biegel-
Coryell 'wondered if there should be an exception for using land-fill created natural gas.
Hartman/McGinnis agreed to amend the motion to add the words, "fossil-fuel based"
before, "natural gas."
Discussion continued: Group agreed that the term, "switch" was unclear and should be replaced
with "transition."
Hartman/McGinnis agreed to amend the motion to replace, "switch" with, "transition."
Discussion continued: McGinnis stated that this is a good start to understand the need for non-
fossil-fuel based options and for people to understand there are alternatives. Bevers wondered
Minutes for the Climate and Energy Action Plan ad hoc Committee
January 18, 2017
Page 3 of 3
why we were limiting it only to electricity when there are other technologies in place now
besides either natural gas or electricity. He proposed adding, "or other clean energy sources."
Hartman/McGinnis agreed to add, "or other clean energy sources."
Motion now reads, Hartman/McGinnis m/s to add a priority action in the Buildings and
Energy section to transition from fossil-fuel based natural gas to electric or other clean
energy sources in building for heating and cooking. Voice Vote: All Ayes. Motion Passes.
Alick recommended that a call out box be added to the implementation plan regarding what is
considered "clean energy," since it is only defined in the draft plan. Group agreed to this
suggestion.
6. Council Presentation
Rosenthal stated the Chair (him), Vice Chair (Biegel-Coryell), and Staff (Hanks) will be
presenting. They will walk Council through the plan, ask Council to respond to policy questions,
and make sure Council has any questions they may have about the plan answered.
Group discussed some concerns regarding whether Council would need an additional
presentation to understand the 8% goal. Hanks reminded the group that this is not Council's last
opportunity to view the plan, it's just the first and an opportunity, and we need to focus on
getting policy questions asked in order to move forward.
7. RVTD Letter
Rosenthal stated he would like to see if the group has any comments or concerns regarding the
letter received from RVTD regarding the draft plan (in packet). Group agreed they were glad
RVTD was engaged in this process. Group discussed ways to engage other groups. Group
discussed some of the challenges regarding transportation issues with both local population and
the visitor population. Shawkat stated that the Transportation Commission has been discussing
this for a long while. They would like to do a shuttle but need to identify where funds would
come from for not just the purchase of vehicle(s) but for staff, maintenance, etc. She stated there
has been lots of thoughtful discussions and many on that commission understand both the need
to reduce carbons and the challenge of limited available resources.
8. Next :Meeting
The upcoming meeting schedule is as follows:
January 23, 5:30 p.m. preview of plan at Council Study Session
February 1, 3:30 p.m. committee meeting
March 7, 7:00 p.m., Council Business meeting
9. Adjournment
Meeting adjourned at 7:10 p.m.
Respectfully submitted,
Diana Shiplet, Executive Assistant
CITY OF
ASHLAND
Ashland Housing and Human Services Commission
Minutes January 26, 2017
CALL TO ORDER
Chair Boettiger called the meeting to order at 4:30 pm in the Siskiyou Room at the Community Development and
Engineering Offices located at 51 Winburn Way, Ashland OR 97520.
Commissioners Present: Council Liaison
Sue Crader Dennis Slattery
Rich Rohde
Joshua Boettiger SOU Liaison
Tom Gunderson Megan Mercier, absent
Sharon Harris
Michelle Linley Staff Present:
Heidi Parker Linda Reid, Housing Specialist
Commissioners Absent: Carolyn Schwendener, Clerk
Tom Buechele
Gina DuQuenne
APPROVAL OF MINUTES
Rohde/Harris m/s to approve the minutes of the November 17, 2016 Housing and Human Services Commission
regular meeting. Voice Vote: All Ayes, minutes were approved as presented.
PUBLIC FORUM
Debbie Neuenswander was present to observe the meeting.
COTTAGE HOUISNG STANDARD UPDATES
Maria Harris, City of Ashland Planning Manager was present to answer any questions and explain the changes
proposed by the Planning Commission to the ordinance. Ms. Harris outlined the changes.
• Cottage Housing developments would only be allowed in R-1-5, R-1-7.5 and the Normal Neighborhood
single family zones. The R-1-10 zone was removed. The thinking behind this was there isn't much
available lands in the R-1-10 larger lot zones and cottage housing isn't as compatible in that zone.
• The number of allowable units in a cottage housing development was changed from a minimum of four to
a minimum of three and the maximum of sixteen was lowered to a maximum of twelve. Ms. Harris
explained that the smaller numbers tend to be more successful throughout the country and the lower
amount of units are more compatible in single family zones. It was also mentioned that when the number
of households grow beyond a dozen or so it becomes difficult for people to know their neighbors in any
depth or to live close enough to call them in an emergency.
• The size of the cottages is based on a floor area ratio (FAR). FAR is the relationship between the total
amount of usable floor area that a building has and the total area of the lot on which the building stands.
In an analysis it as determined that a typical single family home built on a standard lot has a floor area
ratio of approximately .40 to .50. The ordinance states that cottage housing development will not exceed
an FAR of 0.35. This will affect the average unit sizes.
• Originally the lot coverage could only cover the same percentage as in a single family zone. The new
proposal is increasing lot coverage slightly because there tends to be more walkways going to the
different units in a cottage development. At this time there is no minimum lot coverage, stated Ms. Harris.
The Commissioners asked a few questions of Ms. Harris.
Can you develop a cottage housing in an R-2 zone?
It was not necessary to include cottage housing in the R-2 zones because this housing type is already
allowed in that zone if the lot is big enough.
To what extent did anybody consider affordability in the cottage housing designs?
The planning commission's discussion was really centered around the need to provide another smaller
housing type. Affordability wasn't the main issue though smaller homes tend to be more affordable by nature.
Would a developer get any density bonus' that are offered in other zones?
Only if the cottage housing development is over seven units in size. Ms. Harris did remind the
Commissioners that most of the available building lands inventory in Ashland is smaller lots and it would be
difficult to get up to twelve units on them.
It was questioned if it was really necessary to give density bonuses for recreational facilities, tennis courts,
swimming pools etc. Seems like the intent of the cottage developments is not for a resort atmosphere.
Ms. Harris explained this is part of the existing code and the intent behind it is if you provide recreational
facilities within your development it possibly could take some of the pressure off of our City Parks and Facilities.
Ms. Harris also reminded the Commissioners this is not a requirement.
The commissioners asked Ms. Harris if anyone on the planning commission actually tried to put four units in a
10,000 square foot lot adhering to the setbacks. The Commissioners questioned whether or not it could be done,
especially without a variance which is expensive. The Commissioners also like the concept but feel that the
design restrictions are too cumbersome. They would like to see alternative parking allowed. The proposal seems
to have so much area designated to parking that it could restrict the amount of units on the lot.
Reid will put together a letter with the concerns of the Commission and bring it to next month's meeting for review
and approval. The Planning Commission will be discussing the ordinance again at their February 28th Study
Session. It was suggested that as many Commissioners that were available attend the Study Session and
express their concerns.
AFFORDABLE HOUISNG TRUST FUND ORDINANCE AND RFP PROCESS OVERVIEW
Reid asked the question "Does this group want to expend the funding at this time knowing that it might not come
back in and the Commission would need to identify a priority use as outlined in the ordinance."
Rohde acknowledged this is an important discussion because we need complete transparency and understanding
that this money has been unavailable for years. Rhode explained there are two ways to use the money, Request
for Proposal and Notice of Funding Availability. By ordinance ten percent of the money can be utilized for
immediate use for help with the housing crisis. Rohde shared his frustration that it is difficult to find the line item in
the budget. Reid explained the money was never identified as an expenditure so it didn't make it into the actual
budget.
Rohde gave an example saying recently the City had the potential of a thirty unit affordable housing project. The
Housing Trust fund money could be used for pre-development costs for projects such as that, stated Rohde. Reid
clarified the thirty unit affordable housing project was never a formal application.
The Commissioners agreed they need a tangible project to present to the Council before they will release the
funds. Would also like to see the Council find a funding steam to grow the amount.
Rohde/Crader m/s that the Housing Commission recommend to the City that we follow our responsibility and
present a request that the existing dollars in the end of fund balance be put into the useable budget for the
coming two years and additional funds be surveyed and looked for additions to the $166,000. Voice Vote: All
Ayes, motion passed.
PORTA-POTTY MEMO REVIEW
The Commissioners reviewed the memo that Reid prepared for the Council regarding the porta-potty proposal.
Harris heard back from both the Parks Department and the Public Works Department in support of the proposal.
The Commissioners agreed they would like to request two more porta potties, one around the railroad park and
one at the south end of town.
Parker/Crader m/s that we approve with some additions that Linda will wordsmith on the draft Porta-Potty and
submit it to the Council. Voice Vote. All Ayes, motion passed.
COUNCIL LIAISON INTRODUCTION
The Commissioners welcomed the new Council Liaison Dennis Slattery. Slattery expressed his intention to be on
this Commission as both affordable housing and affordable living are of specific interest to him. Slattery
acknowledged there are issues in the Planning Department. There appears to be plenty of laws that prohibit but
we need planning rules that promote, stated Slattery. Slattery also sees the homeless issues in our Community
as something he would like to help with. Slattery asked the question "Is two more nights at the shelter doable? Is
there enough staff to manage that? During the summer he would like us to identify some resident homeless
priorities. Slattery is committed to being present and active at this Commissions meetings.
STRATEGIC GOAL PRIORITY REVIEW AND NEXT STEPS
The Commissioners reviewed the strategic goals identified at the retreat held in December. The Commission felt
that it was important to revisit these goals and check in on their progress regularly.
LIAISON REPORTS DISCUSSION
Council - This is Commissioner Slattery's first meeting and he has already introduced himself. No other report at
this time.
Staff - Reid will try and get in touch with Megan Mercier the SOU Liaison for this Commission. She has not been
present at the meetings for quite some time. Perhaps Leo would be able to take her place.
GENERAL ANNOUNCEMENTS JANUARY 26, 2017 METTING AGENDA ITEMS
Quorum Check - Everyone should be present
A discussion surrounding zero tolerance on hate speech and what we can do to keep it out of our community. Be
a partner in bringing forth a resolution.
Review questions for Social Service Grant applications.
UPCOMING EVENTS AND MEETINGS
Next Housing and Human Services Regular Commission Meeting - 4:30-6:30 PM; February 23, 2017, in the
Siskiyou Room at the Community Development & Engineering Department located at 51 Winburn Way.
ADJOURNMENT
The meeting was adjourned at 6:30 p.m.
Respectfully :submitted by Carolyn Schwendener
Council Business Meeting
March 7, 2017
Title: Liquor license for Michael Szelong dba O'Ryans Irish Pub
From: Barbara Christensen City Recorder
Barbara.christensen@ashland.or.us
Summarv:
Approval of a liquor license application from Michael Szelong dba O'Ryans Irish Pub at 137 E.
Main Street.
Actions, Options, or Potential Motions:
I move to approve the liquor license for Michael Szelong dba O'Ryans Irish Pub.
Staff Recommendation:
Endorse the application with the following:
The City has determined that the location of this business complies with the City's land use
requirements and that the applicant has a business license and has registered as a restaurant, if
applicable. The City Council recommends that the OLCC proceed with the processing of this
application.
Resource Requirements:
N/A
Policies, Plans and Goals Supported:
In May 1999, the Council decided it would make the above recommendations on all liquor
license applications.
Background and Additional Information:
Application is for a change of ownership
The City has determined that the license application review by the City is set forth in AMC Chapter
6.32 which requires that a determination be made to determine if the applicant complies with the
city's land use, business license and restaurant registration requirements (AMC Chapter 6.32) and
has been reviewed by the Police Department.
Attachments:
Liquor license application
Page Iof I CITY OF
ASHLAND
OREGON LIQUOR CONTROL COMMISSION
ELI) 0
LIQUOR LICENSE APPLICATION
Application is being made for: CITY AND COUNTY USE ONLY
LICENSE TYPES ACTIONS Date application received:
0 Full On-Premises Sales ($402.60/yr) Q Change Ownership
S Commercial Establishment New Outlet The City Council or County Commission:
0 Caterer Q Greater Privilege
Passenger Carrier Additional Privilege (name of city or county)
Other Public Location Other recommends that this license be:
Private Club
Limited On-Premises Sales ($202.60/yr) ❑ Granted ❑ Denied
D Off-Premises Sales ($100/yr) By:
0 with Fuel Pumps (signature) (date)
Q Brewery Public House ($252.60) Name:
Winery ($250/yr)
0 Other: Title:
90-DAY AUTHORITY OLCC USE ONLY
El Check here if you are applying for a change of ownership at a business
that has a current liquor license, or if you are applying for an Off-Premises Application Rec'd by:
Sales license and are requesting a 90-Day Temporary Authority
APPLYING AS: Date:
E]Limited El Corporation Q Limited Liability [:]Individuals
Partnership Company go-day authority= ❑ Yes ❑ No
1. Entity or Individuals applying for the license: [See SECTION 1 of the Guide]
o Cheers LLC
4 4
2. Trade Name (dba):O'Ryan's Irish Pub
3. Business Location:137 E. Main Street Ashland Jackson Oregon 97520
(number, street, rural route) (city) (county) (state) (ZIP code)
4. Business Mailing Address: 137 E. Main Street Ashland Oregon 97520
(PO box, number, street, rural route) (city) (state) (ZIP code)
5. Business Numbers: 541-482-8572
(phone) (fax)
6. Is the business at this location currently licensed by OLCC? Yes Flo
7. If yes to whom: Kooba Group LLC Type of License: Full On-Premises Sales
8. Former Business Name: O'Ryan's Irish Pub (Keeping same name)
9. Will you have a manager? []Yes ONo Name:
(manager must fill out an Individual History form)
10. What is the local governing body where your business is located? Ashland
(name of city or county)
11. Contact person for this application: Michael Szelong (408) 891-3675
(name) (phone number(s))
851 Beswick Way N/A mike@ipubashland.com
(address) (fax number) (e-mail address)
I understand that if my answers are not true and complete, the OLCC may deny my license application.
Applicant(s) Signatur and Date:
Q Date 1 /27/2017 Date
z Date 4 Date _
1-800-452-OLCC (6522) • www.oregon.gov/olcc
(rev. 4812011)
Council Business Meetinq
March 7, 2017'
Title: Appointment of Ron Cue to Transportation Commission
From: Barbara Christensen City Recorder/Treasurer
Barbara.christensen@ashland.or.us
Summary
Approval of the Mayor's appointment of Ron Cue to the Transportation Commission with a term
to expire on April 30, 2017.
Actions, Options, or Potential Motions:
I move to appoint Ron Cue to the Transportation Commission with a term to expire on April 30,
2017.
Staff Recommendation:
N/A
Resource Requirements:
N/A
Policies, Plans and Goals Supported:
Ashland Municipal Code 2.04.090 (C) states the appointments by the Mayor are with the consent
of the City Council.
BackLyround and Additional Information:
There is one vacancy on the Transportation Commission with a term expiring on April 30, 2017.
Attachments:
Application of Ron Cue
Page Iof I CITY OF
ASHLAND
Ronald K. Cue
1155 Fern St.
Ashland, Oregon
H: 541-482-9372
March 17, 2016
Barb Christensen, City Recorder
Ashland City Hail
20 East Main St
Ashland, OR 97520
RE: Application for Transportation Committee
Dear Barb,
Please find enclosed my application for appointment to the Transportation
Committee, along with a short form resume. I do not know your application
process, but I an available at the home number if you need any further
information.
Respectfully yours
'-4
Ronald K. Cue
Enc: 2
i
CITY OF
ASHLAND
APPLICATION FOR APPOINTMENT TO
CITY COMMISSION/COMMITTEE
Please type or print answers to the following questions and submit to the City Recorder at
City Hall, 20 E Main Street, or email christeb rashland.or.us. If you have any questions,
please feel free to contact the City Recorder at 488-5307. Attach additional sheets if
necessary.
Name Ronald K. Cue Q~ _
Requesting to serve on: Transportation (Commission/Committee) MA i 11
16
Address: 1155 Fern St., Ashland, Or B Y.•
Occupation: Retired Phone: Home: 542-482-9372
Work
Email: pcue@mind.et
Fax
1. Education Backiround
What: schools have you attended? Northern Iowa, Iowa State, Oregon Law School
What: degrees do you hold? B.S Industrial Engineering, Juris Doctor
What: additional training or education have you had that would apply to this position?
Several seminars and training on transportation issues while with Oregon Department of
Transportation (See Below)
2. Related Experience
What: prior work experience have you had that would help you if you were appointed to
this position?
As an engineer, my main field was dealing with procedure and processes, i.e. critical path
networks, in manufacturing. As an attorney, I employed critical thinking in solving
problems and dealing with people. As an employee with the Dept of Transportation, I
worked with design teams for new projects. However, I was mainly involved with
negotiation and acquisition of needed real estate, which often involved modifications of
designs to access and traffic flow in order to obtain the cooperation of the property
owner.
Do you feel it would be advantageous for you to have further training in this field, such
as attending conferences or seminars? Why?
Yes. The obvious answer is, of course, an increase in knowledge. The secondary
advantage is networking with people who may have faced a similar problem.
IL4,1
3. Interests
Why are you applying for this position? I am now retired but I am still doing some
consulting work. I have lived in Ashland since 1976 and my wife and I have raised our
family here. I have respected the City's efforts in maintaining our small town setting.
Now that I have time to contribute, I have looked at the various committees and
commissions and feel that Transportation would be best suited for my skills. I have some
opinions on how to improve our traffic patterns, i.e. a one half interchange at North
Mountain, that I would like to explore.
4. Availability
Are you available to attend special meetings, in addition to the regularly scheduled
meetings? Do you prefer day or evening meetings? Now that I am retired, in response
to a meeting request, the joke is to answer "Let me check my schedule" with the
automatic answer of "Yes, I am free at that time."
5. Additional Information
How long have you lived in this community? 38 years
Please use the space below to summarize any additional qualifications you have for this
position
I have lived in Ashland for a long time and observed the city come up with solutions that
did and did not work. I have watched the City deal with its UGB issues, water source
shortages, sewer disposal problems, and transportation issues. With this long time local
experience, combined with my education and work background, I believe I can make an
open minded, informed contribution to the Transportation committee.
/7
Date Signature
/r
RONALD K. CUE
1155 Fern St.
Ashland, Oregon 97520
541-482-9372
Education: West Waterloo Iowa High School, 1967
Iowa State University, BSIE, 1971
University of Oregon Law School, J.D., 1976
Work History: Illinois Central Railroad, summers, 1967-1970
Project Engineer & Supervisor, Proctor & Gamble,
1971-1973
Attorney, Cottle, Howser & Cue, 1976-1982
Attorney, Sole Proprietor, 1982-2004
Real Estate Projects, 2004-2007
Right of Way Agent, Oregon Dept. of Transportation
2007- 2015
Skills: Typing - 60wpm
Experience in Word & Excel
Knowledge in legal issues, specializing in juvenile
law
Experience in communication, mediation &
negotiation
Activities: Planned Parenthood volunteer and Board member
ICCA - former board member
First United Methodist Church: Chair of
Administrative Board, Chair of Trustees, Chair of
Financial Committee, Chair of Parish-Staff
Committee, Youth Leader (8 years)
Ashland Youth Levy: Central Committee
Ashland High School Athletics - volunteer
Personal: Born - September 12, 1949
Marital - Married 45 years to Lynda Cue with two
daughters
References: Susan Wahl- 776-7171
Council Business Meeting
March 7, 2017
Title: Confirmation of Mayoral Appointment of Mark Welch as Administrative
Services/Finance Director
From: Tina Gray Human Resource Director
grayt(c-o,ashland. or.us
Summary:
The City conducted an open and competitive selection process for Administrative
Services/Finance Director with the assistance of Wendi Brown Creative Partners (WBCP
Recruiting). Five finalists were invited to participate in an intensive two-day interview and
selection process in Ashland. Mark Welch quickly emerged as the top candidate and was
recommended to Council for final interview. In addition to his formal education which includes
a B.A. in Business Economics, and a Master's in Public Administration, Mark has over nine
years' experience working in budget and finance positions in public sector organizations in
California. and Arizona. Staff is recommending Council confirm his appointment as Ashland's
next Administrative Services/Finance Director.
Actions, Options, or Potential Motions:
Move approval of the appointment of Mark Welch as Administrative Services/Finance Director.
Staff Recommendation:
Staff recommends the Council confirm the Mayor's appointment of Mark Welch as
Administrative Services/Finance Director.
Resource Requirements:
The City has experienced a small budget savings since Lee Tuneberg retired at the end of
September. Bev Adams is a PERS retiree and therefore during her time as Interim
Administrative Services/Finance Director the City has not contributed to PERS on her behalf.
Mark has been offered Step F of the Department Head salary range, $10,068/month, which can
be accommodated within the current budget. Bev and the Finance Staff have budgeted
appropriately for the next budget cycle.
Policies, Plans and Goals Supported:
N/A.
Backl4round and Additional Information:
Lee Tuneberg retired from his position as Administrative Services/Finance Director on
September 30, 2016. The City was fortunate to hire Bev Adams in an interim capacity while we
conducted a national search for Lee's successor. Wendi Brown of WBCP Recruiting assisted the
City with this key executive recruitment. The City received 81 applications, and the search was
narrowed to 5 semi-finalists who were invited to Ashland for an intensive 2-day interview and
Page 1 of 2 CITY OF
ASHLAND
selection process. After a two-panel interview process, Mark quickly rose to the top for both
interview panels and was recommended to the Council for further consideration.
Mark's experience is a match for the unique skill-set the City is seeking to head the
Administrative Services/Finance Department. He has worked in public sector Finance in two
states, and brings some new and innovative ideas to the City during challenging financial times.
Although he wasn't seeking a new position, he knew an opportunity like Administrative
Services/Finance Director in Ashland may not come up again during his career, so he had to
apply. Mark and his wife are excited about the move and the positives it offers their family.
They have always counted Ashland at the top of a very short list of communities they consider
highly desirable to raise their young children. Mark is excited to begin work on May 15, 2017.
Mark and Bev have a great rapport and are committed to a smooth transition of duties.
Attachments:
Professional Resume and Employment Agreement for Mark Welch.
Page 2of2 CITY OF
ASHLAND
Mark Christopher Welch
2110 Darnis Circle, Morgan Hill, CA 95037 • (408) 836-4796 . markcwelch@yahoo.com
To Whom It May Concern, in The City of Ashland:
Thank you for the opportunity to apply for the position of Administrative Services/Finance Director with the City of
Ashland. Over my career I have developed the necessary experience and knowledge to be a successful candidate for
the Administrative Services/Finance Director position. The City of Ashland would allow me to continue my career
growth in governmental finance while at the same allow me to raise my family in an incredible community.
I currently serve as the Finance Director for the City of Capitola. In this role I oversee all aspect of the financial
operations of the City including all accounting operations, accounts payable, accounts receivables, payroll, budget,
banking operations and the annual audit. I have also implemented a retirement trust fund, financial transparency
website, and credit card acceptance to improve customer service. As the Finance Director I have also implemented
improved policies improving our financial control.
Prior to the City of Capitola, I worked for the City of Santa Clara. As the Principal Financial Analyst, I oversaw the
annual $650 million budget process and also the risk management function in evaluating and purchasing insurance
for the entire City. I developed models for union negotiations and new cost allocation plans for internal services to
ensure the City allocated charges in a legally justifiable manner. In addition, I oversaw the City's investment
portfolio.
During my six plus years with the City of Sierra Vista, Arizona (population 45,000), 1 held several positions in
Finance and the City Manager's Office. During my years with Sierra Vista I held the roles of Budget Officer,
Contacts Administrator, Interim Human Resource Manager, Intergovernmental Affairs Manager, Interim
Communications and Marketing Manager. My experience with Sierra Vista allowed me to become a well-rounded
governmental professional.
At all the cities I have served I have utilized technological advancements to improve efficiencies. When I was
working for Sierra Vista I was the project manager for the implementation of an Enterprise Resource Planning
(ERP) system. As the project manager for the implementation of a new ERP system, Tyler Munis, I developed an
updated chart of accounts, new procedures for financial operations, and utility billing and organization wide
efficiency improvements to utilize the software to its fullest capacity. With the City of Santa Clara I implemented
budget software to improve the City's budget process and with Capitola I implemented OpenGov to improve
financial transparency to the Community. In addition to Munis, I also gained experience with Sungard, Oracle
financial software, and New World and I am able to quickly learn new software.
I graduated from the University of California Santa Barbara with a Bachelor of Arts degree in Business Economics.
I then completed a Master of Public Administration degree from the University of Oregon. After graduate school I
spent a year teaching 61h grade students in a low-income, low-achieving, school in the Phoenix area. This experience
taught me how to effectively work with and communicate with different personalities from diverse cultures.
I look forward to speaking with you in the near future and hope I am a fit for the City of Ashland.
Sincerely,
Mark C. Welch
Mark Christopher Welch
2110 Darnis Circle, Morgan Hill, CA 95037 • (408) 836-4796 • markcwelch@yahoo.com
Experience
April 2015-Present City of Capitola Capitola, CA
Finance Director
Oversee the day to day operations of the City's financial operations.
■ Manage the development of the Operating and Capital Improvement Plan Annual Budget.
■ Manage and work closely with the City's auditor to prepare the Comprehensive Annual Financial Report.
Developed and implemented improved financial controls to ensure compliance with City and accounting standard policies.
■ Implemented a Transparency website for improved communication with the community.
Completed a comprehensive Fee Study.
■ Supervise four professional staff members.
October 2013-April 2015 City of Santa Clara Santa Clara, CA
Principal Financial Analyst
■ Manage the development of the Operating and Capital Improvement Plan Annual Budget through a decentralized budgeting
system with twelve departments and over $650 million.
■ Treasury Management experience in bank operations, wire payments, ACH, cash projection and management.
■ Oversee the City's Investment Portfolio of over $580 million.
Developed new allocation methodology for inter-fund internal service charges to reflect actual experience for workers'
compensation, special liability insurance, automotive services, and police communications.
■ Prepare salary and benefit projections for over 1,000 employees in 10 bargaining units with varying yearly salary and benefit
adjustments.
Prepare financial analyses and modeling for union negotiations working with the City's lead negotiator.
■ Risk Management experience through the purchase and evaluation of different insurance options to include property, workers'
compensation, employee crime, and excess liability for the City and the new Levi's Stadium.
■ Developed and Oversee the City's sales tax collection contract.
■ Supervise three professional staff members.
July 2007-October 2013 City of Sierra Vista Sierra Vista, AZ
Assistant to the City Manager (December 2012- October 2013)
■ Served as the City's Intergovernmental Relations Office, building relationships with elected officials, while lobbying for the
City's position on legislation.
■ Continued to act as the City's Budget Officer, overseeing all aspects of the budget process, along with the capital improvement
plan and public participation process.
■ Worked closely with the City Manager on organization development initiatives to ensure lean and efficient operations. Explored
service level improvements and alternative funding sources.
■ Project Manager for the implementation of a new Enterprise Resource Planning (ERP) system, working with all City
departments to improve business processes and to fully utilize the software (Tyler Munis).
Financial Administrator for the Upper San Pedro Partnership, a consortium of 21 organizations working to mitigate water usage.
Prepared all financial reports, grant requirements, accounts payable/receivables, bank reconciliation, and presentations.
Interim Communications and Public Affairs Manager (March 2013-June 2013)
■ Oversaw the public affairs and marketing of the City for general information, press releases, media requests, marketing
efforts, and tourism along with the development of collateral pieces.
■ Supervised a staff of six.
Interim Human Resources Manager (December 2012-January 2013)
■ Oversaw all aspects of the Human Resources functions.
■ Successfully transferred the Payroll function from Human Resources to Finance department, saving the City an additional
employee by utilizing excess capacity in staffing levels.
■ Worked with employees on health insurance issues, retirement preparation, employee discipline, along with accounts payable for
the retirement program.
■ Oversaw the City's self-funded health insurance fund.
Supervised a staff of three.
Budget/ Contracts Officer, Human Resources Analyst (November 2008- December 2012)
■ As the sole employee responsible for the budget process, I successfully completed the entire process, from revenue projections
to a recommended balanced budget, during the Great Recession without requiring layoffs or employee concessions. Revenue
projections were within three percent of actual collections. I also ensured compliance with the budget throughout the year by
reviewing expenditure requests and working with department directors on expenditure trends.
■ Oversaw capital contracts for public works and service contracts for engineering, testing, and architecture services.
■ Developed and implemented the City's first five-year capital improvement plan and developed a procedure to ensure public
input. Worked closely with department directors to ensure a comprehensive plan with operating impacts.
■ Worked in a high visibility high stress position during the Monument Fire (2011) as the Emergency Public Information Officer.
In this role I developed a map with United States Forest Service to inform residents of current evacuation areas. Updated the
City's website, social media and provided support to the Emergency Operations Center.
Grant administration for Police, Fire, and Public Works grants.
* Financial Administrator for the Upper San Pedro Partnership, a consortium of 21 organizations working to mitigate water usage.
Budget and Finance Management Analyst (3une 2007- November 2008)
■ Developed, monitored, and published the annual City budget projecting revenue across 24 funds
Worked with the Citizen Advisory Commission on City Council Requests for special projects, including a recommendation for
the mayor and council salaries, sales tax review and analysis, along with the capital improvement plan review.
■ Review budget documents for the Governmental Finance Officers Association annual award program.
June 2006-June 2007 Glendale Elementary School District/Teach for America Glendale, AZ
6th Grade Teacher
■ Increased students' reading scores from 0% passage to 40% passage on the standard reading test
■ Taught 28 students in a low-income school
Sept 2004- June 2005 Lane County Eugene, OR
Community and Economic Development Assistant
Managed Community Development Block Grant Program contracts
■ Facilitated a task force to develop a tourism organization
Implemented a. new web-site design to increase the visibility of economic development in the community web site
April 2004- Sept 2004 ImpactXoft Inc. San Jose, CA
Manager, Finance and Administration, Value Added Reseller (VAR) Operations
■ Developed and recruited new VAR prospects while managing three staff members for ongoing VAR support, Developed and presented
VAR operations presentations to the Board of Directors, Produced monthly financial statements for the VAR operations
April 2004- June 2004 City of San Jose. San Jose, CA
City Manager Intern
Jan 2004- April 2004 United States House of Representatives Washington, D.C
Full-Time Congressional Intern: 3ay Inslee (WA 1st District) [now Governor of the State of Washington]
Education
Sept. 2004- June 2006 University of Oregon Eugene, OR
Master of Public Administration GPA: 3.79
■ Thesis Title: Schools as Economic Development Tools: The Socio-Economic Impact of School Closures
■ Member of the Club Water Polo Team (First Team All-American 2004, 2005)
Sept. 2000- June 2004 University of California, Santa Barbara Santa Barbara, CA
Bachelor of Arts, Business Economics, With Honors GPA: 3.57
■ Golden Key Honor Society, National Society of Collegiate Scholars
■ Academic All-American (2000,2001,2002)
■ Member of the Division 1 Varsity Water Polo Team
CITY OF ASHLAND
Employment Agreement
Administrative Services/Finance Director
THIES AGREEMENT, made and entered into this day of , 2017 by and
between the City of Ashland ("City") and Mark C. Welch ("Employee").
RECITALS
A. City desires to employ the services of Employee as the Administrative
Services/Finance Director of the City of Ashland; and,
B. it is the desire of the City to establish certain conditions of employment for
Employee; and,
C. It is the desire of the City to (1) secure and retain the services of Employee and
to provide inducement for Employee to remain in such employment, (2) to make
possible full work productivity by assuming Employee's morale and peace of
mind with respect to future security, (3) to act as a deterrent against malfeasance
or dishonesty for personal gain on the part of Employee; and, (4) to provide a just
means for terminating Employee's services at such time as Employee may be
unable fully to discharge Employee's duties due to disability or when City may
otherwise desire to terminate Employee's services; and,
D. Employee desires to accept employment as Administrative Services/Finance
Director of the City of Ashland, and to begin his employment May 15, 2017.
City and Employee agree as follows:
Section 1. Duties.
The City hereby agrees to employ Mark Welch as the Administrative Services/Finance
Director of the City of Ashland to perform the functions and duties specified in the City
Charter, City Ordinances, and the job description for the position, and to perform such
other legally and ethically permissible and proper duties and functions as the Mayor
and/or City Council shall from time to time assign. The Administrative Services/Finance
Director shall devote full time to the performance of his duties.
Section 2. Term.
A. Nothing in this agreement shall prevent, limit, or otherwise interfere with the right
of the Mayor, with the consent of the City Council in accordance with the City
Charter, from terminating the services of the Administrative Services/Finance
Director at any time, subject only to the provisions set forth in the section titled
"Severance pay" of this agreement. Except as specifically provided in this
Agreement, Employee shall serve at the pleasure of the City, without any
requirement to demonstrate cause for dismissal.
B. Nothing in this agreement shall prevent, limit, or otherwise interfere with the right
of the Employee to resign at any time from his position with the City, subject only
to the provisions of this agreement.
C. Employee agrees to remain in the employ of the City until May 15, 2020, and
neither to accept other employment nor to become employed by any other
employer until this termination date, unless the termination date is affected as
otherwise provided in this agreement. This provision shall not restrict Employee
from using vacation or personal leave for teaching, consulting or other activities
provided these activities do not conflict with the regular duties of the Employee
and are approved in writing by the Mayor, with the consent of the City Council.
D. In the event written notice is not given by either party to terminate this agreement
at least ninety (90) days prior to the termination date, this agreement shall be
extended for successive three-year periods on the same terms and conditions
provided herein.
E. In the event Employee wishes to voluntarily resign the position during the term of
this agreement, Employee shall be required to give the City thirty (30) days
written notice of such intention, unless such notice is waived by the Mayor, with
consent of the City Council. Employee will cooperate in every way with the
smooth and normal transfer to the newly appointed individual.
Section 3. Salary
Beginning May 15, 2017, City agrees to pay Employee a monthly salary at step F of the
salary schedule ($10,068/month). Employee will advance to the next step ($10,319/
month) after one year with successful performance as determined by the City
Administrator. The City agrees to annually increase the monthly salary and/or benefits
in the same percentage as may be accorded other department heads.
Section 4. Performance Evaluation.
The City Administrator shall review and evaluate the performance of the employee at
least once annually. Employee shall receive a written copy of the performance
evaluation and be provided an adequate opportunity for the employee to discuss the
details of the evaluation.
Section 5. Hours of Work.
It is recognized that Employee must devote a great deal of time outside the normal office
hours to the business of the City, and to that end Employee will be allowed to take
compensatory time off as Employee shall deem appropriate during normal office hours,
so long as the business of the City is not adversely affected. Work in excess of forty
(40) hours per week is deemed part of the professional responsibility for which the
Employee shall not be paid overtime. In recognition of the extra hours required of the
Administrative Services/Finance Director, Employee shall receive forty (40) hours of
administrative leave each year to be used before June 30th or deemed forfeited.
Employee will receive additional administrative leave if granted by the City Council in the
Management Resolution adopted each year.
During the first year only, Employee will be allowed to cash out up to 40 hours of
Administrative Leave if not taken as time off by June 30, 2017.
Section 6. Automobile.
Employee's duties require that Employee shall have the use of a motor vehicle at all
times during employment with the City. The City shall provide an automobile allowance
of $350.00/month for the use of said automobile for travel. Employee shall be
responsible for paying for insurance, operation, maintenance and repairs of the vehicle.
Section 7. Health, Welfare and Retirement.
Except as modified by this agreement, Employee shall be entitled to receive the same
retirement, vacation, sick leave benefits, holidays, and other fringe benefits and working
conditions as they now exist or may be amended in the future, as apply to any other
department head, as spelled out in the City's Management Resolution in addition to any
benefits enumerated specifically for the benefit of Employee as provided in this
agreement. Additionally, the City will provide forty (40) hours of vacation at the
Employee's first day of work, and forty (40) hours of sick leave.
Section 8. Dues and Subscriptions.
City agrees to budget and to pay for the professional dues and subscriptions of
Employee necessary for the continuation and full participation in national, regional, state
and local associations and organizations necessary and desirable for Employee's
continued professional, growth and advancement, and for the good of the City.
Section 9. Professional Development
The City hereby agrees to annually budget and allocate sufficient funds to pay
necessary travel and living expenses of the Administrative Services/Finance Director
while he represents the City at conferences, trainings, official business meetings or
professional organizations that serve the City's interest and/or are reasonably necessary
to provide for the professional advancement of the Administrative Services/Finance
Director. Membership on any national or state commission or committee shall be
subject to the approval of the City Administrator.
Section 10. Professional Liability
The City agrees that it shall defend, hold harmless, and indemnify the Administrative
Services/Finance Director from all demands, claims, suits, actions, errors, or other
omissions in legal proceedings brought against the Administrative Services/Finance
Director in his individual capacity or in his official capacity, provided the incident arose
while the Administrative Services/Finance Director was acting within the scope of his
employment. If in the good faith opinion of the Administrative Services/Finance Director
conflict exists as regards to the defense of any such claim between the legal position of
the city and the Administrative Services/Finance Director, he may engage counsel in
which event, the City shall indemnify the Administrative Services/Finance Director for the
cost of legal counsel.
Section 11. Severance Pay
A. In the event Employee is dismissed during the term of this Agreement, and
Employee is not being dismissed for any reason set forth in paragraphs B or C of
this section, the City agrees to offer Employee a severance agreement. The
amount of severance pay to be offered to Employee in the severance agreement
shall be equal to the employee's monthly base salary at the time of dismissal;
times the number of months that employee has been employed up to a maximum
of six (6) months.
In addition, the severance agreement offered to the employee will require the
City to continue to pay the employer portion of the premium for medical and
dental insurance coverage through the end of the month the Employee's
severance pay is intended to cover or until the last day of the month in which
Employee obtains employment with alternative insurance whichever occurs
earlier.
As a condition of the severance offer, the Employee will be required to release
the City, its officers, representatives, insurers, and employees from claims arising
from employment with the City and separation of employment.
B. Employee will not be eligible to receive the severance offer described in
Paragraph A of this section if this Agreement is not renewed by the City, as
provided in Section 2, above. Employee also will not be eligible to receive the
severance agreement offer if Employee breaches any provision of this
agreement, or if Employee engages in any act of misconduct in the performance
of duties on behalf of the City. The term "misconduct" includes misappropriation,
dishonesty, breach of trust, insubordination, neglect of duty, failure to perform
duties in a manner that is consistent with applicable law, failure to correct
performance deficiencies identified in writing by the City Council after a
reasonable opportunity, as determined by the City, to correct the deficiencies;
committing any violation of City policies or standards that the City deems a
serious violation; or engaging in other action demonstrating a disregard for the
interest of the City. The term "misconduct" also includes engaging in criminal
acts or other off-duty behavior that the City views as impairing the Employee's
ability to effectively perform the Employee's duties or jeopardize the reputation of
the City.
C. Employee will not be eligible to receive the severance offer described in
Paragraph A of this Section if Employee, in accordance with applicable law, is
dismissed due to a disability that prevents Employee from performing the duties
of the position.
Section 12. Other Terms and Conditions of Employment
City shall by amendments to this agreement, fix such other terms and conditions of
employment from time to time , as it may determine, relating to the performance by
Employee with the agreement of Employee, provided such terms and conditions are not
inconsistent or in conflict with the provisions of this agreement.
Section 13. Moving and Relocation Expenses
A. The City will pay expenses associated with moving Employee's household to
Ashland, and will reimburse actual costs associated with the move in an amount
not to exceed $5,000. Moving expenses include packing, moving, storage costs,
unpacking, and insurance charges for moving and storing Employee's household
goods. Moving expenses also include actual lodging and meal expenses and
mileage costs for moving two personal automobiles and shall be reimbursed at
the current IRS allowable rate while the employee is in transit. Moving expenses
shall also include actual lodging, meal expenses, and mileage (or airfare) for up
to two visits to Ashland for the Employee and family for purpose of securing a
permanent residence. Finally, moving expenses may also include the actual
costs for employee of securing temporary housing, prior to moving into
permanent housing, for up to six months.
Section 14. Severability.
In any part, term, or provision of this agreement is held by the courts to be illegal or in
conflict with the laws of the State of Oregon, the validity of the remaining portions of the
agreement shall not be affected and the rights and obligations of the parties shall be
construed and enforced as if the agreement did not contain the particular part, term, or
provision.
Section 15. Other Terms and Conditions of Employment
The Employee is subject to all personnel policies of the City of the City and the City's
Management Resolution except to the extent that they are inconsistent with an
expressed term of this agreement.
Section 16. PERS Pick-up
Employee contributions to the Public Employees' Retirement system (PERS) shall be
"picked up" by the City. Employee shall not have the option of receiving money
designated for retirement contributions and directly making the contribution to PERS.
Employee's reported salary for tax purposes shall be reduced by the amount of the
employee's contribution to PERS.
Section 17. Complete Agreement
This agreement shall constitute the entire agreement between the City and Employee
and supersedes all prior agreements, representations and understandings between
them. No supplement, modification or amendment of this Agreement shall be binding on
the City unless it is set forth in a writing that is signed by the Mayor and approved by the
City Council. Likewise, no waiver or any provision of this Agreement shall be valid
unless set forth in writing that is signed by the Mayor and approved by the City Council.
Dated this day of , 2017
Barbara Christensen John Stromberg
City Recorder Mayor
Accepted this 30th day of January
Mark C. Welc/
Council Business Meetina
March 7, 2017
Title: Approval of a Special Procurement for Police Dept. Personnel Uniforms
From: Tighe O'Meara Police Chief
tighe.omeara@ashland.or.us
Summarv:
This item is to seek permission to directly award a public contract to various vendors as needed
for police uniforms. It is in the public's best interest for sworn and unsworn police personnel to
maintain a uniform appearance and be dressed and equipped in a uniform consistent with the
nature and requirements of their individual positions within the Police Department. The total cost
of this procurement varies and uses various vendors as needed.
Actions, Options, or Potential Motion
I move for approval of a special procurement with various vendor as needed for a total of up to
$25,000 per budget year
Staff Recommendation:
Staff suggests that Council approve this special procurement. It is necessary for the department
to maintain a reliable, uniform supply of worn equipment to ensure its ability to accomplish it
mission and goals.
Resource Requirements:
The resources required for this project are budgeted in the department's budget.
Policies, Plans and Goals Supported:
28. Provide Police, Fire, and other first responders with facilities and equipment that ensures
their and the public's safety.
Background and Additional Information:
A Special Procurement is used for the purpose of seeking an exemption from the competitive bid
process, custom designing and/or alternative contracting approach, or for the direct selection or
award of a public contract or series of contracts. The Special Procurement, Approval Request
Form (written findings), is attached for your consideration and review.
Section 2.50.090 Exemptions from Formal Competitive Selection Procedures
All Public Contracts shall be based upon Competitive Sealed Bidding (Invitation to Bid) or
Competitive Sealed Proposals (Request for Proposal) pursuant to ORS 279A - 279C and the
Model Rules except for the following:
G. Special Procurements - a public contract for a class special procurement, a contract
specific procurement or both, based upon a contracting procedure that differs from
procedures described in ORS 27913.055, 27913.060, 27913.065, 27913.070. The contracting
Page 1 of 2 CITY OF
ASHLAND
approach may be custom designed to meet the procurement needs.
Attachments:
Form 9, special procurement - request for approval
Page 2of2 CITY OF
ASHLAND
CITY OF
FORM 49 ASHLAND
SPECIAL PROCUREMENT
REQUEST FOR APPROVAL
To: City Council, Local Contract Review Board
From: Tighe O'Meara, Police Chief
Date: April 4, 2017
Subject: REQUEST FOR APPROVAL OF A SPECIAL PROCUREMENT
In accordance with ORS27913.085, this request for approval of a Special Procurement is being presented
to the City Council for approval. This written request for approval describes the proposed contracting
procedure and the goods or services or the class of goods or services to be acquired through the special
procurement and the circumstances that justify the use of a special procurement under the standards set
forth ORS 279B.085(4).
1. Requesting Department Name: Police Department
2. Department Contact Name: Lynn Merrifield
3. Type of Request: X Class Special Procurement Contract-specific Special Procurement
4. Time Period Requested: From 05/01/2017 To: June 30, 2022
5. Total Estimated Cost: Currently, the cost for uniforms is approximately $25,000 per fiscal year. Future
uniform costs will be dependent on the actual needs of the department and amounts budgeted for uniforms.
6. Short title of the Procurement: Uniforms
Supplies and/or Services or class of Supplies and/or Services to be acquired:
Uniforms for all members of the Police Department, including sworn and unsworn personnel.
(Administration, Officers, Detectives, Evidence Technicians, Community Service Officers, Records
Clerks, Cadets, Part Patrol and Volunteers)
7. Background and Proposed Contracting Procedure: Provide a description of what has been done
in the past and the proposed procedure. The Agency may, but is not required to, also include the
following types of documents: Notice/Advertising, Solicitation(s), Bid/Proposal Forms(s), Contract
Form(s), and any other documents or forms to be used in the proposed contracting procedure. Attach
additional sheets as needed.
Background: The department has directly awarded contracts for uniform purchases to vendors that
can provide the authorized and pre-approved "brand specific" uniform pieces that are required to
ensure the members of the department are dressed and equipped in a uniform manner consistent with
the nature and requirements of their individual positions within the Police Department.
Form #9 - Special Procurement - Request for Approval, Page 1 of 3, 2/27/2017
Proposed procedure: The department is seeking permission to directly award contracts for
authorized and pre-approved "brand specific" uniform pieces "complete by brand" to qualified
vendors based on availability, workmanship and competitive pricing.
8. Justification for use of Special Procurement: Describe the circumstances that justify the use of a
Special Procurement. Attach relevant documentation.
It is mandatory that sworn and unsworn personnel maintain a uniform appearance appropriate for their
individual positions within the department.
Uniform pieces are ordered on an "as needed" basis in specific sizes and quantities required by current
personnel at the time of the order with a quick turnaround to meet the immediate needs of the
department.
Vendors who provide sworn officer uniforms have the Ashland Police Department logo patches and
uniform layouts on hand so they are able to readily alter and fully assemble uniform pieces to custom
fit each individual sworn officer in a timely manner
9. Findings to Satisfy the Required Standards: This proposed special procurement:
X (a) will be unlikely to encourage favoritism in the awarding of public contracts or to
substantially diminish competition for public contracts because:
The Police Department will continue to consider any additional vendors that can supply the current
authorized and pre-approved "brand specific" uniform pieces "complete by brand".
The Police Department will also review and make note of any additional vendors and police uniform
brands for future consideration, if and when any uniform changes are made.
(Please provide specific information that demonstrates how the proposed Special Procurement meets this requirement.); and
X (b)(i) will result in substantial cost savings to the contracting agency or to the public
because:
Ordering uniform pieces on an "as needed" basis in the specific sizes and quantities required at the
time of the order will be a cost savings to the department, as well as to the City vs. having an inventory
of various sizes of uniform pieces that mayor may not ever fit or be worn by the current personnel.
(Please provide the total estimate cost savings to be gained and the rationale for determining the cost savings); or
X (b)(ii) will otherwise substantially promote the public interest in a manner that could not
practicably be realized by complying with the requirements of ORS 279B.055, 27913.060, 279B.065,
or 279B.070, or any rules adopted thereunder because:
It is in the public's best interest for sworn and unsworn personnel to maintain a uniform appearance
and be dressed and equipped in a uniform consistent with the nature and requirements of their
individual positions within the Police Department.
(Please provide specific information that demonstrates how the proposed Special Procurement meets this requirement.)
Form #9 - Special Procurement - Request for Approval, Page 2 of 3, 2/27/2017
Public Notice:
Pursuant to ORS 279B.085(5) and OAR 137-047-0285(2), a Contracting Agency shall give public
notice of the Contract Review Authority's approval of a Special Procurement in the same manner as a
public notice of competitive sealed Bids under ORS 279B.055(4) and OAR 137-047-0300. The public
notice shall describe the Goods or Services or class of Goods or Services to be acquired through the
Special Procurement and shall give such public notice of the approval of a Special Procurement at
least seven (7) Days before Award of the Contract.
After the Special Procurement has been approved by the City Council, the following public notice will
be posted on the City's website to allow for the seven (7) day protest period.
Date Public Notice first appeared on www.ashland.or.us - [f approved April 4, 20171
PUBLIC NOTICE
Approval of a Special Procurement
First date of publication: [April 5, 2017, if approved April 4, 2017]
A request for approval of a Special Procurement was presented to and approved by the
City Council, acting as the Local Contract Review Board, on [f approved, April 4, 2017].
It is in the public's best interest for sworn and unsworn Police Department personnel to
maintain a uniform appearance and be dressed and equipped in a uniform consistent with
the nature and requirements of their individual positions within the Police Department.
The department has received permission to directly award contracts for authorized and
pre-approved "brand specific " uniform pieces "`complete by brand " to qualified vendors.
Public contracts will be awarded based on availability, workmanship and competitive
pricing.
Vendors who can provide the pre-approved brand specific uniform pieces complete by
brand will continue to be considered and vendors who provide different brands of police
unforms will be considered in the future if and when any changes are made to the current
authorized and pre-approved brand specific uniform specifications.
It has been determined based on written findings that the Special Procurement will be
unlikely to encourage favoritism in the awarding of public contracts or to substantially
diminish competition for public contracts, and result in substantial cost savings or
substantially promote the public interest in a manner that could not be realized by
complying with the requirements that are applicable in ORS 279B.055, 279B.060,
279B.065, or 279B.070.
An affected person may protest the request for approval of a Special Procurement in
accordance with ORS 279B.400 and OAR 137-047-0300. A written protest shall be
delivered to the following address: City of Ashland, Tighe O'Meara, Police Chief, Police
Department, 1155 E. Main Street, Ashland, Oregon 97520. The seven (7) protest period
will expire at 5:00pm on [April 12, 2017, ifposted on April 5, 2017]
This public notice is being published on the City's Internet World Wide Web site at least
seven days prior to the award of a public contract resulting from this request for approval
of a Special Procurement.
Form #9 - Special Procurement - Request for Approval, Page 3 of 3, 2/27/2017
Council Business Meeting
March 7, 2017
Title: Approval of Public Art Recommendation for Mural at 1668 Siskiyou Blvd.
From: Ann Seltzer Management Analyst
ann.seltzer@ashland.or.us
Summary:
The Public Art Commission recommends approval of the attached public art proposal with the
condition the property owner and artist enter into an Agreement with the City and assume
responsibility for the maintenance of the public art.
Actions, Options, or Potential Motions:
I move approval of the recommendation of the Public Art Commission for public art to be
installed on the exterior wall of Abby Carpet and Floors at 1668 Siskiyou Boulevard with the
condition that the property owner and artist enter into an Agreement with the City and assume
responsibility for the maintenance of the public art.
Staff Recommendation:
Staff recommends the Council approve the recommendation of the Public Art Commission.
Resource Requirements:
None. The project is being funded by private donors.
Policies, Plans and Goals Supported:
Ashland Municipal Code 2.29.
BacklZround and Additional Information:
Artist Krista Hepford, with the support of Eric Austad owner of Abby Carpet and Floors, has
proposed creating a mural titled "Uplifting" on the east facing exterior wall of Abby Carpet and
Floors at 1668 Siskiyou Blvd. The proposal includes mosaics using scrap materials such as
stone, the and wood. She has enlisted the guidance of professional artist Karen Rycheck and
retired local contractor Darryl Meyerhoff. In lieu of paint, the walls will be tinted using concrete
stain. The mosaics will be created offsite and installed using brackets. The artist has engaged
many of the neighboring businesses some who have committed to assist raising the funds for the
prof ect.
The Public Art Commission supports the project. It engages neighbors, it is proposed in an area
of Ashland that does not currently have public art and shows a collaborative approach between
the property owner, the artist, neighbors and mentors. The project meets the guidelines for the
installation of public art in AMC 2.29. However, the PAC is concerned about the durability of
the proposed mosaic backing and materials, many of which are for interior uses versus exterior
work. Because of this concern, the PAC is reluctant to place the City in the position of
PageIof2 CITY OF
ASHLAND
maintaining the art and recommends the property owner and artist be responsible for
maintenance.
AMC 2.29.150 allows for a contract to be executed for maintenance of public art. The PAC
recommends the City enter into an agreement with the property owner and the artist to maintain
the art for as long as the art is suitable for that location. If for any reason the property owner or
the artist is unable to continue maintenance of the art, AMC 2.29.140 B provides direction on
removal of public art.
The sign code exempts public art installed on private property if it has been vetted by the Public
Art Commission and approved by the City Council.
Upon completion of the mural, it becomes part of the City's public art collection. As is the case
with all public art in the City's collection, if the piece is damaged due to vandalism or weather,
the City will determine if the costs to repair and restore the piece are feasible and proceed
accordingly. If the City determines the cost to repair the damage is not feasible, the piece is
removed from the public art collection and, at the City's expense, removed from the wall.
Attachments:
1) Proposed public art mural
2) Proposed Agreement
3) Petition of neighbors in support of project
Page 2of2 CITY OF
ASHLAND
CITY OF
ASHLAND
Public Art Commission
Mural Application
Applicant
Applicant Name: Er C e,
Applicant phone and email:
Applicant Mailing Address:
C C!6
516,
City: A-5 Slate: Zip: -7 Jr
Lead Artist (City contracts with this person)
Artist Name: ,s JpF'~i2~
Utis# and a ail: kd~n 5~Qjto 5 d''n
Artist's Mailing Address: ~ IL4
city.A(o,-J State: UIZ Zip: 417s,;?-6
Artist website: t~Jt ,d hgot; a 5 .-~'~'L
Proposed Mural )Building
Name cif Property Owner of proposed mural building (if different from applicant)
Owner Phone and email;
Proposed Mural Building Street Address:
vet
Property Owner Mailing Address:
City: 4k `Mate: 6V.. Zip: '?'750-0
Dimensions of proposed mural wall: f 1 g 8( 17
Has the owner given permission for a mural to be painted on the proposed wall?
Y
Revised Mural Proposal 02/17/2017
Project Name: UPLIFTING
Artist: Krista Hepford
Concept: Design a mural with a positive message that varies based on the viewer. It will be made in a
mosaic style with ceramic, stone and wood materials left over from interior design jobs done by Abbey Carpet
& Floor, thereby saving those items from being sent to a landfill.
Theme: "Uplifting" is an image of one person in a higher position on the wall offering a hand to a person in
the lower right: position on the wall. The hands are in the moment just before clasping. It is a simple, yet
elegant display of encouragement that is a positive message though the message may vary to the viewer: It
could be as simple as a person helping someone up, asking someone to dance, assisting someone less
fortunate, heavenly guidance... Any of these are plausible, yet the positive thought is evident throughout any
interpretation. The background will be a simple tone on tone street scene of basic line and shape with little
detail so as not to detract from the foreground image. This places the figures in a community. I feel that
Ashland is a place where we celebrate the individual spirit - encouraging each other to try - while also
supporting each other in our successes and failures. It is evident in the owner operated businesses, the
inventive activities and the charitable events. It's my one word for Ashland: Uplifting
Scale: The design will cover the front two panels {18'8" x 17'} of the wall facing Siskiyou Blvd. with the
background color to extend to the full wall since it can all be seen from the street and will need this for unity
and to keep from detracting from the artwork. A 3ft square scale and W scale have been provided. These
provide the artist with measurements to place the design.
Color: The concrete wall will be cleaned and painted with exterior paint in colors that are earth toned with
the main color being a soft yellow stone similar to the business across the street (House of Tai), the two story
office building nearby, the hotel downtown, the bridges out on Hwy 5, etc. building on that unifying color
foundation. (The name of one of the paint colors is actually called uplifting which assisted with the name of
the image.) Colors of ceramic, stone, and wood-looking mylar adhered to create the two figures will vary due
to the nature of using left over supplies from interior jobs, but in general will be varying shades of earth tones.
Some accents of color may be added if available.
Material/Texture: The materials left from interior jobs are usually beautiful pieces of marble, ceramic tiling,
and wood flooring that can be broken or carved to suit. The pieces will be adhered to the wall with the usual
tile/floor adhesive and spaces in between will be grouted to make sure there are no sharp edges and that the
piece is weather proofed. Any wood will be varnish protected with a urethane that is suitable for outdoor
weather.
Content: The image is suitable for public display in that it is symbolic and beautiful without any political,
religious or commercial intent.
Social Dynamic:
An artwork in this area could really lift community pride here. There are already several people in the area
that I have talked to who want to chip in to support the creation of this mural. The idea of some of the
cultural wanderers coming this way from downtown is exciting to business owners as well. Even people that
live in Ashland are unaware of what is available this side of Siskiyou. People that don't usually come this way
could possibly come to see the mural and notice all the area has to offer. They could have lunch at a Thai
restaurant, desert at the chocolate shop, find out where to repair/remodel things in their home, see available
health alternatives or simply have slurpy from the local convenience store on a hot day as they gaze at the
mural across the way. The proposed mural is multicultural in that there will be many earth tones used to
create the figures. There is a need in the world right now to express a message of kindness and acceptance.
The message of "Uplifting" is a positive message that will remind Ashlanders and travelers that we are all
connected and it is good to help one another.
Historical/geographic/cultural relationship:
This area of town is an underserved neighborhood in regard to art in Ashland. It is another south entrance to
the city that is well traveled. (It was my first image of Ashland as I drove a moving truck here 4 years ago.)
The image it gives is a bit commercial looking in that it has a convenience store and appliance repair along
with several other owner operated office businesses. However, there is a common hue on the exterior of
many buildings in the proposed location. The choice of the background for "Uplifting" was based on this and
on the unity it would bring to the community by reflecting the similar color of the highway bridges and
downtown hotel. At the moment, it doesn't seem to have a lot of history, being more of an expansion of the
town than a planned cultural center. The idea is to spread the culture from downtown out in other directions.
Maintenance & Durability:
Porcelain tile, stone and mylar are some of the most durable materials around. In fact, most of the items used -
for this mural won't require maintenance at all because they are supplies we use to build and enhance our
homes. Paint can be refreshed when the time comes. However, this wall faces the morning sun so it does not
get the harsh light of the late afternoon on it. Overall, this will be a very durable and easy to maintain piece.
It will also be easy to remove if desired in the future as we will be using brackets and bolts to connect the
mosaic part of the art to the wall rather than adhering it directly.
One thing I did not see mentioned in your package is vandalism. 1 know this to be a concern and currently the
wall has evidence of spray paint on it. Beautifying a wall tends to deter this but should it occur, removal of
paint from tile or mylar can be done or the pieces can be removed and replaced. The area businesses are
interested in having the mural lit to brighten up the neighborhood at night. This would also assist in that
protection as any vandals would not have the coverage of the night.
Process:
Stage 1: Under Painting - Clean and prep wall for paint.
Stage 2: Tarp, tape and base -Protect awning and other areas not to be painted. Spray
base color on full wall. Paint basic shape angles of a street in a similar background tone.
Stage 3: Draw & Cut - Draw to scale mosaic part of design (faces, arms, hands) onto
underlayment. Draw contour lines to follow with art medium (tiles, mylar) Cut into
workable sections to be attached to wall with brackets and supports.
Stage 4: Build - Begin cutting/breaking art medium to design. Layout on underlayment
with measured spacers before attaching permanently with weatherproof adhesive. Drill
holes in underlayment for attachment to brackets and leave front tile out to cover after
attached. Grout to permanently protect material edges and remove sharpness.
Stage 5: Attach - Drill holes and attach brackets to concrete wall with wedge
anchors/concrete screws. Line up sections of mosaic and connect to brackets through
pre-drilled holes. Cover with tile and grout if possible to hide bolt connection on the front
side.
Finalizing - Weather proof edges of underlayment as needed. Add 3 D features to
community background (possibly metal window/door, Y2 flower pot, etc.)
Budget:
Labor Cost Estimate $5500.00
Prep wall/ base paint/ paint design/ mosaic-sculptural art
to span two panels size 18'8" x 17'
Supply Cost Estimate
Porcelain tile, stone & mylar $0
Exterior Acrylic Paint: 6 gal. at $25.00 each $ 150.00
Laticrete 4237 All Weather Adhesive Additive with Urethane: 1 (5gal) $125.00
Laticrete Permicolor All Weather Grout: 2 ($57.95/501b) $115.90
Simple Mat Tile Setting Roll for arrangement work 6 ($49.94/ea) $ 299.64
Underlayment (hardboard) $120.00
Anchors/Screws/Brackets:
($1.27/anchor, $3/bracket, $17/box concrete screws) $ 50.00
Optional lighting of artwork: not calculated
(to be done at a later date)
Total Project Cost Estimate: $ 6360.54
Minus building owner contribution ($1700.00)
Remaining amount needed through grant
assistance or fundraising: $ 4660.54
Local Fundraising :
Deena Branson of Branson's Chocolates has agreed to place an image of the proposed artwork on
chocolate bars and sell them to raise money for this project.
Molly Ramirez, owner of the building across the street and Ashland Acupuncture has agreed to host a SK
run to raise money for this project.
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Take an active part in the beautificaton of a building in Ashland.
Through the participation and support of Abbey Carpet Mart,
this project will use left over product from jobs, keeping it
from the landfill and using it to enhance our environment.
Great resume builder for students, great source of pride for the
community and good exercise. Volunteers will need to bust tile,
saw wood flooring and cement pieces to mesh.
If interested, contact artist: Krista Hepford - krista@kdhstudios.com
i
CITY of
ASHLAND
DRAFT
Art Easement
This Agreement, effective on (month/day/year), is between
Fr_,~ C (Grantor" property owner) and the City of Ashland, an Oregon municipal
corporation ("City").
Recitals
A. The City has adopted a process for the placement of public art in and on public and
private locations throughout the City of Ashland.
B. Grantor owns the property legally described in Exhibit A (attached hereto and
incorporated herein) and is willingto make said property availableto the City for the
placement of public art, as defined in Ashland Municipal Code 2.29.120 (hereinafter,
"Artwork"). Said Artwork is described in Exhibit B, attached hereto and incorporated
herein.
C. Artwork is the property of the City of Ashland public art collection and may be removed
or terminated by either party.
In consideration of the mutual promises and performances set forth below, the parties agree as
follows:
1. Gant of Easement. Grantor conveys, grants and warrants to the City, its successors and
assigns, an easement for the purpose of installing, maintaining, operating and exhibiting
the Artwork described in Exhibit B on and in the real property described in Exhibit A,
including any building and structure thereon ("property). The location of the Artwork
shall be approved by the Public Art Commission with final approval by the Ashland City
Council.
IN WITNESS WHEREOF, the City of Ashland, Oregon, has caused this instrument to be
executed by its duly authorized representatives(s) on (date).
City of Ashland, Oregon
Name: . 6L A u.4ad.
Title:
IN WITNESS WHEREOF, GRANTOR has caused this instrument to be executed by its
duly authorized representative(s) on (date).
Grantor
6
Name:
STATE OF2
i
CITY OF
ASHLAND
Public Art Mural Agreement
This agreement is entered into on this _ day of , 2017 between Abby Carpet and Floors ("Property
Owner"), Krista Hepford ("Artist') and the City of Ashland, Oregon ("City").
RECITALS
A. The City has adopted a process for the placement of public art murals on public and private
buildings in Ashland.
B. The Property Owner is willing to make an exterior wall available for a public art mural.
C. After final approval by the PAC of the installed mural, it becomes the property of the City of
Ashland and may be removed by either party after a period of five years.
D. Under the City sign code, a mural placed directly onto a wall is a specifically prohibited form of
"wall graphics". The City sign code, however exempts from its regulatory provisions "public art
defined, approved, and installed in accordance with AMC 2.29.
E. Acquisition and placement of public art in Ashland is to be based upon accepted standards and
guidelines as opposed to personal opinion.
F. Artwork proposed for City acquisition as part of its Public Art Collection must meet established
minimum standards and criteria, and, for placement on private property, the City must be granted
control of an access to the private property by written agreement.
G. Before artwork that is to be part of the City Public Art Collection can be placed on private
property, the Public Art Commission ("PAC") must determine whether the proposed site for the
artwork meets ordinance-defined guidelines for site selection.
H. Property Owner wishes to install a mural on its building by engaging with Artist to design, create
and install a mural combining recycled materials, and mosaics.
L At its public meeting on February 17, 2017, the PAC reviewed and approved the mural
application for the project and made its recommendation to the City Council with the condition
that the property owner and/or Artist assume responsibility for the maintenance of the mural.
J. On March 7, 2017, the City Council approved the recommendation with the condition stated
above.
K. This agreement is in effect for at least five years. After the five year minimum, the agreement
may be terminated by either party upon 30 days written notice. Upon termination, the wall will
be restored to its prior condition at the expense of the party who initiated the termination.
Public Art Mural Agreement 1668 Siskiyou Boulevard Page 1
AGREEMENT
1. Property Owner will engage the artist to implement the proposed mural. Artist is not an agent or
employee of City for any purpose. Except to verify compliance with this Agreement, City will
not provide direction on how the Artist's work is performed and is interested only in the results
obtained under this Agreement.
2. Artist will be responsible for implementing reasonable safety requirements City staff may
recommend, if any.
3. Property owner takes full responsibility for any liability that may arise from the installation or
maintenance of mural.
4. Prior to initiation of the project, Artist will provide the PAC the installation schedule and notify
the PAC when the wall has been prepped and is ready for paint.
5. When each of the following stages of the project has been completed, Artist will notify the PAC
and the PAC will promptly evaluate whether the mural work has so far been carried out in
conformance with the approved design.
a) After the wall has been prepped and is ready for paint;
b) Halfway through the fabrication process; and
c) Within seven days after installation
6. The PAC may designate one or more of its members to conduct the three aforesaid evaluations
and promptly give Artist oral or written notice of the PAC's approval to proceed to any
subsequent Mural stage. It at any stage, the PAC or its designee(s) determine the Mural project
has deviated from the approved Mural concept or the criteria, the Artist must modify the project
to conform to the approved concept or terminate the project.
7. The project will be completed in the summer of 2017.
8. The Property Owner and the Artist are responsible for maintenance of the mural.
9. If the mural becomes damaged due to vandalism or weather, the City will determine if the costs to
repair the damage is feasible and proceed accordingly. If the City determines the cost to repair
the damage is not feasible, the piece is removed from the public art collection and, at the City's
expense, removed from the wall.
10. Upon completion of the project, Property Owner will grant to the City a five-year renewable Art
Easement. In the event the Art Easement is terminated, the mural will become a prohibited sign
that must be removed.
11. This Agreement constitutes the entire understanding between the parties with respect to the
matters set forth herein and supersedes all prior agreement inconsistent herewith. The terms of
this Agreement may be changed or modified only by an instrument in writing executed by both
parties.
Public Art Mural Agreement 1668 Siskiyou Boulevard Page 2
IN WITNESS WHEREOF, the parties or their duly authorized representatives have signed this
Agreement the ay and year first written above.
By:
Eric Austad, Property Owner
By:
Krista Hepford, Artist
By: _
John Karns, City Administrator
Public Art Mural Agreement 1668 Siskiyou Boulevard Page 3
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Council Business Meetinq
March 7, 2017
Title: Endorsement of SOU Film Club for the Purpose. of Hanging a Banner
From: Diana Shiplet Administrative Analyst
Diana.shiplet@ashland. or. us
Summary:
The SOU Film Club would like to make their annual SOU Student Film Festival a community
event and would like to hang a banner across E. Main Street May 22-28, 2017. However, per
ODOT and City of Ashland regulations, the only banners allowed to be hung across E. Main
Street are those for City events or City-endorsed events. Council must decide if they will endorse
this request to hang an anniversary banner.
Actions, Options, or Potential Motions:
I move approval of endorsement for the SOU Film Club for the purposes of hanging a banner
across East Main Street.
Staff Recommendation:
N/A
Resource Requirements:
City staff time for installing the banner is paid for by the $125 banner hanging fee. Endorsement
by the Council does not include waiver of any fees. SOU Film Club will be required to pay all
fees associated with hanging the banner.
Policies, Plans and Goals Supported:
N/A
Background and Additional Information:
City of Ashland and ODOT regulations require that all banners hung across E. Main Street be for
city events or city endorsed events. Any non-city event must request endorsement by a city
commission with final approval by the Council or must directly request endorsement from the
Council in order to qualify for banner hanging. The Ashland Community Hospital Foundation is
not a city event, nor is it a City grant recipient but they are requesting endorsement by the
Council to hang this anniversary year banner.
Attachments:
Letter from SOU Film Club
Page Iof I CITY OF
ASHLAND
To whom it may concern.
Thank you again for your time in reading this letter. My name is Jimmy Leavens and I am
with the SOU Film Club. Every year we as a club in collaboration with other talented students
work on planning the SOU Student Film Festival. This year we desire to make our film festival,
like so many other arts events in Ashland, a community event.
For the past three years we have had the festival at the Varsity Theatre, generously
donated by Coming Attractions Theatres, during the last week of May on the 30th. Besides the
basic flyers promoted downtown, we strive every year to be bigger and better and want to step
it up a notch for this one. This year we were granted funding to go toward marketing materials
and a banner, and we would love to have it shown in the heart of downtown the week leading
up to the big night. Once again, we greatly appreciate you taking the time to read our request
and bringing the matter up at the next meeting.
Best Regards,
Jimmy Leavens
541-601-0168
leavensil@sou.edu
SOU Film Club
SOUsff Planning
fi .ry'
Council Business Meetinq
March 7, 2017
Title: Supplemental Budget & Resolution for 2015-17 Biennium
From: Beverly Adams Interim Finance Director
bev.adams@ashland.or.us
Summary:
It is necessary to amend the 2015/17 biennial budget in order to appropriate new grant revenue
and to make a transfer of appropriations to cover unexpected expenditures.
Actions, Options, or Potential Motions:
I move to adopt a resolution titled, " A resolution adopting a supplemental budget for changes to
the 2015-17 Biennial Budget."
Staff Recommendation:
That Council adopt the attached resolution to authorize proposed changes as defined within this
report for a 2015/17 supplemental budget.
Resource Requirements
All budget changes and requirements are shown in the Background section and the proposed
resolution.
Policies, Plans and Goals Supported:
Administrative/Governance goal:
"To ensure on-going fiscal ability to provide desired and required services at an acceptable
level"
Background and Additional Information:
Oregon budget law (ORS 294.471) provides for mid-year amendments to the budget through the
supplemental budget process.
This supplemental budget contains two types of amendments: the first is merely a transfer of
appropriation from one category to another which does not increase nor decreases the original
budget; and the second is an additional appropriation of revenue which will increase the total
budget. Because these proposed changes consist of transfers and additional appropriation of less
than 10% of the budgeted fund, Oregon budget law allows adoption by Council resolution with
no public hearing requirement.
For additional detail, please refer to the attached "Budget Transfer Request" forms which
provide a revenue source, expenditure account and brief description of the request.
The following illustrates the proposed budget changes:
Page 1 of 2 CITY OF
ASHLAND
Transfer of appropriation only:
Central Services/Salary & Wages To cover unbudgeted costs associated with the City ADM resignation $ 100,300
Central Services/Bank Charges To cover bank fees in excess of budget 80,000
Electric/Energy To cover BPA forecast for increased energy purchases 300,000
Public Works/Airport- Capital Outlay Unplanned airport maintenance requirements 48,000
Health Benefits/Claims Higher than anticipated health claim expense 250,000
Total transfer of appropriation needed $ 778,300
Increase in appropriation:
Fire Life & Safety/FEMA Grant Revenue New grant revenue for home fire sprinklers promotion. 110,717
Fire Forest Division/OWEB Grant Revenue New grant revenue forforest health restoration projects. 568,100
Total Increased Appropriation $ 678,817
Attachments:
Resolution adopting the supplemental budget
Staff budget transfer requests & information
Page 2 of 2 CITY OF
ASHLAND
RESOLUTION NO. 2017-
A RESOLUTION ADOPTING A SUPPLEMENTAL BUDGET
FOR CHANGES TO THE 2015-17 BIENNIAL BUDGET
RECITALS:
ORS 294.471 permits the governing body of a municipality to make a supplemental budget for
one or more of the following reasons
a. An occurrence or condition which had not been ascertained at the time of the
preparation of a budget for the current year which requires a change in financial
planning.
b. A pressing necessity which was not foreseen at the time of the preparation of the
budget for the current year which requires prompt action.
c. Funds were made available by another unit of federal, state or local government and
the availability of such funds could not have been ascertained at the time of the
preparation of the budget for the current year.
THE CITY OF ASHLAND RESOLVES AS FOLLOWS:
Section 1. In accordance with provisions stated above, the Mayor and City Council of the
City of Ashland determine that it is necessary to adopt a supplemental budget, establishing the
following amendments:
Transfers:
Appropriation Resource
Central Service Fund
Administration/Salary & Wages 100,300
Public Works-Administration/Salary & Wages 55,300
City Recorder/Bank Charges 80,000
Contingency 125,000
$ 180,300 $ 180,300
Electric Fund
Electric/Energy 300,000
Electric/Transmission 300,000
$ 300,000 $ 300,000
Airport Fund
Capital Outlay 48,000
Contingency 13,000
Professional Services 10,000
Central Service 25,000
$ 48,000 $ 48,000
Health Benefits Fund
Health Benefits/Claims 250,000
Contingency 250,000
$ 250,000 $ 250,000
Additional appropriations:
General Fund
Fire Life & Safety/FEMA Grant Expense 110,717
Fire Forest Division/OWEB Grant Expense 568,100
Grant Revenue 678,817
$ 678,817 678,817
Pagel of 2
Section 2. All other provisions of the adopted 2015-2017 BIENNIUM BUDGET not
specifically amended or revised in this Supplemental Budget remain in full force and effect as
stated therein.
Section 3. This resolution was duly PASSED and ADOPTED this 7th day of March, 2017,
and takes effect upon signing by the Mayor.
Barbara Christensen, City Recorder
SIGNED and APPROVED this day of , 2015.
John Stromberg, Mayor
Reviewed as to form:
David H. Lohman, City Attorney
Page 2 of 2
C I T Y 4 F
-ASHLAND
Budget Transfer Request
Date: 2/27/2017
Department: Central Services/Administ.
Explanation of request:
A transfer of appropriation is necessary to cover Central Services personnel
costs following salary and wages due the prior City Administrator upon his
resignation in November, 2016.
Transfer From
Account Number Line Item Name Amount
Central Services:
0710.01.99.00.00. Contingency $45,000.00
Public Works/Administration
0710.01.08.11.00.510100 Salaries & Wages $55,300.00
Total Amount of Transfer $ 100,300.00
Transfer To
Account Number Line Item Name Amount
0710.01.01.02.00.510100 Sala & Wages $ 100,300.00
Total Amount of Transfer $ 100,300.00
Requested By: A
Approved B
epartment Head
CITY 4 OF
-ASHLAND
Budget Transfer Request
Date: 2/17/2017
Department: City Recorder
Explanation of request:
Additional budget appropriation is needed to cover the City's banking
expenses. The appropriation will be transferred from Central Services/
Contingency to Central Services/City Recorder/Bank Charges expense as
shown below.
Transfer From
Account Number Line Item Name Amount
0710.01.99.00.00.905000 Contingency $80,000.00
Total Amount of Transfer $ 80,000.00
Transfer To
Account Number Line Item Name Amount
0710.01.04.00.00.605100 Bank Charges $ 80,000.00
Total Amount of Transfer $ 80,000.00
Requested B
B
Approved
Department Head
C I T Y OF
-ASHLAND
Budget Transfer Request
Date: 2/9/2017
Department: Electric
Explanation of request:
Based on forecasts from BPA we are going to be over budget on energy
purchase charges by approximately $285,000. Based on the same forecasts
we will be under budget by $450,000 in transmission.
Transfer From
Account Number Line Item Name Amount
690.11.21.00.606740 Transmission 300 000.00
Total Amount of Transfer $ 300 000.00
Transfer To
Account Number Line Item Name Amount
690.11.15.00.606720 Ener $ 300,000.00
Total Amount of Transfer $ 300,000,00
Re uested
Approved By: "V,1 f
Department Head
cl7'l( 41=
-ASHLAND
Budget Transfer Request
Date: 2/8/2017
Department: Public Works
Explanation of request:
The Airport is budgeted by major category and in the current biennium there
are plans to perform a major tree topping project that was not initially planned
for. The Airport also required more internal project improvements
(maintenance) then was originally forecasted, requiring a transfer from major
categories in order to keep the budge whole.
Transfer From
Account Number Line Item Name Amount
280.99.00.00.905000 Airport Contingency $13,000.00
280.08.00.00.604100 Professional Services $10,000.00
280.08.00.00.605210 Central Service $ 25,000.00
Total Amount of Transfer $ 48,000.00
Transfer To
Account Number Line Item Name Amount
280.08.00.00.704100 Capital Outlay/internal Project $ 48,000.00
Total Transfer
$ 48,ooa.0o
Requested B
Approved B :
Depart tkdead a
CITY Q F
-AS H LA N D
Budget Transfer Request
Date: 2/16/2017
Department: Administration
Explanation of request:
Transfer from contingency up to $250,000.00 for higher than budgeted claims
expenditures in the health benefits fund.
Transfer From
Account Number Line Item Name Amount
725.99.00.00.905000 Contingency 250 000.00
Total Amount of Transfer $ 250,000.00
Transfer To
Account Number Line Item Name Amount
725.01.49.00.607170 Health Benefits Fund $ 250,000.00
Total Amount of Transfer $ 250,000.00
Requested B : YAW
Approved B : '
De rtment Head
CITY C?F
-ASHLAND
Budget Supplemental Request
Date: 2/21/2017
Department: Fire Dept-Fire & Life Safety
Explanation of request:
AF&R received a FEMA Fire and Life Safetv grant in the amount of $110,717
for the purpose of oromotinq home fire sprinklers in Southern Oregon. Most of
the funds have been used to build a fire sprinkler demonstration trailer. The
remaininq funds will be used for advertisinq and education.
New Revenue
Account Number Line Item Name Amount
0110.430123 Grant Revenue $110,71
7
Total Amount of Transfer $ 110,717.00
Additional Appropriations (Expense)
Account Number Line Item Name Amount
075100.604100 Grant Expense $ 110 717.00
Total Amount of Transfer $ 110,717.00
n 'Requested B : ! ; ,R
Approved B
?Oartment He-ad
CITY 4 OF
-ASHLAND
Budget Supplemental Request
Date: 2/21/2017
Department: Fire Dept-Forest Division
Explanation of request:
The Citv was recently awarded the "Oregon Watershed Enchancement Board
Grant" (OWEB) from State lotterv funds in the total amount of $1.153.430.
Of the total grant. only $568,100 is expected to be used this fiscal year,
leaving the remainder to be included in the next budget cvcle. We are request-
ing a unique obiect number for the OWEB grant. (Grant detail attached)
New Revenue
Account Number Llne Item Name Amount
0110.430123 Grant Revenue $568,100
Proiect #000574.100
Total Amount of Transfer $ 568,100.00
Additional Appropriations (Expense)
Account Number Line Item Name Amount
072900.604*** Grant Expense $ 568 100.00
Total Amount of Transfer $ 568,100.00
Requested B : /
Approved B : r,A.J r r ',,/r
De ,pfiftment Hea
CITY OF
^ASHLAND
Memo
DATE: February 15, 2017
TO: Bev Adams, City Financial Officer
FROM: Chris Chambers, Forest Division Chief, Ashland Fire & Rescue
RE: Fire Department General Fund Budget Supplement Request for BN15-17
The following is a budget supplement request for the current biennial budget in the Fire Department
(General Fund). These are items that are previously unbudgeted expenditures with corresponding
revenue from an Oregon Watershed Enhancement Board grant (See attached Director's Award Letter).
FOREST INTERFACE ACCOUNT (GENERAL FUND, FIRE DEPARTMENT)
Oregon Watershed Enhancement Board Focused Implementation Partnerships Grant
The City has been awarded a total of $1,153,430 for the current period with OWEB's expectation that a
portion of this amount will carry over into BN 2017-2019. Based on projections, $568,062.00 of these
funds need to be added to the current biennium budget with the balance entered in the next biennium.
This includes an allowable 4.5% administrative fee.
$568,062.00 Materials and Services
110.07.29.00.604***
t
$568,062.00 TOTAL REQUEST
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OWEB
DIRECTOR'S AWARD MEMO
To: Meta Loftsgaarden, Executive Director
From: Eric Hartstein, Senior Policy Coordinator
Date: February 9, 2017
Project Name: Ashland Forest All-Lands Restoration Initiative
Program: Focused Investment Partnership
Application/Project No., 2168204-15366
Application Type: Restoration
Applicant: City of Ashland
OWEB Funding Requested: $ 1,153,430
Staff Recommendation: $ 1,153,430
Fund Source: Lottery
3
Summary Description of Project. This application seeks funding to implement forest health restoration
activities at nine sites totaling 1,100 acres. Treatment will include ecological and maintenance thinning,
prescribed fire, and noxious weed control. Landscape forest treatments are intended to restore open and closed =
late seral forests, enhance oak habitats, and ameliorate risk of catastrophic fire, among other community
benefits.
Reviewer Comments and Recommendations. The Technical Review Team (TRT) described the Ashland Forest g
All--Lands Initiative as a high performing partnership and applauded the holistic restoration approach that takes
into consideration varying land ownerships, complex forest habitats, and the dynamic social environment of the r
community. The TRT expressed a high degree of confidence in the ecological approach and the ability of the
partnership to deliver strong restoration outcomes. The TRT noted that the partnership has been strategic in
selecting restoration sites building on earlier assessment and prioritization work. It was obvious that momentum
and support for this effort is growing in the community. The partnership has been successful at leveraging
funding, and is implementing projects in a manner that allocates this funding effectively across the landscape.
3
k
To assist with the TRT review, the partnership developed a summary handout that describes each of the r
i
proposed treatments, a pricing sheet for use in the field to determine restoration costs, monitoring objectives,
and a matrix illustrating how the proposed properties were ranked in relation to the objectives of the Ashland
Forest All-Lands Restoration Initiative. The TRT found this summary document useful for the discussion and it f
has been appended to the application.
The TRT and partnership discussed the need for maintenance at treated sites. This will be an ongoing concern
as, once treated, each site will need regular activity to maintain the restoration gains into the future. The
discussion focused on using prescribed fire as the practice becomes accepted in the community, as well as
developing new innovative ways to fund this work, which may include tax incentives. The TRT appreciated
that the partnership was actively planning for the future and was confident that the partnership is poised to find
long-term solutions to this concern. The TRT also noted that the partnership has a rigorous monitoring
Grant Forms/2416 Forms/Director's Award Memo
3
approach, and believe it would be beneficial to incorporate a way to quantify wildlife habitat outcomes for
Northern Spotted Owl and Pacific fisher.
Staff Recommendation. Fund, with conditions
Special Conditions.
The following special conditions apply to the implementation of the project:
(a) Notify the Board's Project Manager before ecological thinning activities commence on the Mountcrest
Forestry property to ensure activities are compatible with the pending conservation easement and
associated management plan.
(b) Pre-Project Photos and Map:
(i) OWEB will not release any funds for a Project site until Grantee has submitted to the Board's Project
Manager pre-project photos at photo points established to track visual change(s) resulting from
restoration project. Grantee should carefully consider photo point locations to ensure photos clearly
show the same sites and perspective in future photos to meet reporting requirements and demonstrate
that completed restoration meets the scope of work described in the grant application.
(ii) OWEB will not release any funds for a Project site until Grantee has submitted to the Board's Project
Manager a map that show's where the photo points have been established. Baseline criteria for the map
include 8 '/a x 11 size and pdf format. Minimum background layers include recent aerial imagery,
Project boundary, streams, and roads/highways.
The following special conditions apply to the to the project completion report (PCR):
(a) Provide at least one (1) photo point from five (5) of the properties being treated. Photo points should
include a pre-treatment photo and post-treatment photo,
The following special conditions apply to the post-implementation status report (PISR):
(a) Provide at least five (5) photos from the photo points as provided for in the PCR.
Director's Award.
By the virtue of the authority vested in the OWEB Executive Director by the Board, I hereby authorize an
award of $1,153,430, with an award date of January 26, 2016 for the project as modified in an amount not to
exceed $1,153,430.
Submitted by:
Eric Hartstein, Senior Policy Coordinator Date
Reviewed by:
'7
Eric Wil ms, Grant Program Manager Date
Appr ve by:
1 l 7
Me JV ftsga rden, Executive Director Date
Grant Forms/2016 Forms/Director's Award Memo
Council Business Meeting
March 7, 20 7
Title: Results of Downtown Survey
From: Ann Seltzer Management Analyst
ann.seltzer@ashland. or. us
Summary
This is a report from Eva Skuratowicz on the downtown survey conducted by Southern Oregon
University Research Center (SOURCE).
Actions, tJptions, or Potential Motions:
This item is informational and does not require Council action.
Staff Recommendation:
N/A
Resource Requirements:
Council approved $4,996 for this project on November 1, 2016.
Policies, Plans and Goals Supported:
N/A
BacklZround and Additional Information:
Last spring, the City Council adopted a number of ordinances intended to address behavior
issues in the downtown core. The ordinances dealt with sidewalk obstruction, intrusive
solicitation and unlicensed dogs. The Council also adopted an ordinance that prohibits smoking
within 10 feet of a downtown sidewalk or in public spaces downtown. The Ashland Police
Department added a second Central Area Patrol Officer and increased the number of police
cadets from four to seven in order to improve uniformed presence downtown. Additionally, the
City contracted with Jackson County for the use of two jail beds for individuals convicted of
crimes in Ashland Municipal Court.
At its July 18, 2016, goal-setting session, the Council discussed its desire to evaluate the
effectiveness of the actions it had taken regarding downtown behavior. At its November 1, 2016,
meeting the City Council approved an intergovernmental agreement with Southern Oregon
University for SOURCE to survey downtown businesses. At the November 15 meeting, the City
Council reviewed the draft survey and approved the questions.
Attachments:
SOURCE Survey of Downtown Businesses Report
Page 1 of 1 CITY OF
ASHLAND
t: City of Ashland Downtown Ordinances
SOURCE
RESEARCH
CENTER
S u u T H E R N
OREGON
UNIVERSITY
S RC E
RESEARCH
CENTER
xi
City of Ashland Downtown Ordinances
SOURCE
RESEARCH
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City? of. Ashland Doxviitown Ordinances
Survey of Downtown Businesses
The Southern Oregon University Research Center (SOURCE) was hired by the City of Ashland to use a
survey methodology to assess the effectiveness of the downtown corridor ordinances that were
implemented on June 1, 2016. The City wanted to determine whether there have been behavior
changes as the result of bans on smoking, soliciting diners, soliciting ATM users, and leaving less than
six feet of clear space on the sidewalk. In addition, the City wanted to know whether there have been
changes in the presence of uniformed officers in the downtown corridor. The survey results show that
while some of the ordinances are having the intended effect, there have also been some unintended
consequences. Findings from an open-ended question on the survey provide a richer understanding of
these intended effects and unintended consequences.
methodolo~t1
There were a number of methodological approaches considered for this project. SOURCE Director, Dr.
Eva Skuratowicz, talked with Ann Seltzer from the City of Ashland to determine the research strategy.
Since the approach needed to center on behavior change in the downtown corridor, it was necessary to
ask people what they had observed and experienced before the ordinances were implemented on June
1, 2016 and what they observed and experienced after that date. The summertime was identified as a
particularly important season to assess, and the June 1, 2016 implementation date gave us a natural
comparison point. Thus we chose to have respondents compare Summer 2015 to Summer 2016.
Business owners and managers were picked as the ideal respondents for this survey because they
observe downtown interactions on a consistent basis, enabling them to be more reliable in reporting on
a change over time. Additionally, the fact that members of the SOURCE research team could call or
walk into a downtown business made it more likely that we could pursue non-respondents and get a
higher response rate.
Measuring change in the downtown environment posed a challenge. The research team knew that if
businesses were asked questions about overall activity in the downtown area, it was possible that high-
activity areas would receive more weight and we would be less informed about low-activity areas or
those areas that had not seen a change. Since we wanted to know about patterns of behavior in
specific locations, we restricted all of the questions, except one, to asking the businesses only about
the public behavior that had been occurring in their outside perimeter. Outside perimeter was defined
as the sidewalk, alley and street-level open space in the front, back and/or side of the physical
boundaries of their business.
SOURCE constructed a one-page questionnaire (the survey) and pilot-tested it on some Ashland
business owners who are not located in the downtown corridor. Subsequently, Dr. Skuratowicz
presented the questionnaire to the Ashland City Council and received feedback that enabled us to hone
in on questions that reflected the City's particular areas of interest. (Please see Appendix A for the final
1
City of Ashland Downtown Ordinances
u
SOURCE
RESEARCH
CENTER,
questionnaire.) The questionnaire was mailed to business owners on November 18, 2016, and a
second questionnaire was mailed out to non-respondents on Dec 16, 2016. After the holidays,
members of the research team called the remaining businesses that had not responded, and completed
the survey with them over the phone.
All businesses were guaranteed confidentiality, so that owners and managers could give honest
answers without worrying about being identified. This means that no business names are used in this
report or any report generated from these data, and that business names will never be connected with
the data that they provided. Also, identifying information was removed from the open-ended responses
from the final question of the survey.
The City of Ashland provided SOURCE with an address list of 208 businesses along the downtown no-
smoking corridor. Using the City's list, we determined that five of the businesses did not meet the
criteria to receive a questionnaire (e.g. a single business that had two addresses or a business that was
housed inside another business) and we also found that another 16 addresses were places that had
gone out business at some point from June 2015 until February 2017. This left a total of 187 valid
businesses. We obtained a filled-out questionnaire for 146 businesses, resulting in a very strong
response rate of 78%. Of those 41 businesses that did not respond, 18 were street-level and the
remaining were either on the second-story or were located behind street-level businesses.
Geographic; Areas of Analysis
In order to determine whether specific areas in the downtown corridor have seen changes in public
behavior due to the new ordinances, we created nine geographic areas for analysis. Below is a map
that is color--coded for each area as well as a text description of each one. In the results section, we will
report the survey findings by first aggregating all of the businesses, and then by each geographic area.
2
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4 ,
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s \v t Z. is y'~. _ a~ j~ • ~ ~ .
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;n
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111 II') ~ ~ -
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v
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v. L r
City of Ashland Downtown Ordinances
bOURCE
RESEARCH
CE JTER.
Geographic Areas of Analysis, continued
Area 1: From the parking lots on the southwest side of North Main Street between Church and Granite
to the businesses on the southwest side of Lithia way west of Water Street.
Area 2: Between North Main Street and Calle Guanajuato including the area on the west side of
Winburn Way below the Ashland Community Center.
Area 3: From Bill Patton Garden to the public parking lot on Hargadine Street to the walkway behind
The Black Swan.
Area 4: Between the corner of North Main Street and East Main Street to the walkway between the
Varsity Theater and the Christian Science Reading Room on the southwest side of Main Street.
Area 5: Between North Main Street and Lithia Way beginning on the southeast side of Water Street and
up to the northwest side of Oak Street.
Area 6: Between Oak Street and Rogue Valley Runners and between East Main Street and the gas
station on Oak Street and the parking lot on North Pioneer and Lithia Way.
Area 7: Between the Varsity Theater and Sunday Afternoons on the west side and First Street on the
east side and between Lithia Way and the Ashland Springs Hotel parking lot.
Area 8: The area bordered by Hargadine Street, First Street, Lithia Way and Second Street.
Area 9: The area bordered by Hargadine Street, Second Street, Lithia Way, Third Street, and Gresham
Street.
4
City of Ashland Downtown Ordinances
SOURCE"RESEARCH
CENTER
Pesi~lts
Smoking/Vaping
Overall, more than half of businesses reported a decrease in smoking and vaping on sidewalks in the
outside perimeter of their downtown businesses from the summer of 2015 to the summer of 2016
(Figure 1). When examining the results from individual geographic areas, over half of the businesses in
areas 2, 3, 4, 6, and 9 reported a decrease in smoking and vaping on the sidewalks (Table 1). Reports
of increasing incidents of smoking and vaping on sidewalks were few and completely non-existent in
areas 3, 4, and 7.
Smoking/Vaping on Sidewalks
n=144
53c/o
29%
6% 11%
Decreased Stayed the same Increased Unable to
determine
Figure 1. Changes in the rates of smoking/vaping on sidewalks in downtown Ashland between the
summer of ?015 and the summer of 2016
Table 1. In comparing the summer of 2016 to the summer of 2015, the amount of smoking/vaping on
the sidewalk(s) in the outside perimeter of my downtown Ashland business has:
Area 1 9 22% 56% 22% 0%
Area 2 18 72% 17% 6% 6%
Area 3 3 67% 33% 0% 0%
Area 4 15 87% 13% 0% 0%
Area 5 15 40% 47% 0% 13%
Area 6 15 67% 20% 13% 0%
Area 7 11 45% 36% 0% 18%
Area 8 34 29% 32% 6% 32%
Area 9 24 67% 25% 8% 0%
5
City of Ashland Downtown Ordinances
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A plurality of business respondents reported seeing an increase in smoking and vaping in alleys and
parking lots in the outside perimeter of their businesses from the summer of 2015 to the summer of
2016 (Figure 2). In looking at individual areas, businesses in area 6, which contains part of Will Dodge
Way, reported a substantial increase in this behavior while only those businesses in area 2 reported
seeing a substantial decrease in this behavior (Table 2).
Smoking/Vaping in Alleys/Parking lots
n=113
40%
33%
16%
12%
-
Decreased Stayed the same Increased Unable to
determine
Figure 2. Changes in the rates of smoking/vaping in alleys and parking lots in downtown Ashland
between the summer of 2015 and the summer of 2016
Table 2. In comparing the summer of 2016 to the summer of 2015, the amount of smoking/vaping in the
alley/parkin lot in the outside perimeter of m downtown Ashland business has: ml~
Area 1 8 0% 75% 25% TM0%
Area 2 12 42% 33% 17% 8%
Area 3 2 0% 50% 50% 0%
Area 4 10 20% 30% 20% 30%
Area 5 9 22% 33% 44% 0%
Area 6 13 8% 15% 69% 8%
Area 7 9 22% 22% 44% 11%
Area 8 28 7% 32% 39% 21%
Area 9 22 18% 32% 45% 5%
6
City of Ashland Downtown Ordinances
F;
URCE
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Soliciting Sidewalk Diners
Of the restaurants with sidewalk dining that responded to the survey, 71 % reported no change in the
incidents of diners being solicited for money from summer of 2015 to the summer of 2016 (Figure 3).
Soliciting Sidewalk Diners
n=17
71%
12% 12%
6%
Decreased Stayed the same Increased Unable to
determine
Figure 3. Changes in the rates of solicitation of sidewalk diners in downtown Ashland between the
summer of 2015 and the summer of 2016
7
City of Ashland Downtown Ordinances
SOURCE
RESEARCH
CENTER,
Presence of Uniformed Officer
Overall, only 5% of the businesses reported a decrease in the presence of uniformed Ashland officers
from the summer of 2015 compared to the summer of 2016. A majority of respondents said it had
stayed the same and about one-third of the businesses reported an increase in uniformed presence
(Figure 4). In looking at individual areas, businesses in areas 2, 3, 4, and 7 reported no decreases in
the presence of uniformed Ashland officers and well over 50% of the businesses in areas 4 and 6
reported that they have seen an increase. (Table 3).
Presence of a Uniformed Officer
n=144
37%
32%
26%
5%
Decreased Stayed the same Increased Unable to
determine
Figure 4. Changes in the presence of uniformed Ashland officers in downtown Ashland between the
summer of 2015 and the summer of 2016
Table 3. In comparing the summer of 2016 to the summer of 2015, the presence of uniformed Ashland
officers occurring in the outside perimeter of my downtown Ashland business has:
Area 1 9 11% 56% 0% 33%
Area 2 18 0% 39% 44% 17%
Area 3 3 0% 67% 33% 0%
Area 4 14 0% 21% 71% 7%
Area 5 15 7% 40% 27% 27%
Area 6 15 7% 20% 60% 13%
Area 7 11 0% 55% 27% 18%
Area 8 34 3% 35% 21% 41%
Area 9 25 12% 36% 16% 36%
8
City of Ashland Downtown Ordinances
S ON R ALE E
' RESEARCH
CPJTER
Sidewalk Obstruction
Almost half of the respondents reported no change in the obstruction of sidewalks in the front or side of
their downtown businesses, while one-quarter saw a reduction in sidewalk obstruction from the summer
of 2015 to the summer of 2016 (Figure 5). In looking at the individual areas, most areas reported a
decrease or no change in the incidents of sidewalk obstruction, although in areas 1, 4, 5, 6 and 9, one-
fifth or more of businesses reported an increase in this behavior (Table 4). Although there was a "not
applicable" option for this question, only three businesses chose this response, thus they were not
included in the chart or table.
Obstructing Sidewalks
n=140
45%
25%
18%
12%
Decreased Stayed the same Increased Unable to
determine
Figure 5. Changes in the numbers of occurrences of sidewalk obstruction between the summer of 2015
and the summer of 2016 in downtown Ashland
Table 4. Obstructing the sidewalks is defined by leaving less than six feet of clear space. In comparing
the summer of 2016 to the summer of 2015, the percentage of time that the sidewalks in the outside
perimeter of my downtown Ashland business were obstructed by people sitting or standing has:
Area 1 9 0% 56% 22% 22%
Area 2 17 41% 41% 18% 0%
Area 3 3 0% 100% 0% 0%
Area 4 14 57% 14% 29% 0%
Area 5 15 20% 47% 20% 13%
Area 6 15 20% 33% 27% 20%
Area 7 11 27% 45% 0% 27%
Area 8 31 16% 55% 13% 16%
Area 9 25 24% 48% 20% 8%
9
City of Ashland Downtown Ordinances
RESEARCH
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Bank ATM Responses
Four banks within the downtown corridor were individually queried about whether they had seen a
change in customers being solicited for money while using the ATM. Two of the banks reported that
there was no change: ATM solicitation was a problem before and continues to be a problem. One of the
banks reported ATM solicitations were never a problem. The fourth bank reported that 2016 was the
worst year yet for ATM solicitations.
Responses to Open-Ended Question
The main focus of the survey was to report on the behavior that is governed by the new ordinances and
to only report on the behavior that occurred in each business' own outside perimeter. However, we also
wanted to give business owners and managers a chance to comment more broadly on whether they
had seen any changes in overall behavior throughout the downtown corridor. The final question they
were asked in the survey was, "Specifically describe what you see as the difference, if any, in public
behavior in the entire downtown corridor when comparing the summer of 2016 to the summer of 2015.
If applicable, give examples." A total of 114 (out of 146) businesses answered this question and their
responses give a broader perspective on the issues.
In looking at the comments from the final open-ended question, we found that 20 businesses saw an
overall improvement in downtown behavior. They cited less smoking, less confrontational and
aggressive behavior, and better overall behavior. Two businesses off the Plaza reported "definite
improvement on the Plaza block" but one went on to observe that the "Entrance to OSF off the sidewalk
by Harvey's is still congested with transients." A retail business emphatically commented that the
downtown has "vastly improved!" while another observed that there are "less large gatherings and
transients" throughout the whole downtown corridor, and another noted there is a "huge increase in
people not smoking." A retail business said they are "grateful for the change" and they see more
student groups coming into their business now. It is important to note that all of these businesses are
not located on Pioneer Street (areas 4 and 6).
Thirteen business owners/managers felt that, overall, there had been no change from the summer of
2015 to the summer of 2016. They made general observations along the lines of, "I can't come up with
specific differences. The last two summers haven't been that different," and "I personally haven't seen a
difference, there still seems to be the same amount of smokers, homeless and panhandlers." A
restaurant owner described it this way, "Not much changed this year."
According to the comments of 29 businesses, the lack of change in the downtown is because
problematic behavior has simply shifted from one part of the area to another. People now change
location to engage in behavior that is unlawful in one part of downtown, but lawful in another. One
business concluded, "Same people, same habits -just a shift to accommodate the laws - to alleys,
sides of buildings, tighter in on the sidewalk." A retail store owner along the Plaza saw positive changes
for their own store, but also stated "Migratory patterns shifted. I saw that other businesses got more
than their fair share of loitering after the ordinances." The owners/managers of 19 of these businesses
specifically commented on the Pioneer/Lithia Way/Will Dodge Way (areas 4 &6) as being
disproportionately impacted by travelers/transients. An owner of a business that provides services
stated, "I've noticed more congregating of smokers in alleyways and parking lots, i.e. the parking lot on
10
City of Ashland Downtown Ordinances
R`E
RESEARCH
CENTER
Lithia and Pioneer." A retail business near the Pioneer area described the challenges they face at their
establishment as well as how it has extended onto Pioneer Street, "We've had human excrement at our
doorstep... We've seen parking spaces and sidewalks blocked in the parking lot at Lithia Way and
Pioneer and the market on the corner." A number of respondents spoke directly about Stop and Shop
on Lithia Way and Pioneer. One business that is located near the market said, "The corner market... as
well as the alley have become a gathering place for groups of `travellers' who beg and harass
passersby. They are rude and smoke/vape. The Plaza area seems more in control and welcoming."
Another business on Pioneer Street stated, "[P]anhandling, smoking/drinking, sidewalk blocking and
people being followed down the street (at night) continue to be a serious problem. We (also) receive
more and more patron complaints each year (about the areas) in front of the Three Penny and the
convenience store on Lithia Way." Another business asked for a stronger "police presence or video
cameras at -the market."
This shift has become a significant hardship for areas 4 and 6 (Pioneer/Lithia Way/Will Dodge Way). A
business owner described what they have experienced as a result of travelers/transients relocating to
this area, "Transients were forced out of Lithia Plaza and Lithia Park, then simply moved over a couple
of blocks to the parking lot area - near my business! Same issues, just a different location! Used our
bathrooms for bathing on a daily basis." Another business owner has faced many challenges:
The number of travellers in front of our business has increased. Since being driven away from the
courtyard, they have taken up residence at Lithia & Pioneer. Customers complain that travellers
aggressively panhandle, curse and swear, smoke marijuana and cigarettes, do not control their
dogs, yell, play loud music, take up sidewalk space and fight. Customers have come to associate
this (area) with large groups of unruly, disrespectful travellers. Will Dodge Way is also worse now.
We have found unconscious people in the alley. There are broken bottles, smoldering cigarettes
in our trash cans, vomit, [and] feces... People smoke. Am I supposed to call the police? The
cigarette will vanish long before a response."
For 21 businesses, there are a variety of behaviors in the downtown area that have become worse.
Many descr°be problems that are not covered by the new ordinances, such as the seven businesses
that singled out more aggression in the summer of 2016. One example is a comment from a
restaurateur, "Transient population increased and became more aggressive. Tourist base shrank and
became more disenchanted." Another business described the transient population as more
"confrontational and vulgar". There appeared to be a larger population of transients in 2016 according
to eight businesses. Two businesses described an increase in crime (a stabbing and "an uptick in
theft"). Five businesses did refer to an increase in behaviors that are governed by the new ordinances,
such as smoking, cannabis use, and dogs not on leash. A service oriented business provided a
summary of a number of these concerns, "2016 is much worse in terms of travelers obstructing
sidewalks, saying confrontational things as I walk by, using our back entrance as a bathroom, and
asking for leftovers and money."
The effect of the ordinances and the resulting downtown behavior on tourists was described in three
distinctly different manners. Of the 14 businesses that made comments, two felt that the changes due
to the ordinances were positive for tourists, two stated that the ordinances were excessively tourist-
11
City of Ashland Downtown Ordinances
ZUUKCL
RErEARCH
CEhJTER
focused and 10 presented downtown behavior as increasingly bad for tourism. Of the two
establishments that felt that the ordinances have made the downtown more hospitable for tourists, one
indicated, "Big improvement - Thank you!!! More space for tourists now to enjoy downtown." Of the two
businesses that felt the ordinances were overreaching, one stated, "Way more tourist-based, give the
kids a break. Ashland should continue to accept people of all backgrounds." For the remaining 10
businesses, downtown behavior was continuing to have a significant impact on tourists, albeit in ways
that were not addressed by the ordinances. One retail business noted, "People aggressively begging
for food and money has gotten worse and worse! Our customers complain about it all the time.
Especially the tourists!" A restaurant summed it up in this manner, "Less smoking, but other than that it
is still the same for aggressive soliciting for food or money. It is also the same if not more for
harassment of tourists... I've personally heard tourists say they wouldn't want to live here due to all the
problems with the transients."
The prevalence of drug and alcohol use in public was mentioned by 15 businesses. One retail
business respondent said they "haven't seen as many drug deals" from their front window since the
ordinances were passed. The remaining 14 chronicled the ongoing public consumption of marijuana,
cigarettes, alcohol, and other drugs. The manager of a service-oriented business described looking
down from their office window at work and seeing "open consumption/smoking of cannabis."
The new ordinances were declared bad for business by 6 establishments. One explained, "I
absolutely despise these laws because I own a bar and I'm trying to run a business, if anything, I think
the new laws have been a drag on all activity downtown." A retail business stated that Ashland is "over-
regulated."
Three businesses expressed concern about the plight of the people on the street. One of them wrote,
"Tragic to see young people like this - seems outreach counselors on the street needed to work with
these kids. A homeless camp would be helpful too, with laundry and showers, food kitchen, bunkhouse,
place for tents."
Discussion
These results point to the need to continue the discussion about public behavior in the downtown
corridor. The overall findings, from some of the questions, are straightforward. Businesses reported a
reduction in smoking on the sidewalks in the downtown corridor, and this holds up whether looking at
the overall numbers or the specific outcomes by geographic area. At the same time, the reported
increase in smoking and vaping in the alleys and parking lots suggests that smokers have migrated.
The assessment of the presence of uniformed officers reveals some distinct trends. In the overall
numbers, Ashland businesses reported seeing about the same or an increased number of officers. If
these data are broken down by geography, there are some areas (Pioneer/Lithia Way/Will Dodge Way)
where businesses reported seeing a significant increase in uniformed officers, while other areas on the
outskirts of the downtown had a more difficult time determining if there has been a shift in officer
presence. The data from the remaining questions on the survey do not provide the same type of clarity.
The results from the sidewalk obstruction question show that one-quarter of the businesses reported a
12
City of Ashland Downtown Ordinances
SwuRC'OE
RESEARCH
CEINTER
decrease. However, the percentages of businesses that had seen no change or an increase in
obstruction point to the fact that this may be an issue that deserves more attention. The responses to
the questions regarding soliciting sidewalk diners and soliciting ATM users indicate that these may be
issues that need a greater degree of support and enforcement. For all of these questions, the
geographic data can be useful in terms of identifying where resources could be focused.
The answers to the open-ended question indicate both successes and challenges regarding the new
downtown ordinances. While many of the comments do address behaviors governed by the new
ordinances, other comments focus on behaviors that are not covered by the ordinances such as
aggression, harassment, littering and a perceived increase in the transient population. The open-ended
comments do reveal a geographic shift in where problematic downtown behavior occurs. The trends
identified by these comments can be used in conjunction with the geographic data to specify additional
solutions.
13
City of Ashland Downtown Ordinances
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Appendix A: Survey Instrument
Ashland Downtown Ordinances Survey
1. My business in the downtown area is at:
0 Street-level 0 Above street-level* 0 Below street-level*
*If your business is above or below street-level, please answer the following questions in regards to the
street-level area directly above or below your business.
2. Does your business have access off of an alley or have a window that opens on an alley?
0 Yes 0 No
4For the next five questions, you will be asked about activities that occurred in the outside perimeter of your
business. By outside perimeter, we are referring to the sidewalk, alley and street-level open space in the front,
back and/or side of the physical boundaries of your business. Please assess only the activities that occurred
in the open space that is within your property lines.
3. In comparing the summer of 2016 to the summer of 2015, the amount of smoking/vaping on the
sidewalk(s) in the outside perimeter of my downtown Ashland business has:
0 Decreased 0 Stayed the same 0 Increased 0 Unable to determine
4. In comparing the summer of 2016 to the summer of 2015, the amount of smoking/vaping in the
alley/parking lot in the outside perimeter of my downtown Ashland business has:
0 Decreased 0 Stayed the same 0 Increased 0 Unable to determine 0 N/A
5. In comparing the summer of 2016 to the summer of 2015, the occurrence of sidewalk diners being
solicited for money in the outside perimeter of my downtown Ashland business has:
0 Decreased 0 Stayed the same 0 Increased 0 Unable to determine 0 N/A
6. In comparing the summer of 2016 to the summer of 2015, the presence of uniformed Ashland officers
occurring in the outside perimeter of my downtown Ashland business has:
0 Decreased 0 Stayed the same 0 Increased 0 Unable to determine
7. Obstructing the sidewalks is defined by leaving less than six feet of clear space. In comparing the summer
of 2016 to the summer of 2015, the percentage of time that the sidewalks in the outside perimeter of my
downtown Ashland business were obstructed by people sitting or standing has:
0 Decreased 0 Stayed the same 0 Increased 0 Unable to determine 0 N/A
14
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8. Specifically describe what you see as the difference, if any, in public behavior in the entire downtown
corridor when comparing the summer of 2016 to the summer of 2015. If applicable, give examples.
Continue answer on back if needed
15
i
Council Business Meetinq
March 7, 2017
Title: Climate and Energy Action Plan - Plan Acceptance/Approval
From: Adam Hanks Interim Assistant to the City Administrator
adam@ashland.or.us
Summarv:
With a unanimous vote on February 15, 2017, the Climate and Energy Action Plan Ad-Hoc
Committee made a recommendation to forward the Climate and Energy Action Plan (LEAP) for
Council approval. The plan is a culmination of 18 months of committee work and extensive
public engagement.
The CEAP document provides a foundation and strategy framework for the community and the
City to reduce greenhouse gas (GHG) emissions and improve resilience to future impacts of
climate change to our local environment, infrastructure and people.
Actions, Options, or Potential Motions:
I move to accept and approve the Climate and Energy Action Plan as presented.
Staff Recommendation:
Staff recommends approval of the Climate and Energy Action Plan.
Additionally, staff requests Council direction on the desired next steps for two potential
ordinances described in the implementation plan section of the CEAP and included in the
Council packet for reference:
1) Adoption of the CEAP Goals and Target
2) Creation of a new, permanent CEAP Commission
Resource Requirements:
Initial and ongoing implementation of the strategies and actions contained within the CEAP
document are outlined starting on page 105. Of primary importance to the success of
implementation is the creation and funding of a new, full-time staff position. The position, with
senior level staff oversight and direction, would be responsible for coordinating both internal and
external activities described in the plan, including:
• Work with City departments to facilitate, design, and track strategy and action
implementation
• Develop and lead outreach efforts with external stakeholders to encourage and support
taking actions identified in the plan
• Provide leadership and direction to the City's internal climate action advisory team (new)
• Lead development and presentation of annual CEAP progress reports and plan updates
• Provide staff support to the CEAP Advisory Commission (if created)
• Lead the three-year update cycles for both the CEAP and the GHG Inventory
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The estimated cost for the new position, including wages and benefits is approximately
$100,000. A complete funding request will be developed and presented as part of the 2017-19
biennial budget process.
Funding Sources
The implementation plan component of the CEAP document outlines and recommends eight key
priority actions for the first year of the plan. One of these key elements is to identify and
designate funding sources, both for individual actions and for long term sustainability of the
effort. Potential funding sources are identified on page 107 of the document and include
revenues from the Electric, Water and Storm water utilities, General Fund, potential state/federal
grants and revolving loan programs.
Many individual actions will be assigned to specific City departments and will be integrated into
department work plans over the next biennium and beyond. Some of these actions will require
new funding sources, while others may be accomplished with prioritized staff time rather than
formal expenditures. Additionally, many recommended actions build upon existing programs
and successful initiatives where smaller, incremental financial investments may be sufficient to
meet the intended objectives.
The 2017-19 biennial budget process provides the opportunity to put the staffing resources in
place to design, propose and build a long term, financially sustainable program to meet the
challenge that the CEAP document describes and guides the community toward.
Policies, Plans and Goals Supported:
1) 2015-17 City Council Goals
22.1 - Develop and implement a community climate change and energy plan
2) Ashland Comprehensive Plan, Element XI - Energy, Air and Water Conservation
Background and Additional Information:
With the support and advocacy of the Conservation Commission and concurrence from the
Council, Mayor Stromberg created the CEAP Ad-Hoc Committee in June of 2015 with a core
group of members. Additional members have been added since that time, with a final member
total of 13 (11 voting members).
The CEAP Committee began meeting in September of 2015 and completed their given charge on
February 15, 2017, with a unanimous vote of approval to move forward the CEAP document to
Council for acceptance and approval. In addition to the over 30 Committee meetings, during
which consistent and valuable input from the public was received and utilized, the Committee
and staff held two internal workshops to integrate existing projects and planned operational and
community projects that could be leveraged into the plan document.
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Key Milestones in the CEAP process:
Date Milestone
Sept 2015 CEAP Committee assembled and begins meeting
- - - - - -
Nov 2015 Geos Institute Climate Challenge events kick-off community interest/engagement
- - - - - -
Feb 2016 RFP and selection of Cascadia Consulting for document and public engagement services
_ m e
Feb 2016 Completion and presentation of first Ashland Greenhouse Gas Inventory (See appendix
_m a _
April 2016 Completion of Ashland Climate Trends Summary document (See appendix)
_ _ _ _
May 2016 Community Open House #1 Ideas, priorities, vision, initial target formation, etc.
_ .
July 2016 First milestone update to Council - Initial plan goals/targets (later updated)
- -
Sept 2016 Geos Institute/Rogue Climate - Community Survey (see packet attachments)
_ _ _ - _
Sept 2016 Community Open House #2 - emission modeling, climate vulnerabilities, initial goals and
strategies
- -
Dec 2016 Community Open House #3 - Initial full draft plan review, Q & A
_ -
Jan 2017 CEAP draft document preview and discussion at Council Study Session
d _.a_ a. _ _ _ _ .e_
Feb 2017 CEAP Committee final vote to approve and recommend approval by Council
CEAP Document Elements
The CEAP document touches and impacts many different aspects of City operations and the
community in general. The plan is designed as a strategic framework that bridges a variety of
City master plans and other similar policy documents and lays out opportunities to take actions
that align with other key community policy initiatives to meet climate change related goals and
obj ectives.
Goals and Targets
These identified opportunities have been reviewed, filtered and prioritized to meet the plan's
overarching goals, which are:
1) Reduce Ashland's contribution to global carbon pollution by reducing greenhouse gas
emissions associated with City, residential, commercial and industrial activities:
o Reduce total community greenhouse gas emissions by 8% on average annually
through 2050
o Attain carbon neutrality in City operations by 2030, and reduce fossil fuel
consumption by 50% by 2030 and 100% by 2050
2) Prepare the City's communities, systems and resources to be more resilient to climate
change impacts
As noted in the plan document in several places, the 8% annual emissions reduction goal is
derived based on what is called a science based methodology and is a relatively new method for
setting emission reduction targets.
Rather than previous methodologies that attempt to reduce carbon emissions by arbitrary
percentage reductions compared to a specific point in time (i.e. 80% reduction below 1990
levels), a science based methodology calculates a per capita ratio of carbon emission reductions
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needed to return to a global "safe zone" level of 350 parts per million of greenhouse gases in our
atmosphere. This goal methodology results in a very aggressive reduction trajectory; however, it
aligns with what is globally accepted as necessary to avoid potentially catastrophic impacts.
While it is understood that local action alone cannot achieve the proposed goal, local action can
significantly impact the reductions needed and can be a catalyst for action and change beyond
what can be collective controlled and influenced at the local level.
The decision to recommend the science based 8% annual (avg.) emissions reduction was not
taken lightly by the CEAP Committee and involved many hours of meeting time to discuss and
debate. In the end, the desire to set a target that connected with the necessary atmospheric
reductions won out, despite the challenge that it creates and with the acknowledgment that
"upstream" behavioral and regulatory changes, along with technology advancements are
necessary for ultimate achievement.
In addition, the CEAP Committee heard consistent testimony from the public in their meetings
and at the community open houses advocating for these goals and targets to be adopted by the
City through an ordinance. With significant discussion, the Committee voted to recommend that
the goals and targets be adopted by Council as an ordinance.
Using an initial ordinance draft submitted by a local, participating climate non-profit, staff
developed a working draft ordinance document included in the packet materials to assist Council
in making a decision on how it prefers to approach this recommendation. If pursuing the goal
adoption by ordinance is the preference of the Council, the current draft ordinance will require
additional review by the City Attorney and will be brought back to Council at a future meeting
for first reading.
Strategic Initiatives
The CEAP is centered on the follow six key strategic initiatives:
• Transition to clean energy
• Maximize conservation of water and energy
• Support of climate-friendly land use and management
• Reduced consumption of carbon-intensive goods and services
• Inform and work with residents, organizations, and government
• Lead by Example
Focus Area Categories
Each of these initiatives were used to develop strategies and corresponding actions across six
focus areas:
• Buildings and Energy
• Urban Form, Land Use and Transportation
• Consumption and Waste
• Natural Systems
• Public Health, Safety and Well-Being
• Cross-Cutting Strategies
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Implementation Plan
Recognizing the breadth, scope and aggressiveness of the plan, the document contains an entire
section devoted to successful implementation. Key initial, year one implementation steps
recommended by the CEAP Committee include:
o Formalization of the City's commitment to the CEAP goals, strategies and actions via
ordinance
o Funding and hiring of a full-time, permanent CEAP staff position
o Creation of a permanent CEAP Advisory Commission
o Creation of an internal City Climate Action Team
o Identification and designation of existing and potential funding sources for staffing and
action implementation
o Establishment of CEAP progress indicators
o Commencement of Phase I priority Actions.
It is acknowledged and anticipated that progress and success of the plan will require an increased
focus on climate change and carbon emissions as key decision making considerations and will
involve nearly every department within the City, as well as community and civic partners,
businesses and all residents.
Attachments:
Final Draft CEAP - February 2017
Draft Ordinance - Climate Goals and Targets
Draft Ordinance - Creation of CEAP Commission
Final CEAP Ad-hoc Committee Minutes - February 1, 2017 and February 15, 2017
Ashland Chamber of Commerce - CEAP Comments
Rogue Valley Transit District - CEAP Comments
Geos Institute/Rogue Climate - Community Survey Summary
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BEFORE THE CITY COUNCIL OF ASHLAND, OREGON
AN ORDINANCE CONCERNING THE CURRENT AND FUTURE PROTECTION OF THE
HEALTH, SAFETY, AND WELFARE OF RESIDENTS AND ECOSYSTEMS OF THE CITY OF
ASHLAND, OREGON,
A. Climate change is caused by anthropogenic activities, primarily from the consumption of fossil fuels
that emit greenhouse gases, primarily carbon dioxide (C02) and methane, the primary component of
natural gas.
B. Mean global temperature is increasing as a result of increased concentrations of greenhouse gasses in
the atmosphere.
C. The decade from 2000 to 2010 was the warmest on record; 2016, 2015 and 2014 are the three hottest
years on record; and the seventeen consecutive months of May 2015 through September 2016 have each
set a record for global average surface temperatures for their respective months.
D. C02 levels in the atmosphere surpassed 400 parts per million (ppm) for the first time in 800,000 years
in the year 2013 and now are at the brink of permanently remaining above 400 ppm in the absence of a
global effort to reduce emissions.
E. Scientists predict that by 2100 average global temperatures will be 2 to 11.5 degrees Fahrenheit higher
than they are now, depending on the rate of emissions.
F. As climate change continues, the Pacific Northwest will experience a considerable amount of variation
in temperature and precipitation. This is expected to have a significant impact on the local environment,
economy, and community while affecting all sectors including water and other natural resources,
agriculture, and recreation/tourism.
G. Emissions of greenhouse gases are already impacting global ecosystems causing ocean acidification,
ocean warming, and warming of the Earth's surface. Continuation of these trends lead to rising seas,
more frequent and severe weather events, heavy rainfall and flooding, heat waves and drought, intense
and destructive wildfires, disrupted ecosystems and agriculture, more disease, famine, disrupted
economic sectors and job markets, conflict and human loss of life, increased social and economic inequity
resulting in a an added burden on those least able to adapt.
H. The health, welfare, and economic future of the citizens of Ashland are threatened by these climatic
changes.
1. Meaningful action is needed at all levels of government to mitigate climate change, effectuate climate
recovery, and leave a healthier environment and atmosphere for future generations. The City of Ashland
("The City") is ready to do its part, and will engage its residents, visitors, businesses and organizations to
do the same.
K. This ordinance is based on the widely-accepted science of climate change. Specifically, this
ordinance is a direct effort to contribute to climate stabilization and to respond to the present and future
adverse impacts climate change poses to our health and safety, our environment, and our local and global
economies.
L. With the passage of this ordinance, Ashland commits itself to actively and significantly reducing all
GHG emissions attributable to the community as defined in existing and future Greenhouse Gas
Inventories. The GHG reduction targets prescribed in this ordinance are designed to be consistent with
science-based goals, primarily the goal of returning global atmospheric C02 concentrations to below 350
ppm by the year 2100.
M. The City will be guided and directed by a Climate and Energy Action Plan, which will be created
and developed by the City with input from Ashland residents. Progress in meeting the prescribed
reductions will be monitored and reported on by the City, and course corrections to the plan can and
should be made, as needed over time.
N. Failure to complete the Climate and Energy Action Plan and take meaningful action could
permanently affect the safety, health, welfare, and economic future of the City and its residents. Delayed
action could also result in increased City costs and community impacts.
SECTION 1: The City of Ashland Municipal Code (AMC) Chapter 9 is amended by adding new
Sections to read as follows:
9.40 CLIMATE RECOVERY
9.40.010 Definitions - The following words and phrases whenever used in this chapter shall be construed
as defined in this section.
A. "Carbon Neutral" means zero net emissions of greenhouse gases (GHG)
B. "City Operations" means functions, services and other similar activities carried out by the
Ashland Municipal government.
C. "GHG Baseline" means the carbon emissions calculations for 2015 as found in the 2016
Greenhouse Gas Inventory document
D. More to come pending full Legal review
9.40.20 - Climate Recovery Goals - Community
A. By the year 2100, total community greenhouse gas emissions shall be reduced to an amount that
is no more than the City of Ashland's average share of a global atmospheric greenhouse gas level
of 350 ppm, which is estimated in 2016 to require an annual average emission reduction of 8%.
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9.40.030 - Climate Recovery Goals - City Operations
A. Using actions contained in the Climate and Energy Action Plan, City operations, facilities and
services shall reach carbon neutrality by 2030.
B. The City shall reduce its fossil fuel consumption by at least 50% by 2030 and 100% by 2050.
9.40.040 - Climate and Energy Action Plan
A. The Climate and Energy Action Plan shall contain the following:
1. Plan for City Operations, which shall contain specific and measurable GHG reduction targets and
milestones to guide and direct City operations in achieving the required carbon mitigation and
fossil fuel reduction targets.
2. Plan for the Community, which shall contain specific and measurable GHG reduction targets and
milestones to guide and direct the community in achieving the required carbon mitigation
reduction targets.
3. Each plan shall contain the following:
a. Strategies, actions, timelines and progress indicators to meet GHG reduction targets
b. Measurements to evaluate progress and achievement of actions
c. Minimum reporting content and schedule for City Council for CEAP and GHG Inventory
d. Identified process for plan amendments, including comprehensive review on a three year
cycle.
e. Identified role of the Climate and Energy Action Plan Commission in advisory and
recommendation capacity for CEAP implementation and updates
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ORDINANCE NO.
AN ORDINANCE CREATING THE CLIMATE AND ENERGY ACTION COMMISSION
2.27- Climate and Energy Action Plan Advisory Commission
2.27.005 - Purpose
Upon adoption of this ordinance, the Mayor shall establish a permanent Citizen Commission to provide
oversight and recommendations regarding the implementation of the Climate and Energy Action Plan, as
well as recommending updates and modifications to the Climate and Energy Action Plan (CEAP)
document.
2.27.010 - Establishment - Membership
The Commission shall reflect and represent a wide range of community interests and perspectives,
including environmental, energy efficiency, renewable energy, academic and business, low income,
equity, and health, communities of color and elderly. The Commission shall consist of nine (9) voting
members, including at least one (1) of whom shall be 35-years-old or younger at the time of appointment
and one (1) of whom shall be 25-years-old or younger at the time of appointment. Eight (8) of the
members shall reside within the City, and one (1) may be an at large member living within the Ashland
urban growth boundary. One (1) Mayor or City Councilor and one (1) City staff person shall serve on the
Commission as non-voting, ex-officio members. The primary staff liaison shall be appointed by the City
Administrator and shall serve as Secretary of the Commission. Voting members shall be appointed by the
Mayor with confirmation by the City Council
2.27.020 - Powers and Duties
A. Monitor and advise on the Implementation of the Climate and Energy Action Plan for
the Community and City Operations
B. Recommend modifications to benchmarks, targets or implementing actions contained in
the CEAP as needed to incorporate the best available science and practices to achieve
CEAP related goals and targets.
C. Monitor progress toward achieving the reductions of GHG emissions prescribed by this
ordinance
D. Work to ensure that the CEAP considers public input and long-term social, economic and
environmental impacts
E. Recommend changes in city ordinances, rules and processes that facilitate and/or
incentivize residents and businesses to reduce their GHG emissions
F. Work to ensure the plans are socially equitable for all community members including
low-income, young people, persons of color, elderly and those living with disabilities.
G. Work to ensure the CEAP protects Ashland's quality of life by identifying, benefiting,
and preserving long-term natural resources, services, amenities, institutions, industries,
and community characteristics valued by Ashland residents.
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Minutes for the Climate and Energy Action Plan ad hoc Committee
February 1, 2017
Page 1 of 3
MINUTES FOR THE CLIMATE & ENERGY ACTION PLAN ad hoc COMMITTEE
Wednesday, February 1, 2017
Siskiyou Room, 51 Winburn Way
1. Call to Order
Councilor Rich Rosenthal called the meeting to order at 3:32 p.m.
Committee members Roxane Biegel-Coryell, Bryan Sohl, Jim Hartman, Claudia Alick, Louise
Shawkat, Isaac Bevers, and Claire Prior were present. Staff member Adam Hanks was present.
Committee members Marni Koopman and James McGinnis arrived late. Committee members
Stuart Green, Cindy Bernard, and Greg Jones were absent.
2. Icebreaker
Group did a teambuilding icebreaker answering the question, "If you had unlimited funds, what's
one thing you would do for this community?"
3. Approval of Minutes
The minutes of January 18, 2017, were approved as submitted.
4. Public Input
Huelz Gutchen - stated that measuring Ashland, the County, and the world's carbon numbers is
challenging he figures it's roughly 490 parts/million. Adding in methane and other gases he fears
we will hit 600 parts/million and that we will never see anything below 500 parts/million no
matter what we do but we need to do all we can to keep it down. The best vision of the future is
how many renewable energy projects we create each year. He also stated that we need to
measure kilowatt hours in all proposed actions.
Committee member Koopman arrived 3:38 p.m.
Allie Rosenbluth - thanked the group members for all their hours of work. Stated that
community members she's spoken to are also thankful for the effort. She is concerned the
implementation plan still states ordinance or resolution, not just ordinance. The community has
said many times why an ordinance is important so that should be changed in the plan.
Hanks stated that he thought all those instances of "resolution" had been removed but if not, they
will be by the final version.
James Stephens - stated if he had unlimited resources he would electrify everything. He
informed the group that at the February 9th Transportation Commission meeting they will be
talking about public transit and discussing lots of options for Ashland. He thinks the proposed
Nevada Street bridge is a bridge to nowhere and that if people care about climate issues they
should be paying attention to this project. He stated that Sharon Javna sent an e-mail to some
members of the committee regarding whether or not the committee wanted to make a statement
on the in-progress Transportation System plan.
Committee member McGinnis arrived 3:42 p.m.
Minutes for the Climate and Energy Action Plan ad hoc Committee
February 1, 2017
Page 2 of 3
Group agreed that if there was time they would discuss the request to make a statement to the
Transportation Commission regarding the Transportation System Plan.
5. Recap of Council Study Session
Rosenthal gave an overview of the meeting and the process moving forward. Group discussed
some of the concerns expressed by the Council at the study session. Group also expressed
concerns with whether or not Council understands that this plan will be the most aggressive plan
in the nation.
6. Updated Draft Plan
Group discussed each action which had been recently edited and let Hanks know if the edits were
acceptable or if additional edits were required.
Group discussed some ways the implementation plan actions are already incorporated in on-
going projects and staff work and ways in which those not included may be in the future. Group
also discussed the desire to have footnotes/endnotes with all citations.
Bevers raised concerns that the plan contains lots of numbers, but has very little story-telling to
engage people who have not been a part of the process. Group discussed ways they could make
the plan more engaging. Bevers agreed to write a "day in the life in 2050" for the group to
consider at the next meeting.
Group raised concerns that the Thought Experiment section doesn't connect at all with the actual
goal. Rosenthal wondered if section should be removed and replaced with the vision story Bevers
will be writing. Group discussed ways Cascadia could instead alter the numbers to connect with
the plan, including explicitly stating the 8% goal. Some in the group raised concerns that the
central idea of the section is not clear. Some wanted it to be used to make it clear that the current
goal is beyond our current capabilities. Others wanted it to be used to set a more positive spin on
what we can achieve. Others in the group wanted the section to clearly lay out all how much
needs to be done now to achieve any reduction. Group did not agree on a direction, but requested
edits by Cascadia to clarify the section.
Group discussed other edits to the document, including the need to include the word, "disability"
in the equity sections.
7. Implementation Budget Preparation Overview
Hanks gave an overview of the upcoming budget process and how it will incorporate some of the
Phase I actions but others, like the FTE position, will be incorporated as add packages. Staff is
also working on showing the "soft dollars" (like staff time) needed for the plan, so Council has a
clearer picture of the work involved with implementation.
8. Transportation System Plan Statement Consideration
Group discussed whether a statement to the Transportation Commission was appropriate.
Rosenthal stated that while it's appropriate for individual committee members to attend those
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Minutes for the Climate and Energy Action Plan ad hoc Committee
February 1, 2017
Page 3 of 3
meetings and express their personal opinions, it's not a great idea for a committee to make
recommendations unrequested on a plan not yet completed. Group agreed.
9. Next Meeting
The upcoming meeting schedule is as follows:
February 15, 5:30 p.m. final plan recommendation and vote
March 7, 7:00 p.m., Council Business meeting
10. Adjournment
Meeting adjourned at 5:32 p.m.
Respectfully submitted,
Diana Shiplet, Executive Assistant
Minutes for the Climate and Energy Action Plan ad hoc Committee
February 15, 2017
Page 1 of 4
MINUTES FOR THE CLIMATE & ENERGY ACTION PLAN ad hoc COMMITTEE
Wednesday, February 15, 2017
Siskiyou Room, 51 Winburn Way
1. Call to Order
Councilor Rich Rosenthal called the meeting to order at 5:30 p.m.
Committee members Bryan Sohl, Isaac Bevers, Cindy Bernard, Louise Shawkat, Stuart Green,
James McGinnis, Roxane Beigel-Coryell, Jim Hartman, Claire Prior, Greg Jones, and Marni
Koopman were present. Staff member Adam Hanks was present. Committee member Claudia
Alick was absent.
Rosenthal thanked the group for their many meetings of work.
2. Public Input
Carson Berry - thanked the group for their work. Stated that he has been working with others in
support of the ordinance and he thanked the group for their support of the ordinance. He
encouraged the group to push the ordinance forward fast and stated that there is no time to lose.
Allie Rosenbluth - thanked the group for holding such a thoughtful process. She stated that we
live in a creative community and she is grateful to be in such a thoughtful space. She knows that
this process would not have been done without the work of this group and understands that the
actions of the plan can't be completed without the creative community we live in.
Robert Block-Brown - stated that he is extremely proud to be a citizen of Ashland. He has
attended state-wide climate action meetings and folks there are blown away by the depth and
breadth of the Ashland plan and the community's commitment to support the plan. He stated that
other groups are still talking about carbon but this group is clearly talking about all polluting
gases, which makes us multiple steps ahead of most other communities. Ashland should be a
leader in the State but we need to recognize that real change isn't possible without the entire state
making an effort.
James Stephens - stated that he echoes the thanks for a job well done. He stated that the group
has done this process with scientific thought and a good step by step process. The group has
made it clear that it's not just concerned with carbon but with all greenhouse gases and has
worked hard to understand and make changes. He stated that at last Thursday's Transportation
Commission meeting one of the commissioners offered to be the transportation commission
liaison to any group wanting to work on sustainable transit in Ashland. He stated that on
Monday, February 20th there will be a citizen's transit group meeting at Washington Federal
Bank on Lithia Way.
Huelz Gutchen - stated that the ozone hole at the North Pole is coming back due to climate
change. He stated that carbon is really the most talked about greenhouse gas. He stated that the
best thing we can do is to put up solar panels, buy electric cars, and install LED lightbulbs. It is
hard to fix up homes to make them energy efficient so all new homes should be required to be
highly efficient which means they should be autonomous. He stated this requirement is hard to
Minutes for the Climate and Energy Action Plan ad hoc Committee
February 15, 2017
Page 2 of 4
do at the state level, but here we can require energy modeling. He informed the group that energy
modeling is different than energy auditing.
Susan Rust - stated that it has been a particular pleasure to watch the approach that this group
has used to create this plan. She thinks it is well-grounded, thorough, and amazingly beautiful.
She knows it will be adopted and well supported. She stated that the group should be justifiably
proud of the plan and the process and thanked them for their work.
Ray Mollett - stated that he too echoes the comments regarding this being a good plan. He stated
that it is a great framework for Ashland and for Jackson County. It's a good education tool for
building. He stated he's still concerned with the Thought Experiment section. Even though it's a
hypothetical it does show how challenging our goal is. He wondered if the actions listed under
Quarter 1 are still feasible, as we're already partway through that quarter.
Hanks stated that Quarter 1 refers to the fiscal year quarter, which doesn't start until July 1. Mr.
Mollett thanked him for the clarification.
3. Future Vision Draft Document
Hanks gave an overview of the intention of the section, including the Thought Experiment pages.
It is intended to give scale to the goal and recognition that none of the actions 100% achieve the
goal. This is particularly true because many things are outside of our scope of influence or
control. That doesn't, however, mean that the plan and the goal aren't either necessary or good.
Group discussed ways to edit the Thought Experiment section to make it more effective. Group
expressed frustration with a lack of clarity in the section, a lack of connection to the goal, and
unreasonably difficult action requirements (such as 50% reduction in transportation). Group
discussed some possible additions to the section, such as graphs or alternate actions.
James moved to amend the second sentence to read, "Our target is a reduction of 8% per
year (95% reduction by 2050), but we do not know how to achieve these reductions targets
at this time. What kinds of changes would need to happen in Ashland to really move the
needle on emissions by 38% by 2022" and change all other references to 46% by 2050 to
38% by 2022 in the section. Motion failed for lack of second.
Biegel-('oryell/Green m/s to keep the Thought Experiment section in the plan and reflect
the newly modeled 38% (from Cascadia) and have a sentence added which makes it clear
that we can't achieve the goal with our currently known actions. Discussion: Biegel-Coryell
stated that there is no way to make it clear what we're asking the community and accelerating the
dates with the new model makes it clearer. Green stated that we have a goal and lots of ideas, all
of which will only get us part of the way. He would rather that this be explicit for the reader.
Bernard stated that she is supportive of the motion as it is upfront and honest about the need to
achieve actions, not just an un-achievable lofty goal.
Hartman stated that he would rather have it shown in a 20-year timeframe.
Minutes for the Climate and Energy Action Plan ad hoc Committee
February 15, 2017
Page 3 of 4
Hartman moved to amend the motion to a 20-year timeframe. Motion failed for lack of a
second.
Hartman/Koopman m/s to amend the assumptions to reflect 100% renewable energy by
2050. Discussion of the amendment: Biegel-Coryell asked if that change to the assumptions
would be easy to plug into the model. Hanks stated yes, though this does make the assumption
that the regional grid would be 100% renewable, as that's what we take our calculations from.
He stated that this isn't realistic but that as this is a thought experiment it doesn't have to
realistic. Voice Vote on the amendment to the motion: 5 Ayes, 3 Nays. Amendment Passes.
Discussion of amended motion continued: Sohl stated that he likes that this is now a focus on
here are some things we can do to get us to 38% reduction, but there are many more things to be
done. Voice Vote: All Ayes. Motion as Amended Passes.
Hartman/Shawkat m/s to summarize and reference page 10 of the appendices regarding
carbon off-sets and include that in the Thought Experiment. Discussion: Hartman stated that
it's likely that the use of offsets is the only way to achieve the goal. He understands that people
do not like to think about offsets because the use of them might not force people to move
forward with other actions. Biegel-Coryell stated that this isn't the space to talk about off-sets
and it would just add to the confusion. Koopman stated that if they are added so should other
options especially as this section is still missing really positive examples of actions.
Koopman/McGinnis m/s to amend motion to add in a suggestion that there will be new
innovations and technology in addition to the possibility of offsets to the Thought
Experiment. Discussion of amendment to the motion: Green stated that this section cannot be
all things. He suggested adding in the words, "living document" to reflect that the plan and the
actions might change. Voice Vote on amendment to the motion: 5 Ayes, 3 Nays. Amendment
Passes.
Discussion of amended motion continued: Rosenthal stated that he will be voting against the
motion because he doesn't think that offsets or other suggestions need to be in the Thought
Experiment. Those references are in lots of other parts of the plan. Additionally any
consideration of options would be a decision of the Council and/or the Citizens Budget
Committee. Voice Vote on amended motion: 1 Aye, 7 Nays. Motion Fails.
Rosenthal thanked Bevers for submitting his, "A Summer Day in 2050," for inclusion in the
Future Vision section. Bevers gave an overview of what he was hoping to achieve with the
statement and how he went about creating it. Group agreed to include it in the plan and thanked
Bevers for his work.
4. Updated Draft Plan
Group discussed some edits they would like to see in the plan, such as a wider variety of pictures,
reducing the size of the ampersand on the cover, matching the graph and words on page 21, and
consistency with the citation formatting throughout the document.
Minutes for the Climate and Energy Action Plan ad hoc Committee
February 15, 2017
Page 4 of 4
Group thanked Rosenthal for his leadership and staff for their work and the community who have
advocated for this plan, many of whom have done so for years.
McGinnis/Koopman m/s to recommend to the City Council approval of the plan as
amended in tonight's discussions. Discussion: None. Voice Vote: All Ayes. Motion Passes.
5. Adjournment
Meeting adjourned at 7:30 p.m.
Respectfully submitted,
Diana Shiplet, Executive Assistant
i
ASHLAN" D
TO: City of Ashland Climate Energy Action Committee
FROM: Ashland Chamber of Commerce Board of Directors
President, Marie Lange; Committee Liaison, Cindy Bernard
RE: Proposed City of Ashland Climate Energy Action Plan
DATE: January 18, 2017
The Ashland Chamber of Commerce Board of Directors is supportive of the efforts of the
City of Ashland in working to address issues of climate change and have some comments for
the committee to consider. Additionally, the Ashland Chamber has been working on various
conservation related initiatives over the last decade that you may not be aware of that we
wish to highlight in order to provide some context and background to our local efforts and
support for the environment.
We believe there are a number of strengths of the plan including:
• The plan document is professionally done with quality formatting, readability and relevant
content
• It provides supporting background data on local carbon emissions (Green House Gas
Inventory (GHG)) and likely local climate impact through the section on Climate Trends
and Projections that are thorough and well done
• The plan seems to address a wide spectrum of topics and issues that affect and potentially
benefit the entire community
• It includes topics and specific actions that the Chamber has a history of involvement along
with City and community partnerships in addressing
• The public outreach and involvement was a significant component and intent of the plan
development process
Since the early 2000's, the Ashland Chamber's efforts on conservation and the environment
have focused primarily on providing education for businesses and residents on saving energy
through various programs and events such as:
Ashland Chamber of Commerce and Visitor & Convention Bureau
PO Box 1360 • Ashland OR 97520 • 110 East Main St. • PO Box 1360 • Ashland OR 97520 • (541) 482-3486 • Fax: (541) 482-2350
• The AWARE program -The Ashland Chamber partnered with the City of Ashland for a
number of years to work at reducing energy consumption and waste through energy
audits and consulting
• The Chamber researched, wrote and produced the Earthsmart Moneywise Guide to
reducing energy
• The Chamber has produced many workshops over the years in collaboration with the
City, the Oregon Environment Council and the Oregon Office of Energy to help businesses
learn from the leaders in the industry on how to save costs, waste and improve the
environment.
• The Chamber, in partnership with the City, developed door hangers and cards for lodging
and dining businesses on saving water
• The Chamber in partnership with the City produced community forums on drought and
how to save water. The City of Ashland Public Works Department credits the Chamber in
the large forum turnouts due to our outreach efforts
• A Green Best Practices Committee was created to focus attention on our own programs to
reduce waste by creating standards for our main events
• Through the weekly Greeters meetings, in order to cut down on waste, reusable mugs,
plates and flatware are used instead of paper products
• A Shop Local program created in 2015 was expanded in 2016 to include a Holiday
Shopping Guide and a video promotion encouraging purchase of goods through local
businesses keeping the money local and circulating in our economy
• The Chamber creates and manages the Festival of Light Celebration including the lighting
of the town. Over the last few years, we have converted all the ornaments to LED and are
proceeding with the building conversions
• The Chamber has coordinated, supported and created numerous Emergency
Preparedness programs and will continue to stress the need for preparedness
• The Chamber office and members of the Board have committed to participate in 2017 in
the Emergency Prepared Business Program through the City of Ashland.
• The Chamber and Visitor and Convention Bureau researched, wrote, designed, produced
and distributed The Ashland Map to not only provide way-finding but to work to educate
our citizens and visitors of the critical resource of the Ashland Watershed
• The Chamber has formed a Health and Wellness program to improve the health and well-
being of all Ashland residents, businesses and their employees. It will be a broad-based
community effort spearheaded by the Chamber but will include schools, seniors, SOU,
businesses and their employees. This effort connects with the Public Health and Safety
element of the CEAP. "When everyone is healthy, employed and safe, the community
enjoys greater economic and social stability and prosperity" as stated in the November
2016 Ashland Climate Energy Action Plan. We couldn't agree more with this statement
and it underscores perfectly the mission of our health and wellness initiative and hope
that the Chamber and City can work collaboratively on this element.
i
There are a few areas within the Climate Energy Action Plan that we feel needs more work
and development. We hope to remain closely connected to this project to help resolve some
of these issues as this plan moves to Council and on to implementation. We are under the
assumption that many of the actions described in the plan have been designed to provide
some clarity for implementation but will have additional opportunities for all the affected
community stakeholders and partners to have input into how the actions are ultimately put
in place. Additionally, the Chamber encourages the City to continue to utilize the existing
advisory commission structure and expertise for actions that fall into the purview of these
established groups that have devoted many volunteer hours evaluating many actions similar
to those in this plan.
Specifically the areas of concern include:
• Currently unidentified implementation costs
• Definition of the source of financing project costs
• The relative impact on the cost of living and financial impact for residents and businesses
• Process and financing for enforcement
• Items within the Transportation section have already been vetted and eliminated as
deemed impractical such as the parklets that remove parking spaces and making some of
the side streets downtown vehicle free
• There is mention of changing zoning to minimize development in high fire and flood risk
areas that could impact residents and commercially zoned areas of current uses
• There appears to be quite a lot of strategy around reducing personal consumption by
residents. It is unclear how this will be achieved, measured and enforced. Additionally,
it is the goal of the Chamber to promote business and, in particular, locally owned
businesses to the residents of Ashland to support local employment and greater
circulation of money in the economy. The promotion of tourism is also an important part
of our economic development efforts supporting thousands of local jobs which promotes
consumption and our tourism based economy.
• Will the plan ultimately address the potential disconnect between the issue of minimizing
smoke and the need for strategic open burning to meet the objectives of the Ashland
Forest Resiliency project?
Overall, we want to be assured the plan is realistic in costs so as not to put an undue burden
on citizens by greatly increasing the cost of living and doing business in Ashland. Finally, we
believe the investment spent by the City and community should be spent on local Ashland
projects and programs rather than via the purchase of carbon off-sets that achieves carbon
emissions reductions on paper, but send local funds far outside our local economy thereby
diminishing the ability to fund and implement local programs that strengthen our community
and our commitment to climate action. There are a number of elements indicated above that
we hope to work together with the City in accomplishing and are encouraged by a number of
these initiatives to improve our community.
1T1 `r 3200 Crater Lake Ave.
Medford, OR 97504
(541 } 779-5821
Fax (541) 773-2877
TTY# (541) 734-9292
January 3, 2017
RE: Ashland Climate and Energy Action Plan Agency Comment
Mr. Rosenthal and Fellow Stakeholders,
As always, RVTD is encouraged to see the City's stewardship regarding important community issues such
as energy policy. Climate Action strategies are important to RVTD and align with the mission of our
agency. Transit is identified in the Plan as an important strategy and we too believe that with proper
investments transit will make broad strides toward reducing the carbon footprint of Ashland residents
and visitors.
The Action Plan addresses key issues that are important to RVTD. We are a strong partner to the City of
Ashland and we will specifically address Ashland's climate vision when the district prepares its 2040
Transit Master Plan. At this time however, during the draft public comment period, we would like to
comment on key points that we hope you take into consideration prior to adopting the final plan.
Electrification of the Transit Fleet
Likely the most popular topic in the plan is in regards to the fuel choices of the current and future transit
fleets. As you are aware, RVTD has made great investments in compressed natural gas (CNG) and this is
the fuel that is predominantly used currently powering 75% of RVTD's fleet. With wise investment
choices and local leadership RVTD could one day source CNG from the methane off-gassing of the Dry
Creek Landfill. This partnership with Rogue Disposal would reduce upstream pollutant concerns of
traditional CNG sources and provide a very reliable fuel economy.
RVTD has made a choice to use alternative fuels like CNG since 1994 as part of the region's goal to
improve air quality. This investment, Including a $1.4 Million state-of-the-art fueling facility, nearly 30
CNG buses and years of specialized maintenance training is a cornerstone of RVTD's operations. We do
not intend to transition away from CNG in the short-term and feel we need to make the most of the
investment of public dollars.
However, there are prospects of electrifying our fleet as the vehicle and charging technology becomes
more reliable. As climate reduction stewards ourselves, the district is concerned by the 'long tail pipe'
dilemma of sourcing electricity from traditional sources. To mitigate this impact RVTD would like to
1
encourage local leaders to build renewable energy sources that can power the future transit fleet. RVTD
is currently experimenting with this concept by installing a solar array on top of its Maintenance Facility
in 2017 through ConnectOregon VI funds. The district engineered the roof replacement in 2009 with this
solar vision in mind and although it's only a small kWh reduction it will allow staff to work first hand with
the technology and test the idea of running the fleet off of future solar investments.
Improving Transit Service
While RVTD has good intentions to greatly improve transit service within the City of Ashland it has a
major roadblock with being able to fund those services. Numerous discussions have occurred over the
years regarding transit service and with persistence we are confident improved service will happen. The
City's TSP points to a circulator, a visitor's shuttle and an express route as being high priorities. If funding
were made possible for only one, which would the City prefer? Would it be better to serve commuters
with an early morning route or to serve visitors and run later into the evenings?
The City's TSP also found however that a large amount of the emissions from passenger cars are not
coming from Ashlanders, they are commuters, students and others doing business in Ashland but
beginning their trip in surrounding areas. Great service only within Ashland will likely not solve the
climate reduction you are hoping for. It needs to address these out-of-town trips as well through a Bus
Rapid Transit (BRT) line for example. RVTD will be examining BRT more closely in the 2040 Transit
Master Plan with hopes to have this service running by 2030.
Complimentary Programs
The ability to shift behavior and lifestyles to be more climate friendly requires a holistic strategy. In
transportation, we look at ways to reduce demand on auto travel that goes beyond bicycle and
pedestrian facilities or the level of transit service available. The City has just completed a parking study
that is still under consideration for adoption and part of that is to charge for parking. RVTD and its TDM
partners around the state know that offering free parking, whether timed or not, is a major obstacle to
shifting behavior from driving. The City will likely continue to struggle with its energy goals around
transportation until it takes a bold approach to how it manages parking in downtown, at SOU and across
the city. Parking is one of the most controversial topics but also the lowest hanging fruit in shifting the
way we use cars. Adding a visitor shuttle plus pay-for-parking are complimentary strategies that perform
stronger together than they do apart.
The City should also consider a more robust strategy that would be to require large trip generators
within the city to adopt a TDM program. The City is one of these large trip generators themselves and
there is an opportunity to become a leader and partner with RVTD to implement a TDM program that
will reduce driving by employees. SOU has already embraced several basic TDM strategies that are
shifting drive alone trips to other modes but (besides Standing Stone Brewery) they are the only ones in
Ashland that have done so.
2
Recommended Amendments
The Plan lists partnering with RVTD to implement next bus arrival technology and off board fare options.
The City will be happy to hear that in 2015 RVTD published the One Bus Away smart phone app that
allows passengers to see the next arrival of any bus anywhere in the system. This project took RVTD 4
years to complete because we chose not to pay a vendor $60,000 per year for this technology; instead
we made our data public and worked with King County, WA to develop the software. We are proud to
be one of the only small urban areas in the nation with this technology and it is proving to be a 'game-
changer' for passengers.
And, in 2016 RVTD began piloting an electronic fare card called TouchPass. The a-fare cards are account
based so that each passengers can reload fare at their leisure from any computer or mobile device and if
lost can be issued a replacement card. The pilot is also proving to be successful and has been open to
the general public to purchase cards since October. So, please amend the plan to account for these
projects as being completed but also list them as resources available for Ashlanders to use today!
Next Steps
Lastly, the Plan calls for an Advisory Committee to be formed to implement the adopted plan. RVTD
would like to be a participant on this committee, or a sub-committee that handles the transportation
goals. We want to strengthen our relationship with the City of Ashland and its residents and be a
resource for inside knowledge about the most effective strategies for reducing driving while maintaining
livability. RVTD has expertise that is sought after state and nationwide regarding these issues and we are
able to help Ashland meet their Climate Action and Energy Reduction goals.
If you have any questions please do not hesitate to contact me.
Paige Townsend
RVTD Senior Planner/ Support Services Planner
3
SOUTHERN
OREGON
UNIVERSITY
SOURCE
1 N S rr ITUTE RESEARCH
CENTER
Ashland Survey on This summer, you may have received a survey in the mail about your attitudes
and actions related to energy and climate change. Southern Oregon University
esearch Center (SOURCE) and the Geos Institute mailed surveys to 2,000 randomly
Climate and Energ R
y selected residences in Ashland. We had an incredible response, with 1,049 valid
surveys returned.
We heard loud and clear that a majority of respondents understand that climate
' change is a threat that needs immediate action. We also heard that many residents
are already saving energy in their homes and daily lives, but they often hit barriers that
keep them from doing more. Renters, for instance, have limited options for energy
upgrades compared to homeowners. And many people find alternative transportation
to be too inconvenient to meet their needs. Respondents expressed interest in having
the city provide more support for weatherization, alternative transportation and
renewable energy.
Respondents' views on climate change
Immediate action is needed
Climate change is real, but it is too late
Climate change is not human caused
Climate change is a hoax
don't know
Other
MR`
0% 10% 20% 30% 40% 50% 60% 70% 80%
83 7
,4 73 Measures already
being taken
40 77 64
Percent of i
respondents
23
10
Energy Caulking Energy Energy High Low flow High Home Solar, Electric
efficient around efficient efficient efficiency shower- efficiency energy hybrid, or solar
lightbulbs doors and appliances windows insulation heads furnace/ assessment tankless panels
windows heat pump water
heater
0% 10% 20% 30% 40% 50%
Barriers to conservation Public transportation too inconvenient"
and renewable energy Home improvement too expensive G'
Obligations too far for walking/biking
Percent of respondents
Live in a rental home or apartment
Alternative transportation takes too long
New appliances too expensive
Solar panels won't fit on my roof
Local food / produce too expensive
Don't qualify for incentives
0% 10% 20% 30% 40% 50% 60%
ur~1° The City of Ashland already Local renewable energy systems
does a lot to support Weatherization assistance for low income and s
conservation and renewable Subsidized solar panels for low income
energy. When asked what Expanded bus routes and times
additional actions residents Electric buses
WON
would like the City to take, Safer / more bike lanes
respondents said they would Incentives for energy savings in businesses
like the city to invest in: Better online home energy tracking
No actions
A majority of survey respondents Cities around the nation are setting greenhouse gas emissions targets and taking
support aggressive action on action on climate change. How aggressive should Ashland be compared to others?
climate change! We asked residents this question, and this is what we heard.
1 out of 20
' # I f-
respondents suggested no action
2outof20
supported 75% reduced emissions
by 2040 (state targets)
5 out of 20 I.'k t-
recommended d 80% reduced emissions
by 2030 (similar to Fort Collins, CO)
7 out of 20
preferred 100% reduced emissions ;
A' tit
by 2050 (similar to Portland)
6 out of 20
respondents wanted more aggressive -
action, such as becoming a net exporter
of renewable energy by 2050
Council Business Meeting
March 7 20171
Title: City Hall Seismic Project
From: John Karns Interim City Administrator
John.karns@ashland.or.us
Summary:
The creation of this committee is the staff recommended means to evaluate the various options
for dealing with the seismic vulnerability of the existing City Hall, including rehabilitation,
replacement, and relocation. Along with an analysis of current and future space needs the
committee will also be tasked with evaluating whether any options could also address a portion
of the vehicle parking needs for the downtown area. The format of this committee is similar to
that of the previous Public Safety Bond Committee that was successfully utilized for the Fire
Station 2 project.
Actions, Options, or Potential Motions:
I move to approve the creation of the City Hall Committee and the charge of the committee as
presented in the memo from the City Administrator.
Staff Recommendation:
Staff recommends the creation of the City Hall Committee and approval of the memo outlining
the charge of the committee.
Resource Requirements:
The hard costs for the committee will be minimal. If the committee decides to tour the various
site options there may be some costs related to transportation. If the committee asks for
additional analysis from ORW Architects or another firm, there will be additional costs
associated with that process. An estimate of staff time for this project is approximately 120 to
150 hours.
Policies, Plans and Goals Supported:
Organization
4. Evaluate real property and facility assets to strategically support city mission and goals.
4.3 Examine city hall replacement and other facility needs
Energy and Infrastructure
21. Be proactive in using best practices in infrastructure management and modernization.
Background and Additional Information:
It has been known for some time that the current City Hall is vulnerable to seismic activity. It is
of an unreinforced masonry design that would fail during a significant temblor. The City
Administrator, Human Resource Director, Finance Department, Legal Department and City
Page Iof2 CITY OF
ASHLAND
Recorder are all located in City Hall and play critical roles in the City in terms of daily
operations as well as an emergency event. A presentation was made to Council on January 17,
2017, by the Public Works Department discussing the various options proposed by ORW
Architects in their analysis of City Hall. Public Works Director Faught felt that utilizing an ad
hoc committee, similar to the one used for the public safety bond issues, would be a good way to
evaluated the options offered by ORW as well as others identified. Council agreed and directed
staff to develop a charge for the committee and bring that back to Council.
Attachments:
Memo from City Administrator with the charge of the City Hall Committee
Page 2 of 2 CITY OF
ASHLAND
CITY OF
ASHLAND
Memo
DATE: March 7, 2017
TO: Mayor and Council
FROM: John Karns
RE: City Hall Advisory Committee
Scope of Work
The City Hall Advisory Committee will work with City staff, consultants, architects, and stakeholders to
create findings and develop recommendations to present to Council on several projects and concepts
relating to City Hall. Central to this charge will be identifying options that address work space needs for
City employees through 2031 and providing a reasonable degree of seismic safety for employees. In
addition, funding options must include $1 million to complete Phase II construction of the Police
Department and Emergency Operations Center facility. Specific issues within the committee's purview
included but are not limited to:
Facility Evaluation
• Evaluate the options for improving/replacing City Hall including those cited by the ORW
architecture firm report and additional sites provided by staff.
• Evaluate whether any of the options for City Hall could also address a portion of the vehicle
parking needs for the downtown area.
• Prioritize recommended improvements.
Funding Strategies/Options
• Determine whether the City should seek voter approval of a General Election Bond (or a series
of bonds) to fund recommended improvements;
• Recommend the amount that should be on the levy;
• If it is determined a General Obligation Bond should be placed on the ballot, which election date
is recommended coordinating with other public agency bond plans;
• If a General Election Bond is not recommended identify optional funding sources.
Conclusions
• Provide to the Council the committee's rationale on making a final decision/recommendation.
The committee meetings shall be governed by the City of Ashland uniform policies and procedures for
advisory boards and commissions (AMC Chapter 2.10). The committee chair shall make sure that each
meeting agenda includes time for public input.
The committee will be asked to make a recommendation to the City Council no later than September 1,
2017. The recommendation shall include preferred option(s), cost estimate, bonding strategy, and the
approximate cost per home at the prevailing rates.
1
Council Business Meeting
March 7 2017
Title: Citizen Budget Committee Appointment
From: Barbara Christensen City Recorder
Barbara. ch ristensen@ash land. or. us
Summary:
City Council appointment of vacant position on Citizen Budget Committee.
Actions, Options, or Potential Motions:
I move to appoint to the Citizen Budget Committee for a term ending December 31,
2017.
Staff Recommendation:
City Council is being provided a list of those that applied for the annual appointments and were
not selected. Council can choose an applicant from this list, or add additional names for
consideration of appointment.
Those that applied previously and are included on the list are Saladin Amery and Sharon Harris.
Resource Requirements:
N/A
Policies, Plans and Goals Supported:
Oregon Budget Law states that appointed members of the budget committee must be electors of
the local government and are appointed by the governing body.
Background and Additional Information:
Citizen Budget Committee member Traci Darrow was appointed to the City Council on February
211 2017. As all Councilors are members of the Citizen Budget Committee, this created a
vacancy on the committee.
Attachments:
Applications
Page Iof I CITY OF
ASHLAND
CITY OF
ASHLAND
APPLICATION FOR APPOINTMENT TO
CITY COMMISSION/COMMITTEE
Please type or print answers to the following questions and submit to the City Recorder at
City hall, 20 E Main Street, or email christebli?ashiand.onus. if you have any questions,
please feel free to contact the City Recorder- at 488-5307. Attach additional sheets if
necessary.
Name Saladin Amery
Requesting to serve on: Citizen Budget Committee (Commission/Committee)
Address 419 Waterline Road Ashland OR 97520
Occupation self employed Phone: Home 970-274-6937
Work
Email samery26@gmail.com
Fax
1. Education Background Ithaca College NY
What schools have you attended?
What degrees do you hold? BA English Literature
Minor in Psychology
What additional training oi- education have you had that would apply to this position?
I worked in finance for over 20 years in various managerial capacities, building trading,
sales and structureing platforms that required producing and managing business plans and
budget allocations
2. Related Experience
What prior work experience have you had that would help you if you were appointed to
this position?
I have held the position of President of Bank of America Securities Japan, along with
Managing Director positions responsible for a multitude of people and business lines
that had to deliver a return on investment each year. These positions reguried that I
not only produce sound business plans, but also the ability to understand and
decipher the budgets necessary to accomplish them, in delivering to o the bottom line.
Do you feel it would be advantageous for you to have further training in this field, such
as attending conferences or seminars? Why? Yes if the training makes sense and my
schedule permits then I would be happy to
attend
8j:,
B Y.- 'Ll
3. Interests
Why are you applying for this position:'
I feel I have the necessary skill set and the time to allow me to make myself
available to the committee. can imagine the respond i i y a e committee
bears and wish to be a part of that process and contribute to the community
that have chosen to ive in an raise my children.
4. Availability
Are you available to attend special meetings, in addition to the regularly scheduled
meetings? Do you prefer day or evening meetings?
Yes I can be available, evening meetings would likely be best
5. Additional Information
flow long have you lived in this community? I moved to Ashland in November 2014
Please use the space below to summarize any additional qualifications you have for this
position
I hold financial licenses as per the following, US Series License 3, UK
Financial License FSA (Equivalent to the US Series 7), JSDA Financial
_License for Japan, HKMA License 1 for Hong Kong and the STMA Financial
License for Singapore and Australasia. I have lived, worked and traveled in
_multiple contries across the world and I believe along with my work
experience, I would be a strong addition to the committee
Oct 28th, 2016
Date Signature
1W
r~lr
3. Interests
Why are you applying for this position?
` I feel I have the necessary skill set and the time to allow me to make myself
av to the comm ee. can imagine the responcibilay a e Comm ee
E " bears atd wish to be apart of that process and contribute to the community
hI ave en live in an rase my c i ren.
rv 4 L bifitV
Are'you available to attend special meetings, in addition to the regularly scheduled
? Do you prefer day or evening meetings?
' Yes l can be available, evening meetings would likely be best
5. Additionallnfonnation
moved to Ashland in November 2014
Hove long have you lived in this community?
` Please.use the space below to summarize any additional qualifications you have for this
position'
I hold financial licenses as per the following, US Series license 3, UK
Financial License FSA (Equivalent to the US Series 7), JSDA Financial
_ License for Japan, HKMA License 1 for Hong Kong and the S7MA Financial
License for Singapore; and Australasia. I have lived, worked and traveled in
multiple contries across the world and I believe along with my work
experf n e, I would be a strong addition to the committee
y
~r
:'may S iF ~
r .
Oct 28th, 2016
Date Signature
PON
t':
SALADIN AMERY
Sal~din Amery
PERSONAL
Marne SALADIN AMERY
Date of Birth/(Age) February 24, 1966
Nationality British
Marital Status/Children Married I Two children
Address 419 waterline Road
Ashland OR 97520 USA
Telephone (mobile) US 970-274-6937
EDUCATION & QUALIFICATIONS
Ithaca College, Ithaca NY B.A. English Literature 1987
Minor: Psychology
Licenses SFA
JSDA
Series 3
HKMA License 1
Languages English, Farsi & some Japanese
Interests: Skiing, squash, golf, tennis, mountain biking, writing,
politics, arts and adventure
Saladin Amery
CAREER SUMMARY
Peris Capital Advisors Pte, Ltd.
Managing Director. Established the company, Peris Capital
Sept 2008 Present Advisors, in Singapore. The Company engages in advisory
work, origination and capital raising out of Asia, for third
party fiends and individual projects.
Aug 2004 - Jan 2008 Bank of America Asia Ltd,
Managing Director, Head of Global Structured Products &
Principal Finance for all of Asia. Managing and participating
in, and actively marketing, originating and structuring, while
overseeing the groups, originating, marketing, structuring and
trading of GSP products, which included, credit cash &
synthetic, loans, ABS/MBS, project finance etc . Also a
member of the Asia Senior Management Committee
Sep 2001 - Aug 2004 BANC OF AMERICA SECURITIES JAPAN, INC
President and board member of, Banc of America Securities
Japan and Managing Director, Head of Global Structured
Products for all of Asia, and member of Global Management
Committee for GSP.
As President and board member of Banc of America
Securities Japan, I oversaw all individuals and managed all
the activities under the Banc of America Securities umbrella,
ranging from trading, sales, marketing, structuring,
compliance, risk, administration, licencing, regulatory, etc
within Japan.
As Head of GSP & Principal Finance for all of Asia, t
managed and participated in and acted as a marketer,
originator and structurer, while overseeing and managing the
groups, marketing, origination, structuring, and trading of the
products, which included, credit cash & synthetic, loans,
ABS/MBS, project finance etc throughout Asia. While at the
same time, overseeing the overall activities of the companies
securities business in Japan.
Page 4
Saladin Amery
UBS Warburg Japan Ltd,
Oct 2000 Sep 2001 Director, responsible for building Structured Credit Products
team to focus on CDOICLO. ABS and Structured Funds,
throughout Asia.
PaineWebber Asia (Japan) Inc
Jan 1995 - Sep 2000 Senior Vice President, responsible for Structured Products for
all of Asia. CBOlCLO/ABS, Structured Funds, Credit
Derivatives, Securitization, Rates, Equity & FX Derivatives,
etc. Including trading the US Corp book during Asia hours.
Kidder Peabody International (Japan)
Mar 1993 Dec 1994 Vice President, focussed on building a Structured Products
Group in Asia, on all aspects of derivatives, from structured
notes and repackaged derivative instruments, credit, tax,
interest rates, equity and FX related.
Kidder Peabody International (London)
Sep 1987 Feb 1993 Sr Trader & Head of the US Government trading desk.
Responsible for all Cash, Strips, OTC Options and Agency
products. Running a proprietary book, that also serviced
institutional and retail clients.
CITY OF
-.S H LA N D
APPLICATION FOR APPOINTMENT TO
CITY CONIMISSION/CONIMITTEE
Please type or print answers to the following questions and submit to the City Recorder at
City Hall, 20 E Main Street, or email If you have :any questions,
please feel free to contact the City Recorder at 488-5307. Attach additional sheets if
necessary.
blame-a"A (2 HA~AIS
Requesting to serve ono t i ► Lcq K : i , - , (Commission/Committee)
Address
Occupatio Phone: Home 2 Z 1 l Z-
5 Won- 7
rk
,15 03 Y tAtica
Email }AJ7,P
Fax
1. Education Background
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Council Business Meeting
March 7, 2017
Title: Allocation of Transient Occupancy Tax Resolution
From: Adam Hanks (Interim) Assistant to the City Administrator
adam@ashland.or.us
Summary:
As a precursor to the biennial budget process, anticipated lodging tax revenues (called transient
occupancy tax or TOT) for the 2017-19 biennium are allocated by resolution to meet State legal
requirements as well as for ongoing implementation of local City Council goals and objectives.
A portion (26.6%) of the nearly $3 million dollar annual anticipated lodging tax revenues must
be allocated each year for tourism related uses. The majority of the remaining funds are placed
in the general fund for general governmental operations. A small subset of those funds are
allocated to the City's Economic Development Program and an Economic, Cultural and
Sustainab:ility small grants program.
The resolution provides staff with formal Council direction for the desired allocation of these
funds and assists in the preparation of the proposed budget.
Actions, Options, or Potential Motions:
I move to approve the resolution titled, "A resolution of the City Council of the City of Ashland
allocating anticipated revenues from the Transient Occupancy Tax for the biennium 2017-19
budget and repealing Resolution 2015-04."
Staff Recommendation:
The resolution has been developed based on previous allocation methodologies. If Council
intends to continue with this methodology, Staff recommends approval of the resolution as
drafted. Should Council prefer to modify the previous methodology, Staff can assist in revising
the calculations and provide feedback on associated impacts with changes proposed.
Resource Requirements:
As an action allocating anticipated future revenues, there are no direct resource requirements
associated with this action. However, the programs and activities funded through this allocation
have expenses matching the allocation and will be contained within the proposed 2017-19
biennial budget.
Policies, Plans and Goals Supported:
1) City of Ashland Comprehensive Plan - Element VII - The Economy (Policy 7.07.03, 3)
2) 2010-11 Economic Development Strategy - Actions 1.2, 1.4, 1.5, 2.1, 3.1, 3.3, 4.2,
5.1 A5
Page 1 of 4 CITY OF
ASHLAND
Background and Additional Information:
Transient Occupancy Tax (TOT) revenues have historically been utilized to support and promote
the tourism component of the local economy. The support and promotion allocation has
remained generally consistent over time, with some variation on the percentage of the TOT funds
between City program funding needs and local tourism and economic development partner
organizations.
Primary objectives for the utilization of this visitor generated revenue include:
• Continued growth and diversification of the tourism sector of the local economy to
benefit local businesses in tourism and related business sectors
• Ongoing contribution to the City's General Fund to support and enhance the City services
needed to provide a quality visitor environment, including Police, Fire and other core
services impacted by the nearly 300,000 annual visitors to Ashland.
• Leveraging tourism funding to provide broad local economic development support
beyond the tourism sector to ensure a diverse and sustainable local economy.
Allocation Breakdown
Tourism :Promotion
Oregon State law requires that 26.67% of total TOT revenue be restricted and dedicated for
eligible tourism promotion and tourism related facilities and capital projects.
The City's primary tourism promotion partner is the Ashland Visitor and Convention Bureau
(VCB), a Division of the Ashland Chamber of Commerce since 1982.
In addition to the VCB's existing programs, activities and multi-media tools and channels to
promote year round tourism, the VCB proposes using the incremental increase in potential TOT
funding to target three specific areas:I
• Expansion of the VCB digital platforms - Continued expansion of the two primary
tourism focused websites (www.travelashland.ora and w,"rw-.ashlandchamber.com),
expansion of all social media channels (Facebook, Instagram, Twitter and other new
platforms), leveraging of partner social media and expanded online video/short story
• Strengthening and broadening public relations strategy through story creation and content
development through third party partnerships, gaining additional national and
international exposure.
• Expanded promotion and coordination/support of group, tour and conference business
given the re-opening of the conference facilities at Ashland Hills.
The Oregon Shakespeare Festival (OSF) is also a long-term tourism promotion partner and
recipient of TOT funds. The TOT allocation of $110,000 to OSF amounts to approximately 10%
of the total OSF tourism promotion budget'. Recognition of this financial support from the City
and community assists in leveraging financial contributions from individual and institutional
supporters.
1 VCB FY 2015-16 TOT Grant Summary Annual Report
2 OSF FY 2015-16 TOT Grant Summary Annual Report
Page 2 of 4 CITY OF
ASHLAND
Partner specific grant contracts are developed and executed each year for each grant allocation
and include grant award responsibilities, priority activities/tasks, performance measures and
deliverables. The most current annual reports for both the VCB and OSF are attached for
reference.
The remainder of the tourism promotion allocation has recently been distributed to three
programs:
• Partial funding of the Economic, Cultural and Sustainability small grant program (10%)
• Public Art program (3
• Tourism facilities and infrastructure that meets State of Oregon tourism eligibility criteria
(remainder of tourism restricted funds)
The tourism facilities and infrastructure funds have been utilized for completed projects like the
improvements to the plaza, as well as for the projects identified by the Downtown Beautification
Committee approved by Council on September 16, 2014, some of which have been completed
and some currently active.
Non-Tourism
The bulk of the total TOT funds (73.3%) are not restricted to tourism promotion activities and
are allocated for general governmental operations in the General Fund, such as Police and Fire
services. 'The influx of nearly 300,000 visitors to Ashland annually creates a need for public
safety support beyond that typically required for the local resident population.
Additionally, a portion of the unrestricted, non-tourism TOT funds has and continues to be used
to fund the City's Economic Development Program. This program's purpose, as described in the
City's 2010-11 Economic Development Strategy, is to:
• Diversify the economic base of the community
• Support the creation and growth of businesses that use and provide local and regional
products
• Increase the number of family-wage jobs in the community
• Leverage the strengths of Ashland's tourism and repeat visitors
A program that bridges the tourism and non-tourism funding allocation is the City's Economic,
Cultural and Sustainability small grants program. Because many of the community non-profit
grant applicants have activities and events that also meet the tourism funding eligibility, funds
from both the tourism and non-tourism allocations are used to serve the small grants program.
TOT Allocation/Recap
Tourism Restricted TOT Allocation % of 2017-2018 2018-2019
Tourism
Visitor & Convention Bureau (Chamber of 56% 431,239 446,338
Commerce)
Oregon Shakespeare Festival - (14.3% & 13.8%) Fixed 110,000 11000
City Economic, Cultural, and Sustainability Grants 10% 7707 79,703
Public Art 3% 23,102 23,911
Page 3of4 CITY OF
ASHLAND
Other City Tourism eligible Capital Projects Remainder 128,722 137,080
TOTALS $7709070 $7979033
Unrestricted TOT Allocation % of 2017-2018 2018-2019
Unrestricted
City Economic Development Program 8% 17500 18500
City Economic, Cultural, and Sustainability Grants 7% 15000 15000
General Fund - General Governmental Operations 85% 11792,330 1,856,467
FTOTALS $291179330 $29191,467
TOTAL TOT Allocation % of Total 2017-18 2018-19
Tourism Restricted Funds 26.67% 770,070 797,033
Unrestricted Funds 73.33% 2,117,330 2,191,467
TOTALS $298879400 $299889500
TOT Revenue Trend
.5c0.000
T ^ I'D CD
s2 11-1 :7012-1; 2 0 .i3 -1 '101-15 20 ?-14 '~'d u'1 .:L~11-lc+ rli
Attachments:
Draft TOT Allocation Resolution
Resolution 2015-04 - Allocation of 2013-15 TOT Revenues
Ashland Visitor & Convention Bureau/Chamber of Commerce - 2015-16 Annual Grant Report
Oregon Shakespeare Festival - 2015-16 Annual Grant Report
Page 4 of 4 CITY OF
ASHLAND
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ASHLAND
ALLOCATING ANTICIPATED REVENUES FROM THE TRANSIENT
OCCUPANCY TAX FOR THE BIENNIUM 2017-2019 BUDGET AND
REPEALING RESOLUTION 2015-04
RECITALS:
A. That the City of Ashland collects a Transient Occupancy Tax (TOT) pursuant to Ashland
Municipal Code 4.24. Revenues from the Transient Occupancy Tax are used to fund general
governmental expenses, economic development, tourism promotion and related infrastructure
and the City's Economic, Cultural, and Sustainability Grant program.
B. The City of Ashland has determined that as of July 1, 2003, $186,657 or 14.23% of the City
of Ashland's total Hotel/Motel tax revenues were expended on tourism promotion, as defined
in Chapter 818 of the 2003 Oregon Laws.
C. Chapter 818 requires 70% of any increased TOT revenue generated by tax rate increases after
2003 be committed to tourism promotion.
D. Appropriations for tourism promotion are based upon the following percentages established
in FY 2009-10 when the rate was increased from 7%-9%:
• A minimum of 14.23% of the estimated TOT revenue generated by the original 7% tax
rate for tourism promotion per Chapter 818 and,
• A minimum of 70% of the estimated TOT revenue generated by additional tax rates
approved by Council on June 3, 2008 consistent with Chapter 818.
THE CITY OF ASHLAND RESOLVES AS FOLLOWS:
SECTION 1.
For the Biennium 2017-2019, the City of Ashland expects to budget an estimated $5,875,900 for
Transient Occupancy Tax collections. The annual allocation between tourism and general
governmental operations is as follows:
TOT Anticipated Revenues % of Total FY 2017-18 FY 2018-19
Tourism 26.67% 770,070 797,033
General Government Operations 73.33% 2,117,330 2,191,467
TOTALS 100% $2,8879400 $299889500
Tourism Portion
Tourism restricted funds will be allocated as follows:
Tourism Restricted TOT Allocation % of 2017-2018 2018-2019
Tourism
Chamber of Commerce - Visitor & Convention Bureau 56% 431,239 446,338
Oregon Shakespeare Festival - (14.3% & 13.8%) Fixed 110,000 1101000
Page 1 of 2
City Economic, Cultural, and Sustainability Grants 10% 77,007 79,703
Public Art 3% 23,102 23,911
Other City Tourism eligible Capital Projects Remainder 128,722 13700
TOTALS $770,070 5797,033
If actual tourism specific TOT revenue collections exceed the above allocations or if actual,
qualifying, expenditures in the year are less than the appropriated amount, the additional or
unused amount(s) will be reserved for qualifying future Tourism related expenditures as
determined by Council.
Non Tourism Portion
The remaining estimated TOT revenue allocated for general government operations will be
100% appropriated through the budget process to fund the Economic Development program and
Economic, Cultural, and Sustainability Grant program as specified below and other uses as
directed by Council.
Unrestricted TOT Allocation % of 2017-2018 2018-2019
Unrestricted
City Economic Development Program 8% 17500 18500
City Economic, Cultural, and Sustainability Grants 7% 15000 15000
General Fund - General Governmental Operations 85% 1,792,330 1,856,467
TOTALS 5291179330 5291919467
Unrestricted TOT revenue unspent in a budget year becomes part of the General Fund
unrestricted ending fund balance unless otherwise determined by City Council.
SECTION 2. Resolution 2015-04 is repealed upon passage of this resolution.
SECTION 3. This resolution was duly PASSED and ADOPTED this , day of
, 2017 and takes effect upon signing by the Mayor.
Barbara Christensen, City Recorder
SIGNED and APPROVED this day of , 2017.
John Stromberg, Mayor
Reviewed as to form:
David Lohman, City Attorney
Page 2 of 2
RESOLUTION NO. QOl S--(j
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ASHLAND
ALLOCATING ANTICIPATED REVENUES FROM THE TRANSIENT
OCCUPANCY TAX FOR THE BIENNIUM 2015-2017 BUDGET AND
REPEALING RESOLUTION 2013-05.
THE CITY OF ASHLAND RESOLVES AS FOLLOWS:
SECTION 1. That the City of Ashland collects a Transient Occupancy Tax, as outlined in the
Ashland Municipal Code 4.24. Revenues from the Transient Occupancy Tax are used to fund
General Governmental expenses, economic development, tourism promotion and the City's
Economic, Cultural, and Sustainability Grant program.
SECTION 2. The City of Ashland has adopted policies for the grant program. Through the grant
program, the City is purchasing services from non-profits that it might otherwise provide
directly. The grant program has three basic goals:
• Economic Development. The grant program will support the creation, retention, and
expansion of businesses and other ventures that enrich our community by creating goods
and services that provide employment opportunities while maintaining and enhancing the
overall quality of life.
• Cultural Development. The grant program will support increased diversity and
accessibility of the creative arts and cultural opportunities in Ashland for citizens and
visitors both to support the visitor economy and to enrich the quality of life in the
community.
• Sustainability. The grant program will support efforts to ensure Ashland is
environmentally, economically and socially resilient as a community.
SECTION 3.
The City of Ashland has determined that as of July 1, 2003, $186,657 or 14.23% of total
Hotel/Motel tax revenues were expended on tourism promotion, as defined in Chapter 818 of the
2003 Oregon Laws, and will continue to be spent on tourism promotion increased or decreased
annually consistent with the estimated TOT revenues budgeted. Additionally, Chapter 818
requires 70% of any increased TOT revenue generated by a higher tax rate is committed to
tourism promotion.
Appropriations for tourism are based upon the following percentages established in FY 2009-10
when the rate was increased from 7%-9%-
1. A minimum of 14.23% of the estimated TOT revenue to be generated by the first 7% tax
rate for tourism promotion per Chapter 818,
2. A minimum of 70% of the estimated TOT revenue to be generated by additional tax rates
approved by Council on June 3, 2008 for tourism promotion per Chapter 818.
For the Biennium 2015-2017, the City of Ashland expects to budget $2,546,250 in 2015-2016
and $2,6739560 in 2016-2017 in total Transient Occupancy Tax. Those funds are split between
tourism and non tourism uses as follows:
Page 1 of 2
2015-2016 2016-2017
Tourism (26.67% of total): $ 679,100 $ 7131040
Non Tourism (73.33% of total): $1,867,150 $1,960,520
Tourism Portion
2015-2016 2016-2017
Chamber of Commerce VCB - estimated as 56% of Tourism $380,290 $399,305
funds
Oregon Shakespeare Festival - $110,000 of Tourism funds, $110,000 $110,000
estimated as 17.0% in 2015-2016 and 16.2% in 2016-2017
City Economic, Cultural, and Sustainability Grant program - $67,910 $711304
estimated as 10% of Tourism funds
Public Art - 3 % of Tourism funds, estimated $20,370 $21,392
Other City Capital Projects that qualify or Grants - the balance of $100,530 $111,039
Tourism funds, estimated as 14.0% and 14.8%
If the actual TOT revenue, dedicated for Tourism, is in excess of the above allocations or if
actual, qualifying expenditures in the year are less than the appropriated amount, the additional
or unused amount(s) will be reserved for future Tourism related projects or Capital
Improvements that qualify per the state definition as determined by Council.
Non Tourism Portion
The remaining estimated TOT revenue (not restricted by use) will be 100% appropriated for
other uses through the budget process including, but not limited to, the Economic Development
program and Economic, Cultural, and Sustainability Grant program.
Unrestricted TOT revenue unspent in a budget year becomes part of the General Fund
unrestricted ending fund balance unless otherwise determined by City Council.
SECTION 4. Resolution 2013-05 is repealed upon passage of this resolution.
SEC ION 5. This resolution was duly PASSED and ADOPTED this , day of
2015 and takes effect upon signing by the Mayor.
r
Barbara Christensen, City Recorder
SIGNET) and APPROVED this day of 2015.
,
J hn Stro~nberg, Mayor
Reviewed as to form:
- X ~'Iw t~ L4-,-- _
avid Lohman, City Attorney
Page 2 of 2
As iLA JID
Ashland Chamber of Commerce
Visitor & Convention Bureau
2015-2016
City Report
Table of Contents
Executive Summary 3
Visitor & Convention Bureau (VCB) 5
VCB Purpose, Mission and Overview 6
VCB Committee 7
The Ashland Brand 8
Promotion ...................................................................................................................................10
Outreach & Exposure ..................................................................................................................16
Partnerships ................................................................................................................................19
Tools ..........................................................................................................................................20
Fulfillment 28
Addendums ............................................................................................................................30-32
Addendum A: 2015/2016 Budget ......................................................................................30
Addendum B: Advertising Samples ...................................................................................31
Appendices 33
Appendix A: 2015 - 2016 VCB Committee and Board of Directors ..................................33
Executive Summary
Ashland Chamber Visitor &
Convention Bureau
City of Ashland Grant Report
Fiscal Year: 2015 - 2016
Submitted: January 31 st, 2017
The following grant report represents the 2015-2016 Fiscal Year and the work completed in compliance
with the grant guidelines. Our success in continuing to grow the tourism industry is made possible by the
Ashland Visitor & Convention Bureau (VCB), the six staff members of the Ashland Chamber and VCB along
with volunteers, effective partners, business owners and community members. The overarching goal is
to deliver a unique travel experience that engages the visitor, encourages repeat visitation and converts
visitors into Ashland residents. This is done through servicing individuals, industry partners, groups, tours
and conference attendees. We accomplish this through our scope of work that is described in this report
within the main categories of promotion, outreach and exposure, partnerships, tools and fulfillment.
For each category there is a goal and explanation of how we succeed and continue to grow, not only our
programs but the tourism industry itself.
Within the 2015-2016 fiscal year, we grew our brand, expanded our reach and continued to diversify our
audience. While promoting the established cultural pillar of Ashland, we saw growth in the culinary industry
and attracting the culinary traveler in the spring and fall. We started to see more growth within the outdoor
industry, the outdoor visitor and the info structure to support it. We invited visitors to enjoy Ashland,'as you
like it'year round. We created seasonal, enter to win getaways to promote the spring, the fall, Mondays in
the summer and long weekend stays. Enter to wins generated new leads that grew our visitor database.
We published the 2nd edition of the Ashland Map Guide to promote the outdoor pillar and stewardship
of our natural resources. We generated return on our investments through effective promotions, events
and measurements while expanding our database and partnerships. We saw business growth with strong
spring, summer, fall and holiday business by increased visitation, occupancy, investment and participation.
We strengthened our partnerships throughout the industry positioning Ashland as a leading destination.
We saw the return of large group business and enacted our role in promoting, servicing and supporting the
growth of this group business sector. Through promotion, outreach and exposure, partnerships, tools and
fulfillment, we continued to expand and diversify our market, inviting new visitors for new reasons, while
maintaining the invitation to Ashland's loyal, traditional visitor. The Ashland VCB Committee also addressed
issues that affect our visitor. Discussions, task forces and some successful implementation have resulted in
an improvement in behavior issues, downtown beautification, parking and exploring transportation for our
visitors around Ashland and from the airport.
With an anticipated increase in lodging tax revenue and thus an anticipated increase in the amount of
the VCB grant, we have three main areas of growth that are in need of increased funding. The first main
area of growth is continuing to expand our Digital Platforms. We recently launched the redesigned
www.aslilandchamber.com which is also www.travelashland.orq that we direct visitor messaging to. Travel
Ashland has a social presence on Facebook, Instagram and Twitter and we work to grow our audience on
each site. Reaching the visitor while they are making travel decisions is crucial hence why we need a varied
presence throughout many digital platforms. With increased funding we could grow our influencer base
and leverage our partners'social media audiences such as Travel Oregon, Sunset and Record Searchlight
in Redding, for example. This enhances the way we market to our existing audience as well as reaching
new visitors. We could do more targeted a-news stories to niche audiences, online stories through video
and editorial, enter to wins that increase our database through direct marketing to visitors with a personal
invitation.
3
The second main area of growth with the anticipated funding increase will be strengthening the public
relations strategy through story creation and content development, new PR relations, forming new
partnerships and leveraging existing partnerships with those who have effective channels in reaching new
visitors while expanding our own channels. Story creation includes differentiating Ashland as a unique
destination and highlighting the niche interests and experiences a visitor can have here. By strategically
pitching these stories to our partners and niche travel writers, we gain both national and international
exposure. We also gain credibility by having a third party share our content and tell our story. Through
an assertive, strategic PR effort, we position our brand through themed stories and targeted editorial to
engage the visitor. Hosting travel writers and building these partnerships include providing itinerary ideas,
guiding and welcoming them while here, hosting dinners, accommodations and experiences. This helps us
to create a valuable dialogue that builds our brand. Additional funding will be needed to support the story
creation, labor and time it takes to pitch the stories and build these relationships.
The third main area of growth with the anticipated funding increase will continue to be promoting more
group, tour and conference business. We have already seen an increase with the opening of the convention
center at Ashland Hills. Bookings are as far out as 2021. The increase in group, tour and convention business
benefits Ashland's economy and many businesses. Our role as the Convention Bureau is to solicit, welcome,
service, facilitate and communicate however needed. Depending upon the need, we workwith local partners
to welcome their national organizations. We host FAM trips, international and domestic tour operators and
create itineraries for a group of any size. We compliment the work being done by our partners, Neuman
Hotel Group and Oregon Shakespeare Festival and build collaborative efforts as we all work to build group
business. Increased funding to the Ashland VCB is crucial to continue to execute our role and build group
business to Ashland.
Ashland's tourism industry continues to strengthen. We are growing as a unique destination that fuels an
economic platform for innovation that attracts not only a highly educated resident but sustains a highly
educated visitor base. By passionately promoting Ashland, with its sophisticated amenities, colorful seasons
and amazing outdoors, we continue to enhance and deliver that authentic experience our visitors seek.
Ashland Chamber and VCB have a unique vantage point, serving as a sounding board and liaison fostering
effective partnerships and innovative programs that position our organization. In addition to the traditional
responsibilities ofaChamberofCommerce and membership organization, weenjoythe added responsibility
of a Destination Marketing Organization and economic development entity.
Ashland VCB serves as the gateway to Ashland, Southern Oregon and the entire state with approximately
60% of visitors arriving to Oregon through our corridor. We are open to the public year-round, free of charge,
providing an authentic message and superior travel experience. We submit this report for your review and
thank you for your continued partnership and investment.
Katharine Cato Sandra Slattery
Visitor & Convention Bureau Director Executive Director
4
ASHLAND
Ashland Chamber of Commerce
itor & Convention Bureau
2015-2016 City Report
ASHLAND
I I I
Purpose
For thirty-four years, the City of Ashland and the community have relied on the Ashland Visitor &
Convention Bureau (VCB) through an annual grant, to promote Ashland, year round, to visitors
traveling from more than 50 miles to Ashland and to visitors who stay overnight in Ashland. Efforts
include promotion, outreach and exposure, partnerships, the tools and materials to deliver the
message, analysis and fulfillment showcasing Ashland as a unique travel destination.
Mission
The mission of theVCB is to promote visitor stays year round with a primary focus on the fall, winter
and spring seasons by increasing our capacity to extend our message, reach and audience. The
goal is to deliver an unique, leisure travel experience that engages the visitor, encourages repeat
visitation and converts visitors into residents through servicing individuals and groups, tours and
conferences of all sizes.
Overview of 2015-2016 Ashland VCB
Within the 2015-2016 fiscal year, we grew our brand, expanded our reach and continued to
diversify our audience. While promoting the established cultural pillar of Ashland, we saw growth
in the culinary industry and attracting the culinary traveler in the spring and fall. We started to see
more growth within the outdoor industry, the outdoor visitor and the info structure to support it.
We invited visitors to enjoy Ashland,'as you like it'year round. We created seasonal, enter to win
getaways to promote the spring, the fall, Mondays in the summer and long weekend stays. Enter
to wins generated new leads that grew our visitor database. We published the 2nd edition of the
Ashland Map Guide to promote the outdoor pillar and stewardship of our natural resources. We
generated return on our investments through effective promotions, events and measurements
while expanding our database and partnerships. We saw business growth with strong spring,
summer, fall and holiday business by increased visitation, occupancy, investment and participation.
We strengthened our partnerships throughout the industry positioning Ashland as a leading
6
destination. We saw the return of large group business and enacted our role in promoting, servicing
and supporting the growth of this group business sector. Through promotion, outreach and
exposure, partnerships, tools and fulfillment, we continued to expand and diversify our market,
inviting new visitors for new reasons, while maintaining the invitation to Ashland's loyal, traditional
visitor. The Ashland VCB Committee also addressed issues that affect our visitor. Discussions, task
forces and some successful implementation have resulted in an improvement in behavior issues,
downtown beautification, parking and exploring transportation for our visitors around Ashland
and from the airport.
With anticipated increase in lodging tax revenue and thus an anticipated increase in
our VCB grant, the additional funds will be used for funding these three main areas of
growth: expanding our Digital Platforms, (see page 16); content and story development
while strengthening our Public Relations, (see page 16); and expand our promotion and
participation of group, tour and conference business. (see page 18).
Visitor & Convention Bureau (VCB) Committee
The VCB, which meets on the first Tuesday of every month, is comprised of members from various
segments of the tourism industry who offer their input, business expertise and knowledge thus
creating a collective voice of the Ashland tourism industry. Industries represented on the VCB
include a variety of lodging, restaurant, wine, retail, theatre, outdoor recreation and attractions.
These industries rely upon the VCB as the organization to gain the most effective market
outreach and the furthest exposure for the Ashland experience by offering various,
cooperative advertising opportunities for small grantees and non-profits.
The VCB serves as Ashland's Destination Marketing Organization (DMO) of which there are twenty-
two within Southern Oregon. The twenty-two DMO's work in coordination with the Regional
Destination Marketing Organization (RDMO) or Travel Southern Oregon (formerly SOVA). Travel
Southern Oregon is one of seven RDMO's within the state of Oregon that work in coordination with
the Oregon Tourism Commission dba, Travel Oregon, the entity that handles Oregon's statewide
tourism promotion. Ashland is proud to have a direct and valuable partnership with Travel Oregon.
VCB Committee Members (current)
Committee Member: Business:
Don Anway Neuman Hotel Group
Bob Hackett Oregon Shakespeare Festival
Livia Genise Livia Genise Productions
Vicki Capp Ashland B&B Network/ Iris Inn
Graham Sheldon (chair) Ashland B&B Network/ Ashland Creek Inn
Julie Gurwell Hearsay Restaurant
Brad Niva WinehopperTours
Ariel Sherman Weisingers Family Winery
Pete Wallstrom Momentum River Expeditions
Tom Herrara Holiday Inn Express
Michael Stringer Mt. Ashland Ski Area
Hiram Towle Mt. Ashland Ski Area
Katharine Cato VCB Director/ Chamber Marketing & Sales
7
The Ashland Brand
a After implementing the refreshed brand in 2012 &
2013 that was established through the VCB, Branding
subcommittee and DVA ad agency out of Bend, OR. ,
we continued to evolve the brand style, messaging
{
and audiences we promoted it to. We showcased
ASHLAND niche interests that differentiated Ashland as a unique
destination such as Lithia Park, the seasons, the climate,
f y ,Jr a the outdoors, the robust culinary scene, the events
and the cultural amenities. We diversified our brand
to include event promotions and messages by using variations of our logo, tagline, destination
brand descriptions, layout and imagery. We stepped "outside the leaf" to show a greater impact
with images and use the leaf in a transparent way to enhance the variety of ways our brand can
be seen. Partners are using our logo more frequently endorsing the brand which strengthens the
depth of its effectiveness.
Logo description:
A trip to Ashland is not just a single experience. It's the coming together of many extraordinary
people, places and events to create a city that is unique to every single person who comes to visit.
"As you like it", while alluding to the Oregon Shakespeare Festival for which Ashland is best known,
truly speaks to multitude of choices and lets our audience know that, here, they will experience the
exact version of Ashland that they love most.
Brand Statement:
At the convergence of the Cascade and Siskiyou Mountains, where forested alpine peaks give way
to some of the most fertile and bio-diverse lands to have ever been shaped by geologic wonder
and the hands of time, lies a town that's just as unique and authentic as the terrain that surrounds
it. Nowhere else do so many experiences- from performing, visual and culinary arts, to education,
wellness and outdoor recreation - combine to create something so inspiring. While others may try,
there's only one authentic Ashland, Oregon. (there are 31 in the United States!)
Pillars within Brand - Culture, Culinary and Outdoors
Culture
"Discover a year-round cultural paradise. Welcome to Cultureland."
Branding statement:
Come experience culture like no other. Home to America's oldest Elizabethan theatre
and SOU, Ashland's long cultural history is built upon innovation, theatre, education and
wellness. Enjoy 365 days of theatre, a thriving artist community, art galleries and museums
offering a diverse range of fine artfrom around the world. Attend independent films, markets,
festivals and explore a diverse shopping experience with Ashland's eclectic collection of
sophisticated shops. Enjoy discovering on foot or on bike, from Downtown to the Historic
Railroad District and Southern Oregon University's campus.
• #1 Top Town to Live and Work as a MovieMaker - MovieMaker, 2015 and 2016
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• Ashland Independent Film Festival -"25 Coolest Festivals in the World;'2013
• "#1 Perfect Summer Getaway for Couples" www.datingadvice.com
• "America's Best Small Towns"; Fodor's Travel
• "Best of the North State: Best Weekend Getaway" Redding Record Searchlight
• "22 Best Small Town Family Weekend Destinations"- www.vacationidea.com
Culinary
"Discover a year-round culinary paradise. Welcome to Cuisineland."
Branding statement:
Explore Ashland's thriving culinary scene with over 100 restaurants, talented chefs and innovative
restaurateurs who incorporate produce and products from local farmers and food artisans.
Discover coffee shops, farms and taste delicious specialty foods made by local artisans who take
pride in their sustainable practices. Sip and taste local at Ashland's three micro-breweries and
distinguished wineries. Culinary events abound and are a reason to visit year round with events
such as the Ashland Culinary Festival, Taste of Ashland, Oregon Chocolate Festival, Oregon
Honey Festival, Brews and Boogie all of which Ashland VCB partners with to promote.
10th annual Ashland Culinary Festival in 2016, produced by the Ashland VCB,
marked the center of this pillar, consisting of twelve chefs competing forTop Chef honor
using local produce. With educational workshops, food demos, participation from food
artisans, farmers, wineries and breweries, it is evident that Ashland offers an unmatched
culinary destination for both locals and visitors to experience. New in 2016: Mixology
Competition, Junior Chef Competition and Top Chef Dinner growing the event to a four
day festival.Top Chef 2015 and 2016, Josh Dorcak of Lorella will defend his title in 2017.
• Ashland Restaurant Week each February promotes restaurants, culinary events and
specials to the regional visitor and invites guests to dine and enter to win a night out.
Accolades:
• Ashland - the Center for Culinary Arts". Oregon Wine Press, 2013
• The culinary adventure also showcases our emerging wine industry described by Sunset
magazine, Jan. 2010 as, "The next big wine country: Southern Oregon:'
• "Ashland - Top 10 Best Wine Destination in the World" Wine Enthusiast, 2016
Outdoors
"Discover a year-round outdoor paradise. Welcome to Outdoorland."
Brand statement: From Ashland's walkable downtown and 93 acre, Lithia Park to more
adventurous pursuits on the Rogue and other nearby rivers and lakes, including the Ashland
Watershed, Mt. Ashland, and along the Pacific Crest Trail, Ashland's outdoor adventures offer
something for everyone. Whether you are a pro-mountain biker, marathon runner, adventure
cyclist or taking your first hike or ride with your family, Ashland offers four seasons of natural
beauty and adventures. For trails and suggested hikes request an Ashland Map Guide today.
Accolades:
• "Top 10 places to Visit based on Geotourism". Noted by National Geographic Adventure
magazine (January 2009) Ashland attracts more outdoor enthusiasts each year which is
a younger, more active individual.
• "Best Places to Live" Outdoor Magazine (June 2009) honored Ashland based on its
community assets and natural beauty. Honored again in 2011 - Ashland was voted the
8th Top town to live in based on an online poll.
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• "Top 10 Great Public Spaces, Lithia Park" 2014 American Planning Association
• Offering four seasons of natural beauty and adventures, Ashland hosted Cycle Oregon's
25th anniversary ride in 2012, hosting 2200 cyclists from all over the world, inviting them
each to return and enjoy Ashland once again. Cycling has continued to grow and create an
increase economic impact.
• Officially Designated: Cascade Siskiyou Scenic Bikeway (CSSB), one of 14 Scenic
Bikeways in Oregon was designated by the Oregon State Parks and Recreation
commission on June 25th, 2015. Of the thousands of proposed miles the Scenic Bikeway
committee reviews, less than half is recommended. The route begins at Garfield Park on
East Main, travels up the Green Springs Hwy 66, over Hyatt and Howard Prairie and back
down Dead Indian Memorial Road to Garfield Park, totaling 52 miles. The Scenic bikeway
has seen an increase in ridership. The first ever Up and Down Ashland bike event occurred
on July 23rd, 2016 welcoming over 100 riders and showcasing the bikeway. Official signage
has been installed along the route to create awareness for riders.
• As the Destination Marketing Organization, Ashland VCB is leading the effort on creating
more Bike Friendly Businesses and awareness for the positive economic impact of cycle
tourism which brings $400 million to Oregon and nearly $40 million to Southern Oregon
annually (Travel Oregon). Ashland VCB partners with State Parks and Recreation, Ashland
Parks and Recreation, Jackson County and Ride Oregon in this effort.
• Ashland Map Guide - award winning collaborative educational publication
First Edition of the, Ashland Map Guide was produced in 2014. The second edition was
produced in 2016. With increased demand, we are producing a third edition of the Ashland
Map Guide to publish in February of 2017, doubling the quantity to meet the demand. See
Publications section for details. Maps include Ashland Watershed, Crater Lake, Table Rocks,
Cascade Siskiyou Scenic Bikeway, Mountain Lakes and Sky Lakes Wilderness, City of Ashland
and Lithia Park. It tells the story of responsible access to the outdoors.
Promotion
Goal:
To promote Ashland as a unique travel destination, inviting new visitors for new reasons while
inviting back repeat visitors.To increase total TOT revenue collected and to further grow and expand
our tourism industry's economic impact. To market the niche interests and aspects of Ashland
along with the pillars of culinary, culture and the outdoors, providing further reach to markets with
relevant and timely messaging that creates a call to action. To promote year round, each season as
well as Mondays in Ashland and long weekend stays. Promotion includes advertising, campaigns,
events, editorial placement, publications and seasonal promotions. We expand our databases and
effectively generate leads through our measurable and interactive promotions therefore creating
a return on our investment and relationships with new visitors.
Promotion-Advertising
Statewide and National Advertising Online, Print and email
• Sunset Magazine and online:
• Results in lead generation with individual lead requests and ROI while reaching potential
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and returning visitors throughout PNW and California. By utilizing Sunset magazine
Travel Planner and Sunset.com together, we reached an audience of 350,000 subscribers.
o Sunset Lead Generation 2015 - 2016: #2145 Leads Generated online/print
• 1859 Magazine and online: statewide magazine promoting lifestyle, culinary and outdoors
• Southern Oregon Magazine: print, online and direct email marketing to their database
• Golf Oregon and online: Cross marketing to golfers who enjoy high-end travel
• Redding.com and Redding Record Searchlight: Redding is one of the top five sources of
traffic to our website. Targeting this market and region, we promote enter to win getaways,
branding for pillars and seasons through their DATE A&E publication, newspaper, website
features and inserts. We ran fall campaigns on their Facebook page to their audience.
• Portland Monthly magazine - promoting to the culinary traveler
• Race Center Northwest - promoting to outdoor enthusiast Ashland's recreational events
• Travel Oregon
o E-Newsletter and Interactive magazine: promoting online traffic to niche markets
including culinary and outdoor readership
o Trip Planner is produced by Media America &Travel Oregon. Circulation is 250,000
annually and serves also as the official state resource guide, intended as a visitor's
itinerary planning piece, complete source for statewide lodging accommodations
and lead generation.
• Portland Guide: The guide has a circulation of 100,000 at 250 locations around the Pacific
Northwest. Our presence consists of images, text, Chinese translation and events.
• AAA Via Magazine - Oregon/Idaho and Northern California editions. Targeting AAA
members, travelers and drivers while promoting Ashland's pillars, seasons, events and
promotions.
o AAA Lead Generation 2015 - 2016#1789 Leads Generated
• NW Travel Magazine - greater Seattle and Pacific NW readership with expendable income
and travel interest throughout the West Coast. Featured advertiser with destination stories.
Online presence purchased through Digital Network, multiple sites and Travel guide lead
service.
o NW Travel online lead generation 2015 - 2016: # 1746 Leads Generated.
• Comcast - targeting the Eugene market and Willamette Valley with TV and online ads.
• Eugene Weekly - promoting the Culinary Festival and Festival of Light
• Edible Portland and Edible Shasta- online and print targeting culinary travelers and
foodie enthusiasts.
• Collier Interpretive Welcome Center - At the junction of Hwy 97 and 1-5, we have a
presence inviting north bound travelers to come to Ashland with year round branding.
• North State Parent magazine - to promote to families, Festival of Light and amenities
Regional Advertising:
• Oregon Shakespeare Festival: trade agreement that enables both parties exposure in
a variety of products: exposure on www.osfashland.org within their Playbills and annual
brochure. They market to the 70,000 play goers and depend upon the Ashland VCB to
market to all 300,000 visitors year round.
Britt Festival: online and brochure presence through trade partnership
• Ashland Independent Film Festival: Trade agreement and in kind sponsorship. Reaching
this unique market of independent film goers enables them to learn of all the amenities.
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• Taste of Ashland: agreement for in kind sponsorship and event promotion.
• Local News sources: Based on events and promotions, ads are placed in the following
places that speak to the regional visitor which is essential in marketing the off season in
Ashland:
o DailyTidings, www.dailytidings.com idings.com and Revels
o Mail Tribune, www.mailtribune.com and Tempo
o Sneak Preview - Ashland, Talent, Medford and Grants Pass
o Locals Guide
o Rogue Valley Messenger
• Regional television and radio: To ensure the regional visitor market is reached in more
than one way with our message of visiting Ashland, we purchase airtime with KTVL Ch.10,
KDRV Ch.12 and pre-roll video spots that run before news on www.kdrv.com KOBI Ch.5
and radio with BiCoastal Media (KRWQ/KISS/KOOLNalley) that each match our ad buy
with additional airtime based on our non-profit status. Prior to events, we give away tickets
and visit the TV morning news to promote attendance to events such as Ashland Culinary
Festival, Fourth of July and Festival of Light and Restaurant Week. Press releases promote
events without having to pay for advertising hence why we foster our media relations
constantly by pushing out news stories and being a resource for them as they call upon
the Chamber & VCB as an information source for news, trends and the latest happenings in
Ashland.
• JPR provides access to the valuable audience of Ashland and the region that may not watch
television or listen to mainstream media.
• Ashland TV 20 supports the VCB by airing event videos we produce.
• Facebook & Social Media platforms - by increasing our investment with ads, content,
current information and more fans, we increased our traffic from Facebook to our website
by 20%.
For Advertising Examples - please see Addendum B on Page 32
Promotion - Events
Events produced by the Ashland VCB attract both regional and travelers from the West coast and
beyond. They showcase the main three pillars of culture, culinary and outdoors, depending upon
the event. They live year-round through video and promotion on our website and digital platforms,
provide a tangible element to each pillar and continue to grow each year. We survey our event
attendees and participants to better understand their preferences and opportunities for growth.
10th annual Ashland Culinary Festival November 4th - 6th, 2016
Celebrating Southern Oregon's food, drink, talent and creativity
Originated in November 2007, the Ashland VCB created this event, specifically in November to
attract the culinary traveler, showcase the bountiful harvest of Southern Oregon both in food and
drink and highlight the talented local chefs and restaurants. There are educational workshops, a
Chef Competition with 12 chefs, tours and in 2016, a mixology competition, Junior Chef Competition
and Top chef dinner were added.
Sales and Promotion: Attendance and online ticket sales have grown each year, totaling over
1000 guests over the course or the weekend in 2016. New image libraries, videos, Facebook
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page, Instagram, Twitter, (@AshCulinaryFest #AshlandCulinaryFest) ads and travel writer relations
contributed to growing the event's exposure.
Top Chef 2015 and 2016: Josh Dorcak of Lorella will defend his title at the 11 th annual
Ashland Culinary Festival November 3 - 5th, 2017
Top Chef 2014 James Williams of Omar's went on to compete and win at the Portland based
Bite of Oregon, Iron Chef Competition taking the statewide title of Iron Chef Oregon 2015. James
judged in 2015 alongside Cory Schreiber and Fabiola Donnelly.
Attendance: Primary attendee is the culinary traveler. This event is promoted as a destination
event with lodging packages and a long weekend invite. This event welcomes return visitors from
Los Angeles, Eugene, Seattle, San Francisco and the Redding market. There is also a strong draw for
locals and regional visitors that come to support their favorite chef or restaurant.
The event moved to the Ashland Hills Hotel and Suites in 2015 to expand the capacity of the event
prior to the 10th annual. It worked well with more workshop space and an upscale setting that
matched the sophistication of the event.
Networking: The event creates an opportunity for industry networking with farms, food artisans,
wineries, breweries and restaurants to associate, discover and carry new products.
Friday Night Kick Off: Meet the Chefs, food and wine samplings with culinary and mixology demos
invited a new group of attendees. Past winning Chefs return that shows the legacy of talent.
Vendors: The number of vendors has grown to 30 with the new venue space.
Partners:
Sysco was a Lead sponsor for the third year, underwriting the cost of the kitchen units the chefs
use for competition
Neuman Hotel Group - partial in-kind/partial paid catering, staff and volunteers
Cooks Kitchen - kitchen units used for competition
Ashland Food Cooperative
Weisingers Family Winery
Darex - new sponsor
Organic Alcohol Company - new sponsor
Laurelwood Brewery
Rogue Valley Growers Market, THRIVE and local farms
Cory Schreiber - Chef, author and educator - Farm to School program
Fabiola Donnelly - Food Blogger from Portland with strong following boosted awareness
Judiaann Woo - Food blogger from Portland, Top 10 People to Follow 2016.
Past Top Chefs- Neil Clooney, Franco Console, Billy Buscher and Dustin Farley
FlowerTyme
SOU Hospitality Club and SOU Digital Media CenterCaldera Brewing company
Winchester Inn, Spice &Tea Exchange, Rogue Creamery and Women Enjoying Beer
Travel Oregon
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Culinary Marketing & Economic Development: With the growth of wine and culinary tourism,
this event is a necessary tool to attract visitors and locals, families and couples alike to experience
the fall and early winter. Highlighting the community of restaurants, artisans, lodging, spas and
wineries, this event supports and promotes other non-profits and small grantees by marketing
this event in Northern California, Oregon, Idaho, Washington and beyond. By showcasing the
connection of tourism and economic development, this helps to secure a larger market share
and awareness of the tourism oriented business community of Ashland. This event supports
the growth of local businesses.
Festival of Light Celebration, Thanksgiving through New Year's
"Find your Holiday Spirit in Ashland"- 24th annual Celebration 2016
Festival of Light invites families and the regional traveler to Ashland during the months of
November through January. With lodging packages, events and celebrations, Ashland attracts
visitors not only from Southern Oregon, but from Northern California as well as Central Oregon.
Welcoming over 10,000 people, the Ashland Chamber & VCB organize the festivities the day after
Thanksgiving including entertainment on the Plaza, Santa's Parade, the Grand Illumination and
Santa's workshop. Businesses saw an increase in December of 2015 and 2016 due to our collective
promotion efforts. These businesses ranged from hotels, inns and B&B's to restaurants and retailers.
Weekends in December: The Festival of Light celebration was extended through the month of
December each weekend since 2008. NEW in 2015, we organized caroling each weekend that
created a welcoming ambiance for shoppers to enjoy Ashland during the holidays.
Adopt-A-Wreath 2009: Volunteers, local businesses and the City of Ashland, together refurbished
the frame, eliminated the rust and wrapped the wreaths with new garland and LED lights. 56
wreaths were created, most of which were adopted for $250 in 2009. They are hung on East Main
Street each year with large red bows.
2011 additions: Adding to Santa's parade and his reindeer, eight'rockettes' and four elves joined
the parade with handmade costumes provided by the Ashland VCB to entertain to the crowd.
Adopt-A-Snowflake 2011: We refurbished 33 snowflakes with new garland and LED lights with
the help of Boy ScoutTroop #112 and community volunteers, to continue the effort of greening the
Festival of Light event. The snowflakes hang on Highway 66 in South Ashland.
Adopt-A-Lantern 2012: With the help of the Boy Scouts and Eagle Scouts, the historic lanterns
that used to hang on East Main in the 1950's were sanded and repainted by Anderson Auto Body.
Each of them were adopted and hung on East Main for the 2012 holiday season. 2013 Update:
Lanterns were finished with the installation of LED candle lights in each lantern to provide a bright
enough glow that solar could not provide. More electrified poles are needed to hang all of the
lanterns. The goal is for more electrified poles on North Main and in the Railroad district.
Ashland Holiday Coupon Book 2014 and 2015, now the Gift Guide in 2016 To promote our
retail sector, shopping and dining locally in Ashland while creating awareness for Ashland's retailers,
in 2014 we created, sold and published a sophisticated branding piece that had 48 coupons good
at local businesses, told the story of Ashland's holidays and Festival of Light and showcased the
winter season and upcoming events. 5,000 copies were printed and all copies were distributed and
utilized by visitors, locals and businesses. In 2015, we successfully grew the publication with more
coupons and wider distribution.
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Small Business Saturday -The Ashland Chamber & VCB were once again deemed small business
'champions' and served as the funnel point for Small Business Saturday promotion 2 days after
Thanksgiving. Businesses saw an increase in revenue this weekend as well as throughout the
holiday.
Continued efforts to reduce waste by the Chamber's Green - Best Practices Committee: This
committee works on making events as sustainable as possible, by lessening the waste created
and changing the behavior of event attendees to bring reusable coffee mugs, use less disposable
products if hosting and encourage positive stewardship. Strides were made with Fourth of July
vendors and recycling along the parade route, Ashland Culinary Festival composting as well as
Festival of Light and the weekly Greeters meeting. The committee created a baseline of how much
trash was collected at this event so we can reduce the amount of waste and measure our success
for next year. Local coffee shops offered discount incentives for those that brought their own mug
during the event and holiday season to lessen the waste of paper cups.
Promotion - Seasonal Campaigns
Gift Certificate Program
Promoting green gift giving and shopping local, we continue this very successful program of
selling Ashland Chamber Gift Certificates that are good at over 60 participating Ashland businesses
year round. Promoted most aggressively during the holiday months, businesses who participate
in the program feel it does a great job of keeping the money in Ashland during the holidays to
support our local merchants. We promote this program within our Festival of Light marketing, in
local newspapers, regional television commercials as well as online. We are excited to see local
entities such as Asante Ashland Community Hospital and local schools use this program for their
volunteer appreciation. We see they make great gifts for youth athletic coaches, too. We actively
sell them online.This program had the highest sales in 2015 with participation growing to over 50+
businesses and sales steadily increasing.
Ashland Restaurant Week - early February each year
Forthe past four years, this promotion has grown to include over 20 restaurants, lodging and theatres
offering specials and an offer to enter to win a night out. The goal of Restaurant Week is to draw
attention to the restaurants and culinary scene for regional visitors to enjoy before the busy season
begins. We've expanded the promotion to include a winemaker and brewers' dinners, cooking
classes, Ashland Culinary Festival chef creations that cross-promote our culinary events, lodging
packages, theatre performances and tours. Each restaurant provides gift certificates to participate
and those are what folks can enter to win by dining at one of the participating restaurants. Diners
can download the enter to win form online at www.ashlandchamber.com/food20l7 which is a
measurable link that can be tracked.
Getaway to Ashland - Each spring and summer we build getaway packages with partners for
an enter to win campaign that engages visitors. The packages consist of lodging, meals and a
unique, memorable experiences that will create a memory for them. With the growing trend
of more consumer spending going to experiences rather than products, it is our job to connect
these Ashland experiences with visitors so they will return to us again. Each enter to win we do
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garners a minimum of 1,000 entries, builds our database and drives traffic to our site while building
awareness for new ways to enjoy Ashland including long weekends and the brightness of Mondays
in Ashland when OSF is "dark" Some enter to wins are straightforward, others require an essay for
the visitor to tell us why they love Ashland. Positive exposure comes from these efforts as it invites
first time visitors.
Projected Growth:
With an anticipated increase in TOT revenue and in the VCB grant, the first main area of
growth with increased funding is continuing to expand our Digital Platforms. We recently
launched the redesigned www.ashlandchamber.com which is also www.travelashland.org that
we direct visitor messaging to. Travel Ashland has a social presence on Facebook, Instagram and
Twitter and we work to grow our audience on each site. Reaching the visitor while they are making
travel decisions is crucial hence why we need a varied presence throughout many digital platforms.
With increased funding we could grow our influencer base and leverage our partners'social media
audiences such as Travel Oregon, Sunset and Record Searchlight in Redding, for example. This
enhances the way we market to our existing audience as well as reaching new visitors. We could do
more targeted a-news stories to niche audiences, online stories through video and editorial, enter
to wins that increase our database through direct marketing to visitors with a personal invitation.
Outreach & Exposure
Goal:
To expand upon our message, reach and audience with the consistent Ashland brand. Outreach
and exposure efforts include participating in the Oregon Welcome Center brochure program
statewide, brochure distribution of our publications to advertisers, establishing relationships and
hosting travel writers, tourism industry representatives, public relations efforts to create editorial
on Ashland, hosting and welcoming groups, tours and large conventions. We accomplish this with
a staff of six plus 120 volunteers. We respond to all media inquiries, fact checking and serve as the
credible source for Ashland's visitor industry, economic development and business community.
Attending and providing representation at trade shows is a way we provide outreach for Ashland.
Projected Growth: With anticipated increase in lodging tax revenue and thus an anticipated
increase in the amount of the VCB grant, the second main area of growth with the anticipated
funding increase will be strengthening the public relations strategy through story creation
and content development, new PR relations, forming new partnerships and leveraging
existing partnerships with those who have effective channels in reaching new visitors
while expanding our own channels. Story creation includes differentiating Ashland as a unique
destination and highlighting the niche interests and experiences a visitor can have here. By
strategically pitching these stories to our partners and niche travel writers, we gain both national
and international exposure. We also gain credibility by having a third party share our content and
tell our story. Through an assertive, strategic PR effort, we position our brand through themed
stories and targeted editorial to engage the visitor. Hosting travel writers and building these
partnerships include providing itinerary ideas, guiding and welcoming them while here, hosting
dinners, accommodations and experiences. This helps us to create a valuable dialogue that builds
our brand. Additional funding will be needed to support the story creation, labor and time it takes
to pitch the stories and build these relationships.
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Outreach - Brochure Distribution
We continue to see an increase in demand and distribution points for the In & About Visitor Guide
as well as the Living & Doing Business Guide and Ashland Map Guide. The VCB distributes this Guide
through a variety of methods at various locations, both locally, regionally and nationally. Methods
include all Oregon State Welcome Centers including the PDX Welcome Center at the Portland
International Airport. Locations also include Chambers and Visitors Centers throughout Northern
California and Oregon. Through the VCB's membership and participation with Travel Southern
Oregon, our Guides are distributed in the Bay Area Travel Show, Sunset Show, Portland Ski Show
and Golf trade shows in Oregon, Nevada and California. It is actively distributed and restocked with
each advertiser in the Guide. By supporting Ashland's community events, this Guide is included
in welcome packets for events & conventions by request. For example, it is included in the Juror
packets at the Ashland Independent Film Festival, any group, tour or conference in Ashland and in
goodie bags for recreation events. We have seen an increase in demand for the Guide with large
groups and meetings coming to Ashland. In addition, we have increased the number of locations
where the Guide can be found including Crater Lake Lodge whose visitor counts continue to meet
record visitation with the international market. Our online request form streamlines requests both
for individuals and groups which has also contributed to increased demand.
Outreach - Travel Writers and Editorial
Travel writers and hosting industry professionals offer valuable coverage and an authentic
perspective for Ashland from a third party. Hosting a travel writer involves a cost as well as a high
level of coordination and collaboration with partners to provide hosted lodging, dining and access
to attractions and unique experiences. All this has to be done in a timely manner and typically on
a short time frame from when the initial communication is made. Welcoming each travel writer
with hospitality and a cohesive presentation is necessary to create favorable results and reviews.
References, past articles written and the angle of the feature must be checked prior to the work
beginning by the VCB. The result of these visits comes in the form of articles published online, in
magazines, newspapers, e-newsletters, blogs, websites, radio/TV promotion as well as guide books
both in the USA and internationally. Highlights from 2015 - 2016 include welcoming Influencers
for a Culinary Fall Tour that was a result of a grant from Travel Oregon to Travel Southern Oregon.
Each fall we also host a PR tour from Travel Oregon to learn about what is new in Ashland and
our region. Individual travel writers that we hosted include those that focused on the outdoors,
Ashland's natural beauty, culinary travel writers, mixing culture with outdoor experiences and
Ashland as a spa and wellness destination. We look forward to cultivating and inviting new travel
writers to showcase our outdoors and continue to tell the story.
Outreach - Groups, Tours and Conventions
Ashland is once again welcoming largegroupsand conventions with the reopening oftheconvention
center at Ashland Hills. We are already seeing an increase in lodging tax revenue from that which
we had anticipated. This increase is not just for Ashland Hills but is felt throughout Ashland at
many restaurants and various lodging properties. With the increased groups there are significant
others here to enjoy town, conference attendees that arrive early and stay longer and the chance
to invite someone back to Ashland for leisure. While Ashland annually welcomes different sizes and
types of groups, associations, school and youth groups and travel industry representatives, we can
now welcome groups of 500 which is an opportunity for Ashland as well as local organizations to
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host their national conference. Many religious groups and alumni associations annually convene
in Ashland. Ashland VCB assists in welcoming the groups, servicing and supporting our partners
through a variety of ways. Some of our lodging establishments and those who cater to group
business continue to see an increase in 2016 in alumni and medical association year over year.
In welcoming large groups, tours and conferences, the Ashland VCB has implemented its role
in attracting, growing and servicing large conventions and groups once again in Ashland.
The role of the Ashland VCB is to assist the private sector, local organizations and businesses
in convention and meetings with solicitation, service, welcoming and support for group and
convention business. This includes outreach, solicitation and service whether prior to, during
or following up after their time here. For each convention attendee, there is an opportunity for
the Ashland VCB to invite them back to experience Ashland as a leisure traveler. A meeting web
page was launched on www.travelashiand.org in December of 2014 to attract and guide meeting
planners to the resources they need to plan their meeting in Ashland. There is great anticipation
for growth and expansion in future years as we RETURN to our role as a group destination with our
large convention center.
Groups and Tours Development:
On a weekly basis, we field many inquiries of groups and tours that seek planning advice, logistical
recommendation such as transportation, group accommodations, dining options, itinerary
building and venues. There is an ongoing collaborative effort between group partners: Oregon
Shakespeare Festival, Neuman Hotel Group and the Ashland VCB to best promote, welcome and
service the groups and conferences we are seeing come to Ashland. This partnership between the
three entities sells Ashland's brand as a consistent message to new groups interested in holding
their tour or conference here, enjoying the amenities along with welcoming back groups who visit
annually.
With the return of snow and the winter season, Mt. Ashland was able to host the OISRA High School
State Ski Championships in March, 2016. This race welcomed thousands of racers and parents
to Ashland not only to Mt. Ashland Ski Area but to hotels and restaurants for the weekend. With
consistent snowfall each winter, could return to welcoming ski clubs and groups to spend the
weekend on the mountain and in town enjoying Ashland's amenities.
Projected Growth: With an anticipated increase in lodging tax revenue and thus an anticipated
increase in the amount of the VCB grant, The third main area of growth with the anticipated
funding increase will continue to be promoting more group, tour and conference business.
We have already seen an increase with the opening of the convention center at Ashland Hills.
Bookings are as far out as 2021. The increase in group, tour and convention business benefits
Ashland's economy and many businesses. Our role as the Convention Bureau is to solicit, welcome,
service, facilitate and communicate however needed. Depending upon the need, we work with
local partners to welcome their national organizations. We host FAM trips, international and
domestic tour operators and create itineraries for a group of any size. We compliment the work
being done by our partners, Neuman Hotel Group and Oregon Shakespeare Festival and build
collaborative efforts as we all work to build group business. Increased funding to the Ashland VCB
is crucial to continue to execute our role and build group business to Ashland.
Outreach - Trade shows
The decision to participate in certain trade shows is driven by reaching our target audience
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whether we partner with the region or as a standalone destination. The Ashland VCB participates
in many trade shows around the west coast by either attending, providing In &About Visitor Guides
or providing information as part of an themed itinerary that is sold at the show. For instance,
with shows in Northern California such as the Sunset trade show, there is a suggested map with
attractions and points of interest that drives tour operators to plan their trips to our region and sell
them to their groups. As current advertisers of Sunset, our Visitor Guides are distributed directly
by Sunset staff with a higher traffic count being the host of the show. Through Ashland VCB's
partnerships with Travel Southern Oregon, Mt. Ashland and Rogue 5 Media, the Ashland VCB is
able to have a presence at other trade shows by advertising or paying a small separate fee to have
our brochures and donated products showcased. The Ashland VCB has a consistent presence at:
• Bay Area Trade Show in Sacramento, CA
• Sunset Trade Show in Menlo Park, CA
• Special placement of our Visitor Guide as a current Sunset advertiser, 1000 copies
of our Guide are handed out by Sunset and at the Travel Southern Oregon booth.
• Portland Ski Show, Portland
• Feast, Portland
• Golf Shows in Oregon, Nevada and California
• Canada Sales Mission- VCB's meet with tour operators and travel planners.
• Preview: Consideration to attend NTA (National Tour Association) and other group/tour
industry trade shows to promote to meeting planners in 2017.
Partnerships
Goal:
To maximize and leverage exposure for Ashland as a destination through strong cooperative
efforts by sharing the message of the brand with partners while growing partnerships within
the industry and fostering the growth of industry relations locally, regionally and statewide.
Regional Relationships
Oregon Tourism Commission dba. Travel Oregon (statewide tourism)
Ride Oregon - cycle tourism branch of Travel Oregon
Travel Southern Oregon (formerly Southern Oregon Visitors Association)
Current Board Member: Katharine Cato, Ashland VCB Director
Membership provides opportunities for exposure at trade shows that market directly
to tour operators and group coordinators. Examples are the Go West Summit and
Canada Sales Mission. Membership results in creating itineraries and welcoming
them to Ashland to experience the town while researching the amenities for their
group. Many leads for travel writers come through this partnership channel.
ORLA- Oregon Restaurant & Lodging Association (now combined)
Travel Medford - destination marketing organization
Discover Klamath - destination marketing organization
Travel Grants Pass - destination marketing organization
Central Oregon Visitors Association - regional destination marketing organization
SOHO (formerly SKAL) - international tourism group
OACVB- Oregon Association of Convention & Visitor Bureaus
Oregon Film and Television Office
19
OTIC- Oregon Tourism Information Council
OTTA - Oregon Tour and Travel Alliance
ODMO - Oregon Destination Marketing Organization
NTA- National Tour Association
IFWTW - International Food & Wine Travel Writers
BATW - Bay Area Travel Writers
THRIVE -The Rogue Valley Initiative for a Vital Economy
SOFaM - Southern Oregon Film and Media
Oregon State Parks and Recreation
Scenic Bikeway Committee
The Nature Conservancy
Bureau of Land Management
United States Forest Service
Jackson County - bicycle and pedestrian, roads and parks divisions
Ashland Parks and Recreation
Ashland Forest Resiliency Project (now AFAR)
Ashland Independent Film Festival
Ashland Lodging Association
Ashland Bed and Breakfast Network
Ashland Gallery Association
Britt Festival
Oregon Shakespeare Festival
Southern Oregon University
International Mountain Bike Association
Rogue Valley Mountain Bike Association
Siskiyou Velo Club
Rogue Valley Growers and Crafters Market
Klamath Bird Observatory
Scienceworks Hands On Museum
Mt. Ashland Ski Area
Southern Oregon Winery Association and regional winery associations.
ODOT- with the construction of the Oregon Welcome Center beginning in January
of 2016, the Ashland VCB will play a role in the visitor information that is displayed
and distributed at that location. Once open this will serve all north bound visitors with
much needed travel information and welcoming them to our city, state and region
Tools
Goal;
Founded in analysis, our strategy is set by determining the current behavior, needs and trends of
our visitor base and responding to that with timely and relevant messaging through a variety of
mediums and channels.The Ashland Chamber &VCB uses the tools belowto effectively implement,
showcase and communicate the message of the Ashland brand year round to visitors, set forth by
the Ashland VCB and partners. Our tools include social media, research, analysis, our brand style
guide, website, publications, video, image library, databases and lead generation, City Directory
20
Board, identity pieces, volunteers and serving the visitor on the front line.
Tools - Digital Strategy
Similar to a marketing plan, an effective social media and comprehensive digital plan is just as
crucial in delivering relevant information to today's visitors. Ashland Chamber's Facebook page
has grown in traffic and content along with the Ashland Culinary Festival page. Ashland Chamber
& VCB launched a Twitter account during the Ashland Innovators Conference and launched a
presence on Instagram during the Ashland Culinary Festival showcasing the amazing chefs and
food. Travel Ashland Oregon now has a presence across social media platforms to engage visitors.
While much of the efforts have been driven by events, going forward, the Ashland VCB will be
expanding the social media strategy to increase the various audiences and channels through how
we reach people. Using website analytics to track on the effectiveness of each message and topic,
the social media strategy internally includes identifying the channels or websites, the topics and
messaging, the timing and relevancy of each, along with a calendar of when each message needs
to either expire or be updated. With increased funding the Ashland VCB can continue to enact this
plan and increase exposure for Ashland while staying competitive with other destinations.
(As noted in the Promotion section) Projected Growth: With an anticipated increase in
TOT revenue and in the VCB grant, the first main area of growth with increased funding
is continuing to expand our Digital Platforms. We recently launched the redesigned
www.ashlandchamber.com which is also www.travelashiand.orct that we direct visitor
messaging to. Travel Ashland has a social presence on Facebook, Instagram and Twitter and
we work to grow our audience on each site. Reaching the visitor while they are making travel
decisions is crucial hence why we need a varied presence throughout many digital platforms. With
increased funding we could grow our influencer base and leverage our partners' social media
audiences such as Travel Oregon, Sunset and Record Searchlight in Redding, for example. This
enhances the way we market to our existing audience as well as reaching new visitors. We could do
more targeted a-news stories to niche audiences, online stories through video and editorial, enter
to wins that increase our database through direct marketing to visitors with a personal invitation.
Tools - Research and Analysis of Visitor and Lodging Industries
Background: In 2008, it was determined that the Tourism and Recreation Cluster, so important to
Ashland's economic base, needed extensive research and analysis to better understand the strengths
and inherent challenges. In addition to planning for a Tourism BR&E survey, it was decided from
conversations with the City Council and staff that a thorough analysis was required of the tourism
sector. First, the analysis of the base of tourism would be conducted by independent research and
second, a study of the visitor profile would be conducted. These studies continued through 2009
- 2010 and findings were included in the 2009 - 2010 City Report issued January 2010. In the
2010-2011 Fiscal Year, there was an additional lodging survey and analysis conducted by Rebecca
Reid, Independent Research consultant and presented to the Visitor & Convention Bureau in May
of 2011. One conclusion from this most recent study shows there is an inherent value in Ashland's
downtown. Visitors value the downtown lodging and proximity to our amenities. This underscores
the importance of the commitment and investment to keep our downtown's physical structure
and ambiance vibrant, beautiful, well maintained and welcoming.
We annually analyze the Food and Beverage tax collections and the Transient Occupancy Tax
collections. We chart the data and look for strengths and weaknesses in seasonal fluctuations.
21
This tells us where we need to then effectively target areas that need focus. Hence why we created
the Ashland Culinary Festival in November to increase visitors and spend a strong portion of our
marketing dollars promoting the off season from October through April.
As the Visitor and Convention Bureau, we have a unique perspective and access to industry insight.
Each VCB meeting, we discuss with partners how their business is doing, where their clients are
coming from, trends they are seeing and if business is up, down or flat and why. We gain collective
industry knowledge by ongoing communication with our tourism industry partners. Depending
upon the need, we then plan accordingly in our marketing to meet the demands we hear.
Future: We anticipate further studies on the visitor sector to update and analyze current trends,
behavior and growth with the growing tourism economywhich has been seen through the strength
of increased revenue during the fall and holidays. Trends such as the last minute traveler for an
example, with a very short decision making window affect how we market to them, not rewarding
the last minute behavior but offering incentives to choose Ashland. Last minute decisions are often
made using online tools hence why we have to constantly be in front of the visitor, digitally, directly
and in print. Trends in growing niches such as the culinary traveler and those seeking Ashland as a
wine destination are resulting in the execution of regional surveys with partners such as Southern
Oregon Winery Association and Travel Southern Oregon. We continue to research our market,
geographically, psycho - graphically and demographically. Monthly, we track the analytics and
traffic of our websites to tell us who is coming to our site, where they are, what their preferences
and behavior are. We use Google and Facebook to measure those behavior markers of visitors and
trends to keep current on a weekly basis and adjust our messaging accordingly.
2017: We are analyzing OSF, TOT and F&B data comparatively to best assess visitor demand, market
changes and price sensitivity. From this we will create a survey to the lodging, dining and retail
sectors in relation to 2016 revenues and assessments. Findings from this survey will help in shaping
our strategy as we move forward.
Tools - Ashland, as you like it: Brand Style Guide
The Brand Style Guide is an internal graphic design guide that provides a suggested framework
for how to execute and utilize the brand's logo, taglines, positioning, color palette, orientation,
specified fonts and execution guidelines in various mediums. The result of using this guide can
been seen in the Advertising examples Addendum B on Page 32. As well as within our publications
and on.www.ashiandchamber.com.
Tools - Website www.ashlandchamber.com / www. travelashland. ora
2015-2016 Website Performance and Statistics
• Statistics - the power of ashlandchamber.com:
o 147,000 users on the site- 71 % are unique (10% increase over previous year)
o 203,000 sessions on the site (17% increase)
o Average time on site: 2:30 minutes
o Average pages per view: 3
o 553,000 total page views
o 'Ashland Oregon' is the number one search term
o 49% of website traffic comes from mobile or tablet device
22
• Website Ad Performance - average of all ad spaces (Premium and Basic ads)
o Performance of ads increase with strong Call to Action, relevance and engaging link
• Average Impressions: 60,000
• Average Clicks: 1,200
• Average CTR: 2% (Industry average is 2%)
Effectiveness: One of the most effective tools we have to market the Ashland brand is our website
as that is the way most people initially find or research us. Demand for print is still very strong and
continues to grow based on the demographic of our visitor base. While visitors find information
online they still desire to be inspired by our print publications, by requesting and using both.
www.travelashiand.org - We own this domain name and route it directly to the homepage of
www.ashiandchamber.com. To build branding to our visitor base we use this URL in our visitor
messaging to diversify our reach and promote visitor traffic to our site that has the chamber name
in it. Though the chamber site is visitor friendly, this URL is more readily understood as a visitor
resource.
Local and Visitor web traffic: Our site remains a strong resource for visitor traffic with the lodging
section of the site remaining one of the most visited sections. Redding, Eugene, San Francisco,
Portland and Seattle continue to be the cities where the majority of our traffic comes from. Enter
to win getaways that we build and promote seasonally drive traffic to our site where folks enter to
win and sign on to become a subscriber of the site.
Member Directory: By enhancing each Member page to house video, photos, their social media
channels and multiple links, our Member Directory is one of the most visited sections of our site
with over 70,000 visits in that section alone.
Events: Our events have a year round presence on our site through cross promotion, photo galleries,
promotional and recap videos and a more interactive presence to assist visitors in making their
travel plans. With the launch of the new www.travelashland.orca in spring of 2016, events will have
an expanded presence and become more prominently placed on our site with more opportunity
for interaction.
Ashland Chamber Facebook Page: By investing time, effective campaigns and fresh content into
Facebook, the Ashland Chamber now has over 1789 fans from around the country. Members refer
to the Chamber Facebook page as a resource for current information. It is also the #1 direct referring
site to our site. Twitter and Instagram also become effective tools for our events and working with
influencers helps us gain a broader reach.
Travel Ashland Oregon Facebook, Twitter handle and Instagram account: (launched in spring
in 2016) # of fans on Facebook: 241
Ashland Culinary Festival Facebook Page: 1027 fans.
23
The NEW ASH AND .
-
www.ashlandchamber.com / www.travelashland.
orr relaunched December 2016. The website was - f -
overhauled with a complete new redesign. The online
world is constantly changing with new technology. The -
new site is responsive to the user and which device they
are using along with incorporating the most current
technology in all parts of the site. The site is more user
friendly in way finding and serving up the information
that meets the need of the user which depends on
whether they are a visitor, local, business, member or -R gatg17
someone looking to relocate.
I _ 'Yn.Y
Tools - Publications
In & About Visitor's Guide
Our Visitor Guide publishes prior to Memorial Day each year and is an In Al.)OLIt
2016-2017 ASHLAND
effective tool for marketing tourism with a distribution of 60,000 that
is designed all in house. It is mailed as a response piece to all online Discover • year-round paradise.
..g
and phone inquiries and provided to all walk-in inquiries. It is annually
distributed at Portland International Airport, all Oregon State Welcome
Centers and Chambers/Visitor Bureaus and many trade shows including
Bay Area Trade Show, Sunset, Portland Bike and Ski shows, Go West, an
international trade show and many more. It is also distributed to all groups
visiting Ashland, within all travel writer welcome bags, recreation event
goodie bags, all lodging properties, restaurants, members and advertisers
in addition to realtors and anyone locally that can use it to help showcase
Ashland. Showcasing the annual events, food, lodging, shopping, fine
arts, museums, maps, entertainment and outdoor recreation that ?
Ashland offers, it is a complete picture of what the Ashland experience
14
x
is. We have seen demand increase for this publication both through
increased individual requests as well as increasing the distribution points.
The publication has grown in number of pages, which grew a pages in
2013-2014 and in new advertisers each year.
Tools Implemented:
• Culinary, Cultural and Outdoor adventures - themed
• Sample itineraries to enjoy Ashland's pillars, amenities, unique experiences, Mondays
and long weekend stays.
• Annual Calendar to assist in visitor planning and year round promotion while being a
community resource promoting advertiser's events and partnerships.
• Travel info, maps, Lithia Park, transportation info and locators to assist visitors
in getting here.
• Driving traffic to our website and other publications - each page lists our website
address encouraging visitors to pursue information online. References to the Living &
Doing Business Guide and the Ashland Map Guide help to provide further information.
24
Living & Doing Business Guide
The Living &Doing Business Guide is the primary economic ) ,
development marketing print piece for Ashland. The
purpose of this annual publication is to provide accurate : • '
and substantive information on the Ashland community -
to help guide decisions for local business development
and relocation for prospective businesses and residents.
It is also utilized locally as a current community profile
piece. Significant work is done annually by staff to E
showcase the depth of our community including quality , ' ? . -
of life descriptions, community values, visitor amenities,
demographic and economic data all done in a visually
pleasing graphic format. Many visitors use this publication CW11 ivre people and place matter
to consider converting to residents of Ashland. Ashland's
amenities are highlighted along with the strength of
Ashland's ever growing tourism industry.
Grand Award for Communications Excellence, July 2009 given by ACCE (American Chamber
of Commerce Executives) - the premier national organization for Chamber Executives. This is the
highest national award that can be given in the nation for Chamber publications competing with
some of the largest cities in the country.
Content: Each year, this publication is revised to reflect the current 700+ Chamber membership,
efforts and themes surrounding Ashland lifestyle, economyand its businesses. The Guide is annually
critiqued by the ESC committee with staff to create the most dynamic and reflective publication
of Ashland's values and assets. Each year, new photography and editorial showcase Ashland. Staff
works with photographers and partners to ensure beautiful, current and correct information.
Growth in Demand and Distribution: We have seen an increase in the demand for this
publication from individual requests to increased needs from local realtors who use this with each
client from out of town. We have diversified and increased the number of distribution points to
grow readership. It is used in recruitment and distributed at Asante Ashland Community Hospital,
Providence Medford Medical Center (Medford and Portland), Asante, Southern Oregon University
and the City of Ashland along with medical offices, lodging properties, members and advertisers.
Local businesses regularly use the data in this publication to assist in their planning.
Ashland Map Guide
3rd edition to publish February, 2017. The Ashland Chamber&VCB partnered with AFR (Ashland
Forest Resiliency) to create this collaborative, educational, free Map Guide to foster stewardship
and create awareness for the history of fire, our source of drinking water, precious resources and
the balance of recreational uses in the Ashland Watershed. We contracted with Lea Richards, GIS
analyst for City of Ashland to build the maps. Editorial, images collection, layout and graphic design
was done by Katharine Cato and Dana Welsh in house at the Chamber & VCB. 25,000 copies were
printed and distributed from 2014 - 2016.The 2nd edition published in spring of 2016 and the third
edition will publish in February of 2017, doubling the quantity to respond to increased demand.To
educate locals and visitors, the Map Guide will include 7 maps: Ashland Watershed (with the new
USFS approved trails and new AWTA trails), Lithia Park, City streets, the newly designated Cascade
Siskiyou Scenic Bikeway (new), Crater Lake National Park (new),Table Rocks Hiking Trails (new) and
Sky Lakes Wilderness and Mt. McLoughlin with proximity to the Pacific Crest Trail and Grizzly Peak.
25
Meeting the demand of needing a quality map and way finding to hiking
trails, new suggested hikes and bike rides have been added along with AGAIM za~, I M,
ways to get outdoors and explore with way finding, day trip ideas, length 01% 4beft
M
of trips and what to expect. The Ashland Map Guide will also include
reference to Story Maps created by Lea Richards that provide an online usuide
.e i
intuitive experience for Lithia Park Trails, History and Public Art around
Ashland. The response has been very positive from requests of individuals, y
real estate offices to outdoor stores, public libraries, REI and cycling shops. s,.•=
Our partnerships continue to strengthen through this project including f '
The Nature Conservancy, Lomakatski, Public Works, City of Ashland and
Ashland Parks & Recreation. The Map App was successfully launched late '
.
last fall on (Tunes by Project A, for (phone and Androids. There is also an
online presence of the Map Guide on ashlandchamber.com as PDF's that 1i ij~ys ei~~i611' WS
online visitors can download, view and read. Both electronic versions A S,
Sky Lakes Wildernes
will be updated upon the release of the 3rd edition.
Prq6cad by the
Ashland Visitor and Convention Ou roau
Tools -Video:
We use video often to tell the story of Ashland and engage the visitor. Videos include :15,30 or
:60 second commercials, 2+ minute promotional videos of events and campaigns as well as longer
videos when telling the compelling story or insight into the industry involves more time.
We continue to produce videos that showcase the pillars of culinary, culture and the outdoors. They
live not only on www.travelashland.org but also our sister site www.ashiandbusinessresource.com
This enables the presence of events to live year round on our site and provide insight into the "magic"
created at each event. The footage we have and own can be edited into: 30 commercials that we
air both regionally and in the Eugene and Redding markets. We are constantly building upon our
established library of HD video of scenic footage, such as Lithia Park, the downtown, Southern Oregon
University, the airport, attractions such as the golf course, lakes, rivers, and mountains. Now that drone
footage is available from partners, we can incorporate that for a different vantage point. Video is an
effective tool to engage our targeted markets. The Economic Development Video Series showcases
various industries that make up Ashland's ecomomy including the visitor industry. These are housed
on www.ashlandbusinessresource.com. In 2015, we held the Food and Beverage Industry conference
that was a success and with that created a video that provides insight into the emerging industry and
the characters that are making it literally grow. When tourism and economic development meet, we
showcase the industry side of tourism from arts and entertainment to the outdoors and outfitters.
With the launch of the new www.ashiandchamber.com / www.travelashiand.org in December 2016,
videos are showcased in a more prominent way on our site and more engaging for visitors to feel the
Ashland experience before they arrive.
Tools - Image Library
It is important to show a fresh perspective of Ashland on a consistent basis whether it be portraying
the downtown, Plaza, Lithia Park, or an iconic scene of people enjoying Ashland's amenities and
natural beauty. The Ashland VCB works with both new and established photographers to constantly
expand the image library. Fresh images and graphics are needed constantly for all of our marketing
26
channels, annual publications, promotions and keeping our website vibrant and seasonally driven.
In addition, there is a steady stream of requests from travel writers, local non-profits and small
grantees that need high quality photos to include in their articles and coverage of Ashland. The
Ashland VCB serves as a clearinghouse and a connectorto those skilled photographers who capture
the essence of the beauty of Ashland. We are constantly expanding the image library to support
the promotion of our culinary, cultural and outdoor pillars.
Tools - Databases and Lead Generation = Return on Investment
A lead is a requestfor information from an individual that is generated by our strategic ad placements
in reader services online and in print, primarily by way of Sunset and AAA. (See Advertising section
for leads generated.) By generating the leads through effective advertising, we have grown and
diversified our databases to include visitors who want to receive ongoing updates, become event
attendees, members, workshop participants and enter to win entries who we have become a part
of our fan base. We utilize our multiple databases to communicate out the message effectively.
With each lead we generate, we send an In &About Visitor Guide to that individual, hand addressed
via first class mail that same day. We include the Ashland Map Guide and the Living & Doing Business
Guide when applicable. Our timely response often exceeds other Chambers and Bureaus while
exceeding visitor's expectations.
Tools - City Directory Board
Reaching the visitorfoot traffic and providing wayfinding, the City Directory Board is the three panel
board in front of the Chamber & VCB office that gets daily exposure of our visitors and locals. Our
brand showcases Ashland's pillars and seasons. Chamber and community events throughout the
year are highlighted. The city map with parking, Dog Park, public restroom and street information
helps visitors orient themselves. We update the City Directory board four times a year, each season,
to reflect the current events and timely messaging. Advertisers on this board see results from their
ads showcased on these panels.
Tools -Volunteers & Plaza Information Booth
As a non-profit, the Chamber & VCB rely on our volunteer base to serve as the front line to visitors
and locals. The Plaza Booth is staffed by over 120 community volunteers and operates May through
October, serving over 15,000 visitors annually. Each day the Chamber & VCB office is open, there
are one to two volunteers who answer phones, walk-ins with questions and handle a variety of
information to support the staff and mission. Ongoing training is necessary for the volunteers,
which we conduct through a training each May to kick off the summer season by providing
updated information from local partners and attractions, updates on current issues and travel
information relevant to visitors. We provide a volunteer appreciation gathering at the conclusion
of each summer season that enables volunteers to socialize and build the camaraderie that enables
them to put forth the positive and welcoming energy they do.
27
Fulfillment
Goal:
The Ashland Chamber & VCB staff is made up of six individuals who to deliver the Ashland message
and respond to all visitor and relocation needs on a daily basis. Serving as Ashland's welcome center
to all visitors, every day, year-round, we offer free information services and provide professional
and knowledgeable service while operating our office, the Plaza Information booth, maintaining
our equipment, tools and conducting daily operations to serve over 350,000 visitors annually. Our
staff provides a warm welcome to all questions whether received via phone, email or walk-ins.
Fulfillment - Printing
Besides our publications which we go to bid on each time, Ashland VCB is able to print the majority
of all materials in house which saves time, money and keeps the look authentic to the brand.
Producing these materials, in addition to the graphic design and coordination is a significant part
of promoting tourism that takes staff time, talent and effort. For every event and promotion the
Ashland VCB produces, there is a repertoire of printed materials. This includes brochures, signage,
monthly calendars, advertising and rack cards. For example, with Ashland Restaurant Week, there
are packets provided to each participating restaurant, enter to win forms, flyers and posters
distributed along with enter to win forms and gift certificates to be won. In conserving energy
wherever possible, we use electronic versions of these printed materials to communicate the
messages via email where appropriate and effective. As more of our members desire electronic
communication, we respond to that to match their needs and save paper wherever possible.
Fulfillment - Postage
To meet the demand of our ever increasing lead generation and visitor requests, we must maintain
a timely response. Postage is necessary to enable our office to respond to all inquiries received
in the Chamber & VCB from emails, walk-ins, phone calls and referrals. We maintain a high level
of customer service by corresponding via first-class mail to each inquiry, mailing them an In &
About Visitors Guide for visitor inquiries, Living & Doing Business Guide for relocation inquiries and
an Ashland Map Guide upon request. The personal touch of a hand addressed envelope and timely
receipt of information introduces a potential visitor or resident to Ashland and begins a relationship.
Postage supports communication to our members, invitations to events, invoicing, partnership
correspondence and daily operations. With the growth of meetings and conventions in Ashland
and our role, we are seeing an increase of information we are sending for solicitation and outreach
to meeting planners. Media kits, correspondence to travel writers and our brochure distribution
model are also supported through postage as a cost of doing business.
28
29
Addendum A:
2015/2016 Budget
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Addendum B :
Online and Print Advertising Samples
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'01 0'"'th annual Ashland Culinary Festival
November 4th - 6th
12 local chefs compete, mixology and food demos, wine tours, Ultimate Top Chef
dinner, Junior Chef Competition, workshops and over 30 delicious vendors
www.travelashIand.org
Top t Best Wine Travel r
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Season of Celeb*ationa;nd hop Locale
Enjoy CarolersWeekends: Nov. ~6 through Dec. 18th
Holiday Gift Guide: Holiday Events, Specials and M e! Available at
the Ashland Chamber Office
Give Back Wednesdays: Shop local & Support Comm. pity Organizations 1,
• Nov. 30 - Ashland Community Hospital Foundation
• Dec. T - Ashland Emergency: bod Bank F t
• Dec. 14 = Ashland Schools Foundation
Ashland Gift Certificates makefgreat gifts! Purchase' online or in person at
the Ashland Chamber Office I
www. ashlandchamber. com - 110 East Main Sheet - (541) 482-3486
Produced by the Ashland Chamber and Visitor and Convention Bureau
31
Join us for 4 days of culinary Magic!
ASHLAND 10th annual Ashland Culinary Festival Nov. 3rd 6th
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32
Appendix A
Chamber of Commerce
Board of Directors
2015 - 2016
Cindy Bernard Rogue Valley Roasting Co. - President
Sheila Clough Asante Ashland Community Hospital
Marie Donovan Ashland Homes Real Estate
Mary Gardiner SOU International Program
Livia Genise Camelot Theatre Co.
Drew Gibbs Alchemy Restaurant and Bar at the Winchester Inn
Annie Hoy Ashland Food Co-op
Jac Nickels Architectural Design Works - Secretary/Treasurer
Judith Pavlik Judith Pavlik Photography
Meiwen Richards US Bank
Sue Springer Illahe Studios and Gallery
Larry Steiner Edward Jones
Eric Weisinger Weisinger Family Winery -Vice President
Visitor and Convention Bureau
Advisory Committee Members
2015 - 2016
Committee Member: Business:
Don Anway Neuman Hotel Group
Bob Hackett Oregon Shakespeare Festival
Peter Wickliffe Thanks for the Memories/OSF
Livia Genise Camelot Theatre Company
Vicki Capp Ashland B&B Network/ Iris Inn B&B
Graham Sheldon Ashland B&B Network/ Ashland Creek Inn
Julie Gurwell (Chair) Hearsay Restaurant
Brad Niva WinehopperTours
Lisa Beam Sesame Asian Kitchen/Pasta Piatti
Board Liaison/President 2011-2013
Katharine Cato VCB Director/ Chamber Marketing & Sales
33
Oregon
0 Shakespeare
Festival P.O. Box 158
15 South Pioneer Street
Ashland, OR 97520
541 482 2111
541482 0446 fox
541482 4331 box office
January 30, 2017
www.osfasliland.org
Ashland City Council
Attn: Kristy Blackman
City Hall
Ashland, OR 97520
Re: Report for Resolution No. 2008-35
Dear Mayor Stromberg and Council Members:
On behalf of the Oregon Shakespeare Festival board, staff and audience, thank you for the City's
$110,000 Tourism grant for 2016-2017. Grant funds were applied to OSF activities relating to
the goals outlined by the Economic and Cultural Development Committee, specifically Goal
3(b), "To promote tourism."
In this report we address (a) statistics for 2016, (b) OSF's commitment to tourism in 2016, (c)
plans for 2017, and (d) other contributions to the community.
2016 Summary
OSF closed its 2016 season on Sunday, October 30 with total attendance of 397,304, or 86% of
capacity and an increase of 7,000 tickets over 2015. Ticket revenue was $22 million, a 4%
increase from 2015. The season's 807 performances were more than originally planned due to
added performances of Richard II and Vietgone to accommodate audience demand. Student
attendance was close to 65,000.
To promote tourism during 2016, OSF spent $1,039,200 in tourism sales and marketing, media
relations, and hospitality and special events. (Figures are for the fiscal year ending 10/31/16.)
The 2016) season brochure and OSF website - among the budget items to which our City grant
was applied - were major contributors to 2016 attendance.
Promoting Tourism in 2017
In FY17 (fiscal year ending 10/31/17), OSF will spend $1,118,600 in tourism sales and
marketing, hospitality and special events, and media relations.
•
Oregon Shakespeare Festival - Annual Report for Resolution No. 2008-35
January 30, 2017
Page 2
TOURISM SALES, MARKETING AND MEDIA
OSF will spend $791,600 in Tourism Sales & Marketing in FY17, or 70.8% of the $1,118,600
tourism promotion budget noted above. Included in this figure is $81,000 for print and online
media communications.
W1111111. osfushlund orb OSF's website offers a robust and flexible platform for marketing
both plays and audience engagement events, as well as promoting the larger Ashland
experience and the surrounding region. The website engages nearly 650,000 unique
visitors annually, who average more than four page views and nearly four minutes on the
site per visit. Overall ticket sales from the website now average 55% of OSF's total ticket
sales.
Digital Content Coordinator Randolph Jones and members of the IT department are
preparing to roll out a responsive version of the OSF website (i.e., that respond
individually to user need based on screen size, platform and orientation), in three stages,
in 2017-18.
Interactive and video content on the website continues to grow and includes behind-the-
scenes snapshots, director, designer and actor interviews, production trailers and videos
that highlight OSF, Ashland and southern Oregon. A podcast series will be added in
2017.
Thanks to the work of Communications Manager Julie Cortez, OSF's social media
presence continues to grow on Facebook (now 52,400 Likes vs. 47,852 this time last
year), Twitter, Instagram, YouTube, Pinterest, Yelp and TripAdvisor, where OSF is a
"spotlight attraction".
OSF has developed a highly effective and targeted e-marketing program, delivering more
than 2 million emails to approximately 167,000 active email addresses in 2016.
OSF continues to maintain relationships and build new ones with local, regional and
national journalists, theater reviewers and critics, as well as travel writers and
"influencers" around the country. The New York Times published an article about Lisa
Loomer and her play Roe, as well as a lengthy feature by Times arts editor Jenny
Schussler about OSF's Play on! Shakespeare translation program. In addition, the Times
published numerous articles with references to new plays that had debuted at OSF and
went on to further productions in NYC and around the country.
The ever-increasing number of OSF productions, premieres and commissions finding
new audiences at other theatres nationwide continues to widen the media spotlight on
OSF and Ashland.
Oregon Shakespeare Festival - Annual Report for Resolution No. 2008-35
January 30, 2017
Page 3
The ever-increasing number of OSF productions, premieres and commissions finding
new audiences at other theatres nationwide continues to widen the media spotlight on
OSF and Ashland.
Among the publications and media sources that featured OSF in 2016 were The New
York Times, Playbill, The New Yorker, Huffington Post, Seattle Times, The Oregonian,
Sacramento Bee, Oregon Public Broadcasting, Theatremania.com, BroadwayWorld.com,
American Theatre magazine and numerous other newspapers, online publications,
magazines, TV and radio.
OSF works closely with the Ashland Visitors & Convention Bureau, Travel Southern
Oregon and Travel Oregon to bring travel writers to the area and assist in scheduling
itineraries to acquaint them with OSF, Ashland and southern Oregon. OSF provides HD
11-roll to national and West Coast television stations and online publications. The B-roll
contains digital footage of OSF productions and establishing shots of the OSF campus
and downtown Ashland.
Season catalogues. OSF continues its targeted Catalog/Pocket Guide strategy for 2017. A
total of 170,000 pieces will be printed in a three-phase program: a 44-page rack brochure
we call the Pocket Guide (100,000 pieces distributed year-round at OSF and locally and
regionally to schools, libraries, universities, businesses and government agencies, plus
key media contacts and state tourism); 35,000 Pocket Guides mailed directly to high-
value patrons; and a 2017 large-format Winter Catalog (35,000 pieces) for direct mail
marketing to high-value patrons.
Advertising. Our 2017 advertising strategy focuses on internet marketing that specifically
targets arts patrons and cultural travelers in Oregon, northern California and Washington.
A display ad campaign in regional travel magazines promotes Ashland and OSF as a
destination. Public radio sponsorship ads on JPR reach much of Oregon and northern
California.
HOSPITALITY AND SPECIAL EVENTS
OSF will spend $72,200 on Hospitality and Special Events in FYI 7, 6.5% of its $1,118,600
tourism promotion budget.
Trade shows. OSF partners with the Ashland VCB and Travel Southern Oregon at trade
shows from San Jose, California to Vancouver, B.C. OSF participates in the annual
Governor's Conference on Tourism and in the Sunset Show in Menlo Park, and
contributes significant staff support to the Ashland VCB and Travel Southern Oregon.
Communication and training. OSF actively participates in, and regularly hosts, the
Ashland Greeters to inform community leaders about pertinent visitor information.
Additionally, OSF invites advertisers and members of the hospitality community to all
four OSF "Informed Volunteer" evenings, where OSF artistic staff share insights on the
Oregon Shakespeare Festival - Annual Report for Resolution No. 2008-35
January 30, 2017
Page 4
season's plays, often with special ticket offers to help local hospitality professionals see
the work on stage that many of their customers are seeing and talking about.
2016 - OSF in the Community
In addition to promoting tourism, 2016 saw the continuation of the Festival's active presence in
Ashland and the Rogue Valley. Very strong participation from the local community was evident
in 9 Family Day programs, Flex Passes, $15 Hospitality Vouchers for any local business who
wanted their staff to see the work, Web Specials, and $5 Oregon Trail tickets for lower income
patrons.
The Festival's biennial Open House will be held in Spring 2017 on April 30 at the Talent
Production Building. We anticipate it will draw hundreds of visitors to enjoy behind-the-
scenes tours of OSF's production shops and other glimpses into life at OSF.
The community-based 2016 Green Show once again showcased a wide range of local and
regional talent throughout the summer on the Courtyard Stage.
We are gratified by the success of the sixteenth year of the Ashland Schools Project, in
which the OSF Education Department, and specifically a team of two OSF actor teachers,
works with 6th- through 9th-graders in the Ashland School District. Thus far during the
current school year, 259 AHS freshmen and 555 AMS students have participated. Five
AHS teachers and five AMS teachers have also participated.
The 2016/17 Ashland Schools Project began in Fall 2016 with all AHS freshmen English
students attending Twelfth Night. Before seeing the show, students had a preparatory
session with an OSF teaching artist. Afterwards, cast members from Twelfth Night visited
each class for a follow-up discussion. Drama teacher Betsy Bishop also brought many
students to see OSF productions throughout the 2016 season.
At AMS, the two-actor team of William Elsman and Amy Lizardo performed a 35-
minute adaptation of William Shakespeare's Julius Caesar. The actors also led
workshops with every 7th- and 8th-grade class, during which they walked students
through the tent scene between Brutus and Cassius from Julius Caesar. Students were
able to explore conflict between allies and how these characters come to resolution with
one another.
Volunteer participation from Ashland and surrounding communities reflects OSF's
connection to the community. In 2016, 724 local residents were active volunteers at OSF,
contributing more than 34,500 hours of service, an increase of 1,200 hours over 2015.
0SF's Food Bank Specials at the beginning and end of the 2016 season - a $10 play
ticket with a canned food donation - generated desperately-needed food and cash, and
allowed local residents to see a show or catch a favorite for only ten dollars.
Oregon Shakespeare Festival - Annual Report for Resolution No. 2008-35
January 30, 2017
Page 5
The annual Daedalus Project fundraising event (August 22, 2016) raised over $100,000
for regional, national and international HIV/AIDS organizations.
OSF continues to direct significant resources to greater diversity in staff and audience. More than
half (620,%) of the 2017 acting company are people of color. OSF's American Revolutions: the
United States History Cycle new play commissioning initiative has to date awarded 18 out of 24
commissions to women and people of color. More than half of the writers and dramaturgs for the
Play on! Shakespeare adaptations are women, and more than half are people of color. 2017 will
see the continuation of intensive, year-round, companywide diversity and inclusion work that
reaches deep into all aspects of OSF operations, from play selection to staff forums and trainings
to audience development activities and community building.
Conclusion
The longstanding and vital connection between the City of Ashland and the Oregon Shakespeare
Festival is something we value deeply. It is also a commitment we take pride in sharing with our
peers in American theater and with our individual and institutional supporters, who often require
proof of such support before making their funding decisions. Ashland and the Festival are
inextricably linked in the minds of hundreds of thousands of people from around our state, the
Pacific Northwest and across the country.
The Festival's efforts to bring national and international attention to our theater and our
community are all enhanced and strengthened by the City's annual investment in this institution.
Your consistent support is essential to the ongoing health of OSF. Thank you.
Sincerely,
C nthia Rider
Executive Director