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Home My WebLink About2023-03-21 Council MeetingASHLAND CITY COUNCIL BUSINESS MEETING AGENDA Tuesday, March 21, 2023 Council Chambers, 1175 E Main Street View on Channel 9 or Channels 180 and 181 (Charter Communications) or live stream via rvtv.sou.edu select RVTV Prime. HELD HYBRID (In -Person or Zoom Meeting Access) For written public testimony, email public-testimonV(cD_ashiand.or.us using the subject line: Ashland City Council Public Testimony For public oral testimony, fill out a Speaker Request Form at ashland.or.us/speakerreques and return to the City Recorder at melissa.huhtala(a-)ashiand.or.us 5:30 PM Executive Session The Ashland City Council will hold an Executive Session for the following: 1. City Manager Review, pursuant to ORS 192.660(2)(i). 6 p.m. Regular Business Meeting* 11. CALL TO ORDER 1 . Land Acknowledgement` Ill, PLEDGE OF ALLEGIANCE IV. 12,OLL CALL V. MAYOR'S/CHAIR OF THE COUNCIL ANNOUNCEMENTS 1. Proclamation Honoring Cesar Chavez 2. Proclamation Celebrating Arbor Day 3. Proclamation Declaring Food Waste Prevention Week V1. APPROVAL OF MINUTES *** Vil. SPECIAL PRESENTATIONS 1. Union Pacific Railroad Restrictive Covenant Amendment Request Vill. CITY MANAGER REPORT IX. PUBLIC FORUM (15 minutes) (Public input or comment from the audience on City business not included on the agenda.) X. CONSENT AGENDA 1. Greenleaf Restaurant Liquor License Approval Request 2. Citizen Budget Committee Appointments 3. Contract Amendment with ZCS Engineering for the Community Center and Pioneer Hall Design XI. PUBLIC HEARINGS (Hearings shall conclude at 8:00 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 9:30 p.m. at which time the Council shall set a date for continuance and shall proceed with the balance of the agenda.) 1. Ordinance 3218 Public Hearing and First Reading of 2022 Oregon Fire Code 1. City Council Priorities for the 2023-2025 Biennium mi. NEW BUSINESS XIV. ORDINANCES, RESOLUTIONS AND CONTRACTS 1. Contract for Diversity, Equity, and Inclusion (DEI) Assessment with Paradigm Public Affairs, LLC XV. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS 1. City Recorder's Office Administrative Support for Liquor License Processing Xvl. 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 Manager'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 1). * Items on the Agenda not considered due to time constraints are automatically continued to the next regularly scheduled Council meeting [AMC 2.04.030.(D)(3)] ** LAND ACKNOWLEDGEMENT: We acknowledge and honor the aboriginal people on whose ancestral homelands we work —the Ikirakutsum Band of the Shasta Nation, as well as the diverse and vibrant Native communities who make their home here today. We honor the first stewards in the Rogue Valley and the lands we love and depend on: Tribes with ancestral lands in and surrounding the geography of the Ashland Watershed include the original past, present and future indigenous inhabitants of the Shasta, Takelma, and Athabaskan people. We also recognize and acknowledge the Shasta village of K'wakhakha - "Where the Crow Lights" - that is now the Ashland City Plaza. ***Agendas and minutes for City of Ashland Council, Commission and Committee meetings may be found at the City website, ashland.or.us/Agendas.asp. WHEREAS, on March 31, 2023, we celebrate the life and legacy of Cesar Estrada Chavez, a champion for social justice and advocate for hardworking people who build and sustain our nation. Born into poverty and raised by migrant workers, Chavez courageously dedicated his life to improving conditions for workers across the country. Chavez witnessed firsthand the inequities of an economy that only serve those at the top and left millions of hardworking Americans behind. Today as we continue to build an economy that rewards work and not just wealth, we stand on the shoulders of Cesar Chavez and carry forward his fight to advance the rights and dignity ofworking people. - WHEREAS, when Cesar Chavez founded the United Farm Workers of American alongside Dolores Huerta,he drew national attention to the many agricultural workers who experience inhumane working conditions and unlivable wages. Through strikes, marches, and boycotts, he inspired millions of people across the county to fight for a safe and healthy workplace, better wages, improved workplace protection from sickness and disability, and other core rights and protections. . WHEREAS, in the process, Chavez inspired generations of people across all backgrounds, ages, and industries to organize, bargain, and expand opportunity for workers and their families. His devotion to"viva |000uao^ ("long live the cause") brought hope to workers and Latinos across the Nation, and his fight for justice, equality and dignity gave workers and Latinos everywhere a voice. Today we must summon the same courage and moral clarity to carry his legacy forward. NOW, THEREFORE, 1, Tonya Graham, Mayor of the City of Ashland, Oregon, on behalf of the City Council, do hereby acknowledge March 31 as Cesar Chavez Day. and call upon the people of Ashland to observe this day with appropriate reflection and learning. In Ashland we are "Better Together." Dated this 21st day of March 2023 Tonya Graham, Mayor Melissa *ubto|o'City Recorder CITY OF As HLAND WHEREAS, in 1872, the Nebraska Board of Agriculture established a special day to be set aside for the planting of trees, and WHEREAS, this holiday, called Arbor Day, was first observed with the planting of more than a million trees in Nebraska, and WHEREAS, Arbor Day is now observed throughout the nation and the world, and WHEREAS, trees can be a solution to combating climate change by reducing the erosion of our precious topsoil by wind and water, cutting heating and cooling costs, moderating the temperature, cleaning the air, producing life-giving oxygen, and providing habitat for wildlife, and WHEREAS, trees are a renewable resource giving us paper, wood for our homes, fuel for our fires, and countless other wood products, and WHEREAS, trees in our city increase property values, enhance the economic vitality of business areas, and beautify our community, and WHEREAS, trees — wherever they are planted — are a source of joy and spiritual renewal. NOW, THEREFORE, I, Tanya Graham, Mayor of the City of Ashland, Oregon, on behalf of the City Council, do hereby acknowledge April 28, 2023, as Arbor Day in the City of Ashland, and urge all citizens to celebrate Arbor Day and to support efforts to protect our trees and woodlands, and Further, urge all citizens to plant trees to gladden the heart and promote the well-being of this and future generations. In Ashland we are `Better Together" Dated this 21st day of March 2023 Melissa Huhtala, City Recorder CITY OF ASHLAND FAQ :10103 Ail r i FA d M ki [67 2 910707 197MM-:A1,TAI :1 r-IT10-:1na [ems W. W11M WHEREAS, up to 35% of all food produced is thrown away, and a family of four could save an average of $1,800 annually on uneaten food; and WHEREAS, food in landfills, when buried without air will decompose and release methane gas, which contributes to climate change and we have a responsibility in helping the next generation adopt good sustainability practices; and WHEREAS, we have the opportunity to save shared resources, like land, water, energy and transportation used to make food available that ultimately goes uneaten, and everyone would benefit from utilizing food resources better. NOW, THEREFORE, I, Tanya Graham, Mayor of the City of Ashland, Oregon, on behalf of the City Council, do hereby proclaim the week of April 10-16, 2023, FOOD WASTE PREVENTION WEEK in Ashland, and we encourage all residents to commit to the practice of reduce, recover, and recycle food waste. In Ashland we are 'Better Together." Dated this 21st day of March 2023 Tonya Graham, Mayor Melissa Huhtala, City Recorder For the Union Pacific Railroad Restrictive Covenant amendment request the potential motion included in the Council Communication references the wrong meeting date, and as such a corrected motion referencing this evening's Council Communication is provided below. IF00Ve tOdirect staff hOprepare, file, and seek approval DfODapplication for O Major Amendment to replace the condition Of Opp[OVOl in PA20l6-0068z1with the modified condition Of ODp[OVOl presented in the March21,2023, Council Communication and tOcontinue working with Union Pacific Railroad and [}E0tO achieve [eOO8[]i[1fiOD of the [ail yard site to applicable [}EO standards." Modified condition of approval presented March 21, 2023, Council Communication: "Parcel 7 is restricted from further development or land division until Grantor obtains a determination from the Department of Environmental Quality that the property meets cleanup standards consistent with the current and likely future land use zoning for the property. These land uses correspond with the Department of Environmental Quality Urban Residential and/or Occupational exposure scenarios. Thereafter, development of or any subdivided parcel cannot occur until Grantor obtains a determination from the Department of Environmental Quality that the property meets cleanup standards applicable to the use proposed for the subdivided parcel. This covenant will be removed from the property, and/or any subdivided parcel(s), upon the grantor providing the City written documentation from the Department of Environmental nCouncil Business Meeting zmam�� Agenda Iteryi Union Pacific Railroad Restrictive Covenant amendment request From, Brandon Goldman Interim Community Development Director Contact Brandon.goldman@ashland.or.us Item Type, Requested by Council 1:1 Update [Z Request for Direction FX Presentation El SUMMARY Before the Council is a request to modify a 2016 deed restriction (Restrictive Covenant) on the Union Pacific Railroad ("UPRR") rail yard property in Ashland. After completion of full -site remediation to DEQ's cleanup standards, the proposed revised deed restriction would allow subdivision and development of individual parcels upon further remediation in conformance with the DEQ risk standards applicable to the proposed actual uses of the parcels and the parcel -specific risks posed by the actual contaminants on them. POLICIES, PLANS & GOALS SUPPORTED Comprehensive Plan - Economy Element Goal 7.07.03 To ensure that the local economy increases in its health, and diversifies in the number, type, and size of businesses consistent with the local social needs, public service capabilities, and the retention of a high quality environment. Policy ])The City shall zone and designate within the Plan Map sufficient quantity of lands for commercial and industrial uses to provide for the employment needs of its residents and a portion of rural residents consistent with the population projection for the urban area. Policy 4) ... the City shall take such actions as are necessary to ensure that economic development can occur in a timely and efficient manner... 1=3;[+7:Cr77 lI g lim"" rkmwilp k i [a]k, F_j III I;[*] -n ky, F-a Mq In November 1999, the City placed a deed restriction on the Union Pacific Railroad ("UPRR") rail yard property in Ashland. The deed restriction required that the entire property be remediated to DEQ's "Residential" standards before any further development or subdivision could take place, even if the subdivided parcels might be used for purposes like asphalt -capped streets, parking areas, or light industrial or commercial activities. However, the legal language of the originally recorded restriction resulted in years of no progress towards putting the rail yard to beneficial use. The cost of making every possible future subdivided parcel meet the strictest Residential remediation standards, regardless of potential uses, made the property unmarketable and diminished UPRR's incentive to undertake voluntary full -site cleanup. In April 2015, UPRR proposed remediation of a limited portion of the site containing most of the high concentrations of contaminants, using trucks for transporting outgoing contaminated soil and incoming clean fill. City Council members countered with a request that UPRR conduct a full -site remediation Page lof3 7, -1, IF - I qrl� 71 Council Business Meeting using rail cars for taking contaminated soils away. UPRR asked the City to consider relaxing the deed restriction. At the January 5, 2016 Council business meeting, Council approved a motion directing staff to initiate the planning process to modify the 1999 deed restriction. Another part of the motion directed staff to try to get agreement from UPRR to clean up the full site as soon as possible and to use rail cars for transporting contaminated soils from the site. Unstated but implicit in the approved motion was the necessity of reaching agreement among the City, UPRR, and DEQ on the wording of the modified deed restriction. The three parties agreed upon revisions to the prior deed restriction, and it was modified in December of 2016 with the following language: Parcel 7 is restricted from further development or land division until Grantor obtains a determination from the Department of Environmental Quality that the property meets cleanup standards applicable to a single residential property. Thereafter, development of or any subdivided parcel cannot occur until Grantor obtains a determination from the Department of Environmental Quality that the property meets cleanup standards applicable to the useproposedfor the subdivided parcel. Grantor willprovide written documentfrom the Department of Environmental Quality demonstrating compliance with these standards to the City. Upon review of this amendment, the City, DEQ, and UPRR are concerned that the use of the term "single residential property" to clarify the applicable cleanup standards is inconsistent with the intended future development of the property. Specifically, the City's E-1 (employment zoning) does not permit single- family residential uses. The allowable uses in the E-1 zone would include commercial, employment, and mixed -use development, or potentially under a future Climate Friendly Area designation, apartment uses may be permissible under state rules. In each of these cases, the DEQ cleanup standards for "Urban Residential" would allow for such future development. Therefore, staff finds that modifying the condition and corresponding restrictive covenant as proposed below would allow for development of the property consistent with the comprehensive plan designation for, the property. Parcel 7 is restricted from further development or land division until Grantor obtains a determinationfi-omthe Department of Environmental Quality that the property meets cleanup standards consistent with the current and likely future land use zoning for the property. These land uses correspond with the Department of Environmental Quality Urban Residential andlor Occupational exposure scenarios. Thereafter, development of or any subdivided parcel cannot occur until Grantor obtains a determination from the Department of Environmental Quality that the property meets cleanup standards applicable to the use proposed for the subdivided parcel. This covenant will be removed from the property, andlor any subdividedpareel(s), upon the grantor providing the City written documentation from the Department of Environmental Quality demonstrating compliance with these standards to the City, Next Steps Should the Council authorize staff to seek planning approval to modify the deed restriction to meet "Urban Residential" standards, the anticipated next steps towards realization of full -site remediation include DEQ approval of a cleanup process. Specifically, the cleanup process will include UPRR and DEQ proceeding with the scheduling of a public meeting and presentation to Council regarding the proposed Remediation Plan. Following a public comment period DEQ will render a decision on the proposed remedial actions and enter into a voluntary agreement with UPRR to carry out the cleanup workplan. Page 2 of 3 nCouncil Business Meeting The immediate next step should Council be amenable to modifying the restrictive covenant language will be for the City staff to submit to the Planning Commission a request for Major Amendment to modify the existing Planning Action (PA-2016-00684) condition of approval concerning the rail yard!s DEQ clearance requirement prior tofurther subdivision ordevelopment. This iothe same process that was undertaken in2Ol810amend the lyyQPlanning Action /P4-89-O48\condition ofapproval relating tothe original subdivision of the property. FISCAL IMPACTS There are nonoteworthy near -term fiscal impacts. Future development of the raikmrdsite following completion of a DEQ approved remediation plan could yield significant economic activity and City tax STAFF RECOMMENDATION Staff recommends the Council direct the Planning Commission toconsider onapplication for modification of the prior planning condition, and upon approval of such modification that Staff and UPRR execute an amended Restrictive Covenant. ACTIONS, OPTIONS & POTENTIAL MOTIONS I move to direct staff to prepare, file, and seek approval of an application for a MajorArnendrnemtto replace the condition of approval in PA2016-00684 with the modified condition of approval presented in the April 5,2016, Council Communication and to continue working with Union Pacific Railroad and DEQ to achieve nennediotion of the rail yard site to applicable DEQ standards. DISCUSSION QUESTIONS Does the Council have any questions about the proposed amendment tothe restrictive covenant o[process moving forward? SUGGESTED NEXT STEPS Next steps include scheduling opublic hearing before the Planning Commission toamend the condition of approval osset forth inplanning action P4-2Ol6-OO684. REFERENCES & ATTACHMENTS Attachment #1:UPRR/JocobsRequest for Amendment 03092023 Attachment #2: 2016 UPRR Restrictive Covenant (existing) Attachment #3: DEQ Response To City Comments dated 03102023 Page aofa �� Ashland City Council March 9,2OI3 Page 1 of 2 Ashland City Council 51V0nbumWay Ashland, OR 97520 Subject: Modification ofCovenant for Union Pacific Railroad, Ashland Railyard Dear Ashland City Council, I I =11�* IT On behalf of the Union Pacific Railroad Company (UPRR), Jacobs is submitting this request for a hearing before the Ashland City Council. The intent ofthe hearing istoinitiate a subsequent Type || public hearing before the Planning Commission regarding modification of an existing covenant on the UPRR Ashland railyard property (site), which is referenced as Parcel 7 of Partition Plan No. P-32-3000. The existing covenant specifies that the remedial action will achieve cleanup standards applicable toasingle residential property, which ixinconsistent with the current land use zoning for the site. Modification of the covenant is necessary for consistency with the current zoning and the approved cleanup plan with the Oregon Department of Environmental Quality (ODEQ) for the site. UPRR is committed to a cleanup agreement for the site with ODEQ through the Voluntary Cleanup Program(V3P). As part of the VCP, a Record of Decision (ROD) for the site was issued by ODEQ in 2001. An updated remediation plan was approved by ODEQ in 2022, which represents a cleanup approach that is based on current data and updated ODEQ guidance. The 2001 ROD specified that the site would be cleaned up to single-family residential standards, which is inconsistent with the current zoning for the property which allows for mixed use commercial and high -density urban residential development (i.e., E-1 with residential overlay). Due to the potential ambiguity related to the exposure area assumptions used for the single-family residential cleanup calculations, the original covenant on the property from 1999 (Condition 9 of PA 99-048)was amended in 2016 as per PA 2016-00684 to read as follows (with underlining added for emphasis): Parcel 7 is restricted from further development or land division until Grantor obtains a determination from the Deportment of Environmental Quality that the property meets cleanup standards applicable to a gngk residential property. Thereafter, development of or any subdivided parcel cannot occur until Grantor obtains a determination from the Department of Environmental Quality that the property meets cleanup standards applicable to the use proposedfor the subdivided parcel. Grantor will provide written document from the Department of Environmental Quality demonstrating compliance with these standards to the City. Because the updated remediation plan is based on current guidance, cleanup levels, and land zoning, an updated ROD for the site will be issued by ODEQ before the cleanup can begin. Before the initiation of the process for issuing a new ROD can begin, the language of the existing covenant must be amended to be consistent with the cleanup approach and the City of Ashland's current land use zoning. UPRR's proposed modifications to PA 2016- 00684ureshovvnbe|ow: Parcel 7is restrictedƒmmfurther development orland division until Grantor obtains udetermination from the Department ofEnvironmental Quality that the property meets cleanup standards consistent with the current and likely future land use zoning for the property (i.e., E-1 with residential over1oy)Gpp4a_bk-_t" fflyie res—entie. pr-eper-tV. These land uses correspond with the Department of Environmental Qualit Urban Residential andlor Occupational exposure scenarios. Thereafter, development oƒorany subdivided parcel cannot occur until Grantor obtains a determination from the Department of Environmental Quality that the property meets cleanup standards applicable to the use proposedfor the subdivided , parcel. This covenant will be removed from the property, ondlor any subdivided parcel(s), upon the ntorwill pFovids�-providing the City written documentation from the Department uƒEnvironmental Quality demonstrating compliance with these standards tothe City. In conclusion, UPRR is requesting the Ashland City Council recommend that the Planning Commission modify the Ashland City Council March 9,ZU23 Page 2 of 2 IS %=7:1 PM issued, and the site cleanup can move forward. It is our understanding that the City Manager has added this item tnthe Cuundyslook-ahead calendar onMarch 21,ZUZ],as"Union Pacific Amendment toRestrictive Covenant for Railroad Yard Property". I am planning to attend the hearing in person, on behalf of UPRR, and will be happy to answer any questions pertaining to the amendments needed to the covenant on the property. Sincerely, Jacobs Michael Niemet Project Manager 541-602-4760 michaeiniemet@jacobs.com Electronic copy only: John Deong/UnionPacific Railroad Robert Bylsma/UnionPacific Railroad K4arAare1Osd|ia/ODE{l JeffPaikAacubc Return Document to: Barbara Christensen, City Recorder, 20BaS Main,� - Ashland, OR 97520 ��U�� CITY �~" "�~�""�"�"�� AMENDMENT TO CLEANUP RESTRICTION COVENANT Owner: Union Pacific Railroad I Property Address: Not Applicable Property : Parcel 7 of Partition Plat No P-32-2OOOIndex Volume 11Page 32inthe Record ofPartition Plats inJackson County, Oregon, Jackson County Survey File No. 16628 Planning Action: 2016-00684 Consideration: $Zero, but relief from restrictions of use of the property, the sufficiency of which the Owner deems sufficient. Name of Development: City of Ashland Planning Action 99-048 AsOwner ofthe property listed above, Owner hereby consents to the following required by the City of Ashland by ordinance in order to permit land use activities on the Subject Property that affect legal rights landowners have intheir land. This restrictive covenant iohobebinding upon Owner, its heir(s), executors, and assigns, and it is Owner's express intention that this restrictive covenant shall run with the land, and shall be binding upon future owners of the property. RECITALS A. As a condition of approval in a City of Ashland Planning Action (PA) 99-048, a Restriction Covenant was recorded on the property and the following notation was included on Parcel7ofPartition Plat No. P-32-2OOOIndex Volume 11 Page 32(nthe Record ofPartition Plats inJackson County, 0regon, Jackson County Survey File No. 16528. "As acondition ofapproval ofthis plat, the City ufAshland has required the following statement: Parcel 7 is restricted from further development or land division until the property has been cleaned toresidential standards. Written compliance with these standards shall beprovided tu the city form the Department ufEnvironmental Quality." B. OnJune 2D.281Gand after a properly noticed public hearing, the City ofAshland Planning Commission approved the following change to the original condition, as of record Planning Action 2016- 00684: "2) That the deed restriction required in condition 9 of PA 99-048 shall be revised to read as C. All periods for appeal to land use decision of PA 2016-00684 have expired; and THEREFORE, the City has established lawful authority, howhich Owner voluntarily consents and agrees, to amend PA 99-048 as follows: F.-VT AININT-1 City approves and Owner acknowledges and agrees: 1, The recitals set forth above are hereby incorporated as substantive to this Amended Restriction Covenant. 2. Reference in PA 99-048, the deed, or Partition Plan No. P-32-3000 to the original condition of approval for Parcel 7 from PA 99-048 on 11/9/199, which specifically reads: "As ucondition ofapproval of this plat, the City ofAshland has required the following statement: Parcel 7 is restricted from further development or land division until the property has been cleaned tnresidential standards. Written compliance with these standards shall beprovided to the city form the Department ofEnvironmental C}ua|ity." karemoved emacondition and replaced with the amended condition that hsefinal land use decision on approved by the Planning Commission in Planning Action 2016-00684 as follows: "Parcel 7is restricted from further development or land division until Grantor obtains determination from the Departmentm`Environmental Quality that the property meets cleanup standards applicable hoosingle residential property. Thereafter, development of or any subdivided parcel cannot occur until Grantor obtains a determination from the Department of Environmental Quality that the property meets cleanup standards applicable to the use proposed for the subdivided parcel. Grantor will provide written document from the Department of Environmental Quality demonstrating compliance with these standards hzthe City. ~ 4` Except as modified above the terms of the City of Ashland Planning Action 99-048 shall remain in full force and effect. CITY OF ASHLAND: By aVt� VT Y K. LOVE Assistant Vice President - Real Estate }ae County ofJackson ) Personally appeared before me this day of:!AA(&r' , 2016, John Karns, and Interim City Administrator the City of Ashland�76reqon, and acknowledged the foregoing instrument to be his voluntary act and deed. OFFICIAL STAMP NOTARY PUBLIC-OREGON COMMISSION NO. 932046 N-otary Public for Oregon STATE ) N.JorA&LA)s& Dt--P a -in-, k�-,T%t u -I hal Y n. oldman a, in Street Re, esponse to Comments cto ber 2077 Staff Report Recommended Revision of the Remedial Action C51 '41246 Union. Pacific Railroad Ashland Rail Yard 4 1 1r, Ll RU JLUJJ of OdialAction dated October2022- Please see below questions and comments from the C1 •sponses- the letter dated December 2022followeclbyDEQ�sre- 1) The pr)posed cleanup plan relies on the assumption that the highest land use ollow-ed for the western nine acreF of the site will he an "urban residential' use scenariG. Please provide a detoPed plain larquage expininon of the "urbcn residen t!Dr fond use scenoria, including how the exposure a-5sumprions differ from as 'Single Family Residentiar scenario. Note that the -zone for this property (E-1) will allow some degree oj - residentialoccupation on the first floor of m ulti-floor mixed use buildings, as is currently the case adjo cent to the railyard property on Clecu- Creek Drive. DE 118s arise: DEQs urban residential land use scenario assumed development with any c Tination of iapaftment5, condos, ortownhomes with minimal yard space maintained by the t a c) . _ I meowneT- Land use may also include mixed use commercial -residential buildings with iderits on the first flour. Single family residential land use is assumed to include homes on I rger lots (typically greater than 5,000 square ft) where landscaping is maintained by the ne r, and the expected exposure duration would be longer than urban re sidentia L -2) How t& as the orboo residential exposure frequency of 175 days/year established, as noted in Table 1 ? Con this e reconciled with the City's mixed u-5e zoning designation for the property that allows a portion of the fir f-ftour to have residential occupation? t,EQ Response- 175 days/yearls the default exposure frequency used in DEQ!s human healtb r sly assessment guidance for urban residential. Risk assessment for the urban residential s,-,enario includes half the exposure time, but the same consumption rate as single family r sidential. DE(Xs urban residential -scenario does account for apartment buildings with r.!sidence on first floor- 3) It is no clear why DEQ's 5irff .5 ' pecific cleanup goof for lead is indicatedgs 1, 000 mgjkg, yet the urban residentiotrisk-based concentration is ShDWn in Tuble I as 400 M-qlkg, The sfte-specific risk -based ZM 0 ",.!:1 ronrentllationsfor all other contaminan ts in Table Tore shown as being the -same as urban residential mcs' stern 8-7 acres as part of a fisk management strafty. 4) Except brieft in Section 3.11, The draft staff report awaits any explanation of the 201612017 cleanup plan, including total vole meof contaminated soil to be excavated or that the sail Was proposed to, be moved p T-site, We request a clear explanGVon and rationale for why the 2022 cleanup plan is signhear li 7t/y less extensive, than the one proposed in 201 Z The previous cleanup, plan was painstakingly develop E d with extensiverommunity in vo/vement and the new plan should include 6 public explon ati6n of how it provides -at least an equivalent level of site mitiqotion and Public health protection. EQ Response. A more thorough, explanation of changes since the '201 6/2017 cleanup plan will e included in the final Record of Decision (ROD). Changes to DFQ RBC,s for contaminants of .oncern at the Site re I:l u 1ired less cleanup To meet urba n residential expos u re req I uirements. Capping excavated w H on-54te a dd resses comm u nity co ncerns a bo ut tra nsport ing the impacted oil through town, Since this cleanup is being do n e vole ntari ly by U P RR, they have significant I �eway as to how they wa rI to implement a rern ed la I action as Iran as it is protective of human ealth. The remedy asproposedin the Staff Report is protective for urban residential and ommerc-fal use. The current plan will remove pockets of high levels of contamination that 4reviously woulld.not have been removed- 5) Similarly, the Administrative Record included in the draft staff report omits reference to the 2008 and 201 i120 7 1 anqp 6 c e plans. These past documents were publicly available and' are expected to be an Tmportat Part Of the Project record far community members, t.I I 1 11 1! �!11 M 5)The d ft staff report indicates that a deed restrictian will be imposed by DEQ requiring its approval y portion of the eastern three acres of the railyard be subdivided or redeveloped in the, future. The staff repart should explicitly state that additional site investigation and cleanup work would be required before approval of any land development or site work- Pow does DEQ contemplate the city's role in th Fs process, including notification and,consultation with city planning staff about proposed local Oregon e0arl-r'lent of ErMronm enta I Quality (ODFQ). 20 19. Comments on the 5 upplernOntal Rem, e-dial Invostipt on/Feaibility Study Risk Evaluation 2nd Revision dated June 5, 2019. Novembiar S. Page 2 of, 8 M (,.Cb ' - 1. omn ,10 1 1 4" a fi kIL'I "MI -rimun' tion with DD, re m edia I desi�n� and r-116su re D EU wo u Id contio u e our col la bo rat Ive cot (ca �e City of -Ashlan d and followa protesssimilarto thatoutlined in the jfollowingDRAFTPublic ,wolvernent Pha'ses pf the UPRRAshidn'd ROD and Rernediol;AcUon- 7) it -appears thatDEQdoes not contemplate anylimitations fe,g, deed restrictions) for the western nine acre-5 of �he railyardas long as itis usedfar-cprnmercig], industrial, or urban residential purposes, Since the risk assessmentevaluotedftman exposures of this parcel using hypothetical 1-acrepolygons as shown Jr Figure 5, it possible that risk assessment outcomes would be differerit when the western nine acres is jubdivided into a different twifiguration. other than, the one acre 16t5 shown in Figure S? by UPRR and DEQ to define controls used to- 0 Restri ct site use to u rba n-resi d e atia I a rid/o r com Mercial use; and * R estrict development o r s u bdivision with ou i a d d itiona I assessment and/or approval from, DEQ. ---Q would need to review and approve any request to subdividear develop either the weqern 7-acre,s-or the eastern 3-acres to verify that development meets allowed land Use quiremenTs and that a subdivision does not result in unacceptable risk within anyof the oposed subdivided parcels. I)FQ would conduct a risk evaluation similar to how the ,pothetical 1-acre sub4iv-js-ions were considered, but evaluation areas and focations would be ised,on the proposed subdivision. 8) How old DEQ establish that groundwater beneficial use has not changed since the 2001 ROD? Were Oregon Oept: of Water Resources records reviewed far possible new water wells drilled near the site sint:e- 20C tj ?Since water supply is often a big concern to our community, possible use pf groundwaterfor irrigation in thefuture might be a concern andshould be acknowledged in the repast; DEQ Response: A beneficial water use survey has not been, conducted since 2001, howf?ver coangem in water use in this area are unlikely based on requirements for new developments to connect to City water- To he certain, DEQ will include an updated beneficial water use survey in the revised -ROD- DEQ can also include groundwater use restrictions in the EES inhere t-5 concern c put posiible future tise and climate change and resource dernands, etc, &M M offutun cfiterfu Iso, the likelihood that contarninants will migrate -to off -site supply an and affect current id/or future, reaSonably likely, beneficial use is minimal round rater is first encountered at ie Site within the sift/clay unitarid/or discontinuous sand unit at depths between ),proximately,6 and 20 feel belowground surfaces. dense sandy silt, unit (weather cl bedrock) located belowthis, shallow water -bearing formation and above a deeperwater bearing Zone. roundwater for beneticial use in the Site Vicinity isdrawn from the deep, aquiferat depths -eater-thlan 60, to 100 feet below ground surface- Site contaminants of concern (Bunker C Oil id Ofesell were detected in shallow groundwater. The likell" hood that Bunker C oil and diesel ill migrate to off -site supply welts and affect current and/or future, reasonably likely, beneficial ;e is animal becausethe vistouslprpperties of Bunkter it Oil limit its mobility; the vertical ,paration between the impacted shallow groundwater and the deeper aquifer utilized for meficial use is at least 40 to 60 feet, containing at least 20 to 40 feet of bedrock; and cro-ss- murnination of the deeper aquifer by a future, installation of a well or borehole through m0minated shallow soil cir'groundwat6ir is rnirimi�ed through the use of Oregon well mstruction standards, -eas with high lead concentrations pre turgetedfor cleanup, cis well as,one ,area with high ,ample resolution in'these areas was very limited in post ,site 4rivestigations, so how were det-erfainedfor the excavations shown in Fig -6? The reportshould acknowledge the importance confirmation sampling when excavation occurs, to ensure rernallot of soil exceeding the cleanup 10) The mport briefly, atknowledges the presence of significant volumes of subturfdce -soil Saturated with Bunker C nd NAPL; or non -aqueous phase Yquid-s) in the eastern poreel, and the Potentialfor direct (--ontactwith Bscattier odforfuture construction or excavation workers- Unlike the -September2016 Remedial I Action Workplan, there is no acknowledgement of the estimated extent or volume Of these NAPL or previously -estimated by UP and DE Q as 5,4100 cubic yord.5;, For better transparerIcy, shouldn't the three estimated Stinker C areas be shawn graph ically in Figure 5 (Hypothetical Future Exposure Areas) to address antic;pated public concerns about future exposure tosubsurface NAPL i(similar to how they were situ wn in the 2016 pla n)? Q kespcinse: DE will include the estimated extent and volurne of NAPL areas in the final �D. However, there is significant uncertainty a5-soclated With both estimates, which will be Coted in any graphics or estimates. M-t 74 'P i8 In U p 11) Re I gording tine three areas of soitsaturoted with Hurl ker C oil, it is evident that the proposed copping and, sear ring of the three eastern acres of the railyard will possibly result in entombing this con tornincition in perpetuity, tother than eliminating it. How will DEQ address possible cornin unity concerns about the_s6 gma bf such legoc y contamination remofning ini on area that will be surrounded by development at some point in- the future? Should monitoring wells be required to aIfie, entombing is effectinle in protecting the comm umWs groundwater? As a practical matter, the proposed capping of the eastern three ocres would appear to add little or no value to the local community, including exponsio a of the Imol tax -base, facilitating, economic growth, or taking development pressures to of undeveloped, open land elsewhere in Ashland or-lock5on County- 7his concern may be important g! yen the City Ashilundos tibligotion to address tate of Oregon statutory goals and policy req uirementsfor Climate Riendly and Equitable Cam unities_ DEQ Response. Leaving pockets Of nori-mobile petroleum in -place to degrade naturally is dommonplace with the re -development of formerindustrial sites. Acceptable risk for the Site has 1een demonstrated in The risk assessment with the Bunker C contamination remaining in-place- [h is is because Petra le u rn co in Pounds are relatively non -toxic card the toxicity decreases over ree as it degrades a Tic, weathers. OEM gill attempt to address com m u n ity concerns by engaging . public Lo, inform them of the proposed plan and gain their input- DEQ does not feel that onitoring is required for the Bunker C based on its observed immobility and age. Clearing the Yvestern 8;7 acres for urban residential and/or commercial use will offer opportunities for -development. After capping, the eastern 3 acres will also be available for development, and with what processes? This would appear to beespecially relevant given the current challenges with f? 'ert local and state government stoff turnover during t hesle lOng-term projem- PEQ Response. Sitts with institutional controls are recorded in th C- DEQ database and property •wners are required to provide DEQ environmental reviews typically every -rive years. Thi's process Will bo det' iled -in an EES attached tothe property deed. 1 -3) For tJ w selected alternative, the staff report indicates that `:__clean backfill will include 2, 710 cubic yards toj rill in the excava6ori ureas an the west side plus an udditiOnal 2,970 cubic yards to supplerrient the consolidated soil on the eastern side and ill in the former holding pond depressions-- How will the clean sciffbackfill be dedneatedfrom underlying contaminated soil, to facilitate the possibility of future site lave tigation and clean up that might be required in the eastern capped parcel? Given the current plan doe_ 7 not anticipate th8-removol orsoilfrom the site, what is the anticipated site elevation profile loflowiric the introduction of the required backfill in relationship to the adjacent properties? EMM I4)Th lair -5tate-5 thQV 'Me eastern three -acre area will be fenced to firnit,occess'. The jencing installed several years ago byUP to secure the C.OntarninUtedrailyard area have proven to be unreliable for Pre, nting access, How will the proposedfencing be made more secure in perpetuity to prevent unaV tho r)zed Cccos.? Will sign a-qf be posted with ihformation an d contact information for- citizen inquirje,5 ? City staff request an opportunity to review and comMenL on UP soil managemen t plan, contomij iated media managefrient prop, and cap O&Mpfan b�fore final LE Q approval, 0 Eli Response-- These d etails will be 1 ncl u ded i n the filial ROD. DEQ believes a locked gate and iign are adequate to secure theSite_An annual ins' inn of the cap and fence Will be, included part of the Operaftons and Maintenance (O&M) Plan for the Site after the cleanup remedy 615a� been completed. There is no irftmediate health risk to -trespasser-5 in the Site's'. current 6dition and there will be no lmniediate 'health risk to trespassers upon cleamp completion. jtre purpose of the fence is primarily to discourage vagrancy and prevent potential damage to he Cap until the Property is developed. UPI R also has a no-trospjss agmoment in place with he Ashland Police Department for the property. ;:�anup has been performed as directed by the ROD, the regulatory proc 5�5 is complete, DEQ e . . . . . . . . . . . . . . . . 11111-- 1 H, Of UMV! Me "V DRAFT UPRR Ashland ROD and RemedialActionProcessand Public Involvement CAy Uvchant Revise City Cleanup Restriction Covenant DEQ holds 3"ay corn ment period on Staff Report (Driaft ROD), including p I— ub ic m ecting and pre se0ation to City Council ROD W2W0j11='=M=Jetibn — provide CC to City overs Cleanup Restriction Covenant EM ii4 . v1xi, iR9,.+ a re DEQ isslaes its erti icote V,r ornpjLtion when it deems the cleanup is complete, the City r ra t public iic ire r�ivett3e ,t process that is consistent with what is being planned in late, 2022 aria 'arty for the proposed cleanup pion. Thais should include ra 60-doy public comment period, ot least one D -hosted public meeting, o presentrrtioo to the A-5hfa nd city council, and continued collaboration with city stps. 'a n public communications. DEQ Rg dn5e. DFQ anticipates having a 30 -day public comment period of the Reined al Action Completion report and fallow the typical public notice process before a certificate of completion is processe4 or NFA is issued, including,, Publication of a notice and brief description of the roposed action in a local gaper of general circulation and in the Secretary of tate's Bulletin, �nd continued collaboration with city staff on public corn rnunicatiofls, l hope the information in this letter addresses your current questions and concerns, Please conta� t me at. (50) i26-6522 with any additional questions. I can also be reached via -mail at Reglan Cleanup and Emergency Response l ran ration or other *ga< nnata Nora-disc.imination statement DES! does dot discr"ninate on the basis of race, color" national origin, disabllity, age or sex in a€ ministr�i#ion of its programs r activities Visit �Et� s 1� �`� . �...i � , r � EM I TM 3T - Rr SUMMARY This is a request for approval of a liquor license application for Greenleaf Restaurant, 49 North Main Street, Ashland, OR 97520. POLICIES, PLANS & GOALS SUPPORTED AMC Chapter 6.32 Liquor License Review PREVIOUS COUNCIL ACTION N/A BACKGROUND AND ADDITIONAL INFORMATION This is an application for a Full -On Premises Commercial Liquor License. FISCAL IMPACTS N/A STAFF RECOMMENDATION Staff recommends approval of the liquor license application. The City has determined that the location of this business complies with the City's land use requirements. The applicant has a Business License and has registered as a restaurant. ACTIONS, OPTIONS & POTENTIAL MOTIONS I move to approve the liquor license for Greenleaf Restaurant. REFERENCES & ATTACHMENTS Attachment 1: Application Page 1 of I CITY OF -ASHLAND ME* 0"10Tfo� Page 1 of 4 Check the appropriate license request option: 0 New Outlet 10 Change of.Ownershig I RI Greater Privilege 1177] Lesser Privilege 11771 Additional Privilege Select the license type you are applying for. More information about all license types is available online. Full On -Premises ECommercial 0 Caterer 0 Public Passenger Carrier El Other Public Location • For Profit Private Club • Nonprofit Private Club Winery 0 Primary location Brewery 0 Primary location Additional locations: 02nd E13rd Brewery -Public House 0 Primary location Additional locations: 17712nd 73rd Grower Sales Privilege F Primary location Additional locations: 02nd E13rd Distillery 0 Primary location Additional tasting locations: 02nd L13rd El4th 05th 06th [I Limited On -Premises [I Off Premises, 0 Warehouse [I Wholesale Malt Beverage and Wine OLCC Liquor License Application (Rev. 10.18,221) Trade Name of the Business (name customers will see): Greenleaf Restaurant Premises street address (The physical location of the business and where the liquor license will be posted): 49 North Main Street city: Zip Code: County: Ashland 97520 Jackson Business phone number: Business email: 541-482-2808 leat@greenleafres.taurallnt.com Business mailing address (where we will send any items by mail as described in OAR 845-004-0065r11.): 49 North Main Street City: State: Zip Code: Ashland 10regon 917520 Does the I business I address currently have an OLCC Does the business address currently have an OLCC liquor license? Cl Yes El No marijuana license? El Yes 21 No I give permission for the below named representative to: DMake changes regarding this license/application on my behalf. D'Receive information about the status of this application, including information about pending compliance action or communications between OLCC and the licensee/applicant. Representative Name: Phone number: Email: Mailing address: City: State: Zip Code: Please note: liquor license applications are public records. OLCC Liquor License Application (Rev. 10.18.22) • "Real property" means the real estate (|and) and generally whatever is erected or affixed to the land (for example, the building) atthe business address. • "Common area" is a privately owned area where two or more parties (property tenants) have pP[rni5siOD to use the area in C0nlrnOD. Examples include the walking areas between 3t0n2s ate shopping center, lobbies, hallways, patios, parking lots, etc. Anarea's designation as a"common area" is typically identified in the lease or rental agreement. Uzi �Each applicant listed (nthe "Application Information" section ofthis form has read and understands OAR 845-005-0311 and attests that: l. At least one applicant listed in the "Application Information" section of this form has the legal right to occupy and control the real property proposed to be licensed as shown by property deed, lease, rental agreement, or similar document, 2. No person not listed as an applicant in the "Application |nfnnnaUOD" section ofthis form has an ownership interest inthe business proposed tObelicensed, unless the person qualifies t0have that ownership interest waived under OAR 045-OO5-O5l1. K' The licensed premises at the premises street address proposed to be licensed either: a. Does not include any common areas; o[ Does include one O[more common areas; however, only the apphcaOt() have the exclusive right toengage iOalcohol sales and service ' iDthe area tObeincluded @spart 0fthe licensed premises. m |Dthis circumstance, the appliC8nt(") acknowledges responsibility for ensuring compliance with liquor laws within and in the immediate vicinity ofthe licensed premises, including in portions of the premises that are situated in "common areas" and that this requirement ' applies atall times, even when the business isclosed, 4. The licensed premises atthe premises street address either: a. Has noarea VMproperty controlled by8public entity (like acity, county, or;tat2);o[ b. Has one or more areas on property controlled by public entity (like a city, county, or state) and the public entity has given at least one of the applicant(s) permission to exercise the privileges Of the license 1Dthe area. OLCC Liquor License Application mev, 10.18.22 Each applicant listed in the "Application Information" section of this form has read and understands OAR 84S-006-0362 and attests that: 1._ Upon licensure, each licensee is responsible for the conduct of others on the licensed premises, ' including in outdoor areas. 2. The licensed premises will be controlled to promote public safety and prevent problems and violations, with particular emphasis on preventing minors from obtaining or consuming alcoholic beverages, preventing over -service of alcoholic beverages, preventing open containers of alcoholic beverages from leaving the licensed premises unless allowed by OLCC rules, and preventing noisy, disorderly, and unlawful activity on the licensed premises. I attest that all answers on all forms and documents, and all information provided to the OLCC as a part of this application, are true and complete. rn rkeill 1- -2022 Print name signature Date Atty. Bar Info (if applicable) Print name signature Date Atty. Bar Info (if applicable) Print name signature Date Atty. Bar Info (if applicable) Print name signature Date Atty. Bar Info (if applicable) OLCC Liquor License Application (Rev. 10.1822; nCouncil Business Meeting Agenda Item Contract Amendment with ZCS Engineering for the Community Center and Pioneer Hall Design From Scott Fleury PE Public Works Director Item Type Requested by Council El Update Z Request for Direction M Presentation El Before the Council in orequest bo approve u contract amendment with ZCS Engineering and Architecture for work associated with the Community Center and Pioneer Hall Project. The additional design work and associated fee isbased oodirection received from Council previously to resolve live and dead load structural issues within each facility along with Americans with Disabilities improvements. POLICIES, PLANS & GOALS SUPPORTED Department Goals: ° Maintain existing infrastructure to meet regulatory requirements and minimize life -cycle costs v Deliver timely life cycle capital improvement projects w Maintain and improve infrastructure that enhances the economic vitality ofthe community ^ Evaluate all city infrastructure regarding planning management and financial resources BACKGROUND AND ADDITIONAL INFORMATION At the Novembmrl4, 2022Council Study Session, staff and ZCSEngineering and Architecture presented the schematic design documents for the Community Center and Pioneer Hall Rehabilitation Project (Staff Report Minutes). This presentation included an overview of the priority structural improvements required to reoccupy the Community Center, ADA improvements and a list of other deficiencies that could be resolved for each facility. ZCS broke the improvements down into priorities 1-5 with priority I being the needed improvements in order to reopen the Community Center and provide Americans with Disabilities /4D4\ rmatroorno and ingreuu/oQres0000eaaibi|ity. Asoreminder the priority one improvements for the Community Center were: * Roof repairs over auditorium where existing trusses have inadequate capacity to support dead load ofroof and ceiling framing • Repairs to address phantom bearing wall where ceiling joists do not have adequate gravity support • Foundation improvements at north wall where settlement has occurred, and previous work has resulted in lack ofdefinable lateral load path between shear walls and foundations Page lof3 Fnaf Council Business Meeting ° Renovation of existing restrooms to provide compliance with ADA and accessibility. in addition, remove attic stairs to accommodate restroom reconfiguration and provide adequate egress to rear exit « Removal ofexisting non -compliant rear stairs and re -work ofporch framing to provide compliant egress o1rear exit ° Provide 3'-O^wide door 1oexisting kitchen for accessibility * Provide new ramp at main entry for accessibility and AO4 compliant entrance The priority one improvements for Pioneer Hall were: * Renovation of existing restnoomotoprovide compliance with ADAand accessibility Priorities 2-5 where not needed to directly reopen the Community Center and continue current operations for Pioneer Hall but were developed to show what would be required to provide upgrades to meet current building code and ADA requirements along with providing general improvements including upgrading the mechanical, electrical and plumbing systems, changing out light fixture systems to LED, adding insulation and upgrading windows. The Council showed interest in performing additional improvements to each facility including meeting current bui|dingcode|ive|oodondnnow|oodnyquin*rnentxondperfornningrnonsArnehounowkhDioobi|iheo/4D»\ improvements. Council was informed these additions would require a contract amendment with ZCS in order to move forward with the design development phase for the additional improvements. This contract amendment incorporates the scope and fee necessary to provide the additional design for improvements and associated updated cost estimates. FISCAL IMPACTS The proposed contract amendment with ZCS Engineering and Architecture preliminary/final engineering and cost estimating services is $47,085. Proposed costs pertain to the Council direction to incorporate additional structural and ADA design solutions for each facility. There are current appropriations within the 2023 Biennium Budget to cover the cost increase for the additional design work. Staff has attached a costing breakdown of all items and their priorities for each structure. This shows the costfor the priority improvements along with the additions Council wanted to include to resolve all cXruoiuro| deficiencies except for the seismic conditions. The costing comes from the schematic design construction cost estimates developed byZCSand provided toCouncil inNovember of2O22. Staff will need to request funds be appropriated for the construction phase in the 2023-2025 Biennium Budget process. Page 2of3 nCoun*cil Business Meeting STAFF RECOMMENDATION Staff recommends the Council authorized the City Manager to sign a contract amendment with ZCS Engineering and Architecture for design additions associated with the Community Center and Pioneer Hall rehabilitation project. ACTIONS, OPTIONS & POTENTIAL MOTIONS 1. 1 move approval of a professional services contract with ZCS Engineering and Architecture in the amounts of $47,085. 2. | move toamend the contract amendment with ZCSEngineering and Architecture for preliminary engineering (insert amendment). DISCUSSION QUESTIONS Does the Council have any questions about the contract amendment or process moving forward? SUGGESTED NEXT STEPS Next steps include moving forward with the Design Development phase incorporating the additional design elements and updating construction costs. REFERENCES & ATTACHMENTS Atkzuhrnent#l: ZCSEngineering and Architecture contract amendment Attachment #2: ZCS Engineering and Architecture Facilities Assessment Memo Attachment #3:Schematic Design Construction Estimate Breakdown Page 3ofo T� �] �� y�T T� I� �� T �| �� x� \�` / / � /� c. /� � /m \� zC S ARCH /T�/�7RD�� ^ ^ ^~ �� ^ `� ^~^~ FebrUGryD5' 2023 City ofAshland Public Works 51VViObU[OWay Ashland, {}R8752O Reference: Ashland Community Center and Pioneer Hall Subject: Additional Design Services Proposal (Phase 1 Services) We are pleased topresent our proposal for additional design services for the proposed improvements at the Ashland Community Center and Pioneer Hall. It is our understanding the scope involves additional improvements to accessibility, ADA, structural improvements to roof framing for snow loading, and structural improvements to existing floor framing for live loading. Based on direction from Ashland City Council and previous discussions with you, our understanding of the additional project scope to be included is as follows: * Accessibility improvements tOnorth exit stair 0fCommunity Center. * Concrete AOAaccess / ramp to 0@iD entry. � /\OA8CC8Gs tothe existing stage Ofthe Community Center. • Install ofnew AOAcompliant ramp. • We have partnered with Pariani Land Surveying to provide survey services for ino18|| of the new /\DA ramp. m AD/\and accessibility improvements tOthe existing kitchen ofthe Community Center. � GLnJ[tUr@| retrofit Ofexisting roof framing within the Community Center tOsupport snow loading. ^ 81[UCtU[8| retrofit Of 8XiSL|Og floor framing within the CO[nnOuDitv Center to support live loading. � Structural retrofit 0fexisting roof framing within Pioneer Hall tOsupport snow loading. ° Structural retrofit of existing floor framing within Pioneer Hall to support live loading. Our services will be performed on@lump sum basis and billed based on percentageof completion unless otherwise noted in the fee schedule. We have attached a fee schedule exhibit showing additional project fees required for the completion of the projects. 127WWDStreet, Grants Pass, OR 97526 P 54/.4793805 ' ZC8EA.oum LNC|NFERINC ZC SAV, H I I VC IJDRF Any significant scope changes made bythe Owner 0rrequired bylocal review committees after commencement of work affecting design or drawings may be considered extra services and would bebilled with your prior authorization. /\ddUiOD@|k( itiSassumed that our current insurance coverage will be satisfactory and not required to be increased under the agreement. Exclusions and Assumptions: The following services are not included iOthe above fee proposal but can he providedUp0n your request: � |tiaassumed all design phasesviUtekeDk]C83Ld)8s8m8tinleatbothsites. w Design ofH\/AJC. P|unnbinQ. Electrical and Fire Alarm upgrades is excluded. * Fire Sprinkler, Site Utility, and Low Voltage System design are excluded. w All third -party special inspection fees during construction are excluded. m All H8znn@treporting and abatement scope development i8excluded. w All System Development Charges, land development fees, permitting fees. LEED design and documentation are excluded, * It is assumed that full public utilities are available and adequate on -site. Off -site utility improvements have been excluded. � Design revisions associated with value engineering (VE) after completion of design (100% CD) will be considered additional service and may require additional fee. Please review the above proposal.Kyou have any questions, feel that we have misinterpreted the scope Ofwork, Orfeel that the fee proposed isbeyond your expectations for this project p|88SeCOnt8CtUSsOth8tvVeC8DvYO[kt0gethe[tOd8Ve|up8U8CCeDt8b|8 package for this project. Th8serviC8sOUt|iD8d8bOvean}pR}pOG8dtObeperf0DD8dOO8 Lump Sum basis and billed based on percentage of completion. We appreciate the opportunity to submit this proposal. 8iDC8[8|y, Stephen LChase 8VlaSE.Allen, PE Project Manager Principal EDCk}SUne: iX�(—Design FeeSChmdu|es Y27NWDStreet, Grants Pass, OR 97520 ' P 5414793805 ' ZCSEA.00m Grants Pass - Klamath Falls Medford - Oregon City f-NGINI I RING zcS ;ARCIII ] 1;[�Rv � • i 127 NW D Street, Grants Pass, OR 97526 • P 541.479.3865 - ZCSEA.com Grants Pass • Klamath Falls , Medford • Oregon City -7C S FN(; IN I I�k IN(,, R'U I I I I I' t�: R 1: ASHLAND COMMUNITY CENTER IMPROVEMENTS CONSULTANT FEES INCLUDE + 10% Services S Additional Schematic Design Design Development Construction Documents Total Architectural $6,000 $8,000 $15,000 Civil _$1,000 $2,000 $4,000 $6,000 -Site Survey (Pariani) $2,085 $2,085 Structural $3,500 $7,500 $12,000 TOW .$1,000 $1,500 $4,000 $6,500 $35,085 PIONEER HALL IMPROVEMENTS Services Additional Services Design Design Development Construction Documents Total Architectural $1,000 $2,500 $3,500 $7,000 Structural $500 $1,500 $3,000 $5,000 Total $1,500 $4,000 $6,500 $12,000 127 NW D Street, Grants Pass, OR 97526 , P 541479.3865 , ZCSEA.com Grants Pass - Klamath Falls - Medford - Oregon City �� x� x� ZC S AR C- T N E E R U N G" (_1 H YT' F C 7FYl R E Attn: Scott Flu0n/ City OfAshland, Public Works Engineering 51VViOburnWay Ashland, DR07520 Reference: Ashland Community Center and Pioneer Hall Improvements Subject: Facilities Assessments ZCS Engineering & Architecture has developed Facility Assessment plans for required and recommended improvements at the /\Sh|8nd Community Center and Pioneer Hall. In addition to the attached Assessment plans, we are providing this narrative to further define the background, evaluation, and recommended scope of work at each building. At the direction of the City of Ashland Public Works Engineering Department ZCS _ Engineering & Architecture (ZCS) has reviewed the Ad -Hoc Committee recommendations and previous assessment reports for the Ashland Community Center and Pioneer Hall to confirm and identify structural and code deficiencies requiring remediation. The Community Center has been closed due to structural deficiencies identified within the roof framing, ceiling framing, and the north wall foundation. Addressing these deficiencies will be required for re -occupancy of the building. In addition, ZCS has performed an Assessment of both the Community Center and Pioneer Hall to identify additional recommended scope items to improve the structural p8rfO[[D8nne' egress, fire /|ifesafety, ADA, building envelope, and MEP systems. The recommendations have been categorized into priority levels one through five below. Evaluation ZCShas evaluated the Community Center and Pioneer Hall toconfirm noted- structural deficiencies and further define structural and code deficiencies within the buildings. We have summarized the results of our evaluations and recommended priority level below. Ashland Community Center Priority One In review of the Ad -Hoc Committee recommendations, previous assessment reports, site observations, and preliminary calculations ZCS has confirmed and identified structural deficiencies within the Community Center which require remediation for re -occupancy. These deficiencies have been assigned priority level one within the attached assessment plans and include: Roof repairs over auditorium where existing trusses have inadequate capacity to support dead load of roof and ceiling framing Grants Pass - Klamath Falls - Medford - Oregon City ZENC|NEER|NC ._~ �. A[NI rH|TFCTURE Repairs to address phantom bearing wall where ceiling joists do not have adequate gravity support Foundation improvements at north wall where settlement has occurred, and previous work has resulted in lack of definable lateral load path between shear walls and f0UDd8Li0n8 At the direction of the City and review ofAd-Hoc Committee recommendations, ZCShas evaluated ADA and egress deficiencies within the Community Center to address as part of priority level one, addressing these deficiencies include: w Renovation of existing restrooms to provide compliance with ADA and accessibility. In addition, remove attic stairs to accommodate restroom reconfiguration and provide adequate egress to rear exit * H8nn0v8| of existing DOO-00rDp|i8D[ rear stairs and [e-Vv0[h of porch h3DlinQ to provide compliant egress otrear exit • Provide 3'-0"vvid8 door to existing kitchen for accessibility m Provide new ramp at main entry for accessibility and A[]A compliant entrance Pioneer Hall PrioritV One At the direction of the City, ZCS has evaluated ADA and egress deficiencies within Pioneer Hall to address as part of priority level one, addressing these deficiencies include: 0 Renovation of existing restrooms to provide compliance with ADA and accessibility Ashland Community Center Priority Two ZCS has identified accessibility code deficiencies within the Community Center. While these deficiencies may not be required for re -occupancy, we are providing these recommendations to further improve the accessibility of the space. These deficiencies have been assigned priority level two within the attached assessment plans and include: • Provide ramp for ADAaccess k}existing stage • Replace north wood Si8inS and landing to b8fully accessible w |OCre8S9 existing doorways within {|0[0[DUOitv Center to r0iDiDlUOO 3'-0" w R8OUv8Le existing kitchen tnbefully accessible and ADAcompliant Ashland Community Center Priority Three ZCShoS performedevaluations Ofthe structural systemsand identified additional structural deficiencies within the Community Center. While these deficiencies may not be required for r8-OCCup8nCy,VV8are providing these recommendations tOfurther improve the structural performance Ofthe building. These deficiencies have been assigned priority level three within the attached assessment plans and include: w Existing roof framing iSnot adequate tosupport snow loads Grants Pass - Klamath Falls - Medford - Oregon City ENC|NEER|N� ZC S K(1H|TECTDKE o Roof diaphragm iSGtra' htsheaLhed8DddOeSDOth8Ve8deqU@teC8p8dtv for code seismic forces o Existing foundations dOnot provide adequate support Ofshear walls for transfer Ufcode seismic forces o Existing narrow shear walls, and plaster shear walls dOnot have adequate capacity for code seismic forces * Existing floor framing does not have adequate capacity for code live loads Pioneer Hall PrioritV Three ZCS has performed evaluations of the structural systems and identified additional structural deficiencies within Pioneer Hall. We are providing these recommendations to further improve the structural performance of the building, These deficiencies have been assigned priority level three within the attached assessment plans and include: * Existing roof framing isnot adequate tosupport code snow loads Existing floor framing does not have adequate capacity for code live'loads Community Center PrioritV Four Priority four involves upgrades k)existing mechanical systems and lighting. Theseane recommended to improve the energy usage of the space. These upgrades include: � � Provide new heating and cooling systems t0serve the Community Center o May require upgrades Lnexisting H|eCLriCa| service and plumbing systems m Replace existing light fixtures with LED fixtures w Evaluate and replace existing electrical wiring throughout Community Center CommunitV Center Priority Five Priority five involves upgrades to the thermal performance of the Community Center. These upgrades include: • Replace existing single pane windows with new vinyl frame windows with insulated glazing • Replace roof insulation iOimprove energy efficiency o {Jpd0U 1: R8p|8D8 existing insulation with new h|0VV in iDsU|8UOD u Option 2: Replace existing iOSU|8tiOn with closed ma|| spray foam insulation, this [e0OV8S the requirement for ventilated attic cavities • Provide new iOSU|aUOO at exterior walls o Replace existing iDSU|GUOO with new closed Ce|| spray foam iDSU|8iiOn from interior side of wall o Replace existing insulation with new b8tt iDSU|8tiOD, will require re0OV8| Of interior finishes 127NN/DStreet, Grants Pass, ORA7520 - P54147&J805 ' ZCSEA.00m 3 Grants Pass - Klamath Falls - Medford - Oregon City ENC[NEEK|NC Z � ��`_~~�ARH|TECTURE Conclusion: |tiSour opinion the priority0De structural deficiencies noted above will need t0b8 addressed priork)re-occupancy Ufthe Community Center due k)the potential risk tolife- safety. The existing trusses over the main hall do not have adequate strength to support the dead load existing roof and ceiling framing. The main hall ceiling framing between the pnOSCmDiu00 vv3|| and truss are not adequately supported at the phantom bearing line. In addition, the north wall foundation does not contain 8definable path for transfer Oflateral forces between existing shear walls above and foundation elements. Priorities two through five may not be required for re -occupancy but have been provided for planning purposes. Addressing the deficiencies noted in these priority levels will further improve the use and performance Ofthe structures. VV0have provided araw order Ofmagnitude /R{)K4\construction costs associated with the required and recommended improvements to be utilized for planning level decisions for improving the performance of the Ashland Community Center and Pioneer Hall. Please see attached cost breakdown for reference. 127 NW D Street, Grants Pass, ORO7526 ' P��479,3865'ZCSEA.com Grants Pass - Klamath Falls - Medford - Oregon City (DN-- ( DV-- - - - - (DN----- z — I CL E 4t (U 0 C) u m It 00 Ln I (D 1 C-4 1 1--i (ii LUx bn m -C t > (U < c u u < < u (u < < rlj I r1l I rlj rj Immu L] L5_ j",I L A 00 A, E'j 0 L L 0 rH klo ro (14 zzl- C� Lli 1'1� ll:� 0 NCt 00 !�L I-t m r, �* I-i I-H I Ln .2 dd 'l- a) N CY) Ln (3) dr IH 00 m r, cy� -i rL ll:� 0 C) w N N m 0 0 u C) 0 0 0 0 0 0 0 0 Ci Ci 0 Lr C) Lri m 6 M C:5 to r� N -H O u Vf m co rn m m u u U u U jrj Im 00! 0 00 co rq U m A C: 0 LLLI 1-4 AA� O Ci fn 00 rq 0 m 0 Council Business Meeting Agenda Item ordinance 3218 Public Hearing and First Reading of 2022 Oregon Fire Code Frorlyl Ralph Sartain Fire Chief Contact Rai ph.sarta in gashla nd.or.us 541-552-2229 Item Type Requested by Council EI Update 0 Request for Approval 0 Presentation SUMMARY The State of Oregon has adopted the 2022 Oregon Fire Code. Because this has happened the City of Ashland must update its municipal code and adopt the 2022 Oregon Fire Code as well to be in compliance with state standards. POLICIES PLANS & GOALS SUPPORTED Analyze City departments/programs to gain efficiencies, reduce costs and improve services. Support Innovative Programs that Protect the Community PREVIOUS COUNCIL ACTIONS: Ord. 3186, amended 01-07-2020, to adopt 2019 Oregon Fire Code Ord. 3161, amended 02-05-2018, Correct typographical errors, update fee schedule allows APD to enforce provisions of the fire code. Ord. 3104, 2014 to adopt 2014 Oregon Fire Code Ord.3037, amended 09-07-2010 to adopt 2010 Oregon Fire Code Res. 2009-34, Established Semi -Annual Inspections: Ord. 2944 amended 11-06-2007 to adopt 2007 Oregon Fire Code BACKGROUND AND ADDITIONAL INFORMATION The current fire code through ORS was adopted in October 2022, replacing the 2019 Oregon Fire Code with the 2022 Oregon Fire Code. Because of this, Ashland needs to adopt the 2022 Oregon Fire Code., Section 1: Changes code from 2019 to 2022, and changes Appendix Numbering to Comply with new Numbering in Appendix of Fire Code Section 2: No Changes Section 3: Changes Division Chief of Fire and Life Safety to Fire Chief. Adds sub section 11. Occupancy Classifications. Meets national standards for definitions of low -risk, moderate risk, high risk occupancies and critical infrastructure. Renumbers subsection 11 to 12. Adds section 13 which establishes scope of fire prevention and code enforcement activities in existing occupancies, new construction and renovation projects. Renumbers subsection 12 to 14. Section 4: No Changes Section 5: No Changes Section 6: Changes Fire Code from 2019 to 2022. Section 7: No Change Page 1 of 2 Councial Bu'solness Meeting Section 8: No Change Section 9: No Change Section 10: No Change Section 11: No Change Section 12: No Change Section 13: No Change Section 14: No Change FISCAL IMPACTS There is no financial impact on the City by adopting the code. SUGGESTED NEXT STEPS Staff recommends approval of the 1st reading of Ordinance No. 3218 and send the ordinance to a 2nd reading on April 5, 2023. Actions, Options & Potential Motions: I move to approve the 1st reading of Ordinance No. 3218 to amend the Ashland Fire Prevention Code AMC Chapter 15.28 and to send Ordinance No. 3218 to a 2nd reading on April 5, 2023. REFERENCES &ATTACHMENTS Ordinance Bill No. 3218 Page 2 of 2 I 2 1 AN ORDINANCE TO AMEND THE ASHLAND FIRE PREVENTION CODE; 3 1 REPEALING AND REPLACING AMC CHAPTER 15.28 4 5 6 Annotated to show deletions and additions to the Ashland Municipal Code sections being modified. Deletions are bold lined through, and additions are bold underlined. 7 1 WHEREAS, the Fire Chief wishes to amend the Ashland Municipal Fire Code to adopt the 8 current 2022 Oregon Fire Code and to allow the addition of an inspection program in compliance 9 with NFPA 1730 the Standard on Organization and Deployment of Fire Prevention Inspection 10 and Code Enforcement, Plan Review, Investigation, and Education Operations 11 THE PEOPLE OF THE CITY OF ASHLAND DO ORDAIN AS FOLLOWS: 12 SECTION 1. 15.28.010 Adoption of Oregon Fire Code 13 Except as specifically excluded or modified by this chapter, the City of Ashland adopts the 24-19 14 2022 Oregon Fire Code and appendices A through N and Q and through T which will be 15 referred to in the Ashland Municipal Code as the Oregon Fire Code ("OFC"). One (1) copy of 16 the Oregon Fire Code and appendices shall be filed in the office of the City Recorder. (Ord. 3161 17 § 1, amended, 02/05/2018; Ord. 3104, amended, 2014; Ord. 3037, amended, 09/07/2010; Ord. 18 2944, amended, 11/06/2007; Ord. 2929, amended, 08/18/2006; Ord. 2925, amended, 04/18/2006; 19 1 Ord. 2921, amended, 01/05/2006) 20 SECTION 2. 15.28.020 Establishment of Duties 21 The Oregon Fire Code shall be enforced by the Fire Code Official as defined by the Oregon Fire 22 Code. (Ord. 2929, amended, 08/18/2006; Ord. 2925, amended, 04/18/2006; Ord. 2921, amended, 213 101/05/2006 24 SECTION 3. 15.28.030 Definitions 25 26 The following definitions govern the construction of this chapter: 27 11. "Jurisdiction," as used in the Oregon Fire Code, means the City of Ashland ("Ashland"). 28 1 2. "Department of Fire Prevention," as used in the Oregon Fire Code, means ".Wildfire and 29 Community Risk Reduction Division" 30 3. "Fire Code Official," as used in, the Oregon Fire Code, means the Division Chief of Fire and LifeSafety Fire Chief or designee. ORDINANCE BILL NO. 3218 Page 1 of 14 1 2 3 4 5 6 7 8 9 10 I'll 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 4. "Apparatus cost" means the standardized cost, including repairs and depreciation, for the use of Ashland Fire and Rescue ("AF&W) and public works apparatus or equipment, as set forth in adopted regulations of the State Fire Marshal or in City resolution, and the cost for the use of apparatus or equipment of another jurisdiction which may respond to an incident pursuant to statute or intergovernmental agreement. 5. "Direct costs" means those costs of supplies, apparatus and labor incurred by the City or another I jurisdiction in responding to an incident and as may be set forth in adopted regulations of the State Fire Marshal or in City resolution. 6. "Direct fire or rescue services" means any service provided by employees of the City (1) to a person whose person or property is injured or threatened with injury; or (2) to a person whose property has injured or threatens to injure another person or another person's property, for which a charge is not otherwise imposed under this code. "Direct fire or rescue services" includes, but is not limited to, the suppression of fires, the rescue of persons or property, the provision of medical assistance, and containment and cleanup of hazardous materials. 7. "Indirect costs" means those costs that are set forth in adopted regulations of the State Fire Marshal or in City resolution, and which are the product of the state "average response availability rate" and the time spent responding to an incident, together with the state "average support services cost per incident," as defined by the State Fire Marshal. 8. "General costs" means direct or indirect costs that are not attributable to any particular person who received direct fire and rescue services. 9. "Gross negligence" means conduct with conscious indifference to or reckless disregard of the rights of others. 10. "Labor costs" means the compensation paid by the City to its employees, including but not limited to base pay, overtime pay and fringe benefits, during the time spent responding to an incident. 11. Occupancy Classification: Low -Risk Occupancy. An occupancy that has a history of low frequency of fires and minimal potential. for loss of life or economic loss. Examples of low -risk occupancies -c-ould include storage, mercantile, and business. ORDINANCE BILL NO. 3218 Page 2 of 14 Moderate -Risk Occupancy, An occupancy that has a history of moderate frequency of 2 fires or a moderate potential for loss of life or economic loss. Examples of moderate- risk I 3 occupancies could include ambulatory health care and industrial occupancies that do not 4 maintain, store, use, or handle hazardous materials in excess of exempt amounts. 5 1 6 High -Risk Occupancy. An occupancy that has a history of hij4h frequency of fires, 7 hij4h potential for loss of life or economic loss, or that has a low or moderate history of fires or loss of life but the occupants have a high dependency on the built-in fire 6 protection features or staff to assist in evacuation during a fire or other emergency. 9 Examples of hiVh-risk occpancies could include multiple -family dwellings, hij4h-rise 10 buildings, hotels, dormitories, lbftine and rooming, assembly, child care, detention, 11 educational, health care, and industrial. 12 13 Critical Infrastructure. The assets, systems, and networks, whether _physicdI or 14 virtual, that are so vital to the community that their damage or destruction would 15 have a debilitating effect. Examples of critical infrastructures could include water treatment plant, special structures, public safety buildings, and power plants. 16 17 12.. "Railroad right-of-way" means a right-of-way used for rail transportation. 18 19 13. Scope. Establishes the orp_anization and deployment of fire prevention resources 20 for fire prevention inspection and code enforcement activities in existinp, 21 occupancies, nevc construction and renovation inspections. 22 1214. "Transportation route" means a roadway or waterway against which no taxes or 23 assessments for fire protection are levied by the City. (Ord. 3161 § 2, amended, 02/05/2018; Ord. 24 3081, amended, 04/02/2013) 25 26 1 SECTION 4. 15.28.050 Fire Protection System Maintenance 27 28 Fire protection systems service providers providing inspections, tests, and maintenance required 29 by OFC 901.6, and the referenced standards shall be qualified and shall provide the inspections, tests, and maintenance in accordance with the referenced standards and section 108.3. Failure by 30 a company or individual service provider to follow the referenced standards is a Class I violation. (Ord. 3161 § 3, amended, 02/05/2018 ; Ord. 3104, amended, 2014) ORDINANCE BILL NO. 3218 Page 3 of 14 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 SECTION S. 15.28.060 Restricted Uses During Fire Season A. The City of Ashland will follow the Oregon Department of Forestry ("ODF") burn restrictions and regulations during fire season. Open flame and fire pits are prohibited at high fire index. Exemption: A seasonal permit for contractors can be obtained for use within the City of Ashland to allow for powered equipment use during fire season (i.e., landscape, construction, etc.). Working on or within one -eighth (1/8) of a mile of ODF-protected property requires an additional pen -nit issued from ODF. B. The Fire Code Official or designees may issue a permit which allows a person to conduct a restricted activity as long as specified fire prevention measures are taken to reduce the potential for fire ignition. Contractors, such as those performing landscape or construction work, may obtain a seasonal permit for use within the City to allow for powered equipment used during fire season. Working on or within one -eighth (1/8) of a mile of ODF-protected property requires an additional permit issued by ODF. (Ord. 3161 § 4, amended, 02/05/2018; Ord. 3037, amended, 09/07/2010; Ord. 2944, amended, 11/06/2007; Ord. 2929, amended, 08/18/2006; Ord. 2925, amended, 04/18/2006; Ord. 2921, amended, 01/05/2006) SECTION 6.15.28.070 City of Ashland Modifications to the Oregon Fire Code 20" 2022 Edition Ashland Fire Prevention Code incorporates the Oregon Fire Code 2-049 2022 Edition except that the following referenced OFC sections are modified as set forth below: A. OFC Section 104.6.3'is modified by the addition of the following language: Fire Investigation Reports for fires that are under investigation will not be released until the investigation is complete. Exception: The Fire Chief may release incomplete Fire Investigation Reports if warranted. B. OFC Section 106.2 is modified by the addition of the following language: 1. Inspections outside of normal business hours: The Wildfire and Community Risk Reduction Division will make every attempt to conduct inspections during normal business hours (Monday thru Friday 8 am to 5 pm). If the applicant or business owner's agent requests an inspection outside of normal business hours, or if the Fire Code Official determines a permit inspection is required and there is no other alternative but to conduct the inspection outside of normal business ORDINANCE BILL NO. 3218 Page 4 of 14 I hours, the Fire Code Official shall inform the applicant or business agent there will be an after- 2 hours inspection fee of $150.00. The inspection will not be performed until the required fees 3 have been paid. 4 For additional information see City of Ashland Fee Schedule. 5 2. Re -Inspection Fees, each Fire & Life Safety inspection is provided with one additional re- 6 inspection at no additional cost to the business. If a second re -inspection is required, a fee of the 7 base inspection plus $ 100 shall be assessed. If a third r ' e-inspection is required, a fee of the base 8 inspection plus $200.00 shall be assessed. If a fourth re -inspection is required, a fee of the base 9 plus $400.00 shall be assessed. 10 For additional information see City of Ashland Fee Schedule. 11 12 'C. OFC Section 105.1.1 is modified by the addition of the following language: 13 A schedule of permit and service fees not more than the actual or average cost of providing 14 service shall be established by resolution of the City Council and periodically amended by 15 Council resolution and kept at Ashland Fire & Rescue and in the City Recorder's office. 16 Required permits include, but may not be limited to, the following list: 17 1. Operational Permits: 18 a. Fireworks, public display of 19 20 b. Exhibits and trade shows 21 c. Fumigation and thermal insecticidal fogging 22 23 d. Liquid or gas -fueled vehicles or equipment in assembly buildings 24 e. Pyrotechnic and special effects material 25 f. Temporary membrane structures, tents. and canopies over 400 square feet 26 27 g. Activities involving open flames 28 h. Haunted Houses 29 30 i. Marijuana processing 2. Construction/Use Permits: ORDINANCE BILL NO. 3218 Page 5 of 14 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 I a. Automatic firc=extinguishing systems I b. Battery Systems I c. Compressed gases I d. Fire alarm and detection systems I e. Fire Pumps I f. Flammable and Combustible Liquid Storage I g. Hazardous Materials I h. Industrial Ovens i. LP -gas >125 gallons j. Private Fire Hydrants k. Spraying or dipping operations 1. Standpipe systems in. Fire Sprinkler Systems D. OFC Section 105.6.30, Open Burning, is modified by deleting the current language of this OFC provision entirely and adding the following language: See Ashland Municipal Code 10.30. E. OFC Section 503.4 is modified by the addition of the following language: 1. The Ashland Police Department shall have the authority to issue fire code citations for the following offenses on public and private properties: a. Obstruction of marked fire apparatus access roads and fire lanes (Ref. OFC 503.4; 503.2. 1) b. Failure to maintain existing NO PARKING — FIRE LANE signs/markings (Ref. OFC 503.3; D1016) c. Obstruction of fire hydrants and fire protection equipment (Ref. OFC 507.5.4; ORS 811.550 (16)) ORDINANCE BILL NO. 3218 Page 6 of 14 I d. The Ashland Police Department may cite the registered owner of the vehicle if the vehicle is 2 found to be standing in violation or tow the vehicle if in the opinion of the officer the parked 3 vehicle is creating a hazard to the community. 4 1 F. Section 5061. Add the following sentence: 5 The key box shall be installed and maintained in accordance with the manufacturer's 6 instructions, and shall contain keys to gain necessary access as required by the Fire Code 7 Official. 8 IG. OFC Section 507.5.1. Delete and replace with the following: 9 10 Where required. Where a portion of the facility or building hereafter constructed or moved into 11 or within the jurisdiction is more than 300 feet from a hydrant on a fire apparatus access road, as 12 . measured by an approved route around the exterior of the facility or building, on -site fire 13 hydrants and mains shall be provided where required by the Fire Code Official. 14 Exceptions: I' 1 1. For Group R-3 and Group U occupancies, the distance requirement shall be 300 feet. 16 17 2. For buildings equipped throughout with an approved automatic sprinkler system IS installed in accordance with Section 903.3.1.1, 903.3.1.2, or 903.3.1.3, the distance requirement shall be 600 feet (183 in). 19 20 H. OFC Section 307 is modified by deleting the current language of this OFC provision entirely 21 and adding the following language: Refer to,AI\AC 10.30. 22 1. OFC Section 901.6, Records, is modified by deleting the current language of this OFC 23 1 provision entirely and adding the following language: 24 Records of all system inspections, tests, and maintenance required by the referenced standards 25 shall be in . aintained on the premises for a minimum of three years and service contractors shall 26 send reports of tests to the City o - f Ashland Fire & Life Safety Division within 30 days of 27 performing the inspection and test. The manner in which contractors shall submit ITM reports to 28 Ashland Fire & Rescue shall be specified by the Fire Code Official. 29 1 J. OFC Section 904. 1.1 is modified by the addition of the following language: 30 Fire protection system service providers providing inspections, tests, and maintenance required by OFC 901.6 and the referenced standards shall be qualified and shall provide the inspections, ORDINANCE BILL NO. 3218 Page 7 of 14 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27' 28 29 30 tests and maintenance in accordance with the referenced standards. Where the manufacturer requires only manufacturer certified technicians to conduct inspection, testing and maintenance service on their engineered fire protection systems, uncertified technicians shall not service the system. Prior to conducting service in the City of Ashland the technicians shall provide a current manufacturer certification in a manner specified by the Fire Code Official. I K. OFC Section 5601.1.3 is modified by the addition of the following language: Notwithstanding ORS, 480.110 through ORS 480.165 and OAR 83 7-012-0600 through OAR 83 7-012-0675, the sale of retail fireworks as defined in OAR 83 7-012-06 10 is prohibited within the City of Ashland. I 1. The sale and/or use of retail fireworks as defined in OAR 837-012-0610 is -prohibited at all times; 2. The sale and/or use of sparklers as defined in ORS 480.110 is prohibited at all times; 3. The storage of retail fireworks within the City of Ashland is prohibited at all times; and 4. The advertising of retail fireworks or sparklers is prohibited within the City of Ashland in accordance with ORS 480.152 and OAR 837-012-0665. 5. As a limited exception from the prohibitions in provisions I through 4 above, the use of fireworks for public display is allowed in conformance with NFPA 1123 Code for Fireworks Display, current edition,. with a valid Ashland Fire & Rescue Fireworks Permit. L. OFC Section 5601, Storage of Explosives —prohibited, is modified by the addition of the following language: The scope referred to in Chapter 5601 of the Oregon Fire Code which references the Oregon Revised Statutes and Oregon Administrative Rules related to explosives is amended as follows. The sale, manufacture, possession, transfer and storage of explosives as defined by ORS 480.200(3) are prohibited in all areas within the City of Ashland except as specifically permitted in writing by the Fire Code Official, M. OFC Section 5704, Above -Ground Storage of Flammable or Combustible Liquids, is modified by the addition of the following language: The limits referred to in Section 5704.2.9.6.1 of the Oregon Fire Code in which the storage of flammable or combustible Class I and 11 liquids in above -ground tanks outside of buildings is ORDINANCE BILL NO. 3218 Page 8 of 14 I restricted are established as follows: All City of Ashland residential and historical district areas 2 as defined in the Comprehensive Plan. All installation and removal of above ground storage units 3 requires an operational permit from Ashland Fire & Rescue. New above -ground bulk storage 4 plants for flammable or combustible liquids are prohibited within this jurisdiction. 5 N. The City of Ashland is prohibiting section 5707 On -Demand Mobile Fueling Operations 6 within the City Limits. 7 O. OFC Section 6104, Storage of Liquefied Petroleum Gases — Restricted: 8 9 The limits referred to in Section 6104.2 of the Oregon Fire Code, in which storage of liquefied petroleum gas is restricted, are established as follows: All City of Ashland residential and 10 historical district areas as defined in the Comprehensive Plan are limited to the aggregate 11 capacity of any one installation shall not exceed a water capacity of 500 gallons. 12 13 Exception: In particular installations, this capacity limit shall be determined by the Fire Code Official, after consideration of special features such as topographical conditions, nature of 14 occupancy, and proximity to buildings, capacity of proposed containers; degree of fire protection 15 to be provided and capabilities of the City of Ashland Fire & Rescue Department.. 16 17 P.OFC Appendix A101.11 is modified by the addition of the following language: 18 A decision by the Ashland Fire Code Official may be appealed to a Board of Appeals established 19 pursuant to Oregon Fire Code Section 108 of the Oregon Fire Code. An appellant aggrieved by 20 the decision of the Board of Appeals may appeal to the Oregon State Fire Marshal as provided in 21 ORS 479.180 if the subject of the appeal concerns a matter governed exclusively by the Oregon Fire Code and the appeal is filed within 10 days of the Board's final order. If an appeal from the 22 decision of the Board of Appeals, however, concerns a matter reserved by this Ashland Fire 23 Prevention Code (Ashland Municipal Code Chapter 15.28) for local decision -making, such an 24 appeal must be submitted in writing to the. Ashland City Council within 10 days of the Board's 25 final order. A decision by the City Council shall be the final decision of the City and may not be 26 appealed to the State Fire Marshal. .27 Q. OFC Appendix D105.1, Aerial Fire Apparatus Access Roads, is modified by deleting the 28 current language of this OFC provision entirely and adding the following language: 29 Where required. (Buildings or portions of buildings or facilities exceeding 24 feet in height 30 above the lowest level of fire department vehicle access shall be provided with approved fire apparatus access roads capable of accommodating fire department aerial apparatus.) Where the ORDINANCE BILL NO. 3218 Page 9 of 14 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 vertical distance between the grade plane and the highest roof surface exceeds 24 feet approved aerial fire access roads shall be provided. For the purposes of this section, the highest roof surface shall be determined by measurement to the eave of a pitched roof, the intersection of the roof to the exterior wall, or the top of parapet walls, whichever is greater. Overhead utility and power lines shall not be located within the aerial fire apparatus access roadway or between the aerial fire access road and the building. R. OFC Appendix D105.2 is modified by deleting the current language of this OFC provision entirely and adding the following language: Width. Fire apparatus access roads shall have a minimum unobstructed width of 26 feet in the immediate vicinity of any building or portion of building more than 24 feet in height. (Ord. 3161 § 5, amended, 02/05/2018; Ord. 3104, amended, 2014; Ord. 3059, amended, 04/17/2012; Ord. 3037, amended, 09/07/2010; Ord. 3006, amended, 03/02/2010; Ord. 2944, amended, 11/06/2007; Ord. 2932, amended, 10/18/2006; Ord. 2929, amended, 08/18/2006; Ord. 2925, amended, 04/18/2006; Ord. 2921, amended, 01/05/2006; Ord. 2876, amended, 09/04/2001; Ord. 2871, amended, 08/07/2001) S. Mobile and Temporary Cooking Operations The City of Ashland will follow nationally referenced standards of inspection and maintenance provided by the National Fire Protection Agency (NFPA I National Fire Code section 50.7) for Mobile and Temporary Cooking Operations. SECTION 7.15.28-090 New Materials, Processes or Occupancies — Permits Required The Building Official, the Fire Chief and the Fire Marshal shall act as a committee to determine and specify, after giving affected persons an opportunity to be heard, any new materials, processes or occupancies for which permits are required in addition to those now enumerated in the Oregon Fire Code. The Building Official, in accordance with Section 104.9 of the Oregon Structural Specialty Code, shall record and enter in the files of the Building Department any action granting approval of new or alternate materials. (Ord. 3161 § 6, amended, 02/05/2018; Ord. 2929, amended, 08/18/2006; Ord. 2925, amended, 04/18/2006; Ord. 2921, amended, 01/05/2006) SECTION 8. 15.28.100 Penalties A. Any person violating or causing violation of any of the provisions of this chapter has . -ommitted a Class lViolation and, upon conviction thereof, is punishable as prescribed in AMC DRDINANCE BILL NO. 3218 Page 10 of 14 1 1.08.020. Such person, firm or corporation is guilty of a separate violation for each and every 2 day during which any violation of this chapter is committed or continued by such person, firm or 3 corporation. This violation can be retroactively applied to the first day the occupant or owner 4 was made aware of the violation by the Fire Code Official. 5 B. For any violations of this chapter deemed to be life -threatening, a citation can be issued for 6 each and every . occurrence, including multiple occurrences in one (1) day. Life -threatening 7 hazards include but are not limited to overcrowding, locking or obstructing doors designated to 1 8 remain unlocked, and shutting off or removing designated fire protection equipment. 9 C. The application of the above penalty shall not be held to prevent the enforced removal of 10 prohibited conditions. (Ord. 3161,§ 7, amended, 102/05/2018; Ord. 3059, amended, 04/17/2012; 11 Ord. 2929, amended, 08/18/2006; *Ord. 2925, amended, 04/18/2006; Ord. 2921, amended, 12 01/05/2006) 13 SECTION 9. 15.28.110 Severability 14 Should any section, paragraph, sentence or word of this ordinance or of the Code hereby adopted 15 b . e declared for any reason to be invalid, it is the intent of the City of Ashland that it would have 16 passed all other portions of this ordinance independent of the elimination here from of any such 17 portion as may be declared invalid. (Ord. 2929, amended, 09/18/2006; Ord. 2925, amended, 18 04/18/2006; Ord. 2921, amended, 01/05/2006) 19 SECTION 10. 15.28.130 Firefighting Outside City - Authorized 20 21 in accord with ORS 476.290, the Fire Chief or representative is authorized to extinguish uncontrolled fires that are found to be burning in unprotected areas situated outside the 22 boundaries of the City and that are causing or may cause an undue jeopardy to life or property if, 23 ire is causing or may cause an undue in the opinion of the Fire Chief or representative, such f 24 jeopardy to life or prop erty. (Ord. 2929, amended, 08/18/2006; Ord. 2925, amended, 04/18/2006; 25 Ord. 2921, amended, 01/05/2006; Ord. 1698 § 1, amended, 1971) 26 SECTION 11. Firefighting Outside City —Resources 27 28 In extinguishing a fire pursuant to Section. 15.28.120, the Fire Chief or representative may 29 employ the same means and resources used by them to extinguish similar fires within the City. (Ord. 2929, amended, 08/18/2006; Ord. 29,25, amended, 04/18/2006; Ord. 2921, amended, 30 .01/05/2006) ORDINANCE BILL NO. 3218 Page 11 of 14 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 SECTION 12. 15.28.150 Plan Review/Permits — Fees For application in this City, Oregon Fire Code plan review fees shall be established by resolution of the City council. (Ord. 2929, amended, 08/18/2006; Ord. 2921, amended, 01/05/2006; Ord. 2906,, added, 04/06/2004) SECTION 13. 15.28.160 Inspection / Fees The schedule for fire code compliance inspections shall be established by resolution of the City Council. (Ord. 3161 § 8, amended, 02/05/2018; Ord. 2929, amended, 08/18/2006; Ord. 2921, amended, 01/05/2006; Ord. 2906, added, 04/06/2004) SECTION 14. 15.28.170 Cost Recovery Fees A. Fire and Rescue Service Charges Imposed. 1. Any person receiving direct fire and rescue services from AF&R as a result of a motor vehicle collision, a hazardous materials incident, a victim rescue or an occurrence on a railroad right-of-way or transportation route that requires AF&R service, shall be liable to the City for the direct and indirect costs incurred by the City in responding to the incident. 2. Whenever a fire is extinguished or attempted to be extinguished by AF&R outside the City of Ashland, the owner of the property involved in such fire shall be liable to the City for the direct and indirect costs of fire and rescue services incurred by the City in responding to the incident. 3. When more than one person receives direct fire and rescue services from AF&R in a single incident, the general costs incurred may be apportioned pro rata among the recipients of the services not otherwise exempt from payment or among the parties involved in the incident, or through any other apportionment which reasonably allocates the costs of the benefits received. B. Exemptions from Charges. 1. Except as provided in this section, a person liable for a charge imposed under Section 15.28.170 shall be excused from paying the charge if the person presents satisfactory proof to the City that, at the time of the incident giving rise to the charge, the person was a resident of the City, owned real property within the City, or was the holder of a valid license from the City issued under Chapter 6.04. ORDINANCE BILL NO. 3218 Page 12 of 14 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 f 1 28 29 "I 2. The exemptions of this section do not apply to: a. . Drivers of vehicles under the influence of alcohol or drugs; b. Persons who commit acts of gross negligence or are otherwise in violation of local law or state statute; c. Persons causing incidents that require hazardous materials clean-up; or d. Fire extinguishment efforts by AF&R on property outside the City of Ashland. C. Interest on Charge. Any charge imposed under this section shall be due to the City upon demand or billing by the City. Any person who fails to pay such charge within ninety (90) days of receipt of a bill from the City shall also pay interest on the charge from the date of the billing at the rate of 12 percent (12%) per year; interest for a fraction of a year shall be prorated. D. Use of Payments Received. Fire and rescue set -vice charges collected by the City shall be deposited in accounts designated for such payments. Funds in such accounts shall be expended only for operational al costs of the fire department, police department, or the public works department, to reimburse the City for costs of administering and collecting charges for fire and rescue services. IE. Failure to Pay Charge — Violation. 1. Any person who fails to pay a fire and rescue service charge within ninety (90) days of receipt of a bill from the City, or within such additional time as may be allowed by a written extension of time by the Fire Chief, is in violation of this code. The issuance and enforcement of a citation for this violation is governed by the provisions of AMC Chapters I and 15, and any other remedy provided by municipal or state law. 2. it shall be a defense in any proceeding that: a. The person did not receive fire or rescue services; b. The person is exempt from the payment of the charge; or c. The charges were improperly computed and billed. 3. Failure to pay afire and rescue service charge whendue shall also subject the obligee to the general penalties for violation of City ordinances and any other remedy provided by municipal or State law. ORDINANCE BILL NO. 3218 Page 13 of 14 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 is 19 20 21 22 23 24 25 26 27 28 29 30 F. Appeal Procedures. A person AF&R determines to be liable for fire and rescue services charges may appeal AF&R's determination as provided in AMC 2.30.020 [Administrative Appeals Process]. A person whose application for a permit for exemption from fire restrictions is denied by the Fire Code Official or who objects to fire inspection fees or fees imposed by the Fire Code Official for noncompliance with regulations in AMC Chapter 15.28 or the Oregon Fire Code may appeal the decision as provided in AMC 2.30.020, which appeal shall be decided in compliance with Appendix A of the Oregon Fire Code. (Ord. 3081, amended, 04/02/2013) The foregoing ordinance was first read by title only in accordance with Article X, Section 2(C) of the City Charter on the day of 2023, and duly PASSED and ADOPTED this day of 2023. Melissa Huhtala, City Recorder SIGNED and APPROVED this day of Reviewed as to form: Doug McGeary, City Attorney 2023. Tonya Graham, Mayor ORDINANCE BILL NO. 3218 Page 14 of 14 Agenda Item From Annual Appointment to the Citizens' Budget Committee Melissa Huhtala City Recorder Contact Melissa. hu htala(o-)-ash land.or. us; (541) 488-5307 SUMMARY Appointment of two vacant positions on the Citizens' Budget Committee with one term ending June 30, 2024, one term ending June 30, 2025. POLICIES, PLANS & GOALS SUPPORTED N/A BACKGROUND AND ADDITIONAL INFORMATION Notice was made to the public of these vacancies. Three applicants have confirmed they would like consideration: Christine Fernlund, Shane Hunter, and Leda Shapiro (see attached applications). Election process (voting) I . There are three (3) applicants to fill two (2) open Citizens' Budget Committee positions. 2. Elections for identified position/term — ballots will be provided by the City Recorder to the Mayor and Councilors to select from all applicants for the below listed committee member terms of office in the sequence indicated. The initial ballot will be for the term ending June, 30, 2024. The individual who receives the highest majority vote count of Mayor and/or Councilors are selected for appointment. Subsequent votes by ballot will be taken in the case no individual receives a majority of votes or in the case of a tic. Subsequent ballot will be for the term ending June 30, 2025. Final appointment of the selected individuals is made/confirmed by Council motion (see below Action, Options & Potential Motions section). First selection ballots: 1 position - June 30, 2024 term ending Second selection ballots: I position - June 30, 2025 term ending 3. The City Recorder will tally the selection votes after each ballot and read the selection results aloud. Final Mayor and Councilor selection votes and results will be posted on the City website following the Council meeting. FISCAL IMPACTS N/A STAFF RECOMMENDATION N/A Page 1 of 2 CITY OF -ASHLAND ACTIONS, OPTIONS & POTENTIAL MOTIONS The following motion will be in order once the final selection votes are tallied and announced by the City Recorder. I move to appoint the following individuals by term to the Citizens' Budget Committee (names to be inserted in blank spaces): REFERENCES & ATTACHMENTS Attachment 1: Christine Fernlund Attachment 2: Shane Hunter Attachment 3: Leda Shapiro for the term ending June 30, 2024; for the term ending June 30, 2025 Page 2 of 2 X VAMA 4 ; AK-430110 %1117711111 OFAIxifT 11111011 Please type or print answers to the following questions and submit to the City Recorder at City Hall, 20 E Main Street, or email melissa.huhtalaaashland,onus. If you have any questions, please feel free to contact the City Recorder at 488-5307. Attach additional sheets if necessary. Name Christine Ferniund Requesting to serve on: Budget Crnte (Commission/Committee) Mailing Physical Address same Occupation Retired Phone: Ho W EMIEMW Fax 1. Education Background What schools have you attended? Southern Illinois Univ. BA, Psychology, Leaming Theory What degrees do you hold? Univ. Of Illinois MEd, Special Education Northwestern Univ. MS, Electrical Engineering, IT What additional training or education have you had that would apply to this position? 2. Related EXperience What prior work experience have you had that would help you if you were appointed to this position? budget &, financial planning, business process re -engineering, root cause analysis ROLM, IBM, Siemens AG Do you feel it would be advantageous for you to have further training in this field, such as attending conferences or seminars? Why? not necessarily 3. Interests Why are you applying for this position? I believe I have something to offer and I have been successful working in a team environment with conflicting priorities. 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 am available. Either daytime or evenings work for me. 5. Additional Information 12 years How long have you lived in this community? - Please use the space below to summarize any additional qualifications you have for this position Date A we] N W&W-63 0 1 kTj I &I NVAI V 0 N Please type or print answers to the following questions and submit to the City Recorder at City Hall, 20 E Main Street, or email melissa.huhtala,'ti�ashland.or.us. If you have any questions, please feel free to contact the City Recorder at 488-5307. Attach additional sheets if necessary. Name Shane Hunter Requesting to serve on: - Citizen Budget Committee (Commission/Committee) Mailing Address_ Physical Address same Occupation CFO 1. Education Background What schools have you attended? What degrees do you hold? Phone: Ho Worn i Emw_ Fax Southern Oregon University MBA and SS in Business Administration, both from SOU What additional training or education have you had that would apply to this position? I am a licensed CPA in the state of Oregon. I have attended workshops relating to Gash flow strategies, construction planning, municipal economies, legislative updates, financial statements, municipal accounting/budgeting, and much more. 2. Related Experience What prior work experience have you had that would help you if you were appointed to this position? I have created and helped create $100M+ budgets for entities with complex interagency transactions; managed human resources, recruiting, and labor pools with 100+ union and non -union employees; been involved with six strategic planning initiatives and implementations; and been immersed in the intricacies of governmental operations for 8 years, Do you feel it would be advantageous for you to have further training in this field, such as attending conferences or seminars? Why? Yes, there are always new regulations and ideas for sound financial management practices that would help anybody be more effective. 3. Interests Why are you applying for this position? U kl I would like to apply my skills and experience with budgets and financial matters to strengthen the governance in Ashland and give back to a town that has helped me grow during the past twelve years. 4. Availability Are you available to attend special meetings, in addition to the regularly scheduled meetings? Do you prefer day or evening meetings? Yes, and I prefer evening meetings. 5. Additional Information 12 years How long have you lived in this community? Please use the space below to summarize any additional qualifications you have for this position I have been vice chair and chair of the Citizen's Budget Committee. I serve as the budget liaison to the Municipal Audit Committee and was a member of the Cost Review Ad -Hoc Committee. All of these city committees help me understand our city in greater depth when I review the recommended budget and think about impacts to our city, our reputation, our employees, our residents, and our competitiveness as an entity in the region. I serve on other local boards and committees in various capacities that all point toward one goal: to help as many people as possible thrive and achieve happiness. Date S ignature CITY Of ASHLAND Please type or print answers to the following questions and submit to the City Recorder at City Hall, 20 E Main Street, or email iiielissa.litilit,,ilaOi�aslilwid,or-us. If you have any questions, please feel free to contact the City Recorder at 488-5307. Attach additional sheets if necessary. Name Leda Shapiro Requesting to serve on: Budget Committee (Commission/Committee) Mailing Addres Physical Address same Occupation Retired Phone: Home 1. Education Background What schools have you attended? What degrees do you hold? Work MaM_ =l Fax NYU, L.A. City College CalState LA, What additional training or education have you had that would apply to this position? Advanced Accounting classes, Conferences on IT Financial systems 2. Related Experience What prior work experience have you had that would help you if you were appointed to this position? Director of Finance- AFSCME Council 36 - Los Angeles- Focus on Budgeting Director of Finance - Upward Bound House- non profit, transitional Housing- Focus, Budgets, HUD grants, LAHousing Authority Grant budgets Do you feel it would be advantageous for you to have further training in this field, such as attending conferences or seminars? Why? 1 do not think I need any additional training at this time. 3. Interests Why are you applying for this position? I am applying because I want to help the City of Ashland with help in the byrigeting process, which is especially difficult with COVID- I know what needs to be done to be able to do budgets that are in line with our values. 4. Availabilily Are you available to attend special meetings, in addition to the regularly scheduled meetings? Do you prefer day or evening meetings? I am available. Daytime is preferable but evening can be arranged. 5. Additional Information I have lived here for over a year. How long have you lived in this community? Please use the space below to summarize any additional qualifications you have for this position Before I moved here I can up many times in 20 plus years and did budget research before moving. I Date 6k, N m o ok z s �• J ok Gas s oJaG G4yJ�''d 0+410 o� 9o�S o. f ez. a! oti, s4 so Oar a of ®�b�J Ty4l�4 tib o�� sb o� • ! x, m N d O U O U O U O ® C. m m m O d m U. G1 2 i N I � Q +' N C ri U I— Q � N M d' Lo CO r co W m N G1 r ' O ok • z s r • J o� pas o� pby J o� gob O of t� . Q6 9 ohs 9o0S aJ Fz, at , yb off. so ��.✓ a of o� 0pb 410 i 7� d4�J yb�gb �4 d sw Tp oe t N O tr ai O U O U O U O C G. m m m d � a c C x s vI V 4 J Q $ o � N C'7 d' 0 (O I" W ai N � d ro , O oy. Z s T• 1 as oys O�yyJ a4`a� ♦�S� ok. �flb 1po 4 O,b y9 o+. 9 So olp re, V0/1 S ay, s4 b °pia eio 1s r o♦� O +. 44 'PO TQ r°Tb 4 �1 ✓fib �liby a 0b ?4 oe f d N t d O U O U O U C O O O 6 Cm 0 m m •a c � d c d N U J Q � co m y O O ti• Z S r V 0 Gas of Gbti 0 aGGah ok. ,®bG s°i� G,b 9 o� s dJ 90 SS °ti, " so o d a r c oo♦S ti. (16 J �-rO. r orb �+ o'b�J �,yb♦hb 4iby �b �O Oe a y GS1 U U U O N N N m m m C a V d LO 'a 'a a CL U- d C N i c = C s to -0 V e-i ® ..pJ 3 o N co CO O m a 6• OV z s �• J o+ Gas ve Gby`?i rn , d ok b®bG G,6 9 o~90 saJ �S re'. o �yb o .�,so le a -4"o o� off. �Gb r,o sb � 0, N 3 d O U O U O U 0 a °O a t 5 v N a V V J Q � N M �1' Lf7 CO I� m 6) O N M d' Lt7 CO I'� CO 67 m N ' d Imo, O Ok • Z s J 0� 4aS+ 410 a44a ♦''d 1po o~ goSS 0 Cc'. a♦ ti. yb ° S'0 °'/✓ a eo r h 0♦ o� S4b of ®�bto �yb♦�4 yb ✓�4 TG Ole .a d (s C L cc C E U U U O m a N 0 a m m m 'O LL x C G! N N l� v Q N m d' Lo CO r- co O O CV M 2-0 O 0 � m N 0 oy, z 0. T• J %.o andh � '%so 04`� ri4 9 oyso god. � 0y "o so O vee., a� oy. �Gb o� T© ro ��1 �♦fib �4 b7. 4 Oe •o N r rr 0 O t_? O U O U cz O :. •N -0 d] 70 CO 1 CO a o 4W a 0 d n to v CL t� C w •C t H 0 r-I v H Q t Lo (U h co O) 0 a CG Council Business Meeting Agenda Item City Council Priorities for the 2023-2025 Biennium From. Joseph L. Lessard I City Manager Item Type Requested by Council El Update 0 Request for Direction El Presen SUMMARY This item iafor Council consideration ofpriorities for the 2023-2025bipnniurn. The priorities will serve 1oguide development of the City staff's work program and corresponding budget for the next fiscal biennium. Council hosted two recent events in preparation for consideration of potential City priorities,ocornrnunitV TownhnUand unEconomic Roundtable. These events were hosted with the goal ofreceiving community input on potential City programs and budget priorities for the upcoming 2023-2025 Biennial Budget. The_2022 ioalso osource ofcommunity comment onCity budgeting priorities. City Council Townhall - On January 30,2023, City Council held a Townhall Gathering and together with the citizens of Ashland worked to identify priorities /objectives for the City for the upcoming 2023-2025 Biennium budget process and the next six years. Small group discussions took place between citizens, staff and Council, A list of seven PRIORITIES with 32 OBJECTIVES for the City were presented at the meeting and in person voting took place. Citizens were each given l2voting dots toprioritize their top choices out tothe 32objectives presented. Voters could spread their voting dots or cluster them on one or more objective. In total we had 293 in person voters, with over 300 folks of all ages in attendance. Simultaneously, online dot voting opened on January 30 and continued through February 3. In total, there were 151 online voters, who were presented with the same 32 objectives and 12 virtual voting dots. The objectives receiving the most votes include the following: Over 2DO votes Mom 2 Wildfire risk reduction programs 352 3 Affordable/workforce housing 339 4 Diversify the local economy 259 5 City Parks and facilities maintenance 221 8 Street maintenance and repair 212 7 Creating social equity and racial justice 210 8 205 Page |of4 nCouncil Business Meeting Priority categories receiving the most votes are the following: Priorities by perGent Comi�idniity Investment \naddition, public comment was garnered both inperson and online from January 3OtoFebruary 3iThe comments have been categorized according to the seven priorities. (View the results and.public comments. City Council Economic Roundtable - On March 6,2023, the City Council hosted a roundtable discussion with elected and appointed officials of Ashland's key economic support institutions, including: Porn Marsh, State Representative for Southern Jackson County; Dave Dottonor,Jackson County Commissioner; Victor Chang, Choirofthe4sh|ondSohoo|District/4SD\;8ornuNBngdanove,ASDSuperintendontRiohLondtAah|ondPorka and Recreation Commissioner (APRC); Sheila Clough, Board Of Trustees Vice -Chair for Southern Oregon University; Dr. Rick Bailey, President of Southern Oregon University (SOU); Diane Yu and Sachta Card, Board of Trustee Members of the Oregon Shakespeare Festival (OSF); Anyania Muse, interim Chief Operating officer of OSF; Toro Houston Cultural and Community Liaison for OSR Dr. Steven Herooh,Vino President of Medical Affairs and Administrator for Ashland 400nte Community Hospital; Co|emn Padilla, Executive Director oƒSouthern DregonRegiono|Eoonorn|cDeve|nprnonL|nc/SDRE0\;GoryB|oke,Preaidmntofthe4ohlmndChonnbo[of Commerce Board; Sandra Slattery, Executive Director of the Ashland Chamber of Commerce; and Katharine Cato, Director ofTravel Ashland. The roundtable discussion focused onaddressing the following questions? v What are our economic challenges and opportunities? • What are the most important next steps for addressing our challenges and 0 What should our next "Better Together" steps be? The roundtable participants identified three key next steps the participants could take together that would benefit Ashland's citizens, businesses and visitors: l. Establish a Partnership to Build the Ashland Brand -thiaoo||oborotive partnership iafor marketing Ashland for tourism and potentialbusiness relocation opportunities. 2. Establish a Partnership to Establish a University District Activity Center - this initiative |otojointly plan potential future development of a University District that would diversify the City's economic base and support SOU by enhancing Ashland's student life experience. Page 2of4 �� nCouncil Business Meeting 3. Establish a Partnership for Affordable Childcare & Early Childhood Development -Thioportnadngefhortin to plan potential advancement of childcare or early childhood development options for Ashland residents. 2022 Ashland Budget Survey - On October 4, 2022, the Council received the summary findings from a Fall 2022 survey conducted by a team of SOU researchers on community attitudes toward alternative city spending cuts and/or fee increases intended tobalance the city budget. The survey received o25%response from the survey mailed tothe Citv^slO,768utility household addresses. The survey results showed owide range ofopinions without an overwhelming majority for any of the specific policy changes or service cut alternatives presented. Generally, the respondents identified maintaining the quality -of -life aspects of City programming with the expectation that City leaders will work to balance the sources and uses of funds, including pursuing opportunities to control costs. The respondents also expressed support for citizen involvement and volunteerism. Final Budget Survey Report. POLICIES, PLANS & GOALS SUPPORTED In the summer 2022, the City Council adopted Vision and Value Statements for the City. The statements are intended to provide direction to the City's strategic planning and service delivery. The Townhall Voting Data, proposed Economic Roundtable Partnerships and, 2022 Ashland Budget Survey provide the City Council with important community input that can assist them in formulating and adopting 2023-2025 Biennium priorities. BACKGROUND AND ADDITIONAL INFORMATION FISCAL IMPACTS The findings from each community input gathering effort provide valuable information for the City Council and the Citizens Budget Committee for consideration of the 2023-2025 Biennial Budget. Even though City staff budget development is advanced well post its mid -point, directed at preparing the City Manager's recommended 2023-2025 Biennial budget, it is still timely for Council priority setting to help guide final budget preparations. City staff will work to incorporate the Council's priority direction into expenditure recommendations and corresponding program metrics. DISCUSSION QUESTIONS What priorities direction does the Council wish toprovide kzCity staff for the 2U23-2O25BNbudget process; to be included in a follow-up Council resolution for consideration at a future Business Meeting? SUGGESTED NEXT STEPS The next step iufor the Council toidentify and discuss potentialprogram priority areas/topics for elevated consideration and program monitoring inthe 2O23-2O25Biennial. Generally, even though city organizations must accomplish o multitude of service and program necessities, it is important to target approximately three- four top priority areas/topics or necessary accomplishments that will guide the organization's overall future Page 3of4 F qmIll; C o u n cil Business Meeting leaning direction. once the Council sets its priorities, City staff can begin efforts toincorporate them into the City Manager's recommended 2O23-2O2SBiennial budget. REFERENCES & ATTACHMENTS City Priorities Presentation (original March l5,2O23-updated) 2022 Ashland Budget Survey Presentation (October 4`2O22) Final Budget Survey Report. 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This was an exciting research opportunity asSOURCE was able toconstruct, administer, and analyze @ population survey that targeted all households that pay Ashland utility fees. This was ademocratic process that gave Ashland households a voice in how to resolve an anticipated budget shortage for the City of Ashland. Unlike listening sessions or surveys that are posted on a website, this mailed -out survey gave every utility -payer the opportunity to weigh in with their opinion and perspective. The research team also included student research assistants Hood Alrahbi, Brooke Carlton, Pandora Hamsa, Katherine H8rdenb8rgh,Emilio K4CCUtCh8On'Katie K4iDiCh.and Joseph Whitney. This report includes the same survey findings that were presented iOthe Ashland City Council OO October 4.2O22.and the update that was sent to the Mayor and City Council members OnNovember 7. 2022. This final report covers the survey design, methodology, findings, a brief discussion of policy Survey Design The Ashland Budget Survey was developed tOanswer two main questions: 1\ |nlight Ufthe Cih/6structural budget deficit, should the budget bebalanced primarily through spending reductions, Orprimarily through increased revenue (fees)? 2\ If spending reductions are to be made, what are residents' specific priorities? Ashland iSnot the first city t0face budget decisions, and vvgare not the first researchers iOdevelop 8 survey for eliciting residents' budgetary priorities. Our initial steps were to review the existing academic literature to determine the best practices in budget survey design. (Annotated citations to a representative sample 0fthis literature are included atthe end Ofthis [epOrt.\ The best design for budget surveys iSbased 01the contingent valuation kC\/ approach. The basic idea is to present survey respondents with situations that require them to think about the trade-offs they are willing tVmake between competing budgetary priorities. In order to tease out peoples' underlying preferences and priorities, the survey sets Upsituations where they are asked toexplicitly trade off incremental changes iDone thing (8.g.'public safety) against another /e.g.,parks ur'increased t@XeS\. Context iScrucially important aSnone Ofthe changes iD8budget happen iD8vacuum. The best practice inbudget survey design iS[OSetupUleS8traxj8-0fh5VVith3CtU8|OUn0be[Sd[aVvO specifically from the programs and policy choices under consideration. Our initial survey draft followed this design, but the Council did not want tOinclude actual City budget figures (program costs) explicitly in the SUn/ey and Vv@Dt8d overall policy gUid8DQB' rather than specific policy gUid8nD8, to follow from the survey results. sourxenw oxsmow A�FVU�� r1��u�ellK�l�� vnem�b��H S�a8a��0��00�%"Kty ��uK��et umwsnsnv SOURCE �� ------'xsscxxcx cswren Working within these constraints, we pursued a second-best survey design built around bundles Vf possible budgetary changes, each of which would add up to a $2 million reduction in the City's structural deficit. Each bundle contained a mix of specific spending or revenue changes. By seeing which bundles were favored by survey respondents we could make inferences about their budgetary VVewere additionally constrained indeveloping th8SebuDdkeSduotofheneedb}keeniheSUrVeyShOrt. The printing and bulk postagecosts for mailing out 1O.7OOsurveys (and oseparate postcard announcing the survey) were costly and creating a two -page survey was not an option as inserting a stapled document into an envelope is very difficult to automate. Additionally, the research team was in favor of a one -page survey to promote completion and avoid survey fatigue on the part of the respondent. Thus, vvHneeded tOfit the entire survey OOboth sides Ofone sheet Ofpaper. This limited the number Ofpolicy options and bundles Vvecould present inthe survey. Our decisions Ofwhich specific budget options toinclude inthese bundles were driven hvseveral general principles. We were directed that certain portions of the City budget were off-limits for the survey. These included anything that is not in the general fund (such as most capital improvements and enterprise funds) and programs that are self-supporting through their own fees or other external sources, such as the airport and senior services. We were also directed to exclude any reductions in public safety (police Orfire and reSCum). Because of the crucial importance of context iDexamining budgetary trade-offs'all the spending reductions included in the survey needed to be in specific City functions and programs and identified with specific implications for how residents would be impacted by service changes. For this reason, more general spending reductions, like cuts in City employee compensation, were not included in the survey; responses to those general or across-the-board changes would not provide any information about residents' priorities for specific City programs and functions. In order to develop a menu of possible budgetary changes to include in the survey,the projectte8Dl researched several sources. We read through past minutes and documents from Council discussions and Citizen Budget Committee discussions and recommendations, We reviewed City budget documents for additional ideas. We also solicited specific proposals from current Council members and endeavored tOinclude those iOthe survey where practical. For each possiblebudget8ryCh8Dge(SoendinQreduCtionorChaUgeiDfeeS)VVeneededtDeSUnlotma specific dollar saving or cost. In some C8S8G. we were able to find these in City budget documents; in others we had to do the research and analysis to estimate reasonable budgetary implications. Throughout the process of developing a menu of possible budgetary changes, estimating the cost or revenue implications and describing the impacts on Ashland residents, we worked with City staff, including the City Manager, Finance Director and other staff members. In addition to the survey questions based on bundles of spending and (possible) revenue changes, we had two more general questions (numbers I and 14) which directly addressed the first issue raised: the SOUTH cmw oeEGO w u*wsxsn,____-_ SOURCE �� x�� ----....... ... RESEARCH ccNITER A51`11aFlu rioulliexnUEU5 VKUMV5 Uri DEfiarit;Urig rile«'yly ouuyul preference for balancing the budget through revenue increases orunspecified SpmOdinQ[aduCtionS.FO[ a list of the survey questions, please refer to Table 3 below. We provided a website with additional background information and details for the Ashland budget in general and all of the policy options, That vvebSitScan befound 8Linoide.aoU.8du/neSe8rCh/SUrVey. This survey was UDUSU8| in that it was 8 p0pUh]UOn survey of Ashland households. K is very difficult to dO8population survey 3Soften the contact information for 8nentire population i8unavailable, and most survey researchers use a random probability sampling method. The City provided us with the addresses for Ashland utility payers, which are all ofthose residences and buildings that have utilities through the City 0fAshland and pay the utility fees that contribute L0general fund revenues. This list did not include those who have an Ashland address, but live outside of the city limits and do not pay /\Sh|8Od UU|itv fees. It is important to remember that the unit of analysis for this r89O8rVh is the household, rather than the individual. One person per household was asked to answer the survey. We addressed a number of issues with using utility addresses. The first is that property owners can have their tenants' DU|itv bills sent tOthem and not tOthe tenants. In those situations, we had the physical address where the utilities were being used, but only had the property owner's D8D1e. We wanted to D18k8 SUr8 that renters received the survey, SO in the C@S8S that we had 3 [8Ot@| 8ddngSG, but only the property owner's name, VVeaddressed the survey t0"Ashland [<eGid0Dt'. To facilitate 8 [ObUSt [eSpOOSe rate, we followed 0|hm8D. et 8[S /2008\ highly regarded recommendations and sent 8 postcardannouncing the survey tOeach address before sending out the survey. There was 8 two -fold purpose to this process: 1. Bad addresses vvOu|d be identified before sending the survey out; and 2. Ashland residents would anticipate that they would be receiving a survey inthe mail. Atotal Of1U`706surveys were mailed inmid-June 2022'and September 13.2022,was the |@St day that a survey was entered into the St8tiSdc@| software pF0g[8Dl. We received 8 total Of2.847 usable surveys, for a response rate of 25%. Given the fact that this survey was sent out in the summer, that it was a mail survey, and that survey response rates have been declining nationwide, we are very pleased with the number Ofreturned surveys. [)Dtop 0fthat, this was 8household population survey, not 8 S8Dlp|e. One Of benefits of this number of returned surveys is reflected in the SDl8||, estimated margin of error, which ranges from 1.5 — 1.9%, depending OD the question. Demographics - The survey ended with a short series of demographic questions. A total of 85% of households that responded owned the home they lived in. Residences accounted for 98% of the responses, with 2% being businesses. VVehad some challenges with the understanding Ofour education question answer categories (see Table 1). There were indications that some respondents may have misunderstood the "graduate degree" category t0mean that they had graduated from college. For the age 0frespondents, as Table 2 indicates, there was a high percentage of surveys returned from older Ashlanders. That will baaddressed further below iDthe section 0nweighting. 3 sourwenw oneuow umwsnsnv_____ SOURCE �� -------usssxxcx csmrsx PkSMarlu r1ousefflolU15 view-5 ell namant;U119 tilew,Bly DutQget 2-year college degree 185 7% 4-year college degree 821 33% Table 2: Respondent Age Distribution Total 2,086 Data Procedures /\total Of2,O47 US8b|8 SUn/8yS were received (this number d0OS not include the handful of surveys we received that were completely blank 0rhad only extraneous C00OOeOtS\.Ofthe 2.O47usable surveys, 1.3O0/52%\had written 8Uanswer LOthe open-ended comment area @tthe end 0fthe survey. For the yes/no questions and the demographic questions 8nthe survey, responses were entered 8Snumerical codes into 8 Statistical Package for the SOCi8| B0ieOCeS /SPS8\ data file. This SOfkW8[e is commonly used for quantitative survey data analysis. It is especially useful for using syntax tOcompute new variables from existing quantitative data. It is somewhat less useful for handling qualitative data, so we set Up EXCEL files tU contain the written C8DlnlmDts. Most of the respondents who wrote comments used the section at the end of the survey, labeled "Additional Comments"'to write on8variety of topics. Some of those comments were quite lengthy. The comments were transcribed verbatim into the EXCEL file and then coded by theme. ADoverview of the COD1D0eDts is contained in this report. There was also a space GUOCgted within each box for comments. The most common of the responses written in these spaces involved specific exceptions to a vote for a given box, for example, for Box 2, indicating support for eliminating city funding to the golf course but not supporting major nedUCtionsincitvSUbeidieSfornyunmaUon8|pnogr8mnS.Th8SeqU8|ifviDA comments were given numerical codes and used for analyses involving the specific budget actions. rd soLIT nERN onsoow uwwemn,_____. SOURCE �� ------nsssAncn cswrsn 1A5N8arlu r10U5UK101U5 VIUVV!-,POF] maWaricirig tile�,0xy Duuget Six SOU student [eSe8[Ch assistants were employed to enter the data from the surveys. We Used two procedures for verifying the accuracy Ofthe data entry into 8PSS.The first was tOcompare 8random subset ofthe case entries to the original paper survey responses, to check for accuracy and correct any errors. VVeverified 20%/078\Ofthe case entries iDthis manner: Ofthese, Dr. [Wi||eFL0RSSiverified 38%'Senior Research Assistant Katherine H8rd8Obe[ghverified 33%.and the other research assistants verified 8total Of2O%Ofthe case entries Ofthe verified cases. The second verification method was to run frequencies on all the variables once data entry was completed to check for invalid codes and correct any errors. Responses tOSurvey Boxes Table 3shows the percentage Ofrespondents voting YES for each box, with their associated Margins nfError, which range from +/-1.5t01.0.percentage points. Box 14'"Reduce overall general fund spending by 5%, cuts determined by the City Council and City Manager", had the highest percentage of YES votes 8t51%. The lowest percentage OfYES votes /19%\went tO BOX6, "Delay Orreduce future capital improvement projects" 8Dd"R8dUCe0re|irninatoCitizeDoODlDlitteeS8Ddc0[D[DiSGiODS." 2able lJ+ieuuenc/oxand &y(/Efor }YSvoteson SurveV//uxcx 2. Maintain current City spending levels EXCEPT: 36% +/-1.8% • Eliminate all city funding to the golf course • Major reductions in city subsidies for one or more recreational programs such as the Daniel Meyer pool, the ice rink, and the Nature Center. This could result in substantially increased recreation fees and/or reduced availability. - My household would pay no additional fees 3. Maintain current City spending levels EXCEPT: 25% +/-1.6% • Add 4 police officer positions • Add 4 total fire positions: fire marshal, firefighter, fire inspector, CERT/weed abatement/admin assistant - My household would pay about $24 more per month 4. Maintain current City spending levels, EXCEPT: 25% +/-1.6% - Outsource or increase associated fees to cover all costs of Planning and Building Review • Reduce street maintenance by 15% • Regionalize Police, Fire and Ambulance to save on administrative overhead costs - My household would pay no additional fees 5 SOUT'HEPH /AllirilaFlu F_l0U5eIrl0lU5 Vim OF] Dalarluirig tile it DUUqUI OREGON UNIVERSITY SOURCE RESEARCH CENTER 5. Maintain current City spending levels EXCEPT: 34% +/-1.8% - Regionalize Police, Fire and Ambulance to save on administrative overhead costs • Reduce Parks and Rea community outreach (including advisory groups and marketing) and administrative expenses to lower costs. - Maintain neighborhood or dog friendly parks by volunteers or contributions. (Parks Department would still maintain Lithia, Garfield & N. Mountain parks). • My household would pay no additional fees 6. Maintain current City spending levels, EXCEPT: 19% +/-1.5% • Delay or reduce future capital improvement projects (examples include streets, parks improvements, drainage, sidewalks, and right of way) • Reduce or eliminate citizen committees and commissions • My household would pay about $10 more per month 7. Maintain current City spending levels, EXCEPT: 27% +/-1.7% • Reduce street maintenance by 15% • Delay, re placement of City vehicles (except public safety) • Major reductions in Parks maintenance budgets (reduce watering, grounds maintenance, trash removal) except Garfield Park, Lithia Park, North Mountain Park - My household would pay no additional fees 8. Maintain current City spending levels, EXCEPT: 39% +/-1.9 • Reduce or eliminate citizen committees and commissions • Delay replacement of City vehicles (except public safety) • Transfer state -law criminal cases from the Ashland Municipal Court to Jackson County • My household would pay about $9 more per month 9. Maintain current City spending levels, EXCEPT: 42% +/-1.9% • Outsource or increase associated fees to cover all costs of Planning and Building Review - Maintain neighborhood or dog friendly parks by volunteers or contributions. (Parks Department would still maintain Lithia, Garfield & N. Mountain parks). • Minor reduction in city subsidies for one or more recreation programs such as the Daniel Meyer pool, the ice rink, and the Nature Center. This could result in increased fees and/or reduced availability • Eliminate all city funding to the golf course • My household would pay no additional fees Sr I DUTH ERH OREGON U N I VE IRS ITY SOURCE PESEAPCH CENTER Fl�MIMM MOUSUMORU,i VleW6 Oft OURZIFICIF19 MU Ully DUUqUt 10. Maintain current City spending levels EXCEPT: 20% +/-1.5% - Major reductions in city subsidies for one or more recreation programs such as the Daniel Meyer pool, the ice rink, and the Nature* Center. This could result in substantially increased recreation fees and/or reduced availability. - Keep the marijuana tax revenue in the city general fund instead of transferring to the housing trust fund. - Major reductions in Parks maintenance budgets (reduce watering, grounds maintenance, trash removal) except Garfield Park, Lithia Park, North Mountain Park - My household would pay about $4 more per month 11. Maintain current City spending levels, EXCEPT: 31% +/-1.8 Add 2 police officers and 1 firefighter My household would pay about $17 more per month 12. Maintain current City spending levels, EXCEPT: 27% +/-1.7% - Reduce Parks and Rec community outreach (including advisory groups and marketing) and administrative expenses to lower costs. - Minor reduction in city subsidies for one or more recreation programs such as the Daniel Meyer pool, the ice rink, and the Nature Center. This could result in increased fees and/or reduced availability - My household would pay about $11 more per month 13, Maintain current City spending levels, EXCEPT: 27% +/-1.7% - Transfer state -law criminal cases from the Ashland Municipal Court to Jackson County - Keep the marijuana tax revenue in the city general fund instead of transferring to the housing trust fund. - Delay or reduce future capital improvement projects (examples include streets, parks improvements, drainage, sidewalks, and right of way) - My household would pay about $9 more per month 14. Reduce overall general fund spending by 5% 51% +/-1.9% - The City Council and City Manager determine how to cut spending. This could mean reductions in city services as described in the other survey boxes or other budget savings that they identify. - My household would pay no additional fees Support for Various Policy Actions Within each of these boxes, there are policy actions (e.g., "Reduce street maintenance by 15%" or "Reduce or eliminate citizen committees and commissions") that are bundled together in order to cover the $2 million budget deficit. Using syntax in SPSS, we were able to unbundle the responses to each box. To determine support for the specific policy actions bundled within the boxes, we used syntax to generate a score for each specific policy action: O=No support for policy action; 1 =Partial support for FA sourxsxw �K,15VIWFIUMlou-5UK101U5 vKuW11i OF]Dala�luDflu lalu �.,Ity Duuqel onsGow uwwsxsnv SOURCE �� /�� -------oeseAncu cswrcn policy action; and 2=Consistent support for policy action. Each policy action occurred twice in the boxes of the survey, in different combinations. If the respondent voted for neither of the boxes in which the SpedhC policy action occurred, the score for that specific 8CtiOD was D. |frespondent voted YES for one of the boxes and did not make an exception for the specific action, but voted NO on the other box, the score for the specific policy action was 1 (partial support). |frespondent voted YES OD both boxes and did not make any exception for the specific policy action, the score was 2. This final vote tally for the specific policy action, as shown in Bar Chart 1, was calculated as the percentage of respondents with a score of 2 (consistent support for the action) plus the percentage multiplied by .5 of respondents with a score 0f1 (partial support for the 8ctiOO\. |DBar Graph 1,Vvenote that DOspecific policy action received majority Supp0rt.The action with the highest level Ofsupport was "Eliminate City funding Ofgolf course" 8t44.5%.The action with the least support was "Delay 0rreduce future capital innpn]weDo8ntS /HX8Dlp|eS include stnmotg, parka improvements, drainage, sidewalks, and right of way)" at 23.8%. One noteworthy finding ahOVvD in this graph is the [8|8Uve|y high support for maintaining UGiQhbO[h00d or dog p8[hS by volunteers /39.8%\ and the relatively low level of support for reducing or eliminating citizen commissions or committees (2O.2%).suggesting general support for citizen involvement iDAshland. Bar Graph /: Support to Cut City Services or Activities Overall Support for Specific City Spending Reductions (percent supporting) Eliminate City funding of golf course Maintain neighborhood/dog parks by volunteers Delay replacement ufCity vehicles Outauuroe/nnroaoe fees planning & building review Transfer some criminal cases to County Court Minor cuts in recreation program subsidies Reduce Parks and Reccommunity outreach Regionalize Police, Fire, Ambulance services Reduce/eliminate citizen commissions/committees Major cutin recreation program subsidies Reduce street maintenance by1SY6 Use marijuana tax in General Fund Major reductions inParks maintenance Delay orreduce future capital improvements L-11 SourxEnw oasGow uw/vcnanv______ SOURCE -----neseAnc* cEwrsx iA5nianu noutsenuUu,,5 vievvs on omancing Lne«,Uty ouuget Reduce i vs. Increase Fees Bar Graph 2 addresses the preferences of Ashland residents for either reducing spending or increasing fees to balance the budget, The middle bar shows that 42% of the respondents indicated that they were willing to pay an increase in fees of $13 per month to simply maintain current City spending levels (Box I of the survey). The top bar indicates that 51 % of the respondents indicated their preference for reducing overall general fund spending by 5% to balance the budget, and not relying on additional fees (Box 14). To further explore the level of opposition to increased fees by Ashland residents, we analyzed what percentage of respondents fit two criteria: (1) They answered NO to ALL boxes with fee increases, and (2) they answered YES to at least one box with no additional fees (to weed out those few respondents who answered no to all the questions in the survey, a response pattern not necessarily interpretable 8Sopposition tofeeS\. Meeting these two criteria iS8stringent test Ofoverriding opposition to any fee increases, so perhaps it is not surprising that only 18% of respondents fit this pattern. Bar Graph 2 /rcos Reduce Spending or Increase Fees to Balance the Budget? (numbers are percents) Reduce overall general fund spending by596KJ14\: yWyhousehold would pay nuadditional fees Maintain current City spending levels (]1): My household would pay about $13 more per month. Response pattern ofopposition tnall fee 1.Answered "No"inALL boxes with fee increases & 2.One ormore "Yaa"votes inboxes with no additional fees Support for PD.blc Spendirig Bar Graph 3 represents support for additional public safety spending. We included two questions about increasing police and fire personnel, despite the current budgetary situation, because Council was aware that for some Ashland residents these are still high priorities, and perhaps increasingly SOinthe case of fire. The survey offered two scenarios: one with small increases in personnel and increased household fees of $17 per month, and one with more comprehensive increases in personnel and SOUTH ERN 1AIISMUFM nUUUUIF101UN vluwu 0F1 DaNanuUrig 1�le t"Kty DUUqUIL onsaow uw/vexsnv SOURCE �� -------xsssxucx ocwrsx increased household fees of $24 per month. We found that 31 % of respondents voted YES on the less expensive option (Box 11), and 25% voted YES on the more expensive option (Box 3). /7ur I�/�ub�c/��4/ i-- - — ---Spending --- -' — -- - - } � Support for Additional Public Safety Spending � ' } � (numbers are percents) ' � Maintain current City spending levels, except: ^Add 2 police officers and i firefighter Myhousehold would pay about $i7more per month | ' i i � � Maintain current City spending levels, except: � ~ Add 4police officer positions . ~Add 4total fire positions: fire mareha|, firefighter, fire � inspector, CERT/weedabatem*nt/mdminassistant � / � K4yhousehold would pay about $24more per month U 5 10 15 20 25 30 35 40 45 50 We compared our 2,647 respondents' demographic characteristics to the U.S. Census 2020 American COD)D1uDhv Survey /y\CS\ for Ashland. It was clear that VVe had an UndeFnepr8SeDt8dOD in the younger age groups and an over -representation in the older age groups compared to the proportions in the ACS data for Ashland. Thus, following standard statistical practice to address this iSSUe. we weighted C8SeS by age. The AC8data are iO5-vearage categories except for the oldest ages, SOVvecollapsed our age data into the same categories starting with 25-tO29-yeansold, 3O-t034-y88[Sold eto..and ending in 85- years old and over. To get the weights for each age group, we divided the ACS proportion by the proportion in our data. We rounded the resulting weight to the nearest tenth (one decimal). Where age data was missing /501cases) or, iD8few cases, under 25(10C8SeS)'the weight of1.Owas assigned so that all cases had a weight and were included in the weighted analyses. Togive examples 0fhow weighting cases works, let's take the age groups with the highest @ndk}weSt weights. The age group of the survey respondents with the lowest proportion compared to the ACS data is 25- to 29-yearo|dS. In this case, 9.3 percent of the AC8 population were in this 8Q8 [8Oge. and only 1.Opercent 0four respondents were. Thus, the substantive survey responses Ofevery 25-tO2S~ year -Old respondent to our survey were weighted 9.3 times in the StotinUC8| software weighting procedure (this was our highest weight). The most over -re presented age groups among our respondents compared to the ACS population were both the 75- to 79-year-olds and the 80- to 84-year- 10 SO LIT H EP I -A OREGON U 11 IV E RS IT Y SOURCE RESEARCH CENTER kk5illailu r1UUeU9lo1U5 VWW5 OF1 nalailuing tile tlty DUUgel olds age groups. The 75-79 age group was 5.4 percent of the ACS population and 13.7 percent of our respondents. The 80-84 age group was 2.8 percent of the ACS population and 7.9 percent of our respondents. For both the groups, the weights rounded to 0.4, our lowest weight. Responses to Survey Boxes - Weighted Weighting the box votes by age and giving younger people the greater weight they would have in the population of Ashland, as estimated by the Census, produced only small differences, if any, in vote tallies for the fourteen boxes (see Table 4). The largest differences involved budget increases for police and fire personnel (Box 3 and Box 11), which we discuss in a separate section on public safety below. The vote tallies for other boxes changed either by 1-2% or not at all between the unweighted and weighted results. Table 4: Weighted Frequencies and MOE for YES votes on Survey Boxes 1. Maintain current City spending levels 44% +/-1.9% - My household would pay about $13 more per month 2. Maintain current City spending levels EXCEPT: 38% +/-1.8% • Eliminate all city funding to the golf course • Major reductions in city subsidies for one or more recreational programs such as the Daniel Meyer pool, the ice rink, and the Nature Center. This could result in substantially increased recreation fees and/or reduced availability. - My household would pay no additional fees 3. Maintain current City spending levels EXCEPT: 23% +/-1.6% • Add 4 police officer positions • Add 4 total fire positions: fire marshal, firefighter, fire inspector, CERT/weed abatement/admin assistant - My household would pay about $24 more per month 4. Maintain current City spending levels, EXCEPT: 24% +/-1.6% - Outsource or increase associated fees to cover all costs of Planning and Building Review • Reduce street maintenance by 15% • Regionalize Police, Fire and Ambulance to save on administrative overhead costs - My household would pay no additional fees 11 SOUTHEHPH 1A5r11dF]U riou-5eHORU5 vievUl"i OF1 Dularlull-19 [vie, �Oty DUUgel OREGO UNIVERSITY SOURCE RESEARCH CENTER 5. Maintain current City spending levels EXCEPT: 34% +/-1.8% - Regionalize Police, Fire and Ambulance to save on. administrative overhead costs - Reduce Parks and Rec community outreach (including advisory groups and marketing) and administrative expenses to lower costs. - Maintain neighborhood or dog friendly parks by volunteers or contributions. (Parks Department would still maintain Lithia, Garfield & N. Mountain parks). - My household would pay no additional fees 6. Maintain current City spending levels, EXCEPT: 18% +/-1.5% - Delay or reduce future capital improvement projects (examples include streets, parks improvements, drainage, sidewalks, and right of way) - Reduce or eliminate citizen committees and commissions - My household would pay about $10 more per month 7. Maintain current City spending levels, EXCEPT: 27% +1-1.7% • Reduce street maintenance by 15% • Delay replacement of City vehicles (except public safety) • Major reductions in Parks maintenance budgets (reduce watering, grounds maintenance, trash removal) except Garfield Park, Lithia Park, North Mountain Park - My household would pay no additional fees 8. Maintain current City spending levels, EXCEPT: 40% +/-1 .9 • Reduce or eliminate citizen committees and commissions • Delay replacement of City vehicles (except public safety) • Transfer state -law criminal cases from the Ashland Municipal Court to Jackson County - My household would pay about $9 more per month 9. Maintain current City spending levels, EXCEPT: 42% +/-1.9% - Outsource or increase associated fees to cover all costs of Planning and Building Review - Maintain neighborhood or dog friendly parks by volunteers or contributions. (Parks Department would still maintain Lithia,',Garfield & N. Mountain parks). - Minor reduction in city subsidies for one or more recreation programs such as the Daniel Meyer pool, the lee rink, and the Nature Center. This could result In increased fees and/or reduced availability • Eliminate all city funding to the golf course • My household would pay no additional fees UN SOUTHERN ORECON UNIVERSITY - SOURCE RESEARCH CENTER Plljlllarlu Flot.16eviolul"i vim wb 011 OUldflURF19 Elie LAILY Duuqel 10. Maintain current City spending levels EXCEPT: 18% +1-1 .5% - Major reductions in city subsidies for one or more recreation programs such as the Daniel Meyer pool, the ice rink, and the Nature Center. This could result in substantially increased recreation fees and/or reduced availability. - Keep the marijuana tax revenue in the city general fund instead of transferring to the housing trust fund. - Major reductions in Parks maintenance budgets (reduce watering, grounds maintenance, trash removal) except Garfield Park, Lithia Park, North Mountain Park - My household would pay about $4 more per month 11. Maintain current City spending levels, EXCEPT: 28% +/-1.8 • Add 2 police officers and 1 firefighter • My household would pay about $17 more per month 12. Maintain current City spending levels, EXCEPT: 27% +/-1.7% - Reduce Parks and Rec community outreach (including advisory groups and marketing) and administrative expenses to lower costs. * Minor reduction in city subsidies for one or more recreation programs such as the Daniel Meyer pool, the Ice rink, and the Nature Center, This could result In increased fees and/or reduced availability - My household would pay about $11 more per month 13. Maintain current City spending levels, EXCEPT: 27% +/-1.7% - Transfer state -law criminal cases from the Ashland Municipal Court to Jackson County - Keep the marijuana tax revenue in the city general fund instead of transferring to the housing trust fund. - Delay or reduce future capital improvement projects (examples include streets, parks improvements, drainage, sidewalks, and right of way) - My household would pay about $9 more per month 14. Reduce overall general fund spending by 5% 49% +/-1.9% - The City Council and City Manager determine how to cut spending. This could mean reductions in city services as described in the other survey boxes or other budget savings that they identify. - My household would pay no additional fees Support for Various Policy Actions — Weighted As can be seen in Bar Graph 4, the percentages supporting the specific policy actions show little difference between the unweighted and weighted results, with a few exceptions. The first exception is that the vote to eliminate City funding of the golf course is 1.5% higher in the weighted sample in which younger people's votes are weighted more. The second exception is that the vote to keep the marijuana tax in the General Fund instead of transferring it to the housing trust fund is 1 % lower in the 13 sourxsnw IA�Sfllaflu nVU_5UF1O1U_5 vlewb of] DilHanuDngInen�nyDUUUUT onsaow uwwsxmn �� -------usssAncx cswren weighted sample. Also noteworthy is that the vote to make major reductions iDParks maintenance budgets is 0.9% lower in the weighted sample. All the other differences due to weighting are a few tenths of a percentage point at most. Bar Graph 4: Support to Cut City ServicesmAdividesWeighted — 4verall Support for Specific City Spending Reduction—i EUminateCity funding of golf course Maintain neighborhood/dog parks by volunteers Delay replacement of City vehicles Outsoume/increase fees for planning and building review Transfer some criminal cases toCounty Court Minor cuts inrecreation program subsidies Reduce Parks and Reocommunity outreach Regionalize Police, Fire, Ambulance services Reduce/eliminate citizen commissions, committees Major cuts inrecreation program subsidies Reduce street maintenance by15% Keep marijuana tax inGeneral Fund Major reductions inParks maintenance De|ay/naduoefutue capital improvements Reduce Spending vs. te} r o --o-' /\SBar Graph 5demonstrates, weighting young people's responses more and older people's responses less made some difference iDthe patterns that emerged regarding reduced spending Orincreasing fees to balance the budget. The vote to reduce overall general fund spending by 5% and letting the City Council and City Manager decide where to make the cuts was approved by 2% fewer in the weighted sample than in the UnweiQht8d one, 40% compared to 51%. The vote to maintain current Qb/ spending levels byincreased household fees 0fabout $13more per month, was approved by2% more iDthe weighted sample than the UnvvBighted one, 44% compared tO42%. SO iDthe weighted sample the difference between preferring cuts and preferring increased fees to balance the budget is narrowed to a 5% difference, although preferring Cuts iSstill ahead iDthe vote tally. This lessened emphasis on cuts over increased fees is not indicated by the response pattern of opposition tOall fee increases, discussed, earlier. There is adifference Ofonly one -tenth Ofone percent in the percentage of respondents with this response pattern: 18.2 % in the unweighted sample and 18.3% iOthe weighted S8Dlp|e, not meaningful difference. 14 �Rbfl0drlu nou5elloKuu VVUW5 0[1 DaVainuong tFluvilly Duuqul Bar Graph 5.- Reducing Spending vs. Increasing Fees Weighted — � Maintain current City spending levels (]1) � Myhousehold would pay about $13more per month. � Response pattern ofopposition toall fee increases: 1.Answered "Wo^inALL boxes with fee increases & |2.One urmore ^Yeu^votes inboxes with noadditional fees i � |' O 5 10 15 20 25 38 � � � � � 35 40 45 50 � _ Support for Public Safety Spending— Weighted Among the differences found inthe weighted S8Dlp|C compared 1othe UDVVeight8d sample, the largest difference was for Box 11."Add 2police officers and 1fi[efghte[".with a3%decrease iOYES votes from 31 % unweighted to 28% weighted. Similarly, Box 3 adding four police and four fire positions had a 2%decrease iDYES votes, from 25%UDVV8ightedt023%weighted byage (see Bar Graph 6).These results suggest that younger people may be slightly less supportive of paying for increases in Public Safety personnel than older people inAshland. 15 Sou/*sow uxsaow �STIDUF��S��k��S VgUW5��KI8�d8a�(�Ari��YV�U��Ul uw/vcnmrr -------- SOURCE -------'nsscAxcx csurcn Bar Graph �Pub&r Safety Spending — Weighted ^ Add 4total fire positions: fire marshal, firefighter, fie inspector, CERTkwoedabahynenKodninassistant Myhousehold would pay about $24 more per month | 0 5 10 15 20 25 38 35 40 45 50 The final question at the end of the survey asked for "Additional Comments" and was open-ended so that respondents were free to cover any topic related to the City's budget. This was a popular option, as 1,386 of the 2,647 respondents (52%) wrote in comments for this question. These comments were coded (sorted) into general thematic categories and then additional sub -categories were generated to reflect important differences, For example, within comments about city management, there were three prominent themes: employee salaries/benefits, hiring freezes or laying off City staff, and cons u Ita nts/contracts. Some comments addressed a number of themes and they were coded into all of the themes that were applicable. The survey responses from the final question are summarized below, alphabetically by thematic code. In addition to data about the number of comments in each category and SUb-C8tegOry.illustrative quotes are also presented. It is important to note that 00DlDleOtS are 8 powerful t00| in better understanding the 8itiLUdeS' upiOk}OS, and beliefs 0fthe survey respondents. However, itiaalso important tOunderstand that iican be easy to overestimate the prevalence of what is being expressed in the quotes. As is demonstrated below, all of these comment categories refer t014% orless Ofthe survey respondents. This iSwhy the quantitative numbers from the survey are essential iOgetting ocomprehensive picture nfthe proportion Ofour household population who share the same attitudes, beliefs, and opinions. IN SOUTHER ocEGO m uwwsmsnv �� -------uesexxc* csw/ex M-511lav](1 noubellolU5 v1UVV5 UoDDdlarit;Hvlu tile v�VKyDuuqel City Of the 2'047respondents, there were @ total 8f380comments /14%\made that related to city management. The vast majority OfUleQeDec@|COnln0eOtSeXpR)SGeddiSS8tisfGoU0nvithhOwnloDey has been spent by the City. Reducing the salaries and/or benefits for city staff was a solution suggested by152respondents /6%\. Many Ofthose comments pointed t0administrators' salaries aSbeing excessive. Hiring freezes or laying off city staff was R}CO00eDded by 04 (2%) of the SUn/ey respondents. Two percent (42) of all respondents pointed to the cost of consultants in their comments. The remaining comments focused on exhortations to the Council and City Manager to solve the problem, pointed to specific boxes on the survey that the respondent supported, and/or suggested being "more efficient", making OVe[8|| cuts tothe budget, taking ''8 hard look 8tadministrative COStS"' etc. Cliinate There were 3Orespondents (1% of all respondents) who addressed climate issues/priorities andof this gnoup'11 respondents referred to the need for prioritizing climate change and 9 referenced the need to reduce water usage. Cu ts A total of 44 respondents (around 2%) reiterated the importance of budget cuts in their comments in the open-ended question. Fire Two hundred and sixty-eight respondents (10%) commented on the Fire department. Almost all of these CODlDleDtS indicated supporting the Fire department and/or adding more fire staffing. "As fire is our #1 ƒhR38t. | vvOU|d like to See that department increased, everything else CU1 back." "The most eSS8nd8| budget item GhOU|d be Ashland firefighters, p|98Se." Some felt that adding Staffing to the fire department was preferable to the police department, "Why are we adding cops instead of more firefighters? We are OD fire every year. | have never been helped by police officer in Ashland," while others indicated support for additional fire and police personnel, "Happy tOpay for more police and fire.`^ Golf Opinions regarding City subsidy of the golf course led to 324 respondents weighing in. This is 12% of all surveys returned. Regarding the city -subsidized golf course, 78%(252)[f those making comments about the golf course recommended ending subsidies or selling the golf course, "Pools, parks are important for everyone — Golf iSNOT essenti8|.~"The golf course iS8Oongoing dr8iU."Anumber Cfthe surveys with comments not supporting a City subsidy of the golf course pointed to water and the drought. "Huge waste of resources (water) and money for an activity few enjoy."RoUgh|y22%(72 respondents) of the comments addressing the golf course urged the City to maintain subsidies, "The golf course benefits everyone by increasing property values and attracting tourists." 17 sourwsnw /Ab-Fl#allu nouUerpoQU5 VWW5 oil DaVariumu frif-A «,"Ilry DUUUUI OP. EGO w uwwcnsnv �� /�� -------xsnsARcx cswrsn Homelessness respondents (2%)commented OOservices for the homeless. Of those comments, about half encouraged the City to cut or end funding for the homeless, one -fifth advocated for programs for the homeless and the remainder commented on the problems stemming from the unhoused in Ashland. Tax In the open-ended comment section, 93 respondents (4%) stated that the marijuana tax should be moved to the general fund. Income About 3% of all respondents (72) commented that their household or other households in the Ashland do not have the income to pay increased fees. "Many of us are on fixed incomes yet we are consistently asked to pay more." "Our one concern: This is the sort of town we want to live in, as revealed byour choices (on the SUrV8y).But VVerealize that not all ASh|8Dde[Scan afford $24/0onth more than they're already paying." Increase/Decrease Fees Being willing topay more iDfees was the sentiment expressed inthe comments of1O7/4%\Cfthe respondents. "The city OfAshland iS8wonderful place t0live and itiSworth paying alittle bit rnore to maintain this quality Of|ifg.'' Others ngCOgOiZed that not everyone can pay increased fees, "We are fortunate enough tObeable t0afford more outlay per month. The hardest part is that many others are not as fortunate. We would be willing to pay more based on value of property which would allow less fortunate to pay less." On the other side, 95 respondents (4%) commented that increasing fees is not sustainable for the City. "We love this town, but we (and other working families) don't have the deep pockets that all the regular increases in taxes, utility rates and other fees require." "I can't imagine having to add any additional requirement to have households cover the cost." Council. |Dtheir comments, 0Orespondents (3%) stated various reasons that the City is facing budget concerns ranging from the actions of past mayors and city councilors to the actions and approaches of the current mayor and city councilors. Thirty-eight (1 %) of the comments questioned the need to do a survey for decisions made bythe mayor, city council, and city manager. Parks and Recreation |Dthe open-ended comments, 206 respondents/8%\ expressed support for Parks and Recreation. Examples include, "DOD'ttouch the parks - Ashland's gems. P|e8Se!"and "| like living inacity, Ashland, that is comfortable, safe, has such good recreation facilities, parks, parades, good planning, lot of various housing options throughout the city and friendly residents and visitors." Three percent (71) of the respondents had various ideas of how to better manage Parks. Reductions to Parks and Rec was suggested by !M/2%\ofthe respondents. IN sour*snw mnEGO m uw/vcnsn,_____ SOURCE �� m�� -------nsseAnc* cpwrsx M11SHnMU MOU115ux0oDu"i v5(VW?5 ON Daguntong Life«,[ly Duuuen Police In comments regarding the police, 65 respondents (2%) indicated strong support for the police, with most Ofthese comments including the fire department. Anadditional 78/3%\respondents specifically advocated hiring additional police officers and, in most cases, included fire fighters to the request. "As a young family with two kids we would like to see increased spending on parks in addition to police for safety & fire for obvious Fe8sODS."(}Dthe opposite side, 09respondents /3%\specifically requested nO additional hires for the police department, 'Let me say it 8Q8iD, more police is not an 8CDepiah|e "SO|UtiOn^ here.' Twenty respondents (1%) indicated that there is OR}8te[ necessity to hire rD8nt8| h88|ƒh prOfeSSiOD8|S instead of police Staff. Quality of Life In regards to G good qU8|dv of life, 41 respondents D%\ Stated that itwas worth paying more to maintain what currently exists in Ashland. "Not opposed to some minor increases over time for high quality of life, services, & amenities." Quality of life was directly connected to parks for 26 people. Recreation Specific support for City recreation was commented on by 140 respondents (5%). "Please don't reduce funding for any outdoor activities or anything that benefits families with children," On the other side, 71 respondents (3%) recommended cutting funding to recreational programs. "Increasing user fees for pOO|, ice rink and Nature Center would be appropriate." Regionalization Of the 84 comments regarding regionalization of police, fire, and ambulance, half of the respondents were in favor and half were not. In terms of transferring state -law court cases to Medford, 61 respondents (2%) indicated support. Streets Ninety-six respondents /4%\ called out the i[npOM8nCe of maintaining the funding for streets. Tourism and the necessity to maintain parks and recreation as well public safety to draw tourism was mentioned bv29respondents /1%\.Fifteen respondents (less than 1%\want tOtax tourists and C)SFt0 G greater degree. Otl-ier Ideas There were 116 suggestions (4% of all respondents) of other ways that the City could address the budget issue. Topics included privatize the Ashland Fiber Network, the airport, and utilities; allow food trucks dOVVOtOvvD; reduce or eliminate funds for public art; use community volunteers for variety of City services; gotoonline utility billing; install parking meters; stop giving rebates; write grants; increase parking citation fees; SH|| city -owned properties; C|OSe the water treatment plant; and ngduom or discontinue providing services for the homeless. sourxenm uxesow 1A5xxxUswU x1oul5e110uWS V1ewV5 011DammaFuuwxog111e�_,mlyDUUge1 uwwsmn, SOURCE �� /�� -------xsssAac* cswrsn ^��,� Implications^m The survey findings provideuseful answers t0the two main questions outlined Ftthe beginning Ofthis report. The survey's robust response rate, and the absence of lop -sided findings on specific questions, support the CODC|USiOD that 8 wide range of opinions are represented in the survey. Given the diversity of opinions held by Ashland residents, it is not surprising that the results do not come down overwhelmingly ODone side Orthe other for the questions asked. Opinions expressed through the survey are more nuanced. The first question addresses whether the budget should Uebalanced primarily through spending reductions or increases in fees. More respondents prefer that City leaders balance the budget through spending cuts (49%), but the percentage willing to pay increased fees to make up the deficit is close behind (44%). Only 18% of respondents appear opposed to all increases in fees. Residents are not looking tOpay more, but otthe same time are relatively happy with City programs and overall spending levels as they stand. Our interpretation of these results is that residents want to maintain Ashland's high quality Oflife and level of municipal services while at the same time pursuing any available opportunities to control costs. They are asking City leaders to work for this balance. The second broad question addresses residents' priorities for specific City functions and programs. When confronted with reductions in specific City activities, in general they did not express a strong preference for those cuts; none had over 50% support. The highest level of support was 40%for eliminating City subsidies to the golf course. Two questions asked about support for additional staffing in public safety; neither had strong support. The findings do suggest that Ashland residents support volunteerism and citizen involvement. The idea of shifting some of the maintenance for neighborhood parks to volunteers was relatively popular as a cost -saving measure. Reducing or eliminating CiUZgn oomnliUB8S and C0mD0iSSiODs was relatively unpopular. Taken together it appears that residents view these as important avenues for contributing to the City and connecting with its governance. 20 Sournsxw oxeoow umwsesnv_____' SOURCE �� --------nsseAxcx csmrex m,5fUaiiu noubuFiuUu,5 viewzsoFi ouUaftuDfig Lviev�Uyy ouu9ev. Berry, VV.D.and Lowery, D. (1990). An alternative approach to understanding budgetary tradeoffs. American Journal OfPolitical Science, 34(3):871-785. This article focuses Dnthe federal budget and the conceptual Z@tiOD0ftr@de-0ffs. Bk)DlqUiSt, G. C.' et 8i . Public Preferences for Pnog[8Dl Tradeoffs: Community Values for Budget PhOhUeS."Public Budgeting & Finance, 24(1).5O-71.hthpy://doio»/1O.1111/j.0275- 1100.2004.02401003.x. This article discusses the contingent budget choice technique. Blomquist et al, discuss providing survey respondents with a fixed amount of funding to add to public services, rather than providing an amount of budget cuts that the respondents need to remove from the budget. The researchers constructed their survey tOhave the respondent add uptoototal Of$1O0,which represents $1O0million. Crompton, J.L/1g88\.Acitizen-sensitive approach tOretrenching services inthe public sector. The American Review OfPublic Administration, 1/K1\.79-93. The authors emphasize that the best approach to struggling programs is not always to direct more funding into those programs. Reducing funds to or eliminating struggling programs is sometimes more realistic; as the SOUnCe of struggling may not be simply |8Ck of funds but other factors that diminish the relevance of the programs. This is similar to the idea of loss aversion in Moore etal. Crompton says there are three retrenchment strategies: "leave the program alone; modify its delivery strategy; Or withdraw resources from it" /pg.87\.The main argument 0fthis paper iSthat it's important t0consider what citizens want when making decisions about reallocation of public funds. DiUDn8n, [)��,Smyth, J.D.,and Christian, LK4.(2OO8). Internet, Mail, and Mixed -Mode the tailored design method. Hoboken, New Jersey: John Wiley &Sons. KDfOnd.BiC.(2O1O).Public budget choices and private willingness tOpay. Public Budgeting & 30C2\.47-08. The author discusses connecting public marginal willingness to tradeoff (MWTTO) and an individual's own willingness to pay (WTP). The practical difference between MWTTO and WTP is that WTP can iDfO[0 benefit -cost analysis, whereas MVVTTC) can only inform COSt effective analysis. This relates to the Ashland Budget survey as there is a tradeoff component (CV between services with a certain budget) and a willingness to pay component (own support for tax increases). K4cDanieb;,T.L./1BR5\.The structured value referendum: Eliciting preferencesfor environmental policy alternatives, Journal of policy Analysis and Management, 15(2).227-251. This article refers k}8 method C8||ed @ structured value referendum /8VF{\. Voting iSgenerally not used (or used poorly) to understand preferences for nonmarket goods. Other methods discussed are contingent valuation and multi -attribute value. McGowan, k4.J,Pope, J.V,KroofM.E.&Mohr, Z.(2O21).Guns OrBUtte[..0rBeCUOOs?: Understanding intertemporal and distributive dimensions of policy choice through the examination of budgetary tradeoffs at the local level. Public Budgeting & Finance, 41(4), 3-19. Moore, \8/'BQbe[ VV.F,&Bartlett, R-\((2O12).Loss aversion and rationality iDcutback management: a deliberative democratic approach to contingent valuation. Public Finance & Management, 12(3). The article focuses on budget cuts and reductions of spending. The authors emphasize the importance of determining what people are 8otu3||y "willing to sacrifice." ECODO0iStS and public OffiCi8|S often K uourxexw AbriUallu riuMseriolU15 vNewb Oil DaVarICIF19, Lne_»'0ly muuq�-,-E onEGO w um/vexsnv �� m�� -------neeAncn csmrcx underestimate the irrationality of responses to budget cuts. "Loss aversion" refers to the preference people express for goods and services that they already have. This paper provides a overview of contingent valuation (CV) and the theory behind it — "the theory of the economic value of public goods is derived from the standard utility maximization problem for consumers found in microeconomic theory" (pg. 243\. The authors draw attention to how the "free rider" problem, non -excludability and non -rivalry of pure public goods impact people's responses about their preferences for these goods. They also discuss the drawbacks of CV and some benefits of dichotomous choice, which involves randomly assigning participants with outcomes for range of possibilities, and then the participant accepts or rejects that outcome. This method is intended to reduce the amount of strategic and skewed answers that CV can elicit. Here is another concern specifically on the use of CV for budget cuts: "Any choice that does not include a specific'payment vehicle is unlikely to be incentive compatible and that would include the choice Ofbudget cuts. For this scenario tObeincentive compatible, 8choice Ofaspecific reduction in taxes or increase in another specific public good would be necessary for revealing true preferences and avoiding strategic responses" /pg.247\. NO|leDb8rO8�K..Maher, C.'Beach, P,&McGee, M.K.(2O12).Budget priorities8DdnODlDlUDit« perceptions of service quality and importance. Journal OfPublic Budgeting, Accounting & Financial M8U8De0/8nL The survey utilized iDthis research included both 8$1 million budget increase and decrease allocation, It also included categorical questions about the perceived quality of services and the perceived importance Ofservices. [)zdeDlir, G, JOhDSnO' F. R, 8'Whittington, D. (2016). Ideology, public goods and welfare valuation: An experiment ODallocating government budgets. Journal Ofchoice modelling, 2O.O1-72. The authors provide another demonstration of a method for gathering preference information, specifically for choices given "budget -constrained combinations of public and publicly provided goods and services (pg. 70). They note that it is important to identify the source of funding for any increases to ana8S in 8 budget. [)zde[ni[etal. found that across ideological |iOeS' providing specific details about what would be lost due to cuts [n8keS people |eSS likely to approve of said cuts. They found more evidence of loss aversion in their survey participants: "the disutility associated with program decreases was much higher than the utility associated with corresponding increases" (pg. 71\. Robbins' M. O., 8' Simonsen, B. C2002\. Adyn8n0iC method of citizen preference revelation. Journal of Public Budgeting,AccoUDting & Financial Management. This paper discusses two models: one in which the survey respondents know the budget constraints facing the government but they are not given information about the impact on the quality of services or the associated changes in tax rate (CV), and the other which prompts focus on the cost to the respondent to reveal their willingness to pay for various levels of public services. They propose a blend of these two models, in which respondents must consider both the challenge from the government's perspective and the tax challenge relevant tOrespondents. 22 U) m u Q) 4- L- M cL E CA u U Ln 4-J V) m CD E -0 -0 U-i < m 0 0 > Q) 4- c 06 cn 4-J c Q) LA CA ui E Ul) ry, 0 0 F- L/) con 4-- u • •u 4-1 E 0 > 0 u 0 0 U-j Ln C) Z 0 :E 4--J m 4-J L- 0 CL U-) • =5 2 V) (a) U V) V) Ln Q) 0 E E 0 U 0• LL bD 0 0 0 0 0 0 (3) u 4- 0 (3) U C- 0 u 06 Ln w u C: Ul 4-J Ln u U ii LIJ cn L'/) L'/) CL 0 0 0 0 0 0 0 0 0 0 -E 0 41 Ecn VIM C: (U 0 E u 0 b-0 0- Uj 0 Ar 0 CL L4F) E u Ll N — r-) D 0 , r) V) < 4-J * U 0 4-1 < 0 -0 Qj 4, L- • C- 0 on W 0 C) o o U • • • 0 4-1 b.0 • 45 0 Ln • • V) < < 0 4-j E E 0 u o 0 0 -It 11 tio E 0 E ® u o0 u Uj Va 0 0 U > tL4- 0 V) uj E +- �E In x a)>w0 u CL 0 Ln M +-J L- U-J +-J U 0 > 70 (3) U C t)D o Cj 0 u C)6 M (,n '(3) U b.0 >- 'N (1) > 4--J E 0 u w = (U C) W Q U u W 0 0 V) ry, aA Ln o o� =3 E > 0 LU 0 = < u 0 0 0 0 0 0 _0 E 0 u u 14- Q) (n c- L- 0 0 CL 0 u 4-Jcn 4-J 0 U t10 CO txo 0 0 E u � W u Ln aj Uj 06 4- c Qj M u U C 0 E ai -o - 4--J (3) Q) 4-ao 0 ro Ul Ul 0 a) E oU > 0 ui ui u u 0 0 0 0 0 0 ---J O �U Guam O mom tn UtA -N U a C6 U41 U an tn (A ts Q MOMM CL tA Nam ' swom 41 v /t (L V .O C— Man U u • v�.t 1�/ IW' Tm V I 4--J L ) I m 0 - 14- m > 0 Lod I I Cll C) cn 0 U u 4-j Qj 4--J V) L 07 U 4-J tU E E UO 0 _0 u (3) v _0 u too un C- u u _0 (U E C- 4--J C- bn u L- 0 E _0 4- Ln Ln >- E o 4-J _0 4--J 4-j Ln Y > Ul >- 4-J -0 0 (a >Z 4-� W 0 4-J Ul (1) 4-J Ln c- u ro C: > 0 4-J u b-0 0 4-J > E C- C- CD L- u 0 4- 4-J CL LA u x ui m m -W > m :3 Cf Q) E Ln W > 0 0 0 0 0 0 0 SLsl 0 E 0 (U Ln Ln Ln 4-j fB 0 E 0 O 0- Ln 0 E 4-J E 0 CU V) L- (3) 4-J U U > - 0 4-J u (3) 4-J U cu o 0 4- 4- —0 >I (L) 4- (3) 4- u =3 0 c- 0 u 4-J E u V) D C- 0 0 F-- u 0 0 m ls e ELI Iw u V) 0 u C: E cm- cc:) (1) Q) > -a E 0 > E Ln 0 w uO 0 u >, Ln 0) E C: coo C- > Ln 4- u c- E Ln 0 -C CU 0 4-J E Ul m 4--J m v v +-J M o 0 Q) a) 4- > u 0 u m bD c 0 m 0 0 U 4-J bO -0 C: L_ Lf) V) t).o 4-J c 4-J o 4-1 E E CJ 4-J to 0 a. 4-0 aj C- Q) (D 0 L_ 4- E > > -M 4- C- Ln -1 tt:: 0 Q) L_ lj7, U (L) 4-1 E (1) u C)_ , tW (n 4-J u (1) L_ (1) C: u m 4-0 4- W 44-''L_ C 4-J C L_ Qj 4-J c 0 Ln L_ 4-J Vf 0 _ �t_ 4--J E 0 0 Q) 0 U �: 4- 0 4- n 0 aj U 4--J U , FU +-, bn C: +- (- C)_ :3 of a) E OL U M +� L- M 0 7 =3 .0 , ai E 0 Ln E cL c L Q) 0 m o 0 7i u a) V) Ln a) a) o 4- 4- > 0 > m Q) V) (2) 0 41 C: m 4-J o E CL < CL (3) cn cn 0_ E E u 0 4-J Qj W Ln 0 U a) 4-J 0 0 w .2 o o 0 V) 0 co C_ 0 E iJ 0 0 u 4-, m Ln ca—a) > u 1bn m c 0 E C- -0 E 0 c: u (1) 0 -a u > > 0 0 0 LLI cB v E -C 0 0 0 m 4- > m 4- a) tfZ u 41 0 0 0 CL LU V) LU r) Ln uj 0 m -0 a) m m m m ■ m E 0. �h_l �L, _ � « w ¥: :.: \4b qb 4 4; ¥< 4 ¥< / d4b \ City of Ashland Council Goals 1 2 3 4 7 8 9 za zz 12 13 14 is 16 17 18 19 20 21 22 23 24 25 26 27 28 Page I of RESOLUTION NO. 2019-27 A RESOLUTION REPEALING RESOLUTION 2019-02 AND REPLACING WITH 2019-27 TO ADOPT THE CITY COUNCIL'S 2019-2021 BIENNIAL GOALS RECITALS: A. The City Council desired to develop overall city goals for 2019-2021; B. The City Council held a listening session, on January 7, 2019 to allow for broad public input on City goals/issues and held two public meetings, on January 18, 2019 and February 1, 2019, focused on developing City Council goals utilizing a facilitator. C. The City Council adopted Resolution No. 2019-02 which outlined the City Council goals to be used in the preparation, review and adoption of the 2019-2021 biennial budget. THE CITY OF ASHLAND RESOLVES AS FOLLOWS: SECTION 1. The 2019-2021 goals set forth below are adopted and will be used during the time period of 2019-2021. SECTION 2. The City Council goals are as follows: A. Prioritize the "Essential Services", set forth below, including the associated infrastructure: a. Electric Service b. Municipal Court c. Planning & Building Inspections/Plan Review & Sewer c. Streets f Water g. Stormwater h. Fire i, Police j. Parks Maintenance Resolution No. 2019-27 Page I of ff] City of Ashland Council Goals 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 rage 2 of 2 B. Develop and/or enhance the following "Value Services" by leveraging the City's resources. The list of Value Services represents the priority Council is placing on these value services as the 2019 202 1 biennial bud- progress given the press that has e! _is pfepared, C been made to date to address them and the urgency with which they need to be addressed. A. Tier 1: Higher Priority a. Emergency Preparedness b. Address Climate Change B. Tier 2: Moderate Priority a. Reduce Wildfire and Smoke Risk b. Economic Development c. Housing Needs d. Multi -Modal Transportation c. Homeless Services f. All -Age Friendly Community C. Tier 3: Lower Priority a. Acquisition of New Parks b. Downtown Parking c. Water Conservation Q Utilize City-reseurees as levefage to develop and/op enhanee .01-Mizzed Val Sep", ees. D. Develop current and long-term budgetary resiliency. E. Dut-ing the 2019_1021-Bieftniimi Analyze various departments/programs with the goal of gaining efficiencies, reducing costs, and improving City services. F. Enhance and improve transparency and communication This resolution was duly PASSED and ADOPTED this IA= day of 2019, and takes effect upon signing by the Mayor. Melissa Huhtala, City Recorder - SIGNED and APPROVED this _11�day of sid14--12019, I I Resolution N'o. 2019-27 ic%ved as to form.. V David H. Lohman, City Attorney Stromberg, Mayor Page 2 of 2 39 nCouncil Business Meeting AM Agenda Item Contract for Diversity, Equity, and inclusion (DEI) Assessment with Paradigm Public Affairs, LLC From Sabrina Cotta Deputy City Manager Item Type Requested by Council El Update El Request for Direction FX-1 Presentation 0 SUMMARY in June of 2022 Council gave direction to conduct a DEI assessment of the City organization as recommended bvthe Social Equity and Justice Commission. $4U,000was appropriated for this purpose. The City has conducted a successful RFP process and Paradigm Public Affairs, LLC has been selected to conduct the POLICIES, PLANS & GOALS SUPPORTED |nthe summer 2O22,the City Council adopted Vision and Value Statements for the City. This includes being un open welcoming community for a//, the organization has the values: Respect for the citizens we serve and the work we do. Excellence in governance and city services. BACKGROUND AND ADDITIONAL INFORMATION In June of 2022 the City Council appropriated $40,000 to conduct an internal DEI assessment of the City Organization. The RFP was published December 1, 2022, on both the City of Ashland website and the Oregonbuys.gov which is the preferred site for posting all RFPs published in Oregon. The deadline to ask questions about the RFP was January 16, 2023, and answers were posted on the City's website. The deadline to respond tothe RFPwas February l7,2823. 100 plus entities downloaded the RFP and the City received 20 viable responses. The responses were reviewed and scored by five staff people based on the scoring criteria detailed in the RFP. FISCAL IMPACTS $40,000 in already appropriated funds for this purpose. DISCUSSION QUESTIONS Next steps will include ensuring a Human Resources Director is brought on board with the City and extensive rne000gingbv1hoCkvMonoger'so0iceioud|izodiopnepuretheOrQonizuLionforLhivaaaeaornent.TheHunnon Resources Director will be the main point person with support from the City Manager's office. The assessment will begin inSeptember 2O23toallow time for this tooccur. SUGGESTED NEXT STEPS Staff nacornrnmnds awarding the Professional Services Agreement to Paradigm Public Affairs, LLCtoconduct on internal DBAssessment. REFERENCES &ATTACHMENTS Attachment l:REQUEST FOR PROPOSAL Consulting Services Diversity, Equby, and Inclusion Internal Assessment Pag lof2 rnmai!, Council Business Meetihc,,,,.-,,w Attachment 2:Response toRequest for Proposal prepared bvParadigm Public Affains,UC Attachment 3:Scoring Sheet Attachment 4:Paradigm Letter: Project Date Attachment S:Revised Scope ofwork with revised budget Page 2of2 REQUEST FOR PROPOSAL Consulting Services Diversity, Equity, and Inclusion Internal Assessment Issued: Friday, December 01, 2022 Response Deadline: 4:00 p.m. Friday, February 17, 2023 Last Day to Submit Questions: Monday, January 16, 2023 Responses to all questions will be posted here www.ashland.or.us/responses (Questions must be submitted in writing to cheryl.artrip@ashland.or.us) Submit to: Administration Department Office of the City Manager City of Ashland 20 East Main Street Ashland, OR 97520 CONSULTING SERVICES FOR AN INTERNAL ASSESSMENT FOR DIVERSITY, EQUITY AND INCLUSION �r, C I T Y 0 F ASHLAND ppro as to form: Plo Doug as M 'VMcGeary, Acting City Attorney City of Ashland, Oregon Administration 541-488-6002 or www.ashland.or.us Project Overview The City of Ashland requests proposals from experienced consultants to assess the internal operations of the organization through the lens of diversity, equity, and inclusion. The Request for Proposal may be obtained: • Through www.oregonbuys.gov • City of Ashland website: www.ashland.or.us • Via Email: administrationgashland.or.us Proposals must be received by 4:00 p.m. PST on Friday, February 17. 2023. Sealed paper proposals must be marked in the lower left comer on the envelope "RYP 22-010 CMO, DEI Assessment" and submitted to Cheryl Artrip, Administrative Assistance, City Hall, 20 East Main Street, Ashland Or 97520. Please include the signed original and three copies. Email and Facsimile proposals are not acceptable. Proposers responding to this R-FP must follow the procedures and requirements stated within this RFP. Adherence to these procedures and requirement will ensure a fair and objective analysis of the proposals submitted. Failure to comply with or complete any part of this REP may result in rejection of the submitted proposal. The assessment will be administered by the Deputy City Manager's Office. Scope of Work 0 Conduct an analysis and develop a baseline assessment report of the City of Ashland's current organizational practices and level of DEI awareness and competency to fully appreciate the contribution of all staff and to identify priorities to further strengthen DEI capacity to shape and execute the City's operations. 0 Develop the City's long-term DEI strategy and prioritize recommendations in the areas for hiring practices, procurement procedures and programming/services offered. 0 Identify and incorporate qualitative and quantitative performance metrics and data to gauge DEI initiatives. 0 Identify steps the City of Ashland could take to build trust and meaningful engagement with historically underrepresented and marginalized groups, as well as community partners. 2 City of Ashland, Oregon Administration 541-488-6002 or www.ashland.or.us 0 Provide insight and knowledge on DEI best practices with a focus on government agencies. • Develop a training strategy to increase staff DEI competencies, skills and capacity. • Increase awareness, address disparities, and promote equity and inclusion within City funded programs. M IMI M111-111 M M. 41 M- An internal report assessing the current state of our organization's access, diversity equity and inclusion practices and culture. A strategic plan that illustrates clear and actionable steps for internal strategies to address diversity, equity, and inclusion. The Plan should include: • Assessment of hiring procedures, policies, and promotions. Recommend tools that support access, diversity, equity, and inclusion strategies, such as recruiting and staffing software that assists with unbiased selection and recruitment processes. All suggested actions must comply with State and Federal Law. • Framework for continued culture changes for long-term sustainability of access, diversity, equity, and inclusion strategies. • Framework for vendor selection that incorporates diversity, equity and inclusion best practices. Update vendor policies to align with best practices and identify reporting and monitoring processes. Evaluation Process 1. Scoring Criteria Scoring will be based upon the following described categories. The proposer must describe how each of the requirements specified in this RFP are met. Responses should be clear and concise. 1.1 Understanding of Requested Quote Maximum Score 10 points Demonstrate a clear and concise understanding of the scope of services being requested in this RFQ 1.2 Proposer's Capabilities Maximum Score 20 points Demonstrate capability to complete the requested services. Response must include: City of Ashland, Oregon Administration 541-488-6002 or www,ashland.or.us • (10 points) An explanation describing how the proposer can accommodate the varying workload contemplated under the contract, including a description of anticipated response times throughout the proposed project timeline and task assignment/schedule. • (10 points) An explanation describing proposer's proximity to the project and how the proposer can cost effectively accommodate working on this project. If applicable, describe proposers branch or satellite offices that will project the requested services, indicate their locations(s) and which services they are able to perform. 1.3 Project Team and Qualification Maximum Score 25 points • (5 points) Describe the extent of principal involvement, and how you incorporate diversity, equity and inclusion practices. (10 points) Include descriptions of three or more relevant projects. Include project outcomes, team members and references. • (10 points) Describe the experience and qualifications of proposed project manager(s), and provide information regarding key staff members who are anticipated to perform services. 1.4 Resources Maximum Score 20 points Demonstrate proposer's resources available to be allocated for the proposed scope of services. Describe any staffing or technology specialties or unique strengths that relate to the services requested in this R_FP. Include a brief description of new or innovative technologies to be used. 1.5 Response Time Maximum Score 15 points These criteria relate to how quickly the consultant can begin (contract signing) and complete (final document delivery and formal final presentation) the project. The consultant must demonstrate how time will be managed. 1.6 Cost of Services Maximum Score 10 points * Professional, technical, other professional rates 0 Estimated billable hours by major project element 0 Direct non -labor costs that might be applicable; • All license and services costs are complete and fully contained in the quoted price. 4 City of Ashland, Oregon Administration 541-488-6002 or www.ashland.or.us 1.1 1.2 1.3 1.4 1.5 1.6 Criteria Maximum Score Understanding of Requested Services 10 Proposer's Capabilities 20 Project Team and Qualifications 25 Resources 20 Response Time F- 15 Cost of Services 10 TOTAL 100 Points After the proposals are reviewed, additional information may be requested for final evaluation. The City of Ashland reserves the right to cancel this RFP at its sole discretion. Additional Information The City reserves the right to reject any and all proposals not in compliance with all prescribed public bidding procedures and requirements and may reject, for good cause, any and all proposals upon the finding that it is in the public interest to do so. The City's programs, services and activities are open to all persons without regard to race, gender, age, handicap, religion, ethnic background, sexual orientation, or national origin. A proposal may be withdrawn at any time before the proposal deadline, by providing a written request for the withdrawal of the proposal to the issuing office. A duty authorized representative of the firm shall execute the request. Withdrawal of a proposal will not prejudice the right of the proposer to file a new proposal. City of Ashland, Oregon Administration 541-488-6002 or www.ashland.or.us PARADIGM PUBLIC AFFAIRS 14 February 2023 Joseph Lessard City Manager City of Ashland 20 East Main Street Ashland, OR 97520 Dear Mr. Lessard and Members of the Selection Committee, Paradigm Public Affairs appreciates the opportunity to present the City of Ashland with our proposal in response to your RFF` for a Diversity, Equity, and Inclusion Assessment, We were drawn to your RFP for a number of reasons. • Through an ordinance approved by City Council, the City of Ashland has created the Social, Equity and Racial Justice Commission (SERJ).-: This signals to us that the City has leadership and community support to advance efforts within City government that promote diversity, equity, and inclusion, • We recently completed a project in Jackson County for another municipality and we come prepared for this engagement with knowledge of the region, unique cultural attributes, and knowledge of community partners. • Your RFF` document identifies the development of performance metrics as a project deliverable to gouge DPI success, This suggests to us that you are interested in identifying meaningful impact and avoiding performative allyship. • Finally, we really like working in Oregon. This year Paradigm made a strategic decision to focus work on our firm's home state of Colorado and the Pacific Northwest (PNW). For projects in Oregon and Washington, we have a team member who resides in the PNW, Dr, Matt Jones, Dr. Jones, who up in Jackson County, can offer historical and cultural context. Apart from being convenient for you, this means that we can help you when you need it and on your terms. Our* Denver based team members can fly direct from Denver to Medford, so being on site easily achievable. Every once in a while, we see a project where our unique perspective and experience aligns with a client, and we see that opportunity with the City of Ashland. Let me tell you a bit more about who we are and why we're different from other firms. First and foremost, we are a firm that helps and supports local government, Paradigm Public Affairs is a woman owned small business in the Denver Metropolitan area. We were established in 2018 and since that time we've served local governments around the country in providing consultancy related to equity and inclusion, strengthening the relationships between government and the communities they serve, public policy review, and organizational development. We're different from other firms because working with state and local governments is not a practice area for us - it is exclusively what we do, We are advocates and allies for local *governments and we distinguish ourselves from other firms in important ways: • Each member of our consulting team has practical experience in local government. • We make every effort to match a team lead with the geographic region of each client, so we retain value in understanding the culture, dynamics, and political structure of the clients we serve. • Each team member holds advanced credentials in local and/or state government, including team members with doctorate education and practice in law, policy, and public administration. • Our services include up to I year of consultancy maintenance at no cost. There's nothing more frustrating that feeling that you've been left with an assessment with recommendations and findings yet you still have questions and need guidance, Our services typically include up to I year (24 hours) of follow-up consultancy after the engagement closes so clients have access to team resources and guidance after our time together ends. We take great pride in our approach to working with local governments that includes adaptive consultancy with results that are co -produced with our clients, including creating educational content and delivery. We bring significant, practical experience in local government leadership and service, and if you ask any of our consultants, we'll tell you that we believe we are public servants, even though we now work for a private firm. Through this approach and mindset, you achieve results that are unique and relevant to the City of Ashland and the people, communities, and neighborhoods you serve. We are critical in our assessments, but in a way that is designed to help you see new opportunities and a vision for the future. When we design training and professional development, we work from the perspective of adult learning and an understanding and respect for people who are public servants in a variety of disciplines and programmatic areas. Paradigm Public Affairs is uniquely positioned to support the City of Ashland in meeting your expectations and needs: nce I We Offer... Experience and Our consultants as are diverse as the clients we serve and the Diversity in Thought future our clients envision for their communities. We emphasize Leadership thought leadership in our work with clients by contributing to new and different theories, applications, and evidence -informed decision making. Consultants with experience in local government Our practice is comprised of consultants who have served in various government capacities throughout the nation. We bring a diverse skillset including experience in policy and program evaluation, leadership, public safety, public health, and planning and development, and a variety of other fields. We bring expertise in government beyond human resources, so you're positioned for a "Whole Community" strategy to assessment and training. Experience in organizational culture assessment and the creation of practical strategic planning and implementation guidance. Our typical strategies for assessment means collecting qualitative and quantitative data that become a baseline, or point in time, measure for DEI success. Our process is to understand your current state, look to the future to where you want to be, and then construct an implementation strategy to bridge the gap between the two, In the design of implementation strategies, we rely heavily on the concept of Targeted Universalism, the same strategy used by the State of Oregon. This document outlines our proposed strategy for this important project. We encourage you to view this plan as a menu so you can make decisions about phased investment and select the process that works best for the City of Ashland. We took forward to learning about the next steps in the selection process. This letter and included proposal serve as an offer for services and is valid for 180 days. If we are fortunate enough to earn your trust for this project, I will serve as the principle contact for contracting, but my colleague Matt Jones who is based in the Portland area will serve as the local contact and project lead for you. Sincerely, .,,--,Tanya Settles, Ph.D. Chief Executive Officer Paradigm Public Affairs, LLC tanyasettles@paradigmpublicaffairs.cot-n 303,887,1608 Firm Profile Paradigm Public Affairs, LLC is a full -service public sector management and leadership consulting firm established in 2018. our specialty areas of practice include diversity, equity, and inclusion (DEI) and law enforcement consultancy. We are committed to providing customized strategic solutions, with sustainable, measurable results, to address the specific needs of an organization's culture. We are a woman owned business in the State of Colorado and our staff is comprised of over 15 consultants, researchers, designers, facilitators and more, located in the Denver area and across the United States, Within the past several years, interest in how government entities create efficient, safe, community -centric approaches to challenges has significantly increased. We approach this work very differently from our competitors who tend to focus on rote assessments of management, policies, and procedures that ends with a set of recommendations and no direction on how to implement the findings or education programs that are not customized or specific to the client, Our approach is different, and our focus is on working with our clients as partners to identify unique challenges and areas of need. We use empirical evidence, published research and notable best practices, to work with and guide our clients to value differences while enhancing government performance and community collaboration through the co -production of results. We believe governments can improve performance, strengthen their relationship with the community, and produce superior results by implementing transformational organizational change. Every part of the process is developed through collaboration with our clients with our role as one of helping each client to achieve their intended results, including content customization and development in education programs. We are attentive to your unique needs and circumstances, and every step of our process is customized to your needs including survey instrumentation, facilitation of discussion sessions with stakeholders, education development and delivery, and organizational culture assessments. Our approach is based on our extensive practical experience in government and each consultant and associate holds advanced academic credentials. We work closely with our clients to ensure key stakeholder voices are included in a very collaborative process, Name Paradigm Public Affairs, LLC Address: 11757 W. Ken Caryl Ave., Ste, F-315 Littleton, CO 80127 Website: paradigmpublicaffairs.com Office Number 720,775,1171 General Email lnfo@poradigmpublicaffairs.co Primary Contact for this Project Tanya Settles Chief Executive Officer The mission of Paradigm Public Affairs is to help and support local government entities in building respectful, peaceful, and inclusive policies and processes to bridge the gap between government and the multifaceted communities they serve, Our Vision We envision sustainable, effective governments where employees and leaders are agents of change and boundless capability; governments work in tandem with communities to achieve effective, equitable, and transparent partnerships; and a world where government is shared, participatory, and hinges on collaborative relationships with communities. Leadership is shared and requires community collaboration to achieve success. Strategic and equitable partnerships are the basis of reciprocal and sustainable vision. Better decisions are made with evidence and data, Equity is a shared responsibility between government and communities. Success is a strategic decision, Every government is different, and no two local governments are alike. We recognize and embrace the complexity of government and the unique attributes of every local government we serve. At Paradigm Public Affairs, we are process consultants. We listen to you with genuine curiosity, we learn from you, and approach work from the perspective that we are your partners in designing solutions. This means that we work collaboratively with each client to gain deep understanding about needs, culture, values, and goals for the future, Through this partnership, we identify challenges and barriers, and we develop solutions with you so that when we leave our time together, you have the tools you need to continue work independent of consultancy support. Our goal is to appreciate the difference between the organization you are now compared to what you envision for the future. Our team brings a unique mix of skills, perspectives, experiences, and diversity to the forefront of our work with clients, We are different because: We each have worked professionally in local government in different areas and programs ranging from social services, public health, law enforcement, program and policy evaluation, public works, and parks and recreation (among many others). Each member of our team holds advanced credentials in public policy, public administration, public affairs, or related disciplines. We are diverse in unique ways ranging from race, identity, gender, and multiple dimensions of in terse ctional ity. • Each of us has a background in higher education which means that we understand the complexity of local government, and develop solutions that are accessible, reachable, and sustainable to our clients. • We only work with state and local government entities. We know our strengths, and we are experts in local government. • We are a small organization by design which gives us great flexibility and ability to focus on a small handful of clients at one time. We have breadth and experience to work with the smallest of local governments with under 100 employees to the largest local governments in the nation with tens of thousands of employees, • Several of our consultants and associates are "qualified" or "certified" administrators for standardized diagnostics such as the Intercultural Development Inventory and the EQi 2.0 series to assess emotional intelligence acuity. These tools can be incorporated into the assessment process, • We follow the "humble inquiry" approach to consulting. Our goal is to partner with you, provide guidance where you need it, listen intently without judgement so we learn from you, and yet do the heavy lifting so you can focus on the business of government. When we leave our time together, our ultimate goal is that you have the skills, knowledge, and capability to sustain DEI and organizational transformation with limited, or entirely without, consultancy support in the future. Part 2: Prollect Team Overview Each of the team members identified have decades of executive and high-level local government experience, coupled with advanced training, and a dedication to supporting state and local governments in creating realistic, sustainable, and strategically planned and executed DEI initiatives, This practical experience is enhanced by many years of data analysis, executive training and practice, and consulting experience. Our team is multi- disciplinary meaning that each brings subject matter expertise in different aspects of government services and operations. Additionally, because we believe the best decisions are made from a position of evidence, each team member is trained in advanced research methods, data acquisition, management, and analysis which gives the City of Ashland assurance that we're the right team to help you develop performance metrics as needed related to professional development. Roles and Responsibilities The table below describes key responsibilities, role, and areas of subject matter expertise for the team we currently envision for the City of Ashland. As we learn more about your needs, we may adjust the team to meet those needs, or introduce other consultants to the project if we learn that different areas of expertise are required for the successful completion of this project. Team Member Expertise Res onsibiliftles . .... ....... Tanya Settles, PhD Restorative. Justice, i Assessment, Design and Execution. Client Partner (Primary contact) Community Capqcl.ty Education Strategy,. Deslgn..8, Facilitation Building Coaching, Public Health ...'�.'' Qualitative and Quantitative data analysis Emergency !:Qualified , Administrafortor the Intercultural Management Development Inventor y (f. necessary) Law Enforcement Client Relationship Matt Jones, PhD Organizational Assessment design and execution, Consultant Development including analytic strategy (Local contact) Public Leadership Education facilitation Practice Qualified Administrator for the EQI 2,0 (if Executive Coaching necessary) Group Facilitation and Education Water Quality and Watershed Protection Robert Rico, EdD Consultant Judith Fitzgerald, JD Consultant Dan Settles Director of Operations and Client Relationships Public Health and Human Services Housing Distance Education Design and Delivery Youth Advocacy Legal review Human Resources Law & Policy Enterprise Resource ... .... ....... ...... .. . . .. .......... . Information Technology needs Planning Systems (ERP.) Data Extraction Government IT Analytics. 0PP�rq andBilling Resource Management Business Anoiytj'cs Please see the following pages for short resumes for each consultant team member. Full curricula vitae are available upon request. a afr#1111 Judith is a tireless advocate for people with disabilities, youth, and those who have been socially disenfranchised by the criminal justice system. Her legal work has spanned multiple areas including housing assistance, disability advocacy, and family law. Beyond her legal skill, Judith is a talented educator with a focus on using multiple strategies and technologies to meet adult learners where they are and move them toward the next level of success. Judith has held various leadership JUDITH FITZGERALD Consultant EDUCATION Boston College Low School Juds Doctorate Walden University Master of Philosophy, Criminal Justice Lincoln University BS, Political Science EXPERIENCE HIGHLIGHTS Lecturer and course developer in NGO & Nonprofit Management program at Johns Hopkins University roles in higher education, including Former program director in Criminal Justice at Bowie State University. leadership of a large academic program at Bowie State University. Recipient of the 2013 Dream Keeper's Award for Mentorship (and She is a member of Alpha Kappa recognized on the Congressional Floor by Congressman Alpha sorority, the first Black -Greek Ruppersberger) letter sorority in the United States. Served as Senior Counsel to the Atlanta Housing Authority CONTACT Practicing attorney representing clients and litigated matters in criminal defense, indigent prisoners referred by the US District Court on Criminal PHONE: Appeals before the US Court of Appeals, 4th Circuit, family low, 443.802.6202 disability. EMAIL: SKILLS judlihifitzgerald@yahoo.com ... ....... .. ... .. ... judith Ocparadigmpublicaffairs.com Strategic thinking, planning, restructuring in public and nonprofit organizations Program evaluation Leadership coaching Disability law Teaching with technology W, oly Dr. Matthew Jones has been engaged in public sector consulting for over 15 years. His passion is partnering with organizations and individuals to innovate and achieve high-level performance. With a dedication to helping organizations solve problems and improve operations, he has served as a consultant on small and large projects that have included: organizational assessments, DEI development and sustainabitity, leadership development programming and training, research & analysis, executive coaching, and meeting facilitation. Matt prides himself on his scientific approach to consulting but is best recognized for his human relations skills in projects. Matt started work on implicit bias In police organizations in 2005 and continues this work today, His approach is to work alongside clients integrating transformational leadership, emotional intelligence, and empathic thinking, PHONE: 360,921021 EMAIL: moff@nwemergent.com EDUCATION Portland State University Doctor of Philosophy, Public Administration, emphasis Organizational Development (2008) Master of Public Administration (2004) Norwich University Bachelor of Arts. Criminal Justice (1996) EXPERIENCE HIGHLIGHTS Current Vice President for the Clark County, Washington Clean Water Commission President of the Board for the Lower Columbia River Estuary Partnerships Member, Clark County WA Low and Justice Council Former Assistant Professor of Public Safety Management at the State University of New York — Brockport Former Assistant Professor and Program Manager for the Leadership in Public Safety Programs at Portland State University Former Chief of Police at Condon, Oregon Author of numerous published articles on police administration and research methods and design. SKILLS . . ......... ...... ..... . . ................... .. ..... EQI-2.0 Certified (emotional intelligence) Organizational Culture & Development Facilitation Quantitative and Qualitative Research Design and Execution Performance Measurement and Metrics Development Executive Coaching 10 MUM Dr, Rico is the Director of Restorative Justice at the Office of Inclusive Excellence of the University of Texas at San Antonio, Prior to this work, Robert served as a lecturer in the College of Public Policy, Department of Criminology and Criminal Justice at the same institution, Dr. Rico was the founder and program coordinator of the Restorative Justice Program of Kendall County and spearheaded and was a field consultant for a pilot project at Edward White Middle School in San Antonio, Dr, Rico also served as a police officer for 20 years and attended the Bill Blackwood Low Enforcement Management Institute of Texas and Leadership Command College at Sam Houston State University 5 EDUCATION .. ....... .. University of Texas at Austin Ed.D. Higher Education Leadership (2022) University of Texas of Son Antonio Master of Public Administration (2004) Bachelor of Arts, Criminal Justice (2001) EXPERIENCE HIGHLIGHTS ------ - --- . ..... . . . . ............ . ........ Pioneer in restorative justice and inclusion in higher education Public speaker and coach on inclusion in higher education Served on the Big Brothers Big Sisters Juvenile Justice Council Board of Directors for Kendall County (TX) Child Services Published author and thought leader in restorative justice and inclusion in public safety. RMIM Education and curriculum design for adult learners Community capacity building Qualitative data analysis Community forum facilitation Language fluency in Spanish 11 PROFILE Dr. Settles is the founder and Chief Executive Officer of Paradigm Public Affairs, LLC, Tanya and her team have partnered with local governments across the United States toward a path of community partnership, unity, and enhanced government performance. Tanya supports local governments through a focus on community capacity building, leadership, and professional development that leverages diversity, equity, and inclusion to achieve, build, and sustain high performance governments where employees and community members, alike, are invested and welcome. Tanya has held various leadership state and local government, primarily in the areas of public safety, public health equity, higher education, and policy and program evaluation, Dr. Settles' current work focuses on race and community relations, restorative justice, diversity and inclusion in public safety and education, and the impacts of natural and human caused disasters on at -risk and diverse populations. CONTACT PHONE: 303Z87,1608 EMAIL: lanyosettles@poradigmpublicaffairs.com EDUCATION University of Colorado at Denver Doctor of Philosophy, Public Affairs (200 1) Master of Public Administration (1996) Metropolitan State University of Denver Bachelor of Science, Criminology and Criminal Justice (1995) EXPERIENCE HIGHLIGHTS Former Associate Professor of Criminal Justice at the University of Texas at Son Antonio Appointed as a subject matter expert in law enforcement education to the Colorado Peace Officers Standards and Training Board Published author and thought leader in diversify, equity, and inclusion, community and restorative justice, public ethics, and emergency management Served as the Director of Faculty for Colorado State University Global Campus Served as the Director of Strategic and Tactical Planning for the Denver Police Department Subject Matter Expert to the Columbine Commission Former Managing Auditor for the Office of the Colorado State Auditor SKILLS Advanced onalytics, including statistical modeling and analysis Quantitative and qualitative research design and execution Education program and curriculum design, including machine language ability (Python) and HTMLX programming Community capacity building 12 Envisioned Timeline and Team Availability We envision 6 months to deliver this project, though accommodations can be made based on need and budget. A minimum of 4 consultants will be required to deliver all project cieliverables. We respect the boundaries of budget and time, so to optimize both, you may only see 2 consultants on site with the other team members working remotely, We currently have the resources and staff time available to begin this project as early as March I with project completion by August 31, 2023. In determining staffing, we prefer to schedule engagements so that no team member is working on more than 3 projects at any given time, At this time, we confirm we have consultant availability and resources necessary to complete this project based on the following timeline and proposed workplan, In the interest of transparency, some members of this team are in the process of wrapping up one engagement, with a second project currently underway. Preliminary Project Schedule Design Implementation Strategy (Targeted Universalism) Design 18-month Strategic Plan Project Closure 13 Part 3: Qualifications, Experience, and Capabilities Paradigm Public Affairs has had the privilege of working with a variety of local government entities across the United States to address challenges and needs related to inclusive governance, efficiency, and government effectiveness through enhancing organizational culture and diversity, equity, and inclusion. We've worked with some of the largest local governments in the nation, and some of the smallest. Every municipal and regional government needs and deserves solutions that are unique to them and their circumstances. The figure below shows some former and current clients we've worked with over the past several years. For these clients, we've provided services ranging from process consultancy to organizational assessments, education and professional development, facilitation of community engagement processes, and community capacity building. =IINGTON HE(GHTS Illinois FOREST PRESERVES of Cook County (ct-24"'eudgewater COOK COVINTY 'k, ,k Racine County EIMAEROINVIX Al I A,40 ng';so M AlL4gCkIt`IKtY Sewmeo 2018 and 2022, P..dlgfn J,MxAffalrs and The KaleldoStOlse Group entered Into a strategic alliance partnership to develop DE(consultancy around the needs of government, public safety, and taw"f0foereenttlients. Some ni'the dlerds on this rMIndude those served as part of this paftellhlpkvhtfe PaladtgrriPublic Affairs eltherfvIly or substantially delivered services to clients. Recent Examples of DEI Projects and Success 2022/3: City of Edgewater, Colorado. We recently completed an assessment of organizational culture, welcomeness, and belonging within Edgewater City government, Edgewater is a unique city that is geographically small, with a correspondingly small population size (under 6,000 residents, overall), but with the challenges and opportunities of a large municipal government because of geographic situation in the Denver metropolitan area. Our work for this assessment focused on determining a baseline assessment of belonging and inclusion within the workforce, offering recommendations for sustainable government administration that may include organizational restructuring, resolution of isolated 'incidents of organizational trauma related to DEI and belonging, and construction 14 of an implementation roadmap to put a measurable, performance -based plan into place over an 18-month time horizon. 2022: City of Medford, Oregon. This project had 2 prongs - first was a limited scope assessment of organizational readiness and flexibility related to diversity, inclusion, and access for employees in terms of HR practices, management, and service delivery. The second prong was a fairly deep dive into housing instability, houselessness, and equity in service delivery that included the Housing and Deveiopment Department, Police Department, relationships with private service providers, and intergovernmental agreements with state, local, and federal funding and oversight sources, One of the most notable findings associated with this study was identification of the City's challenges in acknowledging the needs of the Latino/a/X population ulation in the city both in terms of valuing and leveraging diversity within City government and in service provision and outreach to the community. 2021-2023: Town of Mooresville, North Carolina, Our team has been working with the Town of Mooresville since the spring of 2021 when we provided DE1 education and ongoing consultancy and support to their ERG, the Diversify Advisory Committee. We will continue this work throughout the remainder of 2022 through a comprehensive organizational culture assessment that includes qualitative and quantitative data collection components and use of more advanced analytical strategies to identify opportunities for improvement from baseline measurement (we're using exploratory factor analysis). Recent work in Mooresville has included developing training and professional development on strategies to practice allyship in government work, 2021-2022: Metro Nashville Government. Paradigm, in partnership with the Kaleidoscope Group, designed 2, 4-hour professional development/education programs for county and city government individual contributors and leaders about understanding and managing bias, engaging in inclusive and respectful behaviors, and challenging conversations. Leader education focuses on performance and people management strategies; individual contributor education focuses on understanding and managing bias and techniques to engage in respectful and inclusive behaviors both internally and in delivering services to an incredibly diverse and robust community, 2021* Village of Arlington Heights, Illinois. We conducted a limited scope organizational assessment that included a customized survey deployment to look at employee perceptions of diversity and inclusion, Human Resources and talent management policy and process review, and facilitation of a series of community listening sessions and moderating a Town Hall between community members and the Mayor and Town Manager. These community engagement sessions were conducted in the midst of the Co-VID epidemic, and therefore were facilitated virtually. Ideally, at least half of these sessions would have been conducted in person, but public health concerns were significant at the time of delivery. 2021: Government of Racine County, Wisconsin, For Racine County government, we conducted leadership visioning and alignment sessions, delivered the EQ12.0 for leaders (with a group debriefing), and designed and delivered education programs for managers and individual contributors across the entire county government, W Refarpnces Tiffany Shelley Bonnie Barasch Jocelyn Mills mary Kain Director of Human Director of Human Resources Resources 413 N Main Street Mooresville, NC 28115 704,799.4027 411 W. 8th St. Medford, OR 97501 Deputy City Manager, Director of Community Development 1800 Harlan Street Edgewater, CO Director of Human Resources 33 S Arlington Heights Rd. Arlington Heights, I 60005 312-692-3326 tshefley@mooresvill bonnie,barasch@ jmills@edgewater mary.rath@vah.com enc-gov cityofmedford.org co,com Client Partner since Client partner Client partner Client Partner since 2021 since 2021 since 2022 2019 Tailored design education programs for all employees, leaders, and law enforcement Consuitancy support and guidance to the internal Diversity Advisory Committee 2022 work underway including organizational culture and belonging assessment within Town government. Limited Scope DEI Organizational assessment Assessment of housing /housel ess ness with DEI lens Policy review and assessment of Community Development Block Grant award process Assessment of community partner relationships in response to houselessness and housing insecurity Culture and Belonging organizational assessment Human Resources policy review Consulfancy support to the DEE] Staff team Development of implementation strategy with performance benchmarks Im Conducted organization wide assessment Engaged in community outreach and facilitated community listening sessions Designed tailored strategic planning template for the Village See [ittr)s,//wv,iw,vah.com Lygur-gpyernmentdi versitv eaultv inclu, sign for a copy of the report. Part 4: Project Understanding and Approach Within the past several years, interest in how government entities create efficient, safe, community -centric approaches to governance where diversity, equity, inclusion, and belonging is a central focus has significantly increased. Our approach is different because we work with our clients as partners to identify unique challenges and areas of need through a methodologically sound assessment process that may include adhering to Yellow Book standards when needed. We take what we learn from the assessment to create highly customized professional development and training that is unique to your needs and circumstances, We use empirical evidence, published research, and notable best practices to work with and guide our clients to value differences and enhance government performance, A key differentiating factor from our competitors is that our services often include the development of relevant implementation roadmaps when findings and recommendations call for policy change. In these cases, we often recommend an approach based on targeted universalism for policy development because it allows government entities to look at equity and equality at the same time yet recognizes differences between the two. For local governments in Oregon, this is important, as the State of Oregon has adopted Targeted Universalism as a preferred policy structure so your approach may align with potential funding opportunities and resources. Building trust means understanding the culture of your government, building relationships, and listening to your needs and goals. When we have trust, we are better able to engage in adaptive and flexible moves to reach the outcomes you need. 17 We believe governments can improve performance, strengthen relationships, and produce superior results through transformational policies and organizational change. Our goal is to create a path between your current state and your vision for the future. Our process Is Inclusive Of multiple voices and perspectives and recommendations are based on a variety of data collection stratogles so all stakeholders have a voice in the process. Our process for this project follows a 6-month engagement and the timeline presented in Part 3 of this proposal. our approach for DEI work blends best practices with key touchpoints of the public policy process. This blended model supports bringing assessment findings and education and training together as a matter of strategy. Our Blended DEI Development Cycle includes 7 points of interaction and engagement, To support incremental and strategically planned improvement, the process is cyclical so that clients can track success, make process and goal changes when needed, and continually evolve and adjust to changing internal and external factors. Blended Government DEI/Organizational Development Because this model is cyclical, steps do not need to occur in a particular sequence. However, for the City of Ashland we recognize that your immediate needs are an organizational assessment, review of human resources and people management policies, design of an implementation strategy, and strategic planning. Peter Drucker once said, "culture eats strategy for breakfast". This means that no matter how strong the assessment, strategy, or implementation plan is, if they don't fit within the organizational culture of the organization, the risk of failure is great. For that reason, part of our process includes taking time to understand the organizational culture of the City of Ashland within the context of organizational culture and belonging and professional development content and delivery, Our approach to understanding organizational culture and assessment is based on Edgar Schein's 3-layer model of organizational culture adopted to uncover, identify, and provide solutions to challenges and barriers to inclusion in governance. U91 Organizational Cuffure Through a Lem. Equity, fiver sit Inclus'lon PARADIGM PUBLIC AHAIRS Our recommendation for this project is to begin by looking at organizational culture to gain insight about how City government works, the degree to which you support a welcoming work environment, and what that means for service delivery to the community, This process involves looking at organizational culture by first examining the surface that includes the behaviors, practices, and structure of government. In other words, we look at those things that are seen by people, organizations, and partners that interact with the City of Ashland. Then we look deeper into the values and goals of City government to better understand what drives the organization and how DEJ may (or may not) fit into those values, Finally, at the deepest level, we look for the things that are taken for granted, It is at this very deep level that unconscious bias exists that may impact how policies & procedures are structured and how staff interact with the community in the execution of those policies, When we encounter inequity, it is typically at this deeper level, We envision 3 key parts to this project; first, a culture and belonging assessment, second the design of an implementation strategy that may be inspired by Targeted Universalism, and lost, an 18-month strategic plan. Most work for the assessment will be conducted off site, though there are key points, such as focus groups, some interviews, and other events where we will need to have team -members on -site in Ashland. If we are fortunate enough to earn your trust, we will work together - with you - to develop a site -visit schedule that fits your needs when we finalize the scope of this project. Culture and Belonging Assessment Approach Our proposed process for baseline EDI assessment for the City of Ashland follows these general steps: IN 1, Engagement launch and conduct project information sessions to dispel myths and encourage participation throughout Ashland government, We recommend conducting Information sessions with Department directors and leaders first, followed by general sessions with staff and employees. These sessions may be in -person, virtual, hybrid, or any combination that meets the needs of your workforce. 2. Conduct a high-level organizational review of documents, policies, and processes that support government. This step provides initial insight as to how the City is structured, operates, and gives us insight about areas of opportunity where DO may improve overall performance. 3, Conduct focus groups and individual Interviews and analyze data, This step involves engaging with employees and leaders to understand where the greatest opportunities are DEI needs and improvement, and gain insight as to how DEI objectives dovetail with organizational culture. In our experience, we gain deep understanding and knowledge through direct communication and engagement With staff, Qualitative data from focus groups and interviews is also used to tailor a survey to the unique needs and opportunities in City of Ashland government, In some cases, for various reasons, we're not able to connect with as many staff and employees as we'd like. When this occurs, we recommend facilitating listening sessions so all employees have an opportunity to engage in the project and claim ownership of the end result. 4, Collect and analyze quantitative data, Quantitative data may come from data the City of Ashland already holds (such as data from Human Resources Information Systems) or from a survey we customize and deploy specific to this project. Surveys are delivered electronically, can be translated into various languages as needed, and are optimized for mobile devices. Typical analysis includes descriptive statistics and cross -tabulations to look for significant differences and statistical relationships between elements of diversity (such as race/ethnicity, age, ability/disability, and gender among others) and behaviors and perceptions within government. The need for higher level analytics will be a decision we make together. As an example, we recently used an exploratory factor analysis strategy coupled with a regression analysis technique to identify the key drivers of diversity, equity, inclusion, and organizational culture that are unique to that organization. 20 Collect primary Ensure all data Utilize understand the Prepare visual Verify visualizations (data we collect points and items qualitative context of data reports that may with client to and generate collected have (thematic and verify with Include confirm through value and are analysis they add value dashboards explanatory Interviews, focus methodologically procedure) and to the analysis value groups, and appropriate quantitative survey methods to deployment) and analyze all data secondary data {data you provide) 5. Develop findings & recommendations and construct report. Our reporting tends to first highlight those practices and policies that support inclusion and equity within a government, then look at opportunities to enhance the foundation already in place. Reports tend to include identification of challenges with solutions that are customized to each client as well as exploring opportunities for the future, 6. Design implementation roadmap. We see implementation planning as a separate deliverable from the assessment report. Guidance on implementation of findings and recommendations will help keep the momentum going and identify ways for team collaboration in implementation strategies. Findings and recommendations from the assessment are used as the foundation for a unique implementation roadmap that covers 6 to 18 months and includes metrics and measures for incremental and steady improvement. In our experience, a time horizon of more than 18 months increases the risk of non -completion. Additionally, since our services include up to I year (24 hours) of follow-up consultancy, you have the support you need to implement the strategy we design to improve DEI outcomes in the future. 7. Design strategic plan. The Implementation Roadmap may be considered part of the strategic planning document. In addition to designing a roadmap to help guide the City of Ashland through addressing findings and recommendations, we will also design a strategic plan and framework for the City of Ashland that includes identification of strategic areas of focus, goals for each of those strategic areas, measures and metrics for each goal that defines how you will measure success. We also recommend including in the strategic framework identification of keys that support sustainable change related to communication strategies, accountability for key stakeholders and groups, and education as needed. The strategic plan will be delivered as a report with a written narrative, and then consolidated into an infographic for distribution throughout the workforce, a Proposed Workiplan and Scope of Work This workplan represents our current understanding of the City of Ashland's immediate needs We encourage you to view our proposed workplan as a menu, Each of these items can be scaled up, scaled down, or modified to meet unique circumstances. The schedule/timeilne corresponds with an overall 6-month engagement and follows a structured and phased approach to activities and deliverables, 22 4. Gain feedback from client as to content, adiust/modify content as needed, 1_ Phase 5: Project 9. Consolidate all deliverables into a single Months Closure document 6 10. Conduct final presentations as needed to leadership and elected officials (may be virtual or on site This fimeline and schedule for deliverables is based on the following assumptions: ➢ The Paradigm team will have access to relevant City of Ashland staff and leadership, ➢ The City of Ashland will assist our team in determining appropriate internal and external stakeholders for project tasks as needed. ➢ The City of Ashland will submit data and information, as needed, in a timely fashion, ➢ The City of Ashland will help promote opportunities for employee engagement as part of this project. Communication Strategy I Co -production means maintaining and supporting open and transparent communication. Early in the project or engagement, we recommend biweekly meetings to touch base with key stakeholders that are virtual (e.g., Zoom) or in some cases in person. Our team member, Matt Jones, will be your primary "in -person" contact with other team members attending virtually, The exception is when we're on -site conducting assessment or education delivery activities. our firm is based in the Denver area, and team members are located across the United States (Matt Jones is located in the Portland, Oregon area, Judith is in Baltimore, Robert Rico is located in San Antonio, Texas), For complex engagements, we recommend use of project management tools such as Gantt charts that are available to the client through a Google Cloud. We also recommend at least quarterly written status reports to the key client contact and/or Deputy City Manager, If you decide to work with us, you will be provided with direct contact information for each team member. Our policy is that email from clients are answered within I business day, text messaging is welcome, as are direct phone calls. We'll work with you to schedule regular meetings (typically virtual) for project updates and for purposes of co -production, and if necessary, we'll create files in Google Workspace so you have access to project management tools, working papers, and feedback on deliverables and activities, 23 Part 5: Investment Proposal We encourage you to view our proposed workplan as a menu and each of these items can be scaled up, scaled down, modified, or eliminated entirely to meet your needs. For Total Cost, we used a rough estimate of 425 employees for purposes of estimating focus group composition and survey results. Paradigm Public Affairs does not charge for travel or supplemental fees (with some specific exceptions such as administration of standardized assessments), so these costs reflect only the time our team will be working on this project. Our fees are set at a flat $275 per billable hour for all services. We develop costs based on the following factors: • Our workplan narrative presented in the proposal, • our staffing plan and resource allocation which provides the City with the appropriate number of consultants and a level of expertise to complete the tasks defined in the RFP. • Our experience conducting projects of similar size and scope. Additional services not described in this proposal may result in a change in cost, Our all- inclusive price to conduct this project as described in this proposal is $44,550. We understand this estimate is slightly over the budget you've identified for this project. We welcome the opportunity to discuss the scope of services with you and refine/revise as we better understand your needs. ACTIVITY HOURS Project Launch and Information Sessions (I for Leaders, 3 for Staff, may be 10 delivered virtually, on -site, or both) High Level Organizational Review 16 Focus Groups, Individual Interviews (requires 2 days on site with 2 consultants), 40 Qualitative Data Analysis Quantitative Data Collection, Survey Design/Deployment, Quantitative Data 30 Analysis Develop Findings & Recommendations; Report Construction 30 Design Implementation Roadmap and Strategic Plan with Resource Needs and 20 Incremental Touchpoints for Measurement In -person, TBDJ Project Closure Including Presentations (may be virtual or In TOTAL HOURS HOURLY RATE TOTAL PROFESSIONAL FEES 24 162 $275 $44,550 Paradigm Public Affairs Preferred Terms Payment, Payment schedule for services described in this statement of work: * 30% of Professional Fees will be billed and payable upon contract initiation * The remaining professional fees and reimbursable expenses will be invoiced monthly until the work plan budget is exhausted. (Travel and reimbursable expenses will be invoiced as incurred and billed according to the client's policy or guidelines if included in the cost proposal) ® All prices are guaranteed for twelve (12) months from the date of execution of the contract Reimbursements: Travel and out-of-pocket expenses (e.g., airfare, hotel, rental car, ground transportation, parking, mileage, meals, etc.) are included in the agreed upon scope of work as described. Additional requests from the client may result in additional costs that are billed and payable as incurred.. Timefor Work: If work is pre -billed and work is not completed within twelve months of date of contract, the contract will expire, and any collected pre -billed funds will be forfeited. Audio and Video Recording: Audio and/or video recording of Paradigm Public Affairs content, consultants, and/or events at any client venue is prohibited unless written consent is provided in advance by Paradigm Public Affairs, Additional fees may apply. Cancellation of Work: If work is scheduled and cancelled within 15 business days prior to the scheduled date by the Client, the charge will be 25 percent of the cost of the work. If work is scheduled and cancelled within 10 business days of the scheduled date by the Client, the charge will be 50 percent of the cost of the work. If a cancellation occurs, no cancellation fees shall be due if Paradigm Public Affairs and the Client are able to mutually reschedule the work within 30 days, If Paradigm Public Affairs cancels this agreement, Paradigm Public Affairs will reimburse client any unexpended funds from the payments that have been received to date towards pre -paid work. Property Rights: Paradigm Public Affairs shall copyright the materials that it develops for use with Client. All materials developed and used by Paradigm Public Affairs shall be the exclusive property of Paradigm and the Client agrees that it will not disclose any materials to a third party or use materials to conduct its own related services without the prior written consent of Paradigm Public Affairs or is included in the final contract for services, Any material specifically developed for client may be copied, distributed, and reviewed by any employee of client without further charge. Confidentiality: Paradigm Public Affairs shall regard as confidential and proprietary all client "Internal use" and "confidential" information communicated to it by the client in connection with this work plan. Paradigm Public Affairs shall not, without client's prior written consent, at any time use such information for purpose other than in connection with this work plan for the benefit of the client, 25 m m Q0 0 m -i m Co I-i w m w w �t I'D I�r r- N w m rr w to r- w ;t c.b m w w w Ln w w 1,0 r, r, k.D 0 cu as ci Lo M w 0 w 't m 0 7d7 m w w C-4 -i o N to N w rlIM(NOWO(Nmmml--lmmrl4mNwwm o w -i o r, -1 w (D w -I w w rj Ln -i Cj r, 41 Ci N 0 0 w m 0 r-4 m N 1.0 w rH m r- m r- C m L- co Ln I'D I:zr r-I F7 r, rn r, Ln m m Ln oo w Ln oo N w o Ln w 4 r, (.o Ln Ln r, r-, r, w Ln u) r, Ln (.6 zt Ln b.0 m '.0 't N 77 rH w a) w CO Ln In .t N r-i -0� r, w Co 00 CY) h r, 00 rl-j CY) 00 00 a) IZI- 00 a) 00 0 00 r, 00 C) U-) Ln 0 U) (z) o U-) In: -E- to to LY) CD Ln 77 00 00 w 00 a) w 00 cr) dt C (3) CT) 0 0) r- C) (1) to w r, 00 4� u U 0- 0 0 :3 Ncu a) U =3 c- LU _0 =3 o " 4� a-5m _0 < ol <-(D(Du V) u u 4� < :3 4 4 u c " w 5 u CL Z:) 4-j 4� c- 0 m L/) 0- u LLI IT < ZT 0 LJ w Ln c m Lu - M -C 0 _0 -Fu co 0 D Ln x m cuuU u Lu < cc U u (D a- a- az cr- V) F- 0 V) 0 0 U Ln Ln Lo U C: waiinDlepos V[Ai-03-Al!nb3 of Suioe� dnojE) Al!nb] jeioe23 uOIIDV ul zOeDd siiej;v:)i,lqnd wOlPeJed iXDN suo!lnloS AlOuilleA NVAI j@q2ejJeq Ouillnsuo:) pue Adej@qi pjai3 Awapeov oulumal S:):) suo!4nloS BuiujeDl E):)g all 2uillnsuoD apjooV CDC CDOC OOCD CDCDO m 00 r- �10 Ln lzt m r1i I- ROMMMI 151'2`3 -------------------- -------- Ann Seltzer City of Ashland 20 East Main Street Ashland, OR 97520 Dear Ann, Thank you for spending some of your day with us on Monday. Matt and I both enjoyed meeting you, and we're excited about this project. We put our heads together, and I'd like to propose a solution that gives you the flexible scheduling you need, reduces the overall cost of the project, supports the momentum you've started for the year. Based on what I understood from our conversation, here's what we propose: 1. Reduce the number of hours allocated to quantitative and qualitative data collection and analysis, as well as hours for designing and implementation strategy. 2. Set the target start date for the assessment project launch for September 1, 2023 with the caveat that if the City desires an earlier start, we will accommodate to the best of our ability. 3. Between the time of contract execution and September 1, Paradigm will conduct one on -site visit with the purpose of meeting with leadership to inform them about the project process and goals and dispel myths about DEI work in government. The purpose of this effort is to engage directors in the process, earn their trust, and gain preliminary insight about goals and objectives. During the same visit, we will conduct an open -house style information session for staff to introduce Paradigm, dispel myths, and engage with staff. For this visit, at least 2 Paradigm team members will attend (likely Matt and Tanya, though we encourage the City to consider remote access for other team members). 4. During the interim between contract execution and assessment launch, Paradigm will begin our learning about the City limited to publicly available information and no Ashland government staff support. For your convenience, I'm attaching to this letter our standard document discovery request that we'll formally send when we're ready to move forward with an engagement kick-off meeting. This is for your convenience only, and there are no expectations you respond to this list prior to the assessment launch (but please feel free to send any information you believe is important or relevant for us to know and as we have time, we'll work off -contract to get up to speed so we can hit the ground running when the time is right). 5. As you know, our services include up to 24 hours (2 hours per month) of after -engagement maintenance. We propose shifting 8 of those hours to pre -engagement consultancy so you and other staff have help when you need it, on your terms, and you maintain support for the project that will begin later this year. That way, when you need resources, we're here - and if you don't, we'll move any hours we didn't expend back to maintenance after the project closes. 6. Our preferred terms and conditions that were included in the proposal identified 30 percent of professional fees payable upon contract execution. Given the circumstances, I feel that since we won't become fully engaged in the project for as much as 6 months, we're asking the City to consider a 20 percent retainer ($7,975) to ensure we retain space in our project production schedule for Ashland and to cover pre - engagement costs associated with designing and delivering information sessions prior to full project engage ment/lau nch. I'm including some documents with this letter for your that includes our revised and preferred terms, a revised cost proposal for an overall investment by the City of Ashland for $39,875 that includes a new column with an estimated timeline, and a revised workplan table. There are 2 changes to the initially proposed workplan: 1. 1 removed the assessment element that looked at equity in vendor selection and procurement processes which narrowed the scope and overall number of engagement hours. 2. 1 limited the focus of the SWOT analysis to assessment findings to narrow the scope and number of engagement hours. I hope we've captured the changes we discussed earlier this week. Of course, if the City needs additional changes, we're always open to having a conversation so we ensure that our processes align with your needs. Warmly, Tanya Settles, Ph.D. Chief Executive Officer Paradigm Public Affairs, LLC Paradigm Public Affairs Preferred Terms for it of Ashland, OR Payment: Payment schedule for services described in this statement of work: * 20% of Professional Fees will be billed and payable upon contract initiation. * The remaining professional fees and reimbursable expenses will be invoiced monthly until the work plan budget is exhausted. * All prices are guaranteed for twelve (12) months from the date of execution of the contract Reimbursements: Travel and out-of-pocket expenses (e.g., airfare, hotel, rental car, ground transportation, parking, mileage, meals, etc.) are included in the agreed upon scope of work as described. Additional requests from the client may result in additional costs that are billed and payable as incurred. Time for Work: If work is pre -billed and work is not completed within twelve months of date of contract, the contract will expire, and any collected pre -billed funds will be forfeited. Audio and Video Recording: Audio and/or video recording of Paradigm Public Affairs content, consultants, and/or events at any client venue is prohibited unless written consent is provided in advance by Paradigm Public Affairs. Additional fees may apply. Cancellation of Work: If work is scheduled and cancelled within 15 business days prior to the scheduled date by the Client, the charge will be 25 percent of the cost of the work. If work is scheduled and cancelled within 10 business days of the scheduled date by the Client, the charge will be 50 percent of the cost of the work. If a cancellation occurs, no cancellation fees shall be due if Paradigm Public Affairs and the Client are able to mutually reschedule the work' within 30 days. If Paradigm Public Affairs cancels this agreement, Paradigm Public Affairs will reimburse client any unexpended funds from the payments that have been received to date towards pre -paid work. Property Rights: Paradigm Public Affairs shall copyright the materials that it develops for use with Client. All materials developed and used by Paradigm Public Affairs shall be the exclusive property of Paradigm and the Client agrees that it will not disclose any materials to a third party or use materials to conduct its own related services without the prior written consent of Paradigm Public Affairs or is included in the final contract for services. Any material specifically developed for client may be copied, distributed, and reviewed by any employee of client without further charge. Confidentiality: Paradigm Public Affairs shall regard as confidential and proprietary all client "internal use" and "confidential" information communicated to it by the client in connection with this work plan. Paradigm Public Affairs shall not, without client's prior written consent, at any time use such information for purpose other than in connection with this work plan for the benefit of the client. Revised Investment Proposal Project Launch/Kickoff and Pre -engagement Information Sessions (I for Leaders, 3 for Staff, may be delivered virtually, on -site, or both) High Level Organizational Review Focus Groups, Individual Interviews (requires 2 days on site with 2 consultants), Qualitative Data Analysis Quantitative Data Collection, Survey Design/Deployment, Quantitative Data Analysis Develop Findings & Recommendations; Report Construction Design Implementation Roadmap and Strategic Plan with Resource Needs and Incremental Touchpoints for PROPOSED HOU TIMELINE I Month 0-2 10 Months 1-2 12 Months 2-3 40 Months 3-4 30 Months 4-5 25 Months 4-5 16 Measurement Project Closure Including Presentations (may be virtual Month 6 12 or in -person, TBD) TOTAL HOURS 145 HOURLY RATE TOT,AL Revised Proposed Workplan and Scope of Work $275 $39,875 This revised workplan represents our current understanding of the City of Ashland's immediate needs We encourage you to view our proposed workplan as a menu. Each of these items can be scaled up, scaled down, or modified to meet unique circumstances. The schedule/timeline corresponds with an overall 6-month engagement and follows a structured and phased approach to activities and deliverables. lProject Laurich I_ Paradigm to conduct 60 min. [tick -off meeting g Month I With key stakeholders (maybe conducted virtually). 2. Paradigm to request organizational documents related to policy and operations throughout the City and information about partnerships. with external stakeholders. Phase 1: 1. Conduct an information session with Months Building Trust Executives, Leaders, and individual contributors 1-2 to introduce the project and team, answer questions, and dispel myths about DEL 2. Hold 1:1 conversations with leaders to gain insight about vision for assessment and education goals. Phase 2: Conduct l . Qualitative data collection (may include Months Culivre and i :1 interviews, focus groups; listening 2- 4 Belonging sessions,j, Assessment 2. Collection and analysis of existing quantitative data from previous surveys and other data,.. Humor Resources, collection efforts related to organizational People culture and workforce engagement. . . Management 3. Conduct -detailed review of talent Review _ rridno' m ' nt policies, procedures; arid. practices for the City as a whole and.individual departments and entities as needed.: 4. Analyze all data {quantitative. and qualitative) for therrmes and findings; report knack to City for feedback grid collaboration. 5. Develop draft culture report aria dcquire feedback from Citv.on results. '8. Periodic fo.uchpoint meetings wifh key stakeholders 7. Culture and Belonging Assessment.delivery Phase 3: Design 1. Prioritize recommendations based on urgency, Months Implementation risk, and ease of execution 4-5 Strategy to 2. Categorize recommendations into goals, Complement develop overarching performance measures Assessment for each goal. Recommendations 3. Design/develop implementation steps for each and Finding goal. 4. Gain feedback from client as to content, adjust/modify content as needed. Phase 4:Develop 5. Conduct limited scope SWOT analysis based ' Months 18-month DEI on assessment findings 5=6 Strategic Plan 6 Based on assessment'resuIts , identify core goals and values associated with belonging, culture, and DEI'; 71 Articulate action plans for core goals. 8 incorporate incremental`measurement and metrics points for process improvement. Phase 5: Project 9. Consolidate all deliverables into a single Months Closure document 6 10. Conduct final presentations as needed to leadership and elected officials (may be virtual or on site FacilityIII III III III Assess II II Overall Condition Scare (,A- ) 0 Itemized Assessment • Exterior Systems (Security, Lighting, Roofing, Finishes, Paving, ADA) • Interior Systems (Heating, Ventilation, Air-conditioning, Mechanical, Electrical, Plumbing Systems, Finishes, Furniture) New or like -new conditions. Nounexpected maint./failures. Replace 8+years Good condition. No major issues or concerns. Consider reolacment6to8vears Normal wear and expected maintenance, but no major 3 FAIR issues. Reolacewithin4-6vears 1 POOR Heavywear. At or nearing or exceeded end ofexpected lifecycle. Replace within 2 to 4 years Extremelywornand/or damaged. Replace ASAP, but no more than 2years FacIII lIII ty Condition Assessments • Service Center B- • Street/Fleet/Facilities C • Grove B+ • Electric Storage A- • Civic Center D • Police Department B • Fire Station#] A- • Fire Station #2 B+ • Cemetery C+ Facility -- Asset Management Itemized Assessment of Major Facility Systems Roofs, HVAC, MER Interior/Exterior Systems Age, Life Cycle, Condition Score Develop Maintenance Cycles Life Cycle Replacement Costing Fuel Switching Facility OpIII imIII zatilGir) Facility Master Planning 0 2008 Facility Plan P I a II n II n il III g -- Ove IIr III ew Facility Planning and Optimization Study • Formal Facility Assessments • Develop Space Need Requirements & Optimize Service Delivery 11 Master Plan E)t Management Continue Development of Facilities Database Information Sol= Parcel 7 of Partition Plan No. P-32-2000 d jI «nv [1kAR CREEK DIt16t y Proposed(Condition 9 of PA 2016-00684) Parcel 7 is restr ctedfa-amfurther development or land division until Grantor obtains ar determination from the Department of Environmental Quality that the property meets cleanup standards applicable to a s residential property. Thereafter, development of or any subdivided parcel cannot occur until Grantor obtains a determination from the Department of Environmental Quality that the property meets cleanup standards applicable to the use proposed for the subdivided parcel. Grantor will provide written document from the Department of Environmental Quality demonstrating compliance with these standards to the Cd'tyr Parcel 7 is restricted from farther development or land division until Grantor obtains a determination from the Department of Environmental Quality that the property meets cleanup standards (%)nsistent Vtith the c.urre l t, and fik lZ �.� t, ,t a j��aa°�atYa g � � Y d � � � � � ��aadaa�=,,r ��aa ��„�� aa�aa aa�a� `a a'.. � � a��fa�ra a�W�Wm��a�a��a„ i iRa' lond uses o„rresLon„d v,,,ith...thW" W"artr" ent a3� � �"�w8 a3aP;�� aP��X�.,,� dP�X�a��✓ Urban2 a °n��aaios. Thereafter, development of or any subdivide��a�, sa��a�tinl ��°;aa2a� ��a:..��rraa�ar�aaaaaa�ap...a�a�� m��ea�E a � �... parcel cannot occur until Grantor obtains a determination from the Department of Environmental Quality that the property meets cleanup standards applicable to the use proposed far the subdivided parcel. 71a a„ r kN y a�,� !hay„ ��tFrs,�a�at w1.�e ra'a�aawW"J�„�aaaaaa �''�dW" �'a�aa��a��y�� PR"��d ��aPy� aand��k4W1aJ�e��q"�&�k"P �.�.��' � 2Grantar14u4 a�, 4e 2La :j iding ftQ Z written documentnbon from the Department of Environmental Quality demonstrating compliance with these standards to the City. r ` r r+. r r I # Speaker Request Form 1Tf tS.FORM IS A PUBIAC RECORD ALL INFORMATION PROVIDED WIRA, BE M"F AVAILABLE TO TFIE PUBLIC 1) Complete this forin and return it to the City Recorder prior to the discussion of the item you wish to speak about 2) Speak to the City Council from the table podium microphone. 3) State your name and address for the record. 4) Limit your comments to the amount of time given to you by the Mayor, usually 3 or 5 minutes. 5) If you present written materials, please give a copy to the City Recorder for the record. 6) You may give written comments to the City Recorder for the record if you do not wish to speak, (Comments can be added to the back of this sheet if necessary) 7) Speakers are solely responsible for the content of their public statement. Tonight.'s Meeting Da Name 1ff!4M—P'V3grj Agenda topic/item number. WE Topic for public forum (non agenda item) (Xlcrth iL) -I Land Use Public Hearing Please indicate the following: For: Against: Challenge for Conflict of Interest or Bias If you are challenging a member (a city councilor or a planning commissioner) with a conflict of interest or bias, please write your allegation complete with supporting facts on this form and deliver it to the clerk immediately. The Presiding Officer will address the written challenge with the member. Please be respectful of the proceeding and do not interrupt. You may also provide testimony about the challenge when you testify during the normal order of proceedings. Written Comments/Challenge:' The Public Meeting Law requires that all city meetings are open to the public. Oregon law does not always require that the public be permitted to speak The Ashland City Council generally invites the, public to speak on agenda items and during public forum on non -agenda items unless time constraints limit public testimony. No person has an absolute fight to speak or participate in every phase of a proceeding. Please respect the order of proceedings for public hearings and strictly follow the directions of the presiding officer. Behavior or actions which are unreasonably loud or disruptive are disrespectful, and may constitute disorderly conduct. Offenders will be requested to leave the room Comments and statements by speakers do not represent the opinion of the City Council, City Officers of employees or the City of Ashland- Speaker Requ"t Form THIS Y ORM IS A PUBLIC RECORD AIJ, INFORMATION, PROVIDED WII_J, 13E MADE AVAILABLE TO THE PUBLIC 1) Complete this form and -return it to the City Recorder prior to the discussion of the item you wish to speak about. 2) Speak to the City Council from the table podiuin microphone. 3) State your name and address for the record. 4) Limit your comments to the amount of time given to you by the Mayor, usually 3 or 5 minutes. 5) If you present written materials, please give a copy to the City Recorder for the record. 6) You may give written comments to the City Recorder for the record if you do not wish to speak. (Comments can be added to the back of this sheet if necessary) 7) Speakers are solely responsible for the content of their public statement. Tonight's Meetint! Pate Name MUM Agenda topic/item number, M4189 Topic for public forum (non agenda item) 'errC, t Land Use Public Hearing Please indicate the following: For: Against: Challenge for Conflict of Interest or Bias If you are challenging a member (a city councilor or a planning commissioner) with a conflict of interest or bias, please write your allegation complete with supporting facts on this form and deliver it to the clerk immediately. The Presiding Officer will address the written challenge with the member. Please be respectful of the proceeding and do not interrupt- You may also provide testimony about the challenge when you testify during the normal order of proceedings, Written Comments/Challenge: the Public Meeting haw requires that all city meetings are open to the public. Oregon law does not always require that the public be permitted to speak The Ashland City. Council generally invites the, public to speak on agenda items and during public forum on non -agenda items unless time constraints limit public testimony. No -person has an absolute right to speak or participate in every phase of a proceeding. Please respect the order of proceedings for public hearings and strictly follow the directions of the presiding officer. Behavior or actions which are unreasonably loud or disruptive are disrespectful, and may constitute disorderly conduct. Offenders will be requested to leave the room Comments and statements by speakers do not represent the opinion of the City Council, City Officers or employees or the City of Ashland- Speaker Request Form TITISY ORM IS A PUBLIC RECORD ALL INFORMATION PROVH)ED WUJ� BE M&DE AVAILABLE TO THE PITBIAC 1) Complete this form and return it to the City Recorder prior to the discussion of the item Lyon wish to speak about. 2) Speak to the City Council from the table podium microphone. 3) State your name and address for the record. 4) Limit your comments to the amount of time given to you by the Mayor, usually 3 or 5 minutes. 5) If you present written materials, please give a copy to the City Recorder for the record. 6) You may give written comments to the City Recorder for the record if you do not wish to speak. (Comments can be added to the back of this sheet if necessary) 7) Speakers are solely responsible for the content of their public statement. Tonight's Meeting Date Name A6 oR ReffWar Meefina Agenda topic/item number OR Topic for public forum (non agenda L C"' i° ➢" Land Use Public Hearin Please indicate the following: For: Against: Challenge for Conflict of Interest or Bias H you are challenging a member (a city councilor or a planning commissioner) with a conflict of interest or bias, please write your allegation complete with supporting facts on this form and deliver it to the clerk immediately. The Presiding Officer will address the written challenge with the member. Please be respectful of the proceeding and do not interrupt. You may also provide testimony about the challenge when you testify during the normal order of proceedings. Written Comments/Challenge: ne Public Meeting Law requires that all city meetings are open to the public. Oregon law does not always require that the public be permitted to speak The Ashland City Council generally invites the, public to speak on agenda items and during public forum on non -agenda items unless time constraints limit public testimony. No person has an absolute right to speak or participate in every phase of a proceeding. Please respect the order ofproceedings for public hearings and strictly follow the directions of the presiding officer. Behavior or actions which are unreasonably loud or disruptive ore disrespectful, and may constitute disorderly conduct. Offenders will be requested to leave the room Comments and statements by speakers do not represent the opinion of the City Council, City Officers or employees or the City of Ashland. Speaker Request Form TfffS.FOR M IS A PUBLIC RECORD ALL INFORMATION PROVIDED WILL BE MADE AVAILABLE TO THE PITBLIC 1) Complete this form and return it to the City Recorder prior to the discussion of the item you wish to speak about. 2) Speak to the City Council from the table podiurn microphone. 3) State your name and address for the record. 4) Limit your comments to the amount of time given to you by the Mayor, usually 3 or 5 minutes. 5) If you present written materials, please give a copy to the City Recorder for the record. 6) You may give written comments to the City Recorder for the record if you do not wish to speak. (Comments can be added to the back of this sheet if necessary) 7) Speakers are solely responsible for the content of their public statement. TonigIrt,'sMeeting Pate Nam (nlense -nrint) Regylar Meeting Agenda topic/item number. Topic for public forum (non agenda item MN Land Use Public Hearin Please indicate the following: For: Against: Cballenge for Conflict of Interest or Bias If you are challenging a member (a city councilor or a planning commissioner) with a conflict of interest or bias, please write your allegation complete with supporting facts on this form and deliver it to The clerk immediately. The Presiding Officer will address the written challenge with the member. Please be respectful of the proceeding and do not interrupt. You may also provide testimony about the challenge when you testify during the normal order of proceedings. Written Comments/Challenge: ne Public Meeting Law requires that all city meetings are open to the public. Oregon law does not always require that the public be permitted to speak The Ashland City Council generally invites the. public to speak on agenda items and during public forum on non -agenda items unless time constraints limit public testimony. No -person has an absolute tight to speak or participate in every phase of a proceeding. Please respect the order ofproceedings for public hearings and strictly follow the directions of the presiding officer. Behavior or actions which are unreasonably loud or disruptive are disrespecyid, and may constitute disorderly conduct. Offenders will be requested to leave the room Comments and statements by speakers do not represent the opinion of the City Council, City Officers of employees or the City of Ashland- Speaker Request Form THIS .FORM IS A PUBLIC RECORD AIJ, INFORMATION FROWDED WIIJ, 13E MADE AVAILABLE TO THE PUBLIC 1) Complete this form and return it to the City Recorder prior to the discussion of the item you wish to speak about. 2) Speak to the City Council from the table podium, microphone. 3) State your name and address for the record. 4) Limit your comments to the amount of time given to you by the Mayor, usually 3 or 5 minutes. 5) If you present written materials, please give a copy to the City Recorder for the record. 6) You may give written comments to the City Recorder for the record if you do not wish to sp eak. (Comments can be added to the back of this sheet if necessary) 7) Speakers are solely responsible for the content of their public statement. Toni lit s MeetinL), Date 9 Name RogLa!ar Meeting Agenda topiditem number. Topic for public forum (non agenda item moo Land Use Public Hearin Please indicate the following: For: Against: Challenge for Conflict of Interest or Bias If you are challenging a member (a city councilor or a planning commissioner) with a conflict of interest or bias, please write your allegation complete with supporting facts on this form and deliver it to the clerk immediately. The Presiding Officer will address the written challenge with the member. Please be respectful of the proceeding and do not interrupt. You may also provide testimony about the challenge when you testify during the normal order of proceedings. Written Comments/Challenge: The Public Meeting Law requires that all city meetings are open to the public. Oregon law does not always require that the public be permitted to speak The Ashland City. Council generally invites the, public to speak on agenda items and during public forum on non -agenda items unless time constraints limit public testimony. No person has an absolute fight to speak or participate in every phase of a proceeding. Please respect the order ofproceedings for public hearings and strictly follow the directions of the presiding officer. Behavior or actions which are unreasonably loud or disruptive are disrespectful, and may constitute disorderly conduct. Offenders will be requested to leave the room Comments and statements by speakers do not represent the opinion of the City Council, City Officers or employees or the City of Ashland- Speaker Request Form TIEUES FORM IS A PUBLIC RECORD 1) Complete this form and return it to the City Recorder prior to the discussion of the item you wish to speak about- 2) Speak to the City Council from the table podium microphone. 3) State your name and address for the record. 4) Lin -tit your comments to the amount of time given to you by the Mayor, usually 3 or 5 minu-tes. 5) If you present written materials, please give a copy to the City Recorder for the record. 6) You may give written comments to the City Recorder for the record if you do not wish to speak. (Comments can be added to the back of this sheet if necessary) 7) Speakers are solely responsible for the content of their public statement- Tonight..'s Meeting Date Name Regyjar Meeting Agenda topic/item number OR Topic for public forum (non agenda Land Use Public Hearin Please indicate the following: For: Against: Challenge for Conflict of Interest or Bias If you are challenging a member (a city councilor or a planning commissioner) with a conflict of interest or bias, please write your allegation complete with supporting fkts on this form and deliver it to the clerk immediately- The Presiding Officer will address the written challenge with the member. Please be respectful of the proceeding and do not interrupt- You may also provide testimony about the challenge when you testify during the normal order of proceedings_ WrittenCommentsICballenge: The Public Meeting Law requires that all city meetings are open to the public. Oregon law does not always require that the public he permitted to speak. The Ashland City. Council generally invites the, public to speak on agenda items and during public forum on non -agenda items unless time constraints limit public testimony- No -person has an absolute tight to speak or participate in every phase of a proceeding. Please respect the order ofproceedings for public hearings and strictly follow the directions of the presiding officer. Behavior or actions -which are unreasonably loud or disruptive are disrespectful, and may constitute disorderly conduct. Offenders will be requested to leave the room Comments and statements by speakers do not represent the opinion of the City Council, City Officers or employees or the City of Asbland. Speaker Request Form TfffS.FORM IS A PUBLIC RECORD NLL INFORMATION PROVIDED WILL BE AUDE AVAILABLE TO THE PUBLIC 1) Complete this form and return it to the City Recorder prior to the discussion of the itemLYOU wish to speak about 2) Spcak to the City Council from the table podium, microphone. 3) State your name and address for the record. 4) Limit your comments to the, amount of time given to you by the Mayor, usually 3 or 5 minutes. 5) If you present written materials, please give a copy to the City Recorder for the record. 6) You may give written comments to the City Recorder for the record if you do not wish to speak. (Comments can be added to the back of this sbeet if necessary) 7) Speakers are solely responsible for the content of their public statement. Tonight.'sme.eting Date L�AU\r V\ ',/J 5 Name 41014M.1 " Agenda topic/item number OR Topic for public forum (non agenda Land Use Public Hearing Please indicate the fofloww'g: For: Against: Challenge for Conflict of Interest or Bias If you are challenging a member (a city councilor or a planning commissioner) with a conflict of interest or bias, please write your allegation complete with supporting facts on this form and deliver it to the clerk immediately. The Presiding Officer will address the written challenge with, the member. Please be respectful of the proceeding and do not interrupt. You may also provide testimony about the challenge when you testify during the normal order of proceedings, Written Comments/Challenge: The Public Meeting Law requires that all city meetings are open to the public. Oregon law does not always require that the public be permitted to speak ne Ashland City Council generally invites the, public to speak on agenda items and during public forum on non -agenda items unless time constraints limit public testimony. No -person has an absolute right to speak or participate in every phase of a proceeding. Please respect the order ofproceedings for public hearings and strictly follow the directions of the presiding officer. Behavior or actions -which are unreasonably loud or disruptive are disrespectful, and may constitute disorderly condi4ct. Offenders will be requested to leave the room Comments and statements by speakers do not represent the opinion of the City Council, City Officers or ernployces or the City of Ashland. Speaker Request Form TMS.FORM IS A PUBLIC RECORD ALL INFORMATION PROVIDED WILL BE MADE, AVAILABLE TO ME PUBLIC 1) Complete this form and return it to the City Recorder prior to the discussion of the item you wish to speak about 2) Speak to the City Council from the table podium microphone. 3) State your name and address for the record. 4) Limit your comments to the amount of time given to you by the Mayor, usually 3 or 5 minutes. 5) If you present written materials, please give a copy to the City Recorder for the record. 6) You may give written comments to the City Recorder for the record if you do not wish to speak, (Comments can be added to the back of this sheet if necessary) 7) Speakers are solely responsible for the content of their public stateincirt. TonighVs Meeting Date Z,(,) -z— Name n c'-'b RegWar Meefing Agenda topic/item number OR Topic for public forum (non agenda item) Land Use Public Hearing Please indicate the following: For: Against: Challenge for Conflict of Interest or Bias If you are challenging a member (a city councilor or a planning commissioner) with a conflict of interest or bias, please write your allegation complete with supporting facts on this form and deliver it to the clerk immediately. The Presiding Officer will address the written challenge with the member. Please be respectful of the proceeding and do not interrupt- You may also provide testimony about the challenge when you testily during the normal order of proceedings. Written Comments/Challenge:' The Public Meeting Law requires that all city meetings are open to the public. Oregon law does not always require that the public be permitted to speak The Ashland City Council generally invites the. public to speak on agenda items and during public forum on non -agenda items unless time constraints limit public testimony. -No person has an absolute fight to speak or participate in every phase of a proceeding. Please respect the order ofproceedings for public hearings and strictly follow the directions of the presiding officer. Behavior or actions which are unreasonably loud or disruptive are disrespectful, and may constitute disorderly conAct. Offenders will be requested to leave the room. Comments and statements by speakers do not represent the opinion of the City Council, City Officers or employees or the City of Ashland- Speaker Request Form THIS DORM IDS APTJBIAC RECOWD ALI, INFORMATION PROVIDED WILL BE MADE AVAILABLE TOT11F PUBLIC 1) Complete this form and return it to the City Recorder prior to the discussion of the item you wish to speak about. 2) Speak to the City Council from the table podium microphone. 3) State your name and address for the record. 4) Limit your comments to the amount of time given to you by the Mayor, usually 3 or 5 minutes. 5) If you present written materials, please give a copy to the City Recorder for the record. 6) You may give written comments to the City Recorder for the record if you do not wish to speak. (Comments can be added to the back of this sheet if necessary) 7) Speakers are solely responsible for the content of their public statement. Tonight's Meeting Date 3 17- 11 4-1� Name �y0id��t . � �Vt Regglar Meetin Agenda topic/item number OR Topic for public forum (non agenda item 0 � Q) 1 i — - A -Amp Land Use Public Hearin Please indicate the following: For: Against: Challenge for Conflict of Interest or Bias If you are challenging a member (a city councilor or a planning commissioner) with a conflict of interest or bias, please write your allegation complete with supporting facts on this form and deliver it to the clerk immediately. The Presiding Officer will add -Tess the written- challenge with the member. Please be respectful of the proceeding and do not interrupt. You may also provide testimony about the challenge when you testify during the normal order of proceedings. Written Comments/Challenge: The Public Meeting Law requires that all city meetings are open to the public. Oregon law does not always require that the public be permitted to speak The Ashland City Council generally invites the, public to speak on agenda items and during public forum on non -agenda items unless time constraints limit public testimony. No person has an absolute tight to speak or participate in every phase of a proceeding. Please respect the order ofproceedings for public hearings and strictly follow the directions of the presiding officer. Behavior or actions which are unreasonably loud or disruptive are disrespectful, and may constitute disorderly conduct. Offenders will be requested to leave the room Comments and statements by speakers do not represent the opinion of the City Council, City Officers or employees or the City of Ashland_ Speaker Reque-st Form T111S.FORM IS A PUBLIC RECORD ALI, INFORMATION. PROVIDED WILL BE MADE AVAILABLE TO THE PUBLIC 1) Complete this form and return it to the City Recorder prior to the discussion of the item you wish to speak about. 2) Speak to the City Council from the table podium microphone. 3) State your name and address for the record. 4) Limit your comments to the amount of time given to you by the Mayor, usually 3 or 5 minutes. 5) If you present written materials, please give a copy to the City Recorder for the record. 6) You may give written comments to the City Recorder for the record if you do not wish to speak, (Comments can be added to the back of this sheet if necessary) 7) Speakers are solely responsible for the content of their public statement- Tonight,'s Meeting Date Name Agenda topiclitem numberdoh d' Topic for public forum (non agenda item) Land.Use Public Hearing Please indicate the following: For: Against: Challenge for Conflict of Interest or Bias If you are challenging a member (a city councilor or a planning conunissioner) with a conflict of interest or bias, please write your allegation complete with supporting facts on this form and deliver it to the clerk immediately. The Presiding Officer will address the written challenge with the member. Please be respectful of the proceeding and do not interrupt. You may also provide testimony about the challenge when you testify during the normal order of proceedings, Written Comments/Challeirge:' The Public Meeting Law requires that all city meetings are open to the public. Oregon law does not always require that the public be permitted to speak The Ashland City. Council generally invites the, public to speak on agenda items and during public forum on non -agenda items unless time constraints limit public testimony. No person has an absolute right to speak or participate in every phase of a proceeding Please respect the order ofproceedings for public hearings and strictly follow the directions of the presiding officer. Behavior or actions which are unreasonably loud or disruptive are disrespectful, and may constitute disorderly conduct. Offenders will be requested to leave the room, Comments and statements by speakers do not represent the Opinion Of the City Council, City Officers Of employees or the City of Asliland- Speaker Request Form TITFS .FORM IS A PUBLIC RECORD ALL INFORMATION PROVIDED WILL BE MADE' AVAILABLE TOTHE PIJBIAC 1) Complete this form and return it to the City Recorder prior to the discussion of the item you wish to speak about. 2) Speak to the City Council from the table podium, microphone. 3) State your name and address for the record. 4) Limit your comments to the amount of time given to you by the Mayor, usually 3 or 5 minutes, 5) If you present written materials, please give a copy to the City Recorder for the record. 6) You may give written comments to the City Recorder for the record if you do not wish to sp cak, (Comments can be added to the back of this sheet if necessary) 7) Speakers are solely responsible for the content of their public statement_ W60030 Agenda topic/item number OR Topic for public forum (non agenda item) Land Use Public Hearing Please indicate the foHow'wg: For: Against: Challenge for Conflict of Interest or Bins If you are challenging a member (a city councilor or a planning commissioner) with a conflict of interest or bias, please write your allegatioD complete with supporting facts on this form and deliver it to the clerk immediately. The Presiding Officer will address the written challenge with the member. Please be respectful of the proceeding and do not interrupt. You may also provide testimony about the challenge when you testify during the normal order of proceedings. Written Comments/Challenge:' The Public Meeting Law requires that all city meetings are open to the public. Oregon law does not always require that the public be permitted to speak The Ashland City Council generally invites the. public to speak on agenda items and during public forum on non -agenda items unless time constraints limit public testimony. No -person has an absolute right to speak or participate in every phase of a proceeding. Please respect the order ofproceedings for public hearings and strictly follow the directions of the presiding officer. Behavior or actions which are unreasonably loud or disruptive are disrespectful, and may constitute disorderly conAct. Offenders will be requested to leave the room. Comments and statements by speakers do not represent the opinion of the City Council, City Officers of employees or the City of Ashland_ Speaker.Reque-st Form THTSY ORM IS A PTJBIAC RECORD AIA, INFORMATION PROVIDED WILL BE MADE AVAILABLE TO THE PUBLIC 1) Complete this form and return it to the City Recorder prior to the discussion of the item you wish to speak about 2) Speak to the City Council from the table podium microphone. 3) State your name and address for the record. 4) Limit your comments to the amount of time given to you by the Mayor, usually 3 or 5 minutes. 5) If you present written materials, please give a copy to the City Recorder for the record. 6) You may give written comments to the City Recorder for the record if you do not wish to speak. (Comments can be added to the back of this sheet if necessary) 7) Speakers are solely responsible for the content of their public statement. Tonight s Meeting Date /14 8 E4-( L A-4 7=- Name Ran- ma MIW-14 Agenda topic/item number OR Topic for public forum (non agenda Land Use Public Hearing Please indicate the following: For: Against: Challenge for Conflict of Interest or Bias If you are challenging a member (a city councilor or a planning commissioner) with a conflict of interest or bias, please write your allegation complete with supporting facts on this form and deliver it to the clerk -immediately. 'I'lic Presiding Officer will address the written challenge with the member. Please be respectful of the proceeding and do not interrupt. You may also provide testimony about the challenge when you testify during the normal order of proceedings. Written Comments/Challenge: ne Public Meeting Law requires that all city meetings are open to the public. Oregon law does not always require that the public be permitted to speak 1he Ashland City. Council generally invites the, public to speak on agenda items and during public forum on non -agenda items unless time constraints limit public testimony. No person has an absolute right to speak or participate in every phase of a proceeding Please respect the order of proceedings for Public hearings and strictly follow the directions of the presiding officer. Behavior or actions which are unreasonably loud or disruptive are disrespectful, and may constitute disorderly conduct. Offenders will be requested to leave the room Comments and statements by speakers do not represent the opinion of the City Council, City Officers or employees or the City of Ashland- Speaker Request Form TEAS FORM IS A PUBIAC RECORD AIA, INFORMA11O1'dPROVIDED WILL BE MADE AVAIIABLE TO TYIE PUBLIC 1) Complete this form and return it to fl-i-e City Recorder prior to the discussion of the item you wish to speak about. 2) Speak to the City Council from the table podium microphone. 3) State your name and address for the record. 4) Limit your comments to the amount of time given to you by the Mayor, usually 3 or 5 minutes. 5) If you present written materials, please give a copy to the City Recorder for the record, 6) You may give written comments to the City Recorder for the record if you do not wish to speak. (Comments can be added to the back of this sheet if necessary) 7) Speakers are solely responsible for the content of their public statement. Agenda topiclitem number. Topic for public forum (non agenda we Land Use Public Hearing Please indicate the following: For: Against: Challenge for Conflict of Interest or Bias If you are challenging a member (a city councilor or a planning commissioner) with a conflict of interest or bias, please write your allegation complete with supporting facts on this form and deliver it to the clerk immediately. The Presiding Officer will address the written challenge with the member. Please be respectful of the proceeding and do not interrupt- You may also provide testimony about the challenge when you testify during the normal order of proceedings. Written Comments/Challenge:' The Public Meeting Law requires that all city meetings are open to the public. Oregon law does not always require that the public be permitted to speak The Ashland City. Council generally invites the, public to speak on agenda items and during public forum on non -agenda items unless time constraints limit public testimony. No person has an absolute right to speak or participate in every phase of a proceeding. Please respect the order ofproceedingsfor public hearings and strictly follow the directions of the presiding officer. Behavior or actions which are unreasonably loud or disruptive are disrespectful, and may constitute disorderly conduct. Offenders will be requested to leave the room Comments and statcments by Speakers do not represent the opinion of the City Council, City Officers or employees or the City of Ashland. Speaker Request Form THIS .FORM IS A PUBLIC RECORD ALL INFORMATION PROVIDED W11,L BE MADE AVAILABLE TO TRE PUBLIC 1) Complete this form and return it to the City Recorder prior to the discussion of the item you wish to speak about. 2) Speak to the City Council from the table podium microphone. 3) State your name and address for the record. 4) Limit your comments to the amount of time given to you by the Mayor, usually 3 or 5 minutes. 5) If you present written materials, please give a copy to the City Recorder for the record. 6) You may give written comments to the City Recorder for the record if you do not wish to speak. (Comments can be added to the back of this sheet if necessary) 7) Speakers are solely responsible for the content of their public statement. HIM Agenda topic/item number OR Topic for public forum (non agenda item) Ltya Land Use Public Hearing Please indicate the following: For: Against: Challenge for Conflict of Interest or Bias If you are challenging a member (a city councilor or a planning commissioner) with a conflict of interest or bias, please write your allegation complete with supporting facts on this form and deliver it to the clerk immediately. The Presiding Officer will address the written challenge with the member. Please be respectful of the proceeding and do not interrupt. You may also provide testimony about the challenge when you testify during the normal order of proceedings. Written Comments/Challenge: The Public Meeting Law requires that all city meetings are open to the public. Oregon law does not always require that the public be permitted to speak The Ashland City. Council generally invites the public to speak on agenda items and during public forum on non -agenda items unless time constraints limit public testimony. No person has an absolute fight to speak or participate in every phase of a proceeding. Please respect the order ofproceedings for public hearings and strictly follow the directions of the presiding officer. Behavior or actions which are unreasonably loud or disruptive are disrespectful, and may constitute disorderly cond:uct. Offenders will be requested to leave the room Comments and statements by speakers do not represent the opinion of the City Council, City Officers or employees or the City of Ashland. Speaker Request Form TMSY ORM IS A PUBLIC RECORD ALI, INFORMATION PROVIDED WILL BE MADE AVAILABLE TO THE PUBLIC 1) Complete this form and return it to the City Recorder prior to the discussion of the itel a you )Yjjsib to speak about 2) Speak to the City Council from the table podium microphone. 3) State your name and address for the record. 4) Limit your comments to the amount of time given to you by the Mayor, usually 3 or 5 minutes. 5) If you present written materials, please give a copy to the City Recorder for the record. 6) You may give written comments to the City Recorder for the record if you do not wish to speak. (Comments can be added to the back of this sheet if necessary) 7) Speakers are solely responsible for the content of their public statement_ Tonight's Meeting Date Name Agenda topic/item number. MR Topic for public forum (non agenda item) 1C' 0 aA 2 111 Land Use Public H!j-a�nn Plea.se indicate the following: For: Against: Challenge for Conflict of Interest or Bias If you are challenging a member (a city councilor or a planning commissioner) with a conflict of interest or bias, please write your allegation complete with supporting facts on this form and deliver it to the clerk immediately. The Presiding Officer will address the written challenge with the member. Please be respectful of the proceeding and do not interrupt- You may also provide testimony about the challenge when you testify during the normal order of proceedings. Written Commerrts/Cballenge:' The Public Meeting Law requires that all city meetings are open to the _public. Oregon law does not always require that the public be permitted to speak .The Ashland City. Council generally invites the, public to speak on agenda items and during public forum on non -agenda items unless time constraints limit public testimony. No person has an absolute fight to speak or participate in every phase of a proceeding. Please respect the order ofproceedings for public hearings and strictly follow the directions of the presiding officer. Behavior or actions which are unreasonably loud or disruptive are disrespec�I, and may constitute disorderly conduct. Offenders will be requested to leave the room Comments and statements by speakers do not represent the opinion of the City Council, City Officers or employees or the City of Ashland- Speaker Request Form TMS.FORM IS A PUBLIC RECORD ALL INFORMATION PROVIDED WILL BE MADE AVAILABLE TO THE PUBLIC 1) Complete this form and return it to the City Recorder prior to the discussion of the itexn_ypu wish to speak about. 2) Speak to the City Council from the table podium microphone. 3) State your name and address for the record. 4) Limit your comments to the amount of time given to you by the Mayor, usually 3 or 5 minutes. 5) If you present written materials, please give a copy to the City Recorder for the record. 6) You may give written comments to the City Recorder for the record if you do not wish to sp eak- (Comments can be added to the back of this sheet if necessary) 7) Speakers are solely responsible for the content of their public statement. Agendatopic/it I em number OR On V. K C, 10 Vn %' C41 w,%* Topic for public forum (non agenda Land Use Public Hearing Please indicate the following: For: Against: Challenge for Conflict of Interest or Bias If you are challenging a member (a city councilor or a planning commissioner) with a conflict of interest or bias, please write your allegation complete with supporting facts on this form and deliver it to the clerk immediately. The Presiding Officer will address the -written challenge with the member. Please be respectful of the proceeding and do not interrupt. You may also provide testimony about the challenge when you testify during the normal order of proceedings. Written Comments/Challenge: The Public Meeting Law requires that all city meetings are open to the public. Oregon law does not alivays require that the public be permitted to speak The Ashland City Council generally invites the, public to speak on agenda items and during public forum on non -agenda items unless time constraints limit public testimony. No person has an absolute right to speak or participate in every phase of a proceeding. Please respect the order ofproceedings for public hearings and strictly follow the directions of the presiding officer. Behavior or actions which are unreasonably loud or disruptive are disrespectful, and may constitute disorderly conduct. Offenders will be requested to leave the room Comments and statements by speakers do not represent the opinion of the City Council, City OfFicers or employees or the City of Ashland. Speaker Request Form THIS FORM IS A PUBLIC RECORD ,D WILL BE MADE AVAILABLE TO THE PUBLIC 1) Complete this form and return it to the City Recorder prior to the discussion of the item you wish to speak about. 2) Speak to the City Council from the table podium Microphone. 3) State your name and address for the record. 4) Limit your comments to the amount of time given to you by the Mayor, usually 3 or 5 minutes. 5) If you present written materials, please give a copy to the City Recorder for the record. 6) You may give written comments to the City Recorder for the record if you do not wish to speak. (Comments can be added to the back of this sheet if necessary) 71 Sneaker.-, are solelv resDonsible for the content of their -Dublic statement. Agenda topic/item number OR Topic for public forum (non agenda item) Land Use Public Hea!jRg Please indicate the following: For: Against: Challenge for Conflict of Interest or Bias If you are challenging a member (a city councilor or a planning commissioner) with a conflict of interest or bias, please write your allegation complete with supporting facts on this form and deliver it to the clerk immediately. The Presiding Officer will address the written, challenge with the member. Please be respectful of the proceeding and do not interrupt- You may also provide testimony about the challenge when you te�Y during the normal order of proceedings. Written Comments/Challenge: The Public Meeting Law requires that all city meetings are open to the public. Oregon law does not always require that the public be permitted to speak The Ashland City Council generally invites the public to speak on agenda items and during public forum on non -agenda items unless time constraints limit public testimony- No -person has an absolute fight to speak or participate in every phase of a proceeding. Please respect the order of proceedings for public hearings and strictly follow the directions of the presiding officer. Behavior or actions which are unreasonably loud or disruptive are disrespectful, and may constitute disorderly conduct. Offenders will be requested to leave the room Comments and statements by speakers do not represent the opinion of the City Council, City Officers or employees or the City of Ashland - DocuSign Envelope ID: DB3761EA-3F54-4297-9D8D-B7291258D023 �C I T Y 0 F ASHLAND A PROCLAMATION FOR NATIONAL PUBLIC SAFETY TELECOM MUNICATORS WEEK 2023 IN ASHLAND WHEREAS, emergencies can occur at any time that require police, fire or emergency medical services, and WHEREAS, when an emergency occurs the prompt response of police officers, firefighters and paramedics is critical to the protection of life and preservation of property, and WHEREAS, the safety of our police officers and firefighters is dependent upon the quality and accuracy of information obtained from citizens who telephone Emergency Communications of Southern Oregon (ECSO 911), and WHEREAS, Public Safety Telecommunicators are the first and most critical contact our citizens have with emergency services, and WHEREAS, Public Safety Telecommunicators are the single vital link for our police officers and firefighters by monitoring their activities by radio, providing them information and ensuring their safety, and WHEREAS, Public Safety Telecommunicators of ECSO 911 have contributed substantially to the apprehension of criminals, suppression of fires and treatment of patients, and WHEREAS, each dispatcher has exhibited compassion, understanding and professionalism during the performance of their job in the past year. NOW, THEREFORE, I, Tonya Graham, Mayor of the City of Ashland, Oregon, on behalf of the City Council, do hereby acknowledge April 9 through 15, 2023, to be National Public Safety Telecommunicators Week 2023 in the City of Ashland, in honor of the men and women whose diligence and professionalism keep our city, county and nation safe. Their work to protect our community proves that In Ashland we are 'Better Together." Dated this 21st day of March 2023 Tonya Grahc9n, Mayor DoeuS191— by: A02A82AOESF2482... Melissa Huhtala, City Recorder e r r o r ASHLAND A PROCLAMATION IN HONOR OF CESAR CHAVEZ WHEREAS, on March 31, 2023, we celebrate the life and legacy of Cesar Estrada Chavez, a champion for social justice and advocate for hardworking people who build and sustain our nation. Born into poverty and raised by migrant workers, Chavez courageously dedicated his life to improving conditions for workers across the country. Chavez witnessed firsthand the inequities of an economy that only serve those at the top and left millions of hardworking Americans behind. Today as we continue to build an economy that rewards work and not just wealth, we stand on the shoulders of Cesar Chavez and carry forward his fight to advance the rights and dignity of working people. WHEREAS, when Cesar Chavez founded the United Farm Workers of American alongside Dolores Huerta, he drew national attention to the many agricultural workers who experience inhumane working conditions and unlivable wages. Through strikes, marches, and boycotts, he inspired millions of people across the county to fight for a safe and healthy workplace, better wages, improved workplace protection from sickness and disability, and other core rights and protections. WHEREAS, in the process, Chavez inspired generations of people across all backgrounds, ages, and industries to organize, bargain, and expand opportunity for workers and their families. His devotion to "viva la causa" ("long live the cause") brought hope to workers and Latinos across the Nation, and his fight for justice, equality and dignity gave workers and Latinos everywhere a voice. Today we must summon the same courage and moral clarity to carry his legacy forward. NOW, THEREFORE, I, Tonya Graham, Mayor of the City of Ashland, Oregon, on behalf of the City Council, do hereby acknowledge March 31 as Cesar Chavez Day. and call upon the people of Ashland to observe this day with appropriate reflection and learning. In Ashland we are "Better Together." Dated this 21st day of March 2023 Tonya Grahckn, Mayor Forrakal AJJA A-- 0 � , . � A City Recorder %-,,a % a ( o h5k► n �nC ? co Y CITY OF ASHLAND A PROCLAMATION OF ARBOR DAY 2023 IN ASHLAND WHEREAS, in 1872, the Nebraska Board of Agriculture established a special day to be set aside for the planting of trees, and WHEREAS, this holiday, called Arbor Day, was first observed with the planting of more than a million trees in Nebraska, and WHEREAS, Arbor Day is now observed throughout the nation and the world, and WHEREAS, trees can be a solution to combating climate change by reducing the erosion of our precious topsoil by wind and water, cutting heating and cooling costs, moderating the temperature, cleaning the air, producing life-giving oxygen, and providing habitat for wildlife, and WHEREAS, trees are a renewable resource giving us paper, wood for our homes, fuel for our fires, and countless other wood products, and WHEREAS, trees in our city increase property values, enhance the economic vitality of business areas, and beautify our community, and WHEREAS, trees — wherever they are planted — are a source of joy and spiritual renewal. NOW, THEREFORE, I, Tonya Graham, Mayor of the City of Ashland, Oregon, on behalf of the City Council, do hereby acknowledge April 28, 2023, as Arbor Day in the City of Ashland, and urge all citizens to celebrate Arbor Day and to support efforts to protect our trees and woodlands, and Further, urge all citizens to plant trees to gladden the heart and promote the well-being of this and future generations. In Ashland we are "Better Together." Dated this 21st day of March 2023 Tonya Gralfam, Mayor APiz, A I)o V Malisaa#fahtafa, CitJ Recorder Altv-5a. codz�v�sl�� CIiT OF ASHLAND-� 6e&,E'4.1 uye A PROCLAMATION OF FOOD WASTE PREVENTION WEEK IN ASHLAND, APRIL 10-16, 2023 WHEREAS, up to 35% of all food produced is thrown away, and a family of four could save an average of $1,800 annually on uneaten food; and WHEREAS, food in landfills, when buried without air will decompose and release methane gas, which contributes to climate change and we have a responsibility in helping the next generation adopt good sustainability practices; and WHEREAS, we have the opportunity to save shared resources, like land, water, energy and transportation used to make food available that ultimately goes uneaten, and everyone would benefit from utilizing food resources better. NOW, THEREFORE, I, Tanya Graham, Mayor of the City of Ashland, Oregon, on behalf of the City Council, do hereby proclaim the week of April 10-16, 2023, FOOD WASTE PREVENTION WEEK in Ashland, and we encourage all residents to commit to the practice of reduce, recover, and recycle food waste. In Ashland we are "Better Together." Dated this 27st day of March 2023 Tanya Gra66m, Mayor A �)-qw I ZtA 1 Mokssa+kthtsta, City Recorder 4tt55q tic/0'( ZtnS i