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2022-09-20 Council Meeting
ASHLAND CITY COUNCIL BUSINESS MEETING AGENDA Tuesday, September 20, 2022 View on Channel 9 or Channels 180 and 181 (Charter Communications) or live stream via rvtv.sou.edu select RVTV Prime. HELD HYBRID (Limited In -Person Social Distancing Seating and Zoom Meeting Access) The Special Business Meeting will be held in Council Chambers, 1175 E. Main Street. Written and oral testimony will be accepted for public input. For written testimony, email public-testimonv(&ashland.or.us using the subject line: Ashland City Council Public Testimony. For oral testimony, fill out a Speaker Request Form at ashland.or.us/speakerrequest and return to the City Recorder. 6:00 PM Regular Business Meeting* I. CALL TO ORDER II. PLEDGE OF ALLEGIANCE III. ROLL CALL IV. MAYOR'S ANNOUNCEMENTS Land Acknowledgement** V. APPROVAL OF MINUTES 1. Business Meeting of August 16, 2022 2. Study Session of August 1, 2022 3. Business Meeting of September 6, 2022 Minutes of Boards, Commissions and Committees*** VI. SPECIAL PRESENTATIONS PUBLIC FORUM 1. Wildfire Safety Commission Annual Report VII. CITY MANAGER REPORT VIII. CONSENT AGENDA 1. Approval of Mayor's Appointment of Echo Fields to the Housing and Human Services Commission 2. Approval of Mayor's Appointment of Rich Rohde to the Housing and Human Services Commission 3. Approval of Liquor License for Sammich 4. Approval of Liquor License Renewals IX. PUBLIC HEARINGS X. UNFINISHED BUSINESS 1. Resolution 2022-24 Creating Standing Advisory Committees 2. Comprehensive Sanitary Sewer Collection System Master Plan Adoption 3. Talent -Ashland -Phoenix (TAP) Intertie Master Plan Adoption 4. Stormwater and Drainage Master Plan Adoption 5. Resolution 2022-29 Water Revenue Bond Authorizing XI. NEW AND MISCELLANEOUS BUSINESS 1. Resolution Accepting Public Art Donation — "Ancestor's Future: Crystallizing Our Call" XII. ORDINANCES, RESOLUTIONS AND CONTRACTS XIII. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS XIV. ADJOURNMENT OF BUSINESS MEETING * 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's Boards and Commissions meetings may be found at the City's website, httns://www.ashland.or.us/Aeendas.asn . Use the View By box to select the Board or Commission information you are seeking. 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 I). DocuSign Envelope ID: CCD937B9-4912-4159-B92A-8C2261127A85 ASHLAND CITY COUNCIL BUSINESS MEETING DRAFT MINUTES Tuesday, August 16, 2022 View on Channel 9 or Channels 180 and 181 (Charter Communications) or live stream via rvtv.sou.edu select RVTV Prime. HELD HYBRID (Limited In -Person Social Distancing Seating and Zoom Meeting Access) The Special Business Meeting will be held in Council Chambers, 1175 E. Main Street. Written and oral testimony will be accepted for public input. For written testimony, email public-testimonvAashland.or.us using the subject line: Ashland City Council Public Testimony. For oral testimony, fill out a Speaker Request Form at ashland.or.us/speakerrequest and return to the City Recorder.;ASHLAND CITY COUNCIL 5:30 PM Executive Session The Ashland City Council will hold an Executive Session and may conduct the following: 1. Deliberations with persons designated by the governing body to carry on labor negotiations, pursuant to ORS 192.660(2)(d). Mayor Akins called the Executive Session was called to order at 5:30 PM. Mayor Akins, Council Hyatt, Councilor Graham, Councilor Moran Councilor Seffinger, Councilor DuQuenne and Councilor Jensen were Present. The Executive Session was adjourned at 6:02 PM. I. CALL TO- ORDER Mayor Akins called the Council Business Meeting to order at 6:11 PM. II. PLEDGE OF ALLEGIANCE Councilor Moran led the Pledge of Allegiance. III. ROLL CALL Councilors' Hyatt; Graham, Moran, Akins, Seffinger; DuQuenne, and Jensen were present. IV. MAYOR'S ANNOUNCEMENTS Councilor Graham read the Land Acknowledgement. V. APPROVAL OF MINUTES VI. CITY MANAGER REPORT City Manager Joe Lessard gave the Manager Report. Items discussed were: Page l of 8 DocuSign Envelope ID: CCD937B9-4912-4159-B92A-8C2261127A85 • Arrival of new ambulances for the Fire Department • A grant for the Fire Department • Reeder Reservoir capacity compared to last year • Chip and seal work had begun on several roads this week. VII. SPECIAL PRESENTATIONS VIII. PUBLIC FORUM Barry Thald — Ashland- Spoke regarding his background with public art in Ashland. He spoke to the importance of art and commented on the process for the "Crystalizing Our Call" sculpture. Linda Peterson Adams- Ashland -Thanked Fire Chief Sartain and Division Chief Forestry Division, Chris Chambers for their work regarding wildfire and fire prevention. She referred to the Almeda conflagration and expressed concern regarding evacuation routes. Kelly Marcotulli-Ashland - Spoke to the 10% to 20% of citizens experiencing negative reactions to EMFs and the medical community's lack of understanding regarding this issue. She wanted the issue referred to the SERJ Commission. Lola May Haynes — Ashland - Spoke to the importance of the "Say Their Names" art installation and the racism she has experienced in Ashland since she was young. A physical representation of love and support for black community was needed. Alternately, the artist who created the "Crystalizing Our Call" sculpture should be compensated. Cassie Preskenis -Ashland - Served on the Public Arts Commission (PAC). She commented on the process regarding the sculpture "Crystalizing Our Call" and explained how racism existed in Ashland. Kofi Preskenis - Ashland — Spoke regarding why historical art is so important and shared how one sculpture regarding slavery changed him in a powerful way. Paikea Preskenis — Ashland — Spoke that this inspired her seeing all of the art because it shows howlife actually works. Aziza Preskenis — Ashland — Spoke in support of the art and how a black history tour and artwork in the south changed her. Tony Foster — Ashland — Spoke regarding the significance of the art installation and the importance to art in general in the community. He spoke that there is a lot of historical meaning and emphasized the cultural resource. He spoke that he wanted everyone's action to follow the principles of equity, diversity and change the history of Southern Oregon and Ashland. Jaime Powell — Ashland — Spoke regarding the process for the "Crystalizing Our. Call" sculpture and spoke to the trauma of racism,' and how a remedy for white dominance was committees and groups where white bodied people could learn to listen more, and black and brown bodied people could be heard. Page 2 of 8 DocuSign Envelope ID: CCD937B9-4912-4159-B92A-8C2261127A85 Liza Ebony - Explained she was a participant in the selection panel and spoke to the process used in selecting the "Crystalizing Our Call" sculpture. The criticism that not enough white people were involved in picking art piece meant to illuminate the experience of black residents in Southern Oregon was similar to politicians legislating women's bodies as well as white people telling her how to deal with racism in her town. She spoke that Ashland has a history of dismissing and silencing voices of color. She spoke that art has never had the obligation of being pretty and acceptable to everyone; it is meant to convey a sentiment. Micah — Spoke that he was the artist and explained he was not coming from militancy or anger. What he was trying to do was start conversations to look at what legitimate Community can look like and feel like with people who have similar and opposing views. He spoke that he intended the piece to be a catalyst to start and hold the space for those kinds of conversations to have sustainable relationships and build actual culture. He expressed gratitude for the experience. Faith Cohen Ketsia Carvalhaes/ Jonah Carvalhaes/Andre Carvalhaes/ /Stated their names in support of the "Crystalizing Our Call" sculpture. Ketsia Carvalhaes explained the sculpture was a powerful message and something everyone should discuss. It demonstrated diversity and equity through art. IX. CONSENT AGENDA 1. Approval of a Liquor License for Cocorico Hyatt/Moran moved to approve the Consent Agenda. Discussion: None. Voice Vote: All AYES. Motion passed unanimously. 9. PUBLIC BEARINGS — None 10. UNFINISHED BUSINESS 1. Board and Commissions Update — Resolution Creating Standing Advisory Committees Lessard gave a Staff Report. Public Testimony James McGinnis — Ashland - Spoke to combining the Climate Policy with the Conservation & Climate Outreach Commissions to create the Climate Environment Policy Advisory Committee. He agreed with combining both committees but wanted certain responsibilities defined. The duties for the CEPAC did not fit the requirements of the ordinance. Linda Peterson Adams — Ashland - Spoke on the importance of the current commissions structure and wanted to see it strengthened. Programs created by the commissions were inadequately communicated to the public for an informed and engaged citizenry. She shared her concern for the Transportation Commission. Emily Simon — Ashland - The Social Equity and Racial Justice Commission (SERJ) lost three commissioners due to the lack of communication and the wording of the documentation. The commission did not have enough people to meet and was asking for direction. Page 3 of 8 DocuSign Envelope ID: CCD937B9-4912-4159-B92A-8C2261127A85 Precious Yamaguchi - Ashland/Served as Co-chair of SERJ and shared her disappointment in the loss of three commissioners. Graham recommended the matter be added to a study session and discussed further. She suggested the Mayor appoint any Commissioners who wanted to be reappointed. Jensen agreed with Graham and proposed Council table this discussion and decision tonight until there is a Study Session on this topic. Jensen/Graham moved to continue this matter for further consideration to the Council Business meeting on September 20, 2022 and to reserve the September 19, 2022 Study Session for a topic alone of the commission rearrangement. DISCUSSION: Seffinger commented on the amount of Staff time involved supporting the commissions and the current limited staffing issues. Lessard confirmed Council wanted to receive updates to the Resolution until the Study Session in September. Roll Call Vote: Moran, Graham, Jensen, Hyatt, DuQuenne, and Seffinger: YES. Motion passed unanimously. 2. Croman Mill Site Remediation Community Development Director Bill Molnar and Planning Manager Brandon Goldman gave a Staff Report. Mr: Goldman went over a PowerPoint Presentation (see attached). Items Discussed were: • Regulatory Framework o Building Code o Public Nuisances o Department of Environmental Quality o Voluntary DEQ Inspections • Department of Environmental Quality Review • Next Steps o Ongoing City Monitoring o Community Information • Planning for Redevelopment Council discussed options. Council and Staff discussed timelines. XI. NEW AND MISCELLANEOUS BUSINESS 1. Labor Agreements and Non -represented Employees Conditions of Employment a. Management Resolution b. IBEW Clerical/Technical Union 659 — Three Year Agreement c. IBEW Electrical Union 659 — Three Year Agreement d. Management, Confidential & Unrepresented Employee — Personnel Policies Updates Page 4 of 8 DocuSign Envelope ID: CCD937B9-4912-4159-892A-8C2261127A85 Deputy City Manager Sabrina Cotta gave a Staff Report. Graham declared a conflict of interest regarding IBEW Clerical Union. She explained that her sister was a member of that union. Mayor Akins rearranged the agenda order to accommodate the conflict of interest. Council voted to recuse Councilor Graham. Roll Call Vote: Graham, Jensen, Moran, Hyatt, and DuQuenne, YES. Motion passed unanimously. Councilor Seffinger was not present for the vote. (a.) Management Resolution Jenson/Seffinger moved to approve Resolution 2022-26 clarifying certain employment conditions for management, confidential and non -represented employees for the fiscal year 2022-2025. DISCUSSION: Jensen thought it was prudent and necessary resolution and relative to retaining quality employees. This was an essential action. Seffinger agreed. Graham added this contract was for unrepresented staff and it was important to maintain parity for employees not represented by a union. Councilor Moran read a statement into the record (see attached) Graham clarified that the Parks and Recreation Department were furloughed during the pandemic. She spoke that Staff did not receive a COLA raise in 2020. She spoke that the compensation study is out of date. She spoke in support of the motion. Councilor Hyatt acknowledged there had been 25 resignations since January 1, 2022 and spoke to her concern about that. She spoke to the importance of taking care of Staff. She spoke that it is critical to the goals Council set out. She spoke in support of the motion. She thanked Ms. Cotta for in addition to being Deputy City Manager, but also Interim Human Resource Director. Mayor Akins stated how is it possible everyone is right and explained how. She spoke that it is disconnected from labor market. She spoke that the city has lost employees and this is not the only industry that is having trouble keeping employees. Roll Call Vote: Seffinger, Hyatt, Jensen, and Graham, YES: DuQuenne and Moran, NO. Motion passed 4-2. (c.) IBEW Electrical Union 659 — Three Year Agreement Ms. Cotta gave a Staff Report. Councilor Jensen/Hyatt m/s to approve the three-year labor agreement with the IBEW Electrical Union and Resolution 2022-26 repealing Resolution 2021-18 and authorize the city manager to sign the three year agreements. DISCUSSION: Hyatt noted the city would incur savings from the healthcare benefits. She explained the personal risk to linemen. People working linemen were highly trained and needed Page 5 of 8 DocuSign Envelope ID: CCD937B9-4912-4159-B92A-8C2261127A85 to be acknowledged. She would support the motion. Councilor Graham appreciated the IBEW Electrical Union meeting the city halfway. Roll Call Vote: Councilor Hyatt, Seffinger, Moran, DuQuenne, Jensen, and Graham, YES. Motion passed. Councilor Graham recused herself and left the room. (b.) IBEW Clerical/Technical Union 659 —Three Year Agreement Ms. Cotta gave a Staff Report. Council discussed how the City is paying for this item. Jensen/Hyatt moved to approve the three-year labor agreement with the IBEW Clerical and Technical Union and Resolution 2022-26 repealing Resolution 2021-18 and authorize the city manager to sign the three year agreements. DISCUSSION: Jensen thanked bargaining units. Hyatt thanked the team for bargaining with good faith. She spoke that to the importance of these agreements. She spoke that she has seen the impacts of the lack of workers being treated with value and respect. Those situations you do not always recover from. She spoke that it is important for the city to support our workers and our families and spoke in support of the motion. Moran spoke that asking difficult questions and demanding accountability had nothing to do with being appreciative of staff. He spoke in support the motion as well. Roll Call Vote: Councilor Jensen, Moran, DuQuenne, Seffinger, and Hyatt, YES. Motion passed unanimously. Graham returned to the meeting. 1. City Manager Compensation Review and Approval 1. City Manager salary adjustment following performance review by the City Council Ms. Cotta explained that City Manager Joe Lessard successfully passed his performance review. Hyatt/Jensen moved the City Manager's compensation be adjusted effective July 1, 2022, from Step 3 to Step 4 of the pay schedule classification for the city manager position in the City of Ashland. DISCUSSION: Hyatt spoke in support of the motion. Jensen spoke that Lessard had performed wonderfully in a tough job and hoped he continued. Moran agreed. He spoke that Mr. Lessard was the first City Manager as the defacto CEO. He spoke to his experience when he lived in Tokyo, Japan working with a CEO and explained getting a raise after 6 months never happened. He explained it would take at least a year. Moran spoke that he thought Mr. Lessard's contract went against his idea of a management team sending the right message. He spoke that he was supportive of what Mr. Lessard was doing but would not support the motion. DuQuenne expressed her appreciation of Mr. Lessard and his willingness to be open minded. She spoke that she hopes he continues to be brave because he does not have an easy job. Page 6 of 8 DocuSign Envelope ID: CCD93789-4912-4159-892A-8C2261127A85 Graham concurred with DuQuenne. She spoke that Council needed to understand the difference in a phase from when they discussed a contract and signed it. She spoke that if councilors had an issue with this six-month review in the contract, it should have been discussed before the City signed it. She explained once we have signed a contract it needs to be honored. She spoke in support of the motion. Mayor Akins also thanked Mr. Lessard and commented on the difficulty of his role. She sided on supporting a signed contract. Hyatt thanked Mr. Lessard for his service. Seffinger spoke in appreciation of Mr. Lessard. Roll Call Vote: Hyatt, Seffinger, Graham, Jensen, and DuQuenne, YES; Councilor Moran: NO. Motion passed 5-1. Mayor Akins thanked Ms. Cotta for her hard work with the negotiations. XH. ORDINANCES, RESOLUTIONS AND CONTRACTS 1. Resolution Establishing a Govt. Speech Policy for Commemorative & Ceremonial Flags at City Facilities Item delayed due to time constraints. 2. Chamber of Commerce Agreement for Travel Ashland Marketing Katharine Cato and Sandra Slattery spoke regarding the Travel Ashland Marketing contract. Moran questioned when the Council would see the quarterly report. Ms. Cato responded they needed a signed contract to respond, and the first quarterly report would happen in October. Graham/Seffinger moved to authorize the City Manager to enter into an agreement with the Ashland Chamber of Commerce to promote the City of Ashland as a destination for visitors. DISCUSSION: DuQuenne asked about reaching out to the airport. Ms. Cato explained there was a lot of coverage from travel agencies, visitor guides, but they could always do more. DuQuenne noted last year when the grant was received it was asked that they come back quarterly with a report and that has not happened. The City had to take from another account to fund them. She spoke that Transient Occupancy Tax (TOT) is for tourism and tourist infrastructure. She explained that Council. has the authority to grant TOT now or quarterly. She thanked them for the work they have done. Ms. Slattery explained that the Travel Ashland committee was currently booking winter right now. She explained that the Chamber was prepared to come back and meet quarterly but not month to month. Graham spoke that Ashland is one of the fastest rebounding towns in Oregon. She spoke that Travel Ashland has worked to gain diverse visitors. She spoke in support of the motion. Councilor Moran agreed with Council. He spoke that he wanted to investigate a quarterly type of system the City could fund. He that he would support the motion but was not comfortable doing so. Roll Call Vote: Hyatt, DuQuenne, Graham, Seffinger, Jensen, and Moran, YES. Motion passed unanimously. 3. First Reading - Telecommunications Ordinance Updates for Small Wireless Facilities Acting City Attorney Doug McGeary gave a Staff Report. Page 7 of 8 DocuSign Envelope ID: CCD937B9-4912-4159-B92A-8C2261127A85 He proposed new language and recommended the following motion: "I move to approve first reading of Ordinance #3213, an ordinance amending AMC Chapter 13.02 Public Rights -of -Way and Establishing Standards for Small Wireless Facilities in the Rights -Of -Way in the City of Ashland with the following corrections: 1. Insert language into 13.02.060(B)(1) as follows: "The applicant's insurance policy must not contain a pollutant exclusion clause,", and 2. Remove, Section 13.02.301E and correct paragraph designations thereafter; and 3. Insert language into 13.02.303 by creating a new section 4 that states, "Fails to comply with FCC guidelines regarding Radio Frequency emissions." And correct paragraph designations thereafter." Public Testimony Miriam Reed — Ashland -Spoke regarding tower fires and the increase of lightning strikes around them. She spoke that she thought AFN had great coverage and that cable worked just fine for what was needed. Ivy Ross — Ashland — Spoke that she was a part of Oregon for Safer Technology (OST). She spoke in concern with all cell towers and small facilities. She cautioned that the FCC was not following their own safety standards. She spoke regarding the Public Works Director having the authority to accept or deny encroachment permits for cell towers was a lot of power and questioned if it was complimentary with the Planning Division. Mayor Akins suggested having the item come back to a future meeting. Council directed Staff to bring this item back to a future Business Meeting. XIV. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS XV. ADJOURNMENT OF BUSINESS MEETING Meeting adjourned at 9:44 PM Respectfully Submitted by: ocuftned by: A&WSSa WAIA 1 �°MMUR Melissa Huhtala Attest: DoeuSipned by: J��r" ounce resident Graham Page 8 of 8 DocuSign Envelope ID: CCD937B9-4912-4159-B92A-8C2261127A85 Having qualified competent staff is an essential part of the framework for ensuring the success of any city - that is especially the case for our small town. Ensuring that staff feel supported, engaged, and have all the tools necessary to do the work at hand to support our citizens is essential. Ensuring staff is being fairly compensated for that work is an important part of the formula for success as well. With what I have seen historically Ashland staff have been incredibly well looked after. Back just a few years ago during the COVID pandemic when other - I should say most- communities, organizations and even state agencies were looking to furlough staff to meet their reduced revenue expectations the city of Ashland didn't furlough anyone. No staff were fired, managers even got paid their monthly car allowances to work from home. In fact when you review the 19-21 budget - in that 2nd year - Ashland employees were actually given an increase in compensation. Yes we have looked after our employees. We all agree that Ashland has dire fiscal issues to address. Adjustments to pay and benefits are needed when it is financially viable to do so but this council is in the midst of addressing a systemic structural deficit due to years of overspending and fiscal mismanagement so how can compensation for staff - the single biggest cost component on the budget - not be seriously looked at and addressed. On the agenda before us tonight "Compensation for Ashland Staff' - actually goes up. I acknowledge inflation is cutting into real wages but that same inflation is cutting into the real wages of our citizens struggling to pay the bills yet no one seems to care. Will the teachers, seamstresses, day laborers, waiters, tenured professors, bartenders and nurses get an increase so they can continue to live in our town? Data shows that every other home in Ashland is rent or mortgage burdened. Only 25% of people in Ashland can afford to buy a home and live here yet the 21-23 budget shows the average compensation for a Ashland city staff at $150,000 per year. Compare that to the median income of an Ashland family at $50-60k and you understand my point that Ashland has taken care of staff. The 2021-23 manager's budget proposed by Adam Hanks and approved by the Council majority (Graham, Jensen, Hyatt, Seffinger) did not include any money for raises this fiscal year putting the city in an extremely difficult situation. I think it is clear this was not only misleading, but incompetent budgeting. The Citizens Budget Committee, the Council and the people of Ashland were clearly duped and we are all paying for that now. DocuSign Envelope ID: CCD937B9-4912-4159-B92A-8C2261127A85 When organizations thrive and prosper all those who contribute to that success reap the benefits; conversely when organizations struggle those who manage need to step up and lead that organization back to success and sustainability. That's how things work. That said I appreciate management stepping up for their employees demanding they get increases and I agree those folks should be looked after - I will support that - but I think we must hold our management team accountable. Once Ashland is financially back on track we should consider pay and benefit increases for them, but not until then. In line with what I asked Joe to do last night, we need as a council to understand ALL (Each and Every one) of the services the city provides and the exact personnel needed to deliver those services. Staff needs to follow thru and do a comparative review of compensation by an independent board as requested over 2 years ago by the cost -cut Ad Hoc Committee. That review was unanimously approved and endorsed by the council yet no one did a thing. That needs to be completed immediately. I'd conclude by acknowledging that we all knew this day was coming, but the city completely failed in planning for it. Thank you. Shaun Moran CITY OF ASHLAND CITY COUNCIL DRAFT MINUTES Monday, August 1, 2022 HELD HYBRID - Council and some City Staff will be live in the Council Chambers,1175 E. Main Street. Citizens and presenters will be joining via zoom View on Channel 9 or Channels 180 and 181(for Charter Communications customers) or live stream via rvtv.sou.edu select RVTV Prime. Written and oral testimony will be accepted for public input. For written testimony, email public-testimony(a)ashland.or.us using the subject line: Ashland City Council Public Testimony. For oral testimony, fill out a Speaker Request Form at ashland.or.us/speakerrequest and return to the City Recorder. The deadline for submitting written testimony or speaker request forms will be on Monday, July 31st at 10 a.m. and must comply with Council Rules to be accepted. Mayor Akins called the Council Study Session to order at 5:30 p.m. Councilors' Hyatt, Graham, Moran, Seffinger, DuQuenne and Jensen were present. The Mayor moved items 3 and 2. 1. Public Input (15 minutes, maximum) None. 2. Rogue Retreat Pallet Houses Funding Review City Manager Joe Lessard gave a Staff report. Rogue Retreat Board Member Matt Waldrop gave a brief overview of Rogue Retreat Funding. Council discussed expenditures and profit loss. Council thanked Rogue Retreat for their work. 3. Commemorative & Ceremonial Flags at City Facilities Doug McGeary gave a Staff report. Council discussed options on which flags to hang year-round. Council gave Staff direction to bring this item back with a Resolution to the August 16, 2022 Council Business Meeting. 4. Look Ahead Lessard went over the look ahead. 5. Adjournment Graham/Moran moved to adjourn the Council Study Session at 6:27 PM. Discussion: None. All Ayes. The motion passed unanimously. Respectfully submitted by: City Recorder Melissa Huhtala Attest: Mayor Akins In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Administrator's office at (541) 488-6002 (TTY phone number 1-800-735- 2900). Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title I). ��C I T ASHLAND LEGAL DEPARTMENT Douglas M. McGeary, Acting City Attorney Carmel Stout Zahran, Assistant City Attorney Dana Smith, Administrative Analyst August 30, 2023 Re: Council Meeting Minutes from 2021 and 2022 not signed Minutes from council meetings during 2021 and all of 2022 were not signed by former Mayor Akins and therefore could not be signed by the Recorder as required by ordinance. All minutes listed below were approved by council, although the original minutes for 2021 are not available. The city attorney determined a cover letter with a list of the meeting dates missing signatures could be signed by the present mayor and recorder to meet the signature requirements in AMC 2.04.040(B.). 2021 Meetings 04/05/2021 07/06/2021 11 /16/2021 04/06/2021 07/ 19/2021 11 /23/2021 04/ 19/2021 07/20/2021 12/ 10/2021 04/20/2021 08/02/2021 12/21 /2021 05/03/2021 08/03/2021 05/04/2021 08/ 16/2021 05/ 13/2021 08/ 17/2021 05/ 17/2021 09/07/2021 05/ 18/2021 09/20/2021 06/01 /2021 11 /01 /2021 06/ 14/2021 11 /02/2021 06/ 15/2021 11 / 11 /2021 06/29/2021 11 / 15/2021 2022 Meetings 01 /03/2022 04/05/2022 08/01 /2022 12/05/2022 01/04/2022 04/19/2022 08/15/2022 12/06/2022 01/18/2022 05/02/2022 09/06/2022 12/19/2022 01/31/2022 05/03/2022 09/19.2022 12/20/2022 02/01/2022 05/16/2022 10/03/2022 02/14/2022 05-17-2022 10/04/2022 02/15/2022 06-06-2022 10/17/2022 02/28/2022 06/07/2022 10/18/2022 03/01/2022 06/21/2022 10/31/2022 03/14/2022 07/05/2022 11/01/2022 03/15/2022 07/18/2022 11/14/2022 City Recorder Melissa Huhtala LEGAL DEPARTMENT 20 East Main Street Tel: 541.488.5350 Ashland, Oregon 97520 Fax 541.552.2092 ashlond.or.us TTY: 800.735.2900 Mayor Ton a Graham •!• a !c,• ! •!• ASHLAND CITY COUNCIL BUSINESS MEETING DRAFT MINUTES Tuesday, September 6, 2022 View on Channel 9 or Channels 180 and 181 (Charter Communications) or live stream via rvtv.sou.edu select RVTV Prime. HELD HYBRID (Limited In -Person Social Distancing Seating and Zoom Meeting Access) The Special Business Meeting will be held in Council Chambers, 1175 E. Main Street. Written and oral testimony will be accepted for public input. For written testimony, email public -testimony(& ashland.or.us using the subject line: Ashland City Council Public Testimony. For oral testimony, fill out a Speaker Request Form at ashland.or.us/speakerreguest and return to the City Recorder. 6:00 PM Regular Business Meeting* I. CALL TO ORDER Mayor Akins called the Business Meeting to order at 6:00 PM. II. PLEDGE OF ALLEGIANCE Councilor Jensen led the Pledge of Allegiance. III. ROLL CALL Councilors' Graham, Hyatt, Moran and Jensen were present. Councilors' DuQuenne and Seffinger were absent. (DuQuenne arrived at 6:49 PM. IV. MAYOR'S ANNOUNCEMENTS Land Acknowledgement** Graham read the Land Acknowledgment into the record. Mayor Akins spoke regarding the option to have Councilors having the option to remote in not available to be present. It was decided to put this topic on a future Agenda. V. APPROVAL OF MINUTES 1. Business Meeting of June 21, 2022 2. Study Session of August 15, 2022 Hyatt /DuQuenne moved to approve the minutes. Discussion: None. Motion passed unanimously. Minutes of Boards, Commissions and Committees*** VI. SPECIAL PRESENTATIONS Councilor Seffinger presented the James M. Ragland Memorial Volunteer Community Service Award to Mike Hersh (see attached). Char Hersh, Mr. Hersh's wife accepted the award for Mr. Hersh. Councilor Jensen presented the Alan C. Bates Public Service Award to Stefani Seffinger. V II. PUBLIC FORUM Linda Peterson Adams- Ashland — Read a statement into the record (see attached). Miriam Reed — Ashland — Spoke regarding telecommunications and read a statement into the record (see attached). Kelly Marcotulli - Ashland — Spoke regarding telecommunications and 5G. She questioned why this topic is not on the Agenda. She requested that this topic be put on the agenda and to not dismiss this topic (see attached). Moran moved to suspend rules to answer questions. No second motion died. Ken Engelund — Ashland — Thanked Council for their service. He spoke in support of the new art display and read a statement into the record (see attached). Emily Simon — Ashland — spoke regarding appointments of Commissions. She requested that the appointments remain on the Agenda. She spoke that SERJ has a lot of work to do, and it is important to have a full Commission. David Helick — Spoke regarding Applegate Dam. He spoke regarding climate change and how important the Applegate Dam will be. He spoke that it is valuable to have an energy source. He spoke regarding upcoming projects for energy resiliency. He gave Council a handout (see attached). VIII. CITY MANAGER REPORT City Manager Joe Lessard presented the City Manager Report. Items announced were: • Community Development Director Bill Molnar's retirement • New Band Director • Appointment of Jason Wegner to GISP, Director • Shelter Classifications • Look Ahead Mr. Lessard announced that items 1, 2 & 3 under New and Miscellaneous Business will be presentations but not items to be voted on: 1. Comprehensive Sanitary Sewer Collection System Master Plan Adoption 2. Talent -Ashland -Phoenix (TAP) Intertie Master Plan Adoption 3. Stormwater and Drainage Master Plan Adoption IX. CONSENT AGENDA 1. Approval of a Liquor License for Oregon Shakespeare Festival 2. Approval of a Liquor License for Blue Toba 3. City Commission Appointments Hyatt/Graham moved to approve the consent agenda. Discussion: None. Voice Vote. All Ayes. Motion passed unanimously. X. PUBLIC HEARINGS XI. UNFINISHED BUSINESS 1. Resolution Establishing a Govt. Speech Policy for Commemorative & Ceremonial Flags at City Facilities in Street Pennant Policy City Attorney Doug McGeary gave a Staff report. DuQuenne arrived at 6:49 PM. Hyatt/DuQuenne moved to Approve Resolution 2022-27 establishing the City of Ashland's policy for commemorative flags and for street pennants to be displayed at City facilities and in public rights -of -way and designating approved days or periods of commemoration. Discussion: None. Roll Call Vote: Hyatt, Graham, Moran, DuQuenne and Jensen: YES. All Ayes. Motion passed unanimously. XII. NEW AND MISCELLANEOUS BUSINESS 1. Comprehensive Sanitary Sewer Collection System Master Plan Adoption Hannah Ferris, PE went over a PowerPoint presentation (see attached). Items Discussed were: • Update to the Master Plan • Collection System Overview • Condition assessment • Inflow/Infiltration • Hydraulic Modeling • Capital Improvement • Financial Impacts • Projected Sewer Rates • Projected Revenue Requirements Council discussed cost. 2. Talent -Ashland -Phoenix (TAP) Intertie Master Plan Adoption Hannah went over a PowerPoint Presentation (see attached). Items discussed were: • TAP Water System • Full Tap System Supply • Ashland's TAP Supply Goals • TAP Needs a New Supply • Tamp Pump Station Limitations • Ashland Supply Option 1 — Joint System • Total Buildout TAP Capital Improvement Plan • Historical Flow Allocation for Cost Sharing • Recommended Cost Sharing • Financial Impacts • 20 year estimated costs by Project Type • 20 year estimated costs by City RH2 Engineer Jeff Ballard explained the history of the project. Fleury explained the operational protocol. The presentation continued: • Build out costs by City by Phase • Impacts to Rates 10-Year period Council discussed capacity and climate impacts. • IGA Recommendations Council thanked all who presented. 3. Stormwater and Drainage Master Plan Adoption Fleury presented a PowerPoint (see attached). Items discussed were: • Master Plan Overview o Executive Summary o Study Area o System Evaluation o Storm Water Program o Capital Plan o Financial Analysis ■ Operating requirements (fees) ■ Debt Service Plan ■ System Development Charges (SDCs) o Comprehensive Information Update o Summarize New Regulatory Requirements o Develop Prioritized Capital Plan o Develop a Financial Plan • Master Plan Goals • Study Area Map • System Evaluation • Storm Water Program (will take effect January next year) o National Pollution Discharge Elimination System (NPDES) MS4 Phase II Permit (DEQ) o Permit Focus o Annual Reporting o Total Minimum Dailly Load (TMDL) ■ Sediment ■ Bacteria ■ Temperature o Regional Partnership ■ Rogue Valley Council of Governments o Annual Reporting Capital Improvement Plan o Capital Projects ■ Eliminate "Bubble Ups" ■ Reduce Flooding ■ Infrastructure Improvements ■ Stream Improvements ■ Stormwater Quality Improvements Financial Analysis o Reviewing of Operating Requirements o System Development Charges Financial Analysis -Target Balances Council discussed CIP costs and fee increases. 4. 2021-23 BN Supplemental Budget Resolution Deputy City Manager Sabrina Cotta gave a Staff report. Jensen/Hyatt move to adopt Resolution 2022-28 authorizing a 2021-23 BN supplemental budget. Discussion: None. Roll Call Vote: DuQuenne, Jensen, Moran, Graham and Hyatt: YES. Motion passed Unanimously. XIII. ORDINANCES, RESOLUTIONS AND CONTRACTS 1. Water Revenue Bond Authorizing Resolution Fleury gave a Staff report. This item was moved to the next Council Business Meeting. 2. Water Treatment Plant Final Design Contract Amendment with HDR Engineering Fleury gave a Staff Report. Fleury explained the process. Jensen/Graham moved to approve a contract amendment with HDR Engineering Inc. in the amount of $676,282. Discussion: Jensen spoke that a project of this nature is a long task and the importance to move forward for the present and future of Ashland. He thanked Mr. Fleury and Staff. Graham spoke that we are seeing more and more examples of situations where a community does not take care of its water and the importance to do so. She spoke she is excited to move forward and spoke in support of the motion. DuQuenne spoke that she understands that water treatment plant has life still remaining. She discussed the importance of taking care of the budget and living within our means. Hyatt spoke in support of the motion. She explained that this motion goes in line with the values of this community. She spoke to not get scared but get prepared and proactive. Moran spoke that he would not support the motion. He spoke that he would like more information on this topic. Roll Call Vote: Hyatt, Graham and Jensen: YES. Moran and DuQuenne: NO. Motion passed 3-2. XIV. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS Jensen spoke regarding a statement made by a Councilor regarding telling the truth regarding the wastewater treatment plant insinuating that others are not. He spoke that he thought it was disrespectful, abusive and wrong and suggests such statements should be refrained. Moran spoke that the facts speak for themselves. The Mayor spoke regarding having a Study Session on 5G. City Attorney Doug McGeary spoke that he is looking into getting an engineer and LOC to discuss this topic. DuQuenne requested to have a PERS document for the upcoming item on the Look Ahead. DuQuenne questioned when the results of the survey would be complete. Mr. Lessard spoke that item is scheduled for October P. Council discussed the Look Ahead. XV. ADJOURNMENT OF BUSINESS MEETING The Council Business Meeting was adjourned at 9:26 PM Respectfully submitted by: City Recorder Melissa Huhtala Attest: Mayor Akins * 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)J ** 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's Boards and Commissions meetings may be found at the City's website, h_t_tps://www.ashland.or.us/A2endas.asp . Use the View By box to select the Board or Commission information you are seeking. 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). My Testimony at the Ashland City Council Business Meeting 9/6/22 Yesterday we observed a National Holiday to celebrate the industry of the workers who keep the lights on, the roads built and the water flowing and all the others who support those workers by developing policies, managing and planning and who know the value of that labor to the very existence of our community. There is a movement afoot here, in this body, in this town, that asserts labor's value should be questioned and conformed to a bottom line, not negotiated by contracts or even holding the positions themselves in order to get the work done. There is an idea that with efficiency (meaning cutting positions, reducing pay and/or benefits) the same services will be provided at less cost. That our Staff can do more with less. That the phones would still be answered, the agendas and their 200 page packets would be assembled, distributed and out with enough time for public perusal, that the cooling shelters would be open on time and staffed, that the fires would be fought. And not only are these assertions made, but when contracts are settled and negotiated in good faith with give and take from all sides, suggestions are made that too much was given, that positions should not be filled, that we could get a better deal by outsourcing or regionalizing even when facts to the contrary have been presented over and over and over again. This is called "change" from "the all evil status quo", but all it really is is destructive and obstructive to the functioning of our government. At last count, 36 valued employees have left the ranks. And how many positions are open and have no applicants? And you wonder why not? Maybe that is the change those pundits want. It's called barn burning or throwing the baby out with the bath water. "Cut back instead of build back" is the new call to arms from extremist conservatives these days. Don't fall prey to those that think that call has anything to do with our progressive ideals of work as an essential component of human dignity, a fact that should not be ignored, criticized or discounted under the guise of efficiency or fiscal responsibility. Whether staff person, volunteer commissioner or elected official, our work has value. And to denigrate or question that value moves us backward, not to the progressive resilient town that we can become. Thanks to all the Staff here at the City of Ashland who keep the lights on. Linda Adams 642 Oak Street Ashland (541)554-1544 DOCUMENTATIION Miriam Reed Public Comment to City Council 6 September ac 22 "Fairly easy fix ... PublicWorks Director. _.electric.. _ planning ...the group of us... have came to a conclusion" https_//videoplayer.telvue.com/player/yf9sPsSE7vna3XT-N_39bs1 rEXjVWFOkfPi'mf-dial 738589?fullscreen=false&sha+vtabssearCh=true&autostart=true. (Circa 2,43.01 ) Concerned citi7ens would pay the Campanelli fee. Alan Rathsam & Kelly Marcotuli, `Urgent Advisory about Proposed New Ordinance Revision," to Julie, .JOC. Tonic. Gina, P,�iila, SLephen, Shaun, and StcTa.-u, 17 August 2022 India Germany hans cell towers in or near schools http:lIwww.elecirosmogprevention.org/pub'ic-hoatq-h-alert/cell-towers-hoaith-alerts/ indian-high-court-dacrr:ci ,-no-mobile-towers-near-schools-hospitals/ httpsJ/Sgtechnologynews.com/wiry ell-towers-at-schools-sh-ould-be-banned, httpsD'/6ilizerisfor5gawareness.org/2019/07/121sttite-of-new-york-bill-a07173-prohibit- cell-towers-on-school-property/ Cell tower banned. lA School Board 2009 http://www.parefittiforsafetechnology. org/condemnation-of-t-mohile-cell-tower-at-los- angeles-school-board-dccember-2009.himl West Lirirr-Wilsonvilie School District in grogon banned cell towers in or near schools https:/Mww.oregonlive.com/news/2008/og/west linnwilsonville_school_bo.html Cell tower removed from Weston School 4 students 3 teachers cancer https:l; mdsafetech.org�2019/03/25/cell-tower-to-be-re moved-after-4th-ripon-stu dent - diagnosed -with -cancer/ La CA School District, Palo Alto, CA. Copake, NY 1500 feet httpsJ/ehtrust.org/examples-of-schoof-boa.,ds-that-rio4onger-allow-cell-towers-(ir-cell- tower-antennas-on-or-near-schools! FCC a captured agency 2019 httpillsafefiving.tamers_bizindex_php. item'171-harvard-expose-says-wireless-industry- runs-the-fcc FCC a captured agency 2021 https _/Awww.i rseco. co mnrr,-Captu red-agencyi Thousands of peer -reviewed studies https:llehti ust.org./ccil-towers-and-cell-antennaelcompi lati6n-nf-research-studies-on- ccll-tower-radiation-and-healthilhMps1/bioinitiativ©.org/preface/Titips:// www,cellphnnetaskforce.orglarticies/ 1. 9/6/22 Mayor Aikons, Members of the Council. City Manager Lesard and staff, I am Ken Engelund and, live at 71 Water Street, Ashland. 1 support Micah Blacklight% Sculpture "Ancestors Future - Crystalizing Our Call" for inclusion into the Ashland Public Art Collection. Your acceptance on September 20 will allow fund raising to proceed, and ultimately for the work to inform us as art informs all cultures. The Council and Public Art Commission 2020 U-Tube video "The Power of Public Art" includes these messages: "Stimulate thought and discourse, Express local identity, and Honor culturally iconic sites." 2. This work speaks to the outpouring of responses by Ashland citizens following the death of George Floyd, and tragically Aiden Ellison. It will memorialize the hundreds of names on the T Shirt fence. I am in a place of privilege in our culture, and the beneficiary of privilege. I speak mostly to those who enjoy this place of privilege. Art is subjective. I encourage all of our community to spend time with the images of Micah's sculpture. Ask questions, What is the figure behind the glasses beckoning or offering? How many cultures use the iconography of winged angels? How many names from the T-shirt fence will appear on the tablets? Micah, writes that his work is intended to offer opportunities for r.- C.tr discussions and for healing. Healing ter include the full legacy of those not included in our dominant white culture. 3. All of the Guidelines for inclusion in the public art collection have been met. In particular, number 9. Quote, "Diversity. The artwork in the Ashland Public Art Collection should encourage cultural diversity." End quote. In Ashland, in the words of author Heather McGee the full meaning of diversity for Micah's community and lived life experiences are what makes up "The sum Us". Acceptance of Micah's work provides the Inclusion, the two* and the Diversity Council has embraced in words and deeds. I encourage focus and reflection on the work, and, Council's acceptance into our Public Art collection of "Ancestor's Future - Crystalizing our Call". Ken Engelund. 9/6/22 A. jr 7 Is What is ntvded: F Icctri.cal demand is expected to incwa ge by - I % per year ever the next 341 years! Oregon is comnimcd to 50 percent rcatcwable encW in the Rcrw-,vablc Portfolio Standard by 2040.1 5tuall ilydroelectric power can be 1-hul of the RhS and provides clean renewable electrical generation within our country, This will pnividc us: self reliance. ejtviremmcntal respunsibility, and luc:al community dcveloprnrnl. Ilnw We can hell): The Applegate; dart in Southern Oregon is tlx: hl preexisting non -powered dam in Oregon for hydroelectric develtrpment_' It can deliver i 1.5 Nfcgawatts ofclectrica) energy and 44 Gigaw-au-tours per year'.) 71x gtuterating station would fully support the dais s original design linictions and be capable of hurncssin€ the cru.rgy that is currently being lost. The environmental impact ref this generation ix miWatal, monitored and significantly 1Ctis slum other mean~ oftleettical generation. The plant %vtll prevem the burning of 7p tons of ctaal per day of operation and reduce O02 input to the atmosphere by 51 tans per day_; Further. climate models show an increase in precipilnlion over the lilt of the plant. thcreby increasing the water eneri;y available for electrical generation,' How we would do it: Applegate Power 1.117, is dedicated to scn•tcc, providing electrical power, and enhancing the community. Our initial project is the Applegate Date- and it will rtxluire less than 10 years to rAunnicttce electrical generation with a cost ofroughly 560M, This projod would invest heavily in the local ecnmmy of rural Smithern Oregon, :and establish long term full theme positions in the Applepte Valley. The electrical generation will utilize advanws in technology such as fish friendly turbines to minimize ecological impact while maximizing output l'he Applegate proji.—cl will he divided into distinctplaa,b witli sigaiificam milestoncy for delineation There Phases are. - Initial startup Initial permit to license rvqucst I .iccnse rettuv-rt to license approval License approval to tx)nstruction appronval Construction approval to conunercial opamtion Operation and maintcnancr Dunng each of these p}uascs. our arganication must address concerns in the arcmRs of., technological design, regulatory compliance, linancial reVurtsibility, and public and political engagement. Tltcse arenas will require different approaches in each Phase, inflm-noc caclr other, and, are each vital to the success of the project WC will also be utilizing lessons Icamed fixim previous hydroelectrir attempts at Applegate dam to facilitate success. VVho we are: Applegate Power LLC's mission is to "Generate clean renewable hydroelectric power to support our Societal electrical demand." maintaining the values of Social Responsibility. Sense, and Integrity_ The founders, David Holick and Isaac Hines, have an extensive background in service and the cncrgy sector. They hews both served in the military in the field of nuclear power. David ha, obtained his Bachelors in Science in Nuclear Frtgineering Technologies_ He hai received his Senior Reactor Operator License froth the Nuclear Regulatory Commission and was a control roam supervisor at a large operating nuclear electrical generating station. He has worked at a nuclear desi m firrn successfully completing multiple multimillion dollar projects and having a staff of 22 direct reports. Isaac has a BBA from Westem Michigan University, and both an MSPPM and an MBA from Camegic Mellon University, He has succesefulIy managed multimillion dollar EPC proj" for the nuclear industry, including an extended power uprating and Fulcushirna response upgrades. Isaac has recently founded and managed a financial technology company but bas stepped away to pursue more meaningful vcnturv--,... What it will cost: Lnergy sector project,~ are complcx and time consuming because Of their multifaceted nature, thcy impact social, cnvirttnmental, financial :end political :mmu to name a fet,,. Fioam;ing for this hydrt>elcctric project will be cornrlcx to match the difficulty of the endeavor. The biggest financial adversity is the need for significant up front capital with a lengthy period prior to rrvcnue generation. Howevcr, this is not unusual for the energy, sector and the terms of this project are relatively small compared to other arems. This pmjcct has become fiw--illy v iabic due ice technological advancemer2ls, and evolving political and social considerations toward energy generation. Financing will come in three forms: 3 government gn-ants, loans, and inve5tmcnts. The expected cost t 1 + over the; 10 year period for the Applegatc Project is roughly S60M, wztfi the Lifetime revenue. from the electrical generation exceeding $220M. Multiple Financing options have been anal),zed and found to be feasible and supportive of this socially responsible venture. «'e := dedicated to and care about the mi,aion and values of this endeavor_ W e hopes that your review of this plan can excite your irnagination, speak to our combined social responsibility, and allow for recognition of our p:,yyiom We humbly ask; for your support in this project. Sincerely, The Apple¢,,atc Power Tcam pptc�tte.now iz� matl.com 11 g25 Upper Applegate RLL Jacksonville. OR 97530 509-707-8371 I -kto 6k f' , 1111 - n--W' V:qp. Da..ct arr,.p. 2Q1. 'No�Jw�DFmmA-1 PnMst�mtppr�rngi [Lvtr.pVfu2s3tALHYL�ktxsra hp�p••._� �r.l .ao-�onosy*aw LRDEvt.t.tt�-rLRC.n—;Q•,W116.r mrr 3• �%�oY• mat8 av1 ofwfl P. Crcm if Oed ID C'� a ►iln.a ff olel xa2^.' 1J 5 �tr 1-kmmwa wd.2arstrein,i 4 �r+► Lkdti' +�Z�+faLwn:ru�P,aw,aorq,aL F@13�G_'I �.rw-*o.ra �n,:'cat{rntx'�• September 6, 2022 Comprehensive Sanitary Sewer Collection System Master Plan City Council Overview Hannah Farris, PE Agenda • Introduction/Overview • Condition Assessment • Inflow/Infiltration • Capacity Evaluation • Capital Improvement Recommendations • Financial Impacts - I RH2 Engineering Introduction • Update to the 2012 Master Plan Evaluation 0 • RH2 Engineering Collection System Overview • Approximately 8,549 customer connections • Drainage Basins • Gravity Sewer Mains and Manholes • Lift Stations and Force Mains • Side Sewers (private sewer laterals) - I RH2 Engineering -- I RH2 Engineering • Site Visit • Interviews • City Inspection • Flow Monitoring • Hydraulic Modeling Condition Assessment • Gravity Sewer Mains • Material - is it a suitable material or could it be a maintenance issue? • Orangeburg typically experiences failures and is recommended for replacement • PVC has more commonly been installed since the 1970s S Orangeburg PVC Concrete Clay • Age - has it reached its useful life? • Sewer mains are expected to have a lifespan of 50 years or more • Diameter - can it convey current and projected flows? RH2 Engineering Condition Assessment Clear Water (indication of 1/1) RH2 Engineering 277 fifth st basin 4i underwater 2:33:06 07,27/2021 DAFT 14:43:47 07 222021 44, 6FT p Condition Assessment Lift Stations and Force Mains - Creek Drive LS "in Typical 0&M Issues- • Clogging • Electrical panels located underground • Confined space access b Shamrock LS -- I RH2 Engineering Condition Assessment Lift Stations and Force Mains -Typical 0&M Issues • Pumps run inefficiently • Pumps lose prime 14 RH2 Engineering Inflow/Infiltration 0 • Inflow - stormwater runoff that flows directly into - the collection system • Infiltration -groundwater that reaches the collection system indirectly through cracks, breaks, and other points of entry in manholes and pipes • Inflow/Infiltration (1/1) increases the loading in the collection system and the overall volume of sewage that needs to be treated RH2 Engineering Inflow/Infiltration • V&A Consulting Engineers performed flow monitoring • 4 City -owned and 4 V&A flow monitors • November 2020 through March 2021 Also collected rainfall data • Flow and rainfall data was used in 1/1 evaluation 2.50 --711 - -- __ 1 0.0 Total I/I Iaak Inflow Rae 0.2 2 00 (area shaded orange) RDI: Ary. Rate for analysis m 150 . E 1.00 1.0 1.2 0-50 � � 1.4 0.00 1.6 ro a o .. ry Figure 3-13. VI Isolation Curve. Rain Event 2 (Ashland Creek LS) - _ I RH2 Engineering Hydraulic Modeling 0\1 • SewerGEMS software was used to model the - collectionsystem • Capacity -related projects were identified assuming: • 1/1 remains the same • Projected 2042 peak hour flows • Upsize Bear Creek Interceptor from approximately North Wightman Street to Tolman Creek Road (CIP SM2) • Upsize constriction on North Wightman Street north of East Main Street (CIP SM3) • Upsize sewer main in A Street from North I" Street to 81h Street (CIP SM4) • Upsize bottleneck upstream of West Nevada Street (CIP SM5) • Upsize sewer main in Siskiyou Boulevard from Morton Street to Beach Street (CIP SM6) • Upsize sewer main in Siskiyou Boulevard at intersection with Wightman Street and Indiana Street (CIP SM7) • Upsize sewer main in Homes Avenue from Walker Avenue to Normal Avenue (CIP SM8) • Upsize sewer main in Mountain View Cemetery (CIP SM9) -_ I RH2 Engineering Cap ita l Improvement Plan • Recommended CIP projects • $12.74 million (FY 2022 $) over the next 20 years • Roughly $500k to $600k annually • Successful 1/1 reduction, which is recommended first, could eliminate or delay capacity related CIP projects - I RH2 Engineering Capital Improvement Plan is - I RH2 Engineering Capital Improvement Plan Miscellaneous 1/1 Evaluation Projects, Projects, @Gnn nnn CO/ $1-oon C1t' n Ro/ Lift Pri $3,19C All costs are in FY2022 dollars n and _.action System Improvement Projects, $7,950,000, 62% -ter I RH2 Engineering Capital Improvement Plan Example Projects • Description Estimated Cost Planned Pinpoint 1/1 Sources in Basins 11 41,/4J $175,000 2023/24 1/1 Reduction and Gravity Collection System Improvements SM1 Annual 1/1 Reduction $2,100,000 2022 to 2042 SM2 Upsize Bear Creek Interceptor $2,000,000 2023 to 2027 Lift Station Projects LS1 Upsize Capacity of Ashland Creek LS $1,100,000 2028/29 All costs are in FY2022 dollars RH2 Engineering Financial Impacts Hansford Economic Consulting Financial Impacts • City should plan for rate increases starting July 2023 (projected rates on next slide) • Pursue Principal Forgiveness, Grants, and No or Low Interest Loans • Include maintenance of a reserve in the wastewater rates —, I RH2 Engineering Financial Imp acts Calculated Sewer Rates Customer Type Current Rate 1-Jul-22 1-Jul-23 1-Jul-24 Biennium 1 Projected Rates 1-Jul-25 1-Jul-26 Biennium 2 1-Jul-27 1-Jul-28 Biennium 3 Residential 0.00% 8.00% 6.00% 4.50% 4.50% 4.00% 4.00% Monthly Service Charge, per unit $33.94 $33.94 $36.66 $38.85 $40.60 $42.43 $44.13 $45.89 Quantity Charge, per cf $O.OS064 $0.05064 $0.05469 $O.OS797 $0.06058 $0.06331 $0.06584 $0.06847 Commercial, Industrial, Governmental Monthly Service Charge $35.41 $35.41 $3&24 $40.54 $42.36 $44.27 $46.04 $47.88 Quantity Charge, per cf $0.05621 $0.05621 $0.06071 $0.06435 $0.06724 $0.07027 $0.07308 $0.07601 Greenhouses, Churches, Schools (K-12) operating 9 months/yr Monthly Service Charge $35.41 $35.41 $38.24 $40.54 $42.36 $44.27 $46.04 $47.88 Quantity Charge, per cf $0.05621 $0.05621 $0.06071 $0.06435 $0.06724 $0.07027 $0.07308 $0.07601 Bed & Breakfasts & Ashland Parks Bathrooms Monthly Service Charge $35.41 $35.41 $38.24 $40.54 $42.36 $44.27 $46.04 $47.88 Quantity Charge, per cf $0.05621 $0.05621 $0.06071 $0.06435 $0.06724 $0.07027 $0.07308 $0.07601 RH2 Engineering Financial Impacts Single -Family Home Bill Impact $80 $70 $60 $54.20 $54.20 $50 $40 $30 $20 $10 $0 $64.84 $67.75 $70.46 $73.28 $62.04 $58.53 _ - . , ' 1-Jul-22 1-Jul-23 1-Jul-24 1-Jul-25 1-Jul-26 1-Jul-27 1-Jul-28 Current Projected Rates Rate RH2 Engineering 52 September 6, 2022 TAP Water Master Plan City Council Study Session Hannah Farris, PE Agenda - • City of Ashland's TAP Goals • Capital Improvement Recommendations • Cost Sharing • Financial Impacts • Recommendations for updated TAP Intergovernmental Agreement Bellingham I Bothell I East Wenatchee I Issaquah I Medford I Portland I Richland I Tacoma I RH2 Engineering Ashland's TAP Goals 99 TAP Water System 20w_ I" — 1900 L1�.D�1 If50' 1160 1750 — 170D' — 1650 — 16W — 1550 — I560 — Cw �Y Tdnl 1814 Zow 7rR Photo& voiwe Z6Mt t I • Figs 1-1 Ch7- of rslewR Aehlawd, wwd PhoewEr 7M Wrwn Mauer Plow O. y,•iu w�u�r++r+.� s -E lfadied IC 1 Zwe TN _,o —19W —19W —1250 —1l00 —1750 —17W —16V —law —1550 _1560 wn —1150 —1600 Bellingham I Bothell I East Wenatchee I Issaquah I Medford I Portland I Richland I Tacoma - I RH2 Engineering Capital Improvement Recommendations %2 TAP Needs a New Supply Connection by 2040 Table 4-5 Regional BPS Total Capacity Evaluation in gallons per minute (gpm) *Demands may change based on rebuilding, expanding to include the Charlotte Anne Water District, or additional conservation by Talent and Phoenix Bellingham I Bothell I East Wenatchee I Issaquah I Medford I Portland I Richland I Tacoma i RH2 Engineering Ashland Non -Peak - Supply Recommendations is • Short -Term: • Install larger pump at Regional BPS • Ashland supply to Talent and Phoenix • Long -Term: • New Connection to Medford Water Commission to provide capacity and redundancy Bellingham I Bothell I East Wenatchee I Issaquah I Medford I Portland I Richland I Tacoma I RH2 Engineering N Phoenix Road New MWC Connection Bellingham I Bothell I East Wenatchee I Issaquah I Medford I Portland I Richland I Tacoma • Gravity Supply - No Pumping • Pay higher rates for Medford Water Commission (MWC) to boost water • Requires Extensive MWC Coordination -�.-._. I RH2 Engineering Talent M imn Cf-nf-inn I imitaf-inncA, Bellingham I Bothell I East Wenatchee I Issaquah I Medford I Portland I Richland I Tacoma --I RH2 Engineering Ashland Supply Option 1 - Joint System TAP Supply L.sg"A --- - � • • Sawe i . ' Rapp Road L o Booster Pump Station AnOerson Creek Booster Pump Station CR - ..� ■���• TAP Supply to Ashland 4 New Rapp � Wagner • Road Reservoir b • 1' - Reservoir �! ' Belmont �' ♦_ Reservoirs 1 a 2 •.1 Bellingham I Bothell I East Wenatchee I Issaquah I Medford I Portland I Richland I Tacoma -- I RH2 Engineering Total Buildout TAP Capital Improvement Plan - SUPPLY $7,589,000 PUMP STATIONS $995,000 PIPELINES $6,031,000 RECOMMENDED STUDIES $515,000 TOTAL CIP $15.1M* *Note that these are shared costs for the TAP cities Bellingham I Bothell I East Wenatchee I Issaquah I Medford I Portland ( Richland I Tacoma I RH2 Engineering Cost Allocation RU2 Historical Flow Allocation For Cost Sharing 58.83% 1.858 3.972 4.0 2.2 • 19.78% 1.600 1.600 1.6 2.1 • - 21.78% 1.406 3.012 3.0 1.4 100% 4.864 8.584 8.6 5.7 Larger than RBPS Capacity 4,500gpm (6.48 MGD) iA Bellingham I Bothell I East Wenatchee I Issaquah I Medford I Portland I Richland I Tacoma — I RH2 Engineering Recommended Cost Sharing I* • Capital Projects is • Cost sharing based on the capacity each City needs compared to capacity already purchased. • Operation and Maintenance (including Depreciation) • Cost sharing based on actual use Bellingham I Bothell I East Wenatchee I Issaquah I Medford I Portland I Richland I Tacoma -- I RH2 Engineering Financial Impacts HANSFORD ECONOMIC CONSULTING gi4 20-year Estimated Costs by Project Type Studies Option 1 $500,000 4% Pipelines $5,110,000 36% All costs ore in 2020 dollars Pump Stations $995,000 7% Bellingham I Bothell I East Wenatchee I Issaquah I Medford I Portland I Richland I Tacoma I RH2 Engineering 20-year Estimated Costs by City Option 1 All costs are in 2020 dollars Bellingham I Bothell I East Wenatchee I Issaquah I Medford I Portland I Richland I Tacoma I RH2 Engineering Buildout costs by city by Phase 3 Figure 4 Estimated CIP Costs by Phase by City Ashland $1,419,643 20 to 40 M years r Talent $1,673,393 ■Option 1 CL Phoenix - $1,055,965 Ashland - $701,948 10 to 20 years a Talent-$841,052 Phoenix $3,103,000 Ashland $3,324,028 Next 10 Talent $1,486,910 years Phoenix $1,524,062 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 All costs are in 2020 dollars Bellingham I Bothell I East Wenatchee I Issaquah I Medford I Portland I Richland I Tacoma --I RH2 Engineering Impacts to Rates 10-year Period Table 12 High -Level Analysis Impact of TAP System Phase 1 Costs Item CIP - Debt Service [1] Operations & Maintenance Depreciation @ 20% Tod Annual Add'I Cost Approx. Annual Thousands of Gallons Sold (2021-2030) Cost per Thousand Gallons Phoenix Talent Ashland OPTION 1 $0 $105,800 $324,400 $1,940 ($974) $10,641 $16,428 $30,186 $4,237 $18,368 $135,012 $339,278 255,000 313,900 897,600 CIP - Debt Service [1] $0.00 $0.34 $0.36 Operations & Maintenance $0.01 ($0.60) $0.01 Depreciation @ 20% $0.06 $0.10 $0.00 Tod Annual Add'I Cost $0.07 $0.43 $0.38 Monthly Home Use (gallons) 7,500 7,500 7,500 Approx. Monthly Cost Impact $0.54 $3.23 $2.83 CIP - Debt Service [1] $0.00 $2.53 $2.71 Operations & Maintenance 50.06 (50.02) $0.09 Depreciation @ 20% $0.48 $0.72 $0.04 Source; H[C Iu''.y 2020. [1) Debt service would not start until at least 6 months after bond sales (likely in second half of the 10-year period). All costs ore in 2020 dollars Bellingham I Bothell I East Wenatchee I Issaquah I Medford I Portland I Richland I Tacoma _ I RH2 Engineering New TAP IGA Recommendations IGA Recommendations - • Use third -party to provide moderating in • Clarify roles and responsibilities • Document assets • Formalize Cost -Sharing Method • Rather than actual values to provide flexibility • Improve tracking of Operations and Maintenance • Formalize funds for asset management/depreciation • Incorporate regional water rights strategy Bellingham I Bothell I East Wenatchee I Issaquah I Medford I Portland I Richland I Tacoma I RH2 Engineering Questions? RU 2 Storm Water and Drainage Master Plan oExecutive Summary oStudy Area oSystem Evaluation oStorm Water Program oCapital Plan oFinancial Analysis oOperating requirements (fees) oDebt Service Plan oSystem Development Charges (SDCs) 911ALAR A4'iaND oComprehensive Information Update (syste m ) oSummarize New Regulatory Requirements oDevelop Prioritized Capital Plan oDevelop a Financial Plan VIIALA ASMAND Study Area oDrainage Basins oTopography oSignificant Features osoils oRainfall cRegulatory Drivers o MS4 Phase II Permit o Total Maximum Daily Load (TMDL) o Ashland Comprehensive Plan o Water Resources Protection Zone !VALA&I Syste m A4;aND EvaNation nation oHydrologic Analysis Basin analysis c Hydraulic Analysis oKnown deficiency areas oData Collection oModel results DEQ] Storm Water Program oApplicable Code and Program Component Review Stormwater Manual Rogue Valley Sewer Services Storm Water Design Manual Regional Design Requirements o Design Storm o Methodology o Treatment Systems Regional Low Impact Development Best Management Practices Storm Water Program National Pollution Discharge Elimination System (NPDES) MS4 Phase II Permit (DEQ) Permit Focus o Public Education and Outreach o Public Involvement and Participation o Illicit Discharge Detection and Elimination o Construction Site Runoff Control (Erosion Control BMP) o Post -Construction Site Runoff (New and re -development) o Pollution Prevention and Good Housekeeping for Municipal Operations Annual Reporting �STREAM SMART Storm Water Program Total Maximum Daily Load (TMDL) o Bear Creek TMDL o Sediment o Bacteria o Temperature oRegional Partnership o Rogue Valley Council of Governments oAnnual Reporting CW ft—t h: W.rL.rn N rE r A— hw t t.t.gwy.'MeN. b.• M W CW" t*. ft-b.._e � o..r._ TM ob—ww.vur V tear E ra.rrour bbrrOrndAra 2E "Gr trier TM eser w' ird...r rfobe r srarlgr. eIr Yarrflr m�.t.o+,v+ram �.a awedn.anH rr..�.fr11r�ubf11MHfrVftty grit.bH rtC d arfdn fvrr. >ti hf rftl rr b rrrOf Ltli rp' mr trrYn M nir.pg..r b tb. awe q'>•.r T1r PEltn r mb rr tun a.b aV+S trre.n Aralrw re fbr0i Afrfr �E rrr r+n.r r .� f.a+m b tu..tE b fvrq frffHaw. ltr rw ptpq r r oc H moan ra erH yr�yro.rfrn n H rM rrH Afltnetbetty Tlv.rrp ran Dan [lar fan H rryO Wn s E. rrrpmebV 94�Y Errrq Ow9 bav � to Itr� w r rRfrUf bl f>•rtq Er).v.4[b M nrrrM a (iNlr1rn 91M Tr Anon raw rH Yrrrcgier Yfn rwl!>d ti.rrm 8lrrrbr+YEfeb 1.J6 wg/ M.r fNnptEr hrV!•rE Tblg bwAt, tunifrgr9 eteao00rig r r rrEore enq trgw 1bm Mrb E.rrr CrgwMYrr. R..frrlY trleRfEDc rie nfarrE.berrq rowErn m^lbbe bpb."V ouprf. E Mft CVS vr.r1 fA5 UY. Aer.afl n dOM ka .*. r.f.f. sie rl rlryr of trlwrfenl fr.f b rmrnrbrbmim.uby—pw4 pp rnrYffnf trrlftfgror PU b Owe w rlbrr.ry (rY 6rYf. •5g% Tdr Eft .LY Capital Improvement Plan )Capital Projects oEliminate "Bubble Ups" oReduce Flooding oinfrastructure Improvements oStream Improvements oStormwater Quality Improvements !A, d15111AN D Financial Analysis • 20 Year Planning Period • Cash • Financial Policy Requirements • Debt Service • Reimbursement Fee • Improvement Fee Financial Analysis -Target Balances r"== S1.= 000 s1.WOM SIAO.Ow S1.=,= 61,000 000 Sam om v1W 000 Si0Q000 SM 000 S- • 2020 2021 2W2 2023 2024 202S 2026 2027 20M 2W9 2030 2031 2M2 2033 2034 2035 2036 20V 2339 2039 EMPV Pune 6•U97! • • . • NmMun T"l Uorce Questions V j Kennedy Jenks ncma,. .n .ue.. MMwrK ri: 1 0 MWAWFI o it � r •.r�� ASHLAND LEGAL DEPARTMENT Douglas M. McGeary, Acting City Attorney Carmel Stout Zahron, Assistant City Attorney Dana Smith, Administrative Analyst August 30, 2023 Re: Council Meeting Minutes from 2021 and 2022 not signed Minutes from council meetings during 2021 and all of 2022 were not signed by former Mayor Akins and therefore could not be signed by the Recorder as required by ordinance. All minutes listed below were approved by council, although the original minutes for 2021 are not available. The city attorney determined a cover letter with a list of the meeting dates missing signatures could be signed by the present mayor and recorder to meet the signature requirements in AMC 2.04.040(B.). 2021 Meetings 04/05/2021 07/06/2021 11 / 16/2021 04/06/2021 07/ 19/2021 11 /23/2021 04/ 19/2021 07/20/2021 12/ 10/2021 04/20/2021 08/02/2021 12/21 /2021 05/03/2021 08/03/2021 05/04/2021 0 8/ 16/2021 05/13/2021 08/17/2021 05/ 17/2021 09/07/2021 05/ 18/2021 09/20/2021 06/01 /2021 11 /01/2021 06/ 14/2021 11 /02/2021 06/ 15/2021 11 / 11 /2021 06/29/2021 11 / 15/2021 2022 Meetings 01/03/2022 04/05/2022 08/01/2022 12/05/2022 01/04/2022 04/19/2022 08/15/2022 12/06/2022 01/18/2022 05/02/2022 09/06/2022 12/19/2022 01/31/2022 05/03/2022 09/19.2022 12/20/2022 02/01/2022 05/16/2022 10/03/2022 02/14/2022 05-17-2022 10/04/2022 02/15/2022 06-06-2022 10/17/2022 02/28/2022 06/07/2022 10/18/2022 03/01/2022 06/21/2022 10/31/2022 03/14/2022 07/05/2022 11/01/2022 03/15/2022 07/18/2022 11/14/2022 City Recorder Melissa Huhtala LEGAL DEPARTMENT 20 East Main Street Tel: 541.488.5350 Ashland, Oregon 97520 Fax 541.552.2092 ashland.or.us TTY: 800.735.2900 Mayor Ton a Graham o . •fin• .�.. Wildfire Safety Commission's Annual Report to City Council Reporting Period: July 2021-June 2022 The Ashland Wildfire Safety Commission (WSC) has been very productive this past year despite COVID restrictions and staff transitions in Ashland Fire and Rescue (AF&R). Our beloved Katie Gibble, the Fire -Adapted Communities Coordinator, resigned in June 2021 and was replaced with an equally competent and supportive departmental liaison --Brian Hendrix. The WSC continues to leverage heightened public apprehension about the growing threat of catastrophic wildfire in Ashland. Successive years of unprecedented extreme wildfires in the West augment citizen concerns raised from the 2020 Almeda Fire. In response, the WSC approach was altered to emphasize personal engagement activities outside of monthly meetings. Small working groups have proven to be highly effective. On -going and new working -group accomplishment reports follow. Nuisance Ordinance Amendments (on -going) Proposed amendments to Chapter 9.04 of the Ashland Municipal Code, Weeds and Noxious Vegetation, were developed in October 2020 to facilitate more effective mitigation of "hazardous fuels" which is defined as excessive vegetation, living or dead, that significantly increases potential of structure ignition. Since the initial draft proposal was submitted for review to the City Attorney's office there have been delays due to staff changes and capacity issues within the City. Given these delays, we elected to step back and better define `highly flammable' plants and refine plant spacing and maintenance requirements. The WSC passed a motion on May 18, 2022, to postpone the proposed AMC9.04 due to limited capacity to perform code enforcement and to better integrate the latest information on how homes ignite during wildfires. We also want to allow time for stakeholder review before the draft revisions are brought to City Council. Annual Spring Wildfire Preparedness Campaign (on -going) At the time of this report, we are in the middle of the 4t' year of our Annual Spring Wildfire Preparedness Campaign. Sandwich boards, countertop displays, and posters are present at high traffic businesses throughout the City offering monthly themed flyers for home -hardening, fire- resistant landscaping, and evacuation and smoke preparedness. Commissioner Doug Kay is in his 60' successive year hosting a weekly wildfire preparedness table at Ashland's Farmers Market. Monthly themes have been announced through Ashland's Nixle community alert system, Facebook posts, and City news releases, and kindly promoted through engaged citizens and community leaders. Thousands of flyers have been distributed to Ashland residents and businesses since the Spring Wildfire Preparedness Campaign's inception in April 2018. This is certainly an accomplishment, but research shows that face-to-face engagement with property owners is vastly more effective at motivating risk mitigation than passive messaging like flyers. In response to this research, the WSC has redirected its attention to initiatives that actively engage citizens and businesses in wildfire risk reduction efforts as follows: 1) providing one-on-one residential wildfire risk assessments; 2) evaluating opportunities to get "boots on the ground" to help citizens reduce their wildfire risk regardless of income or ability; 3) developing resources and guidance for fire-resistant landscaping best practices; 4) creating a directory of landscaping service providers familiar with fire-resistant landscaping best -practices; 5) expanding fire-resistant landscaping learning opportunities; and 6) exploring ways to facilitate neighborhood engagement in wildfire and evacuation preparedness. Wildfire Risk Assessment Program (Newly operational) The Commission's Wildfire Risk Assessment Program (WRAP) became fully operational on October 1, 2021. Six volunteers were certified by AF&R to perform residential wildfire risk assessments within city limits. These volunteers have completed 154 residential property risk assessments in the first year of the program. This has increased Fire department capacity for these assessments by 470 percent! Volunteers provide customized education and recommendations to property owners and tenants. The program has become so popular that at the time of this report, more than 70 Ashland properties are on the waiting list. Working group members are also designing an improved digital assessment interface for volunteers, to streamline report generation and data collection, improve consistency, provide means to evaluate program effectiveness, and reduce AF&R staff time required for collecting data related to the FEMA grant project. Wildfire Risk Reduction (BOOTS) Program (New) Many of our citizens need assistance to reduce wildfire risk. The Wildfire Risk Reduction (BOOTS) Working Group was formed in early 2022 to focus on getting `boots' on the ground through a not -for -profit organization. This organization will need to apply for and administer home -hardening and fuel reduction donations, grants, and loans for those with limited to no capacity, such as the elderly, disabled, and low income; and serve as a clearinghouse to connect construction and landscaping service providers with customers. The workgroup is investigating how other communities are meeting this need and looking for a local non-profit to serve as a wildfire risk mitigation clearinghouse. Realty Engagement Program (on -going) Through a partnership with the Rogue Valley Association of Realtors (RVAR), the WSC and AF&R supports wildfire risk recognition training for Rogue Valley realtors and licensed home inspectors through AF&R staff and NFPA hosted courses. In 2021, a grant from the National Association of Realtors supported development and distribution of wildfire risk educational materials to local realtors and paid for a 2-day, in-depth training of licensed home inspectors in our region by a National Fire Protection Association instructor. Additionally, AF&R staff held two introductory webinars for realtors on wildfire risk. 2022 continues to build upon the collaborative work of the past year, including two more introductory courses for realtors, one webinar in June, and one in -person class scheduled for October. Fire -adapted Landscaping Program (Expanded) This Working Group launched a multi -dimensional approach to promote fire-resistant landscaping, including: • updated educational materials; • online & in -person learning opportunities for service providers and the public; • development of a Rogue Valley Landscaping Service Providers Directory, and • critical review of the 2018 Ashland Firewise Plant List. On Feb. 17, 2022, with the support of Southern Oregon Landscape Architects (SOLA) and Ashland Parks and Recreation, Commissioner Charisse Sydoriak and AF&R's Brian Hendrix presented a Fire-resistant Landscaping Class open to Rogue Valley Landscaping Service Providers. Twenty-six landscape service providers representing 18 businesses, along with five observers including one reporter, attended. Charisse was interviewed by the reporter who published an article based on this class in the Oregonian on March 31 st. On April 6, 2022, nearly 100 members of the public attended an on-line presentation hosted by AF&R that covered much of the same material. A Landscaping Service Providers Directory has been created. We are currently seeking a sponsoring entity to host the list online. In the meantime, service providers can add their business to the contractors list available at AF&R's fireadaptedashland.org. An important component of fire-resistant landscaping is selecting plants that have low flammability. A comprehensive review of Ashland's 2018 Prohibited Flammable Plants List and recommended firewise plants revealed the need to update both lists. Revising these lists will be our focus in the coming months. Neighborhood Engagement Program (New) The new Neighborhood Engagement working group was formed in November 2021 to better understand and accelerate neighborhood -level progress in preparing homes for wildfire. Our initial focus is on engaging the 33 active NFPA (National Fire Protection Association) Firewise USA Communities in Ashland, which cover about 10 percent of the City's residential area. A survey was developed to gather feedback on community successes, challenges, and current status/motivation levels of each Firewise community. Our goal is to integrate lessons learned into future neighborhood engagement efforts for the benefit of all Ashland residents. We learned that the most "successful' Firewise USA Communities are those whose members invest in group projects and have active leaders who are personally aware of individual member needs. The communities that face more "challenges" are those where many residents within their neighborhood feel that "no amount of work" (wildfire risk reduction work) will make a difference (an "it's all going to burn anyway" perception) and where the Firewise Resident Leader is shy or afraid of being disliked for "judging" their neighbors. Community leaders who attended training workshops were far more motivated and successful. Two engagement sessions for Firewise USA Resident Leaders were held in June with another planned. Council Business Meeting September 20, 2022 Agenda Item Appointment of Echo Fields to the Housing and Human Services Commission From Melissa Huhtala City Recorder Contact Melissa. huhtala(aD-ashland.or.us 541-488-5307 SUMMARY Approval of the Mayor's recommendation of Echo Fields to the Housing and Human Services Commission. POLICIES, PLANS & GOALS SUPPORTED AMC 2.04.090 (C) Regular Commission and Board Membership Appointments Except for the Municipal Audit Commission (AMC 2.11) all regular advisory committees and boards not required by state law to be appointed by the City Council shall be appointed by the Mayor with the consent of the Council. The Mayor may request assistance or recommendations from Councilors in making appointments. PREVIOUS COUNCIL ACTION N/A BACKGROUND AND ADDITIONAL INFORMATION This is confirmation by the City Council of the Mayor's appointment to the Housing and Human Services Commission. FISCAL IMPACTS N/A STAFF RECOMMENDATION N/A ACTIONS, OPTIONS & POTENTIAL MOTIONS I move to approve the Mayor's recommendations for the appointment of Echo Fields to the Housing and Human Services Commission; term ending April 30, 2025. REFERENCES & ATTACHMENTS Attachment 1: Application Page 1 of 1 CIT Y O F ASH LAN D CITY OF ASH LAND APPLICATION FOR APPOINTMENT TO CITY COMMISSION/COMMITTEE Please type or print answers to the following questions and submit to the City Recorder at City Hall, 20 E Main Street, or email melissa.huhtalaAashland.or.us. If you have any questions, please feel free to contact the City Recorder at 488-5307. Attach additional sheets if necessary. Name Echo E. Fields Requesting to serve on: Housing and Human Services Oklahoma City University and University of Oregon What degrees do you hold? BA Sociology, Oklahoma City University (1975) PhD Sociology University of Oregon (1984) What additional training or education have you had that would apply to this position? 40 years of academic teaching research in sociology, social work, social policy. Program coordinator for Human Service major at SOU, practicum supervision, academic advising/student case management 2. Related Experience What prior work experience have you had that would help you if you were appointed to this position? Teaching classes on social policy; more than 20 years experience in mid -level academic administration Current member of the Housing & Human Service Commission (served on Housing Capacity Analysis task group; current member of the Housing Production Strategy task group Do you feel it would be advantageous for you to have further training in this field, such as attending conferences or seminars? Why? My knowledge of housing and human policy has deepened so much during my first 3 year term on the Commission. 3. Interests Why are you applying for this position? I want to continue making a positive difference in creating policy that benefits all citizens of Ashland helping people to be able to live in our community regardless of their economic status 4. Availability Are you available to attend special meetings, in addition to the regularly scheduled meetings? Do you prefer day or evening meetings? I am retired and my schedule is quite flexible, but afternoons & evenings work best, including weekends 5. Additional Information How long have you lived in this community? 1985-1990 and again 1998-present Please use the space below to summarize any additional qualifications you have for this position My teaching, administration, and student mentoring during my academic career has been focused on social policies relevant to the work of the Commission. I have deep knowledge of the history of social welfare policies, racial/ethnic/gender equity struggles, knowledge of public sector budgeting. I have recently been appointed to the Jackson County Library District Budget Committee giving me further experience useful for the Commission. I have also been volunteering the the Jackson County Long Term Recovery Group and the Zone Captains groups working to help survivors of the Almeda Fire recover. I have been able to serve as an informal "bridge" between the City of Ashland and these other organizations, facilitating communication and social networks between groups. April 11, 2022 Date Signature Council Business Meeting September 20, 2022 Agenda Item Appointment of Rich Rohde to the Housing and Human Services Commission From Melissa Huhtala City Recorder Contact Melissa. huhtalaCa)_ashland.or.us 541-488-5307 SUMMARY Approval of the Mayor's recommendation of Rich Rohde to the Housing and Human Services Commission. POLICIES, PLANS & GOALS SUPPORTED AMC 2.04.090 (C) Regular Commission and Board Membership Appointments Except for the Municipal Audit Commission (AMC 2.11) all regular advisory committees and boards not required by state law to be appointed by the City Council shall be appointed by the Mayor with the consent of the Council. The Mayor may request assistance or recommendations from Councilors in making appointments. PREVIOUS COUNCIL ACTION N/A BACKGROUND AND ADDITIONAL INFORMATION This is confirmation by the City Council of the Mayor's appointment to the Housing and Human Services Commission. FISCAL IMPACTS N/A STAFF RECOMMENDATION N/A ACTIONS, OPTIONS & POTENTIAL MOTIONS I move to approve the Mayor's recommendations for the appointment of Rich Rohde to the Housing and Human Services Commission; term ending April 30, 2025. REFERENCES & ATTACHMENTS Attachment 1: Application Page 1 of 1 CITY OF -ASHLAND CITY OF -ASHLAND APPLICATION FOR APPOINTMENT TO CITY COMMISSION/COMMITTEE Please type or print answers to the following questions and submit to the City Recorder at City Hall, 20 E Main Street, or email melissa.huhtala a 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 Rich Rohde Requesting to serve on: Housing & Human Services Commission Oregon State University 1968 MSW U of Minnesota 1972 What degrees do you hold? BS OSU humanities, MSW U of Minn community organizing What additional training or education have you had that would apply to this position? Shorebank training in non-profit housing development, annual affordable housing trainings with Neighborhood Partnership Fund and Oregon Housing Alliance 2. Related Experience What prior work experience have you had that would help you if you were appointed to this position? Founder of RV Community Development Corp, state Board member Oregon Fair Housing Council Current member of Jackson Care Connect Community Advisory Committee, Unite Oregon Action Do you feel it would be advantageous for you to have further training in this field, such as attending conferences or seminars? Why? Neighborhood Partnership annual housing conference This the premiere housing training for Oregon affordable housing. Ashland should be there. 3. Interests Why are you applying for this position? I wish to continue the outstanding work of the commission to address the local housing crisis and addressing the need for human services to help us be a complete and diverse community. 4. Availability Are you available to attend special meetings, in addition to the regularly scheduled meetings? Do you prefer day or evening meetings? will be available for any meeting but like current time. 5. Additional Information How long have you lived in this community? 36 years at the same house Please use the space below to summarize any additional qualifications you have for this position i am particularly committed to be part of and participate in the current Housing Production Strategy planning that is now being addressed. That will take us another 2 to 3 years to be successful, but it is critical for success for our housing work. Ashland also has a 1 million dollar, one time grant that is now becoming to us that will need a well constructed strategy to make sure that this source of funds is used effectively. It can leverage many times that amount in projects. I am very interested in being involved in those and many other projects that are now being addressed by the commission. So I hope to continue to be on the commission. April 8 2022 Date Signature Council Business Meeting September 20, 2022 Agenda Item Approval of Liquor License Request for Sammich From Melissa Huhtala City Recorder Contact Melissa. huhtala(o)ashland.or.us-, (541) 552-2084 SUMMARY This is a request for approval of a liquor license application for Sammich,424 Bridge 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 Sammich REFERENCES & ATTACHMENTS Attachment 1: Application Page 1 of 1 CITY OF -ASHLAND LIQUOR LICENSE APPLICATION Page 1 of 3 Check the appropriate license request option: ❑ New Outlet 1 ❑ Change of Ownership H Greater Privilege ❑ Lesser Privilege Select the license type you are applying for. More information about all license types is available online. INTERNAL USE ONLY Full On -Premises Application received: Ocommercial 5/4/22 ❑Caterer Minimum documents acquired: ❑Public Passenger Carrier 5/4/22 ❑Other Public Location LOCAL GOVERNING BODY USE ONLY ❑For Profit Private Club City/County name: []Nonprofit Private Club Winery ❑Primary location Date application received: Additional locations: ❑2nd 1:13rd 04th ❑5th Optional: Date Stamp Brewery ❑Primary location Additional locations: 02nd 03rd Brewery -Public House ❑Primary location Additional locations: 02nd ❑3rd Grower Sales Privilege ❑Primary location ❑ Recommend this license be granted ❑ Recommend this license be denied Additional locations: 02nd 113rd Distillery ❑ Primary location Printed Name Date Additional tasting locations: 02nd 03rd 04th Mth 06th Return this form to: ❑ Limited On -Premises Investigator name: ❑ Off Premises Heidi Smothers ❑ Warehouse Email: ❑ Wholesale Malt Beverage and Wine heidi.smothers@oregon.gov OLCC Liquor License Application (Rev. 0.4.1522) LIQUOR LICENSE APPLICATION Page 2 of 3 I APPLICANT INFORMATION Identify the applicants applying for the license. This is the entity (example: corporation or LLC) or individual(s) applying for the license. Please add an additional page if more space is needed. Name of entity or individual applicant #1: Name of entity or individual applicant #2: CubsV&8 LLC Name of entity or individual applicant #3: Name of entity or individual applicant #4: BUSINESS INFORMATION Trade Name of the Business (name customers will see): Sammich Business phone number: Business email: 541-708-6055 _ sammichashland@gmaii.com Premises Street address (The physical location ofthe business and where the liquor license will be posted): 424 Bridge Street I Ashland County: -- Jackson Business mailing address (where we w(II send any items by mail as described in OAR 845-004-0065r11_x PO Box 4117 Zip Code: 97520 Medford state:. - Oregon Does the business address currently have an OLCC liquor license? - Yes ❑ No I APPLICATION CONTACT INFORMATION Contact Name: Lacey Hudgins Phone number: Gw DI.— r, . c_ Zip Code: 97501 Does the business address currently have an OLCC marijuana license? ❑ Yes Cl No OLCC Liquor License Applimtion(Rev 04.1522) LIQUOR LICENSE APPLICATION Page 3 of 3 ATTESTATIONS By signing this form, you attest that each of the following statements are true. I understand the Commission may require a licensee to provide proof of any of the below or below referenced documents at anytime. I understand that marijuana is prohibited on the licensed premises. This includes marijuana use, consumption, ingestion, inhalation, samples, give-away, sale, etc. 1 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. I affirm that I have read OAR 845-005-0311 and all individuals (sole proprietors) or entities with an ownership interest (otherthan waivable ownership interest per OAR 845-005-0311[61) are listed as license applicants in #2 above. I understand that failure to list an individual or entity who has an un- waivable ownership interest in the business may result in denial of my license or the OLCC taking action against my license in the event that an undisclosed ownership interest is discovered after license issuance. Melissa McMillan 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 (Re 04.1522) VI\LV V111 LIWXJ\JI\ VVIYI I%\JL VVIYIIYIIV VIV I\ INDIVIDUAL HISTORY FORM 1. Name {Print}; McMillan Melissa Mary Last First _Middle _ 2. Other names used (maiden, other): 3. Do you have a Social Security Number (SSN issued by the United States Social Security Administration? Yes X No If yes, you must list your SSN: SOCIAL SECURITY NUMBER DISCLOSURE: As part of your application for an initial or renewal license, Federal and State laws require you to provide your Social Security Number (SSN) to the Oregon Liquor Control Commission (OLCC) for child support enforcement (42 USC § 666(a)(13) purposes & ORS 25.785). If you are an applicant or licensee and fail to provide your SSN, the OLCC may refuse to process your application. Your SSN will be used only for child support enforcement purposes unless you indicate below. Based on our authority under ORS 471.311 and OAR 845-005-0312(6), we are requesting your voluntary consent to use your SSN for the following administrative purposes only: to match your license application to your Alcohol Server Education records (where applicable), and to ensure your identity for criminal records checks. OLCC will not deny you any rights, benefits or privileges otherwise provided by law if you do not consent to use of your SSN for these administrative purposes (5 USC§ 552(a). 4. Do you consent to the OLCC's use of my SSN as described above? Check this box: 5. Date of Birth (DOB): (mm} (dd)7 (YYYY) 6. Driver License or State ID #: 7. State _ 8. Contact Phone: 9. E-mail Address: 10. Mailing Address: (Number and Street) (City) (State) (Zip Code) 11. In the past SO years, have you been convicted of a felony or a misdemeanor in a US. state outside of Oregon? No Yes (if yes, explain in the space 0 _N- -D provided, below) Unsure Choose this option and provide an explanation if, for example: you were arrested or went to court, but are unsure of whether there was a conviction; you paid a fine or served probation or parole, but are unsure of whether there was a conviction; or if you know you had a conviction, but you are unsure of whether the conviction has been removed from your record, etc. Rev 1.8.21 Page 2 of 3 VI\L vl�1V LI\a(Vvl\ VVIV � t�VL VVlV llvnvv�v�v INDIVIDUAL HISTORY FORM 12. Do you, or any entity that you are a part of, currently hold or have you previously held a recreational marijuana license in Oregon? (Note: marijuana worker permits are not marijuana licenses.) No -0 Yes R Please list licenses (and year(s) licensed) below Unsure R Please include an explanation: 13. Do you, or any entity that you are a part of, hold an alcohol license in a U.S. state outside of Oregon? No D Yes X Please list licenses (and year(s) licensed) below Unsure El Please include an explanation: MCCubs LLC dba Sammich in Portland, Oregon has full on -premises liquor license since 2018 14. Do you or any entity that you are a part of, have any other liquor license applications pending with the OLCC? No n Yes Please list applications below Unsure F� Please include an explanation: You must sign your own form (electronic signature acceptable). Another individual, such as your attorney or an individual with power of attorney, may not sign your form. Affirmation Even if I receive assistance in completing this form, 1 affirm by my signature below, that my answers on this form are true and complete. I understand the OLCCwill use the above information to check my records, including but not limited to my criminal history. I understand that if my answers are not true and complete, the OLCC may deny my license application. (McMillan I Melissa I Mary Name Print}; Last Ma First Middle Signature: // L�(R__ This box for OLCC use ONLY Date: / / 2 �eGJ Does the individual currently hold, or has the individual previously held an OLCC- issued liquor license? Rev 1 8.21 Page 3 of 3 • OREGON LIQUOR CONTROL COMMISSION BUSINESS INFORMATION Please Print or Type Applicant Name: CubsWin8 LLC Trade Name (dba): Sammich Business Location Address: 424 Bridge Street City: Ashland Phone: 541-708-6055 ZIP Code: 97520 Business Hours: Outdoor Area Hours: The outdoor area is used for: Sunday Monday 11AM to 7PM 7PM Sunda 11AM to t0 7PM EllFood service Hours: 11AM t0 7PM 11AM Tuesday 11AM to t0 7PM Monday 11AM to 7PM O Alcohol service Hours: 11AM t0 7PM Tuesday 11AM to 7PM Wednesday „AM to 7PM Wednesday 11AM to 7PM Enclosed, how Thursday 11AM to 7PM Thursday11AM t0 7PM The exterior area is adequately viewed and/or Friday 11AM to 7PM Friday 11AM to 7PM supervised by Service Permittees. Saturday „AM to 7PM Saturday 11AM to 7PM (Investigator's Initials) Seasonal Variations: ❑ Yes ❑ No If yes, explain: ❑ Live Music Check all that apply: ❑ Karaoke • - • ❑ Recorded Music ❑ Coin -operated Games Sunday _ to ❑ ❑ Monday _ to DJ Music Video Lottery Machines Tuesday to ❑ Dancing ❑ Social Gaming Wednesday Thursday to to ❑ Nude Entertainers ❑ Pool Tables Friday _ to Saturday to ❑ Other: Restaurant' 0 Outdoor: 46-54 Lounge: Other (explain): Banquet: Total Seating: 54 max OLCC USE ONLY Investigator Verified Seating:_(Y) _(N) Investigator Initials. I Date. I understand if my answers are not true and complete, the OLCC may deny my license application. 1/1 Applicant Signature: Date: �I 1-800-452-OLCC (6522) Council Business Meeting September 20, 2022 Agenda Item Annual Liquor License Renewals From Melissa Huhtala City Recorder Contact Melissa. huhtalaCa-)-ashland. or. us; (541) 488-5307 SUMMARY Approval of annual liquor license renewals as requested by Oregon State Liquor Commission. POLICIES, PLANS & GOALS SUPPORTED N/A PREVIOUS COUNCIL ACTION N/A BACKGROUND AND ADDITIONAL INFORMATION There are approximately 145 applications that will need to be renewed by September 30, 2021. Staff has reviewed the submitted list by Oregon Liquor Commission (OLCC) for liquor licenses that are eligible for renewal. All businesses that have a current business license are current on city food and beverage tax. Police Chief O'Meara had provided information on one establishment, see Attachment 2. FISCAL IMPACTS N/A STAFF RECOMMENDATION Staff recommends approval of eligible OLCC liquor license renewal list for the City of Ashland. ACTIONS, OPTIONS & POTENTIAL MOTIONS 1) I move to approve the eligible OLCC liquor license renewal list for the City of Ashland. 2) I move to amend the list by omitting the following names... REFERENCES & ATTACHMENTS Attachment 1: OLCC License Renewal List Attachment 2: Liquor License Renewal Memo Page 1 of 1 CITY OF AS H LA N D City of Ashland ASHLAND 20 East Blain Ashland, OR 97520 RENEWAL NOTIFICATION PROCESS It's time again for liquor license renewals in your area. Liquor licenses are due to expire 9/30/2022, Attached is the list of licensees who are required to submit their renewal application to local govemmer for comment According to our records you charge: $35.00 Renewal Fee for ON -PREMISES S35.00 Renewal Fee For OFF-PREN41SES We told applicants to mail your local government fees to the address on this letter_ PLEASE NOTIFY US IMMEDIATELY IF 1 HE FEE(S) OR ADDRESS ARE INCORRECT HOW TO MAKE A RECOMMENDATION You have until 9/112022 to make your recommendation. Below are your options for renewals: RECOMMEND APPROVAL 1. DO NOTHING. If you do not submit a recommendation by 9/1/2022. the OLCC will process the renewal application as a favorable recommendation. RECOMMEND DENIAL (see additional information on page 2) 1. File an unfavorable recommendation, stating the grounds for the unfavorable (must meet the denial criteria on hack of form): OR 2. Make a written request for additional time to Complete an investigation The request must state: 1 ) y are considering making an unfavorable recoil-irr,endatioru 2) the specific grounds being considered. The grounds must be one referenced in Oregon Administrative Rule 845-005-0308(3). if your request is granted you will bo given a 45-day extonsion to file your unfavor 9ble recommendation. Unfavorable means recommending denial of a license or requesting restrictions be placed on a license. If you need assistance or would like to discuss a specific application, please contact your local OLCC office for help. Please send renewal recommendation correspondence to OLCC.Renewals(c�oregon.gc or OLCC License Renewals, P.O. Box 22.297. Portland, OR 97269-2297. If you have questions, contac our license renewal section at 503.872.5138 or toll free .at 1.800.452.6522 ext 25138. REASONS WE MAY DENY OR RESTRICT A LICENSE ORS 471.313(4)(5), OAR 845-005-0320. 845-005-0321, 845-005-0322 845-005-0325. 845-005-0326(4)(5) or 845-005-0355 The following is a I.st of problems ri-Inting to the APPLICANT -r BUSINESS that OLCC can consider to refuse or restrict a license: 1. Applicant has a habit of using alcohol or drugs to excess 2. Applicant makes a false statement to OLCC (must be related to a refusal basis) 3. Applicant has been convicted of local state or federal laws that are substantially related to the fitness of holding a liquor license 4. Applicant has demonstrated poor moral character 5. Applicant has a poor record of compliance when previously licensed by OLCC 6. Applicaril is not the legitimate owner of the business 7. The business has a history of senous and persistent problems at this location. The problems can include: obtrusive or excessive noise, music or sound vibrations public drunkenness fights or altercations harassment unlawful drug sales alcohol or related litter OLCC is not able to consider the following issues when deciding to renew a liquor license: lack of parking increase in traffic too many licenses in a specific area (saturation) entertainment type - nude dancing, gambling. live bands, etc. increased noise zoning issues Visit www.oregon_gov,,olcc1 to see the full text of ORS and OAR referenced above, In ord, for an unfavorable recommendation from a local government to be valid, the grounds mus be found in the license refusal bases of ORS 471.313(4), 471.313(5), OAR 845-005-0320 845-005 0321, 845-005-0322. 845-00 5-0325 or 845-005-0326(4)(5) or the license restriction bases of OAR 845-005-0355, and Must be supported by reliable factual information. Distncl 4 Rmowa!a L cene N .i.r P1enrsc•,cNo. tr3dani,rrwLtcen6[:ctLiCCr13e ry;:r Lic. 33R211 7-ELEVEN STORE A2362-181548 Preen ? BERNIE CHERRY Q - (VF-MEMISCS MCC Lac. 3379E-4 AGAVE Prnm. WM76 OCAT INC U - OFF -PREMISES SALES Lic. 337285 AGAVE Prom 5,3676 OCAT INC F -COM - FULL ON4"REMISCS SAI FS Lw_ 339492 ALBERTSON'S 9573 Prem 21264 ALDERTSCON'S LL(: O - CIF -PREMISES SALES Lic. 336789 AMUSE RESTAURANT Pra 4l,. ' 1197 AMUSE RCSTAURANT INC F-Com - PULL Ott -PREMISES SALES Lic. 339539 ARCO AMIPIi17023 Prom 56353 RP PRODUCTS NOR rH AMERICA INC 0 - OFF -PREMISES SALES Lic. 337234 ASHLAND FOOD CO OP Preen, 62341 ASHLAND FOOD COOPLIJATIVC L-LIMITED ON -PREMISES SALES Lic, 337266 ASHLAND FOOD COOPERATIVE Prcm. 226M ASHLAND FOOD COOPERATIVE 0 - OFF-PFII=.MISrS SALES Lic-� 330778 ASHLAND HILLS HOTEL Prem. 55556 ASHLAND HILLS HOTEL LLC F-COM - FULL ON4N1 Lh11S17$ SALES Lae. 336779 ASHLAND HILLS HOTEL Prom. vi554 ASHLAND Hit I S HOTEL LLC 0 - OFF -PREMISES SALES Lit:, 340208 ASHLAND INDEPENDENT FILM FESTIV Preen. e31762 SUUTHCRN ORECON FILM SOCIETY -LIMITED ON-PkEMlsrS SALES Lic 336545 ASHLAND LIQUOR STORE Prom, 61006 VO►eIS LNTERPRISES INT U - OFF -PREMISES SALES U c. 337848 ASHLAND SPRINGS HOTEL Pr*fn. 35175 MARK ANTONY HISTORIr PROPERTY I F-COW1- RILL ON-NKEMMES SALES Lic, 33/849 ASHLAND SPRINGS HOTEL Prurn. 3151 /,3 MURK ANTONY HISTO�RIC PROPERTY 1 0 - OFF-PREMibES SALES Lic_ 331366 ASHLAND ST MARKET Yrem_ 39671 FA5T BREAK OF OREGON LLC O OFF -PREMISES SALES Prcrni!:c* Addrgs d, Ptwx,c 1281 SISKIYOU tit -VD ASHLAND, OR 97520 Sd 1.489 448E 5 GRANITE ST ASHLAND, OR 97520 541-488-1 l M 5 GRANITE ST A-SHI ANn. OR 97520 Cy1 i Aas 1770 2301 ASI4LANn ST ASHLAND, OR 97520 541.4A2-0320 15 N FIRST 51 ASHLANU.Ot2 27520 841.4M9DDO 2380 HWY 66 AS►II AND. OR 97520 541-482 2054 300 N PIONEER St ASHLAND, OR 97520 541-482-2231 237 N 1ST ST ASHLAND, OR 97S7171 541-482-22J 1 z3ZS ASHLAND ST ASHLAND, OR 97520 541 A82-8310 2525 ASHLAND ST ASHLAND, OR 97520 541482-8310 389 E MAIN ST ASHLAND. OR 07520 541-08-M23 ,1r,' LrTHIA %VY AaHLANp, OR 97520 541-182-425E 212 t MAIN ST AS►It AND, UK 97520 541-488-1700 212 r MAIN ST ASHLAND.OR 97520 54148&17i)0 2371 ASHI A.ND ASHLAND, OR 97520 341-482-4422 ASHLAND Page 1 Prenti4er htxb-,g Addros3 �Q BOX 13QQ44 DALLAS. TX 75313 PO BOX 29095 MS 6S11 PHOENIX AL 'W3l A09.! 4 CEA'TERPOINTE DR STE 20, LA PALMA. CA OW3 237 N 1 ST ST ASHLANLI. UK 97520 PO BOX 218 ASHLAND, OR 97520 1301 ESPLANADE AVE KLA1,1A I H FAI I S OR 47601 District 4 RAnpwals License No.. Prvrngo; No. Tradenso- l irCnscelicense I y; c Premises AilDrvn% R Phcrq Lic. 3373tJ ASHLAND VALERO 2495 ASHLAND ST Prom, 22934 FAST BREAK OF ORFGON LLC ASHLAND O;Z 97520 O Orr--PRFkII ;FS SAI PS :4t dli2 D137 I iC 33811.1f ASHLAND WINE CELLAR 38 LITHIA WAY Prom 8774 AAMES P WHI IAKtit ASHLAND. OR 91520 0 - 0FF-PREMISES SALES 541-9-11-1862 L-c. 338180 ASHLAND WINE CELLAR 38 LITMIA WAY P.CRi 8724 JAMES v. WHITAKER ASHLAND, OR 97520 L L IMITED ON -PREMISES SALES 541-941-4862 Loc. 336828 BEASY'S ON THE CREEK 51 WATER ST#333 Prcm. 25224 HFASY SOD INC ASIILI AND. OR 97520 F-C CAM - NULL OV-I'FtCfi115ES SALF ; Fi12�tf8-b0U3 LIE. J36932 BEAUX 347 E MAIN ST Prom. 6b94 BEAUX I I C ASHLAND, OR 9752u F-COM - PJLL ON-PRE411SCS SALES 511411-9944 I is 336928 BI-M-ART 0608 2280 ASHLAND ST r'rem, 0W 1314AART CORP ASHI ANE), OR 9752U O - 01-1-•PREMISES SALES 541482-8.510 Li; . 337293 BIRD AND RYE 23 S 2ND ST Prem 47774 BERKSHIRE ENII-RPRISES LLC ASHLAND OR 97520 F-COM - FULL ON-PRPfJlRFS SALES 541 4821 9548 Lic. 339670 BLOOMSBURY BLENDS INC 290 E MAIN ST Prem. Fn792 BLO04ASBURY BLENDS ;NC ASHLAND, OR 97xi?P L - LIMITED ON-PRFMbSES SALES 5If) .7AA-721A Lie. 340208 BONSAI TLRtYAKI II 2305 ASHLAN1p ST dI06 Prum. 42894 SUTAE CORPORATION ASHLAND, OR 9752U I_ - UMIrTEO ON -PREMISES SAI US 541-482-26,10 L Ir„ 33682E BRICKROOM 35 N MAIN ST Prem. t6881 BRICKROOM LLC ASHLANn QR n7F20 F-COM - FULL ON PREMISES SALES 541 482 BR1A Lie. 337144 BROTHER'S RESTAURANT 95 N MAIN Iron. 119% DURANT NE'r'r'TON ENTERPRISES INC ASHLAND OR 975e10 F-COI.1 - t-ULL ON-PRFMISFS %ALES 1-482-9671 LUC. 139460 CAFE 116 116 LITHIA WAY ii2 r'r.ri 55—.92 KICK5�TANn r.Arr L.0 AS HI AND, On 97520 L - LIMITED ON-oRCMISFS SALES S11-48"A14 Lr. 3 8:PM CALDERA BREWING COMPANY b90 CLOVER W Prem. 5D421 CALM -RA BREWING COMPANY INC ASHLAND. OR 97520 F-COM - FULL ON -PREMISES SALES 541-482-467f I iC. 337U51 CALDERA BREWING COMPANY Grin CLOVER LN Prem, 5CA21 CALDERA 13REJIfING COM1PAN" INC ASI It AND. OR 9762U BP - BREWERY - rLJr3= IC. I IQLI 3E 541-462.5577 Lir. 337398 CALLAHAN'S MOUNTAIN LODGE 7100 OLD MNY 99 S I'rrrn. d4177 BAR C r ROPCRTIES LIA; ASHI AND. UH 9/520 r-CC3►.t . GULL ON -PREMISES SALES "1a82-1299 ASHLAND Page 2 Prc=mrCS MailM Address 1301 ESPL-A.NAUE AVE KLAM.ATI I FALLS, OR 976U1 PO BOX 276 ASHI ANn nQ 97520 PO nOX 276 ASHLAND. OR 97520 PO BOX 231C EUGENE, OR lJ740L 1237 N RIVERSIDE AVE 930 MEDFORD, OR 97wi 582 PARSONS DR MEDF"ORD. OR 97501 G42 SIJTTGW PL ASHLAND OR 97520 b90 t:LnVFR I N ASHLAND. OR 97520 5i3O CLOVER LN A-SiILAND, OR 91520 DtMCt 4 Renev,31S ASHLAND Page 3 Llccnse No,., Premise-c Nn TrpdO�emr :rn:a rlticpn;e Type Promises AA7irs c R Phpnp Promises Meiling ActcSrc.r: Lo_. 339545 CHATEAUBRIAND 36 36 S 2ND S 1 Pries, 47783 WINCHESTER INN LLC ASHLAND. OR 97520 1:40 d - FULL GN-PRLMISCS SALES F41-188-9948 Lie. 337102 CHEVRON FOOD MART 25W ASHLAND ST � Z520 FOOTHILL BLVD Prprr 24E44 rXN VIN nit. I I -LC ASHLAND. OR N/b20 GRANTS PASS. Oft 97525 0 - OFF-r,REMist-.L; SAI_I-S 541-498.4863 I ic. 337091 CHOZU BATH AND TEA GARDEN V2 A ST Rr .M 44691 CHOZU GARDFuS INC ASHLAND, OR Lilb2Y: L - LIMITED ON -PREMISES SALES 541-55 -qM Lac. 327092 CHOZU BATH AND TEA GARDEN 832 A S 1 Prom 44(i91 CHOLU GARDFNS INC ASI IL.AND. OR 07520 O nFF PkEMI5E5 SALES 641v52 0202 1. ic. 337024 CRAVINGCAVE 2345 ASHLAND ST #205 Prern. 61954 CRAWNGCAVC L-X ASHIANr% OR 97520 F-COht FULL ON -PREMISES SALES 5 A44-4354 Lie. 33804Z CREEKSIDE PIZZA BISTRO W2 V2 N MAIN ST PO BOX B09 Prem. 1953 ; PDH INC ASHLAND, OR 97520 ASHLAND, OR 97520 F-COM - FULL O N-PRE-MISES SALES 541 462-4131 Lie. .339043 CUCINA BIAZZI 565 E MAlN ST Prem. 1:1363 HEART FRIENDLY INC ASHLAND OR Wi!)--) F COtd - Ftlt I ON -PREMISES SALES FAIR 8-3739 Lh^. 337920 EL PARAISO MEXICAN CUISINE -JS CLOVIER LN I'rem. 4034C JESUS NUNEZ ASHLAND, OR 97520 r-com - FULL UN —REM SALES 541-4t! e-i7M L)c 34796D ELDER APOTHECARY 5 N MAIN 51 TI7 Prom 6345.1 GARDEN OF BEING LLC ASIILAND, OR 97520 L - LIRA T i'D ON -PREMISES SALES 541 700-6951 Lie. 339257 ELKS LODGE V944 ASHLAND 255 E hWN ST PO Box 569 Prcm. 6os'2 tLKS LciDGf 49" ASHLAND ASHI ANO OR 07520 r,;Hl AND, OR 97520 F-CLU IAJI I ON -PREMISES SALES 541-4119.3.911 Lie. 3381Eif1 FALAFEL REPUBLIC 1465 SISKIYOU BLVD Prrrr. !.-- `54 RESTAURANT RFPUBUC LLC ASS It AND O+j 01520 L - WAITED ON -PREMISES SALES 541-2W-6874 LIc 337005 FLIP 92 N MAIN s 1 Prr:r, Z�41ZU ULLMtNTINE ROOF lNr, AtiI ILAND OR 9762', l - LIMITED UN -PREMISES SAI F`~ 5411-458-354 i Lic. 339393 FUNAGAIN GAMES 149 E MAIN ST Priem 57912 BDAKDGAMER LLC ASHLAND. OR 97520 L - LIMITED ON-PRtMISI S SALES 541-500-able Lt. 336326 GIL'S 175 N PIONEER ST A814 DARK HOLLOW RD Prom_ 54158 SENF STRFFTT INC ASI-4LAND. OR 97520 MEDFOkU. UH A7` i L - LIMITED ON-PRr1AISES SA' GS 541.488.6139 Lie. 337685 GOLDEN DYNASTY RESTAURANT 1415 SISKIYOU BLVD t'rcm. 3ey188 LUCKY GA It INL: ASHLAND. LW y1510 I - I_RAITED ON-PREAAISLS SAI FS 611--188-0011 DlStnc;t 4 RenlwalS ASHLAND Page 4 LicerI;;Q No Premises N:r, rradonameA.1censcc1imnse rypc Prrmisc5 AgCress S P1Kx�c Premises k4aiivr3 Addross Llc- 33d8V GREENLEAF RE5TAURANT 49 N MAIN ST Prerr, 14719 BFLM GROUP LLC A,13111.AND, OR V/520 L - LIMITED ON-PR171.41SES SALES 541-487-2M Lic. -14tI525 HANDLE BAR 120 E MAIN 51 4111 N MAIN ST Prem. 64054 TIIE HANUt F BAR LLC ASHLAND, OR 9/510 ASHLAND. OR 975;D L - UMITED ON -PREMISES SALES 541-22b-t tbu Lic, 337509 HAPPY BOWL 14U1 SISKIYOU BLVD #3 Pram, r1163 HAPPY 13OV/L LLC ASHLAND, OR 07M L - LIMITED ON-PKLMISr-S SALES 541-7�-6,ri68 Lic. 3_%224 HARVErs PLACE 50 152 E MAIN ST Prom 52694 ASI ILAND EAILRY INC ASHLANt7, OR 97520 �--<:UM - FULL OWPREMISF_S SALES 541 488-'triI t LIC. 339165 HEARSAY 241 FIARGADINL ST PO BOX 330E Prcm. 39082 ROUND At3UU r LLC ASKAND. OR 9751u ASHLAND OR 97520 F-COM - FULL ON -PREMISES SALES 541-4Rf"FI55 Lic. 339977 MRO RAMEN 11 N 1ST ST >x101 Vierr:. 52937 SUN N. KRA ASHLAND, OR 97520 L - LIMITED ON -PREMISES SALES 7W-533-4341 Lin. 337514 HITHER 376 E MAIN ST Prom 5236s HITHER RESTAURANT GROUP LLC ASHLAND, OR 97..W Q - OFF4,KEMISES SAI FS 775-850-9675 t iC. JJ9851 HITHER 376 F MAIN ST Pr►yn. 523&i HITHER RESTAURANT GROUP LLC ASHLAND, OR 97520 L • LIMrTFD ON -PREMISES SAI FS 775.85E-9675 Lic. 339734 HOLIDAY INN EXPRESS 565 (-'LOVFR LN Prom. 63221 WARREN RESORT HOTELS OF CLGVE1 A,41 ILAND, OR 87520 0 - OFF -PREMISES SALES 541-201-= Lr. 337513 ILOUSE OF THAI CUISINE 1667 SIWYOU BLVD 645 LI I WY Prem. 18424 HUUSI: OF THAI CUISINE INC;OI?PCRA- ASHLAND. OR 97520 ASHLAND, OR 97521) L - LIMITED ON -PREMISES Sm FS 541-4118.2581 Lic, 339171 KOBE MODERN JAPANESE 98 N MAIN ST #101 Pircm, 41916 DAI KAZOKU INC: ASHLAND, OR 97520 F-COM - FULL ON-F'KLMISItS SALES 541-48MUSB Lic, 340199 LA ESTRELLA 721 N MAIN ST #A-1 PO BOX 1260 _ - Prarn. 58161 LA ESTRFr 1 A r:l LAN'. rl Inf NIX, CIR 97635 0 - OFT' PRF&USES SALES 541-535.2450 L-;,_ 3Y ,741 LITTLE TOKYO 29 N MAIN Prem. 50914 ANN11:'S KITCHEN INC ASHLAND, OR 97520 L - LIMI1 ED ON -PREMISES SALES 541-108-6366 Lic. 33068C LOCAL 31 PUB 31 WATER ST #2 Prerr. 62S71 PINT 8 SPATULA L I C ASHLAND. OR 97520 F COM - FU11_ UN -PREMISES SAi Eg 541.708-6813 LC. 337686 LOUIES RESTAURANT d BAR 41 N MAIN ST 690 S MOUNTAIN AVE Prom. SfiO3 LOUIL'S DAR A GRILL LLC ASI ILAND, OR 97520 ASHLAND, OR 97520 Fr�Or.t - �t�LL ON-PREN41,it-5 SALES 541482-9701 Disirra 4 Renewals L1cen64-1 Nc)l Prrm1%0;' Nv_ Tnrlr..-iame-Lice,noer)Lirc^rem, ' yAe 117- 337794 MACARONIS R1510RANTE Preen 15187 MACARONI INC F C00A - I-JLL ON-PRFI.IfSES SALES Lic. 337846 MARKET OF CHOICE M11 Piero, 3534Z MARKET OF CHC1tCF NC 0 - UFF-I'REMtSCS SALES Lou 339249 MARTOLLPS HAND TOSSED PIZZA Prem 11997 BRADFORD PIY7A INC I - LI►,IITEU ON-PRE1.11SCS SALE5 I ir;. 33922;? MARTOLLI'S HAND TOSSED PIZ2 A S0' vrenri. 53224 URADFORn PIZZA INC L LI► ITttj ON-r'RCtv11S= i SAl 1_S Lic: 337737 MAS Prrm. '!AbOb MA.S SOUTHERN UREGON LLC F-COM - FULL ON -PREMISES SA[ 1 S Lr--. :137864 MASAI A BISTRO AND BAR Prem. :358 41 MASALA 1 ASTEE LLC F-COM FULL ON-PR0,115ES SALES Lit;. 337701 UEZCAL RESTAURANT AND BAR f'rem 52503 MEZc AL RFSTAURANT AND IiAH I I C F-COM - FULI ON-PREb4SES SALES Lic. 337631 MINUTE MARKET #5 Prem. 5594 K & H LNTFRPRcSES INC 0 - OFF-PRFMISES SALES Lar.. 337632 MINUTE MARKET 06 Prem 55,95 K & H ENTERPRISES INC U - OFF-PRCMISFS SALt5 Lic. 3440117 11M I S S Y OO N Prcm. 47730 COQUINA LLC F-COM - FULL ON -PREMISES SALES Liu. 337888 MIX SWEET SHOP Drum 51728 MIX S'&EET SHOP INC: r-CO►.1 -FULL ON -PREMISES SALES b: MORNING GLORY Prim 2565R r1AV41AR RLST.IURANTS I I FULL ON PREMISES SALES Lic:. -1438<.W MOXIE CAFE 8 MARKET Prem. 63537 MOXit L;AFE r MARKET LLC L - LIMITED ON-PRENI5t5 5AI r-S Lic, 336UT9 NAMA Prum, 62908 I.IAS SOUTHERN OREGON I I C L - I IMITED ON-PREMISCS SALES bc. 339573 NORTHWEST PIZZA Prem_ 5599 ANANANA LI L; F-COM FULI ON-HRE1.1LES SAES ASHLAND Page Pmmisrn A55ren & Phnnr. arcnni.^.. Mailing rL1,Yrxs to t ?RAIN 5T ASuI AND, OR 2752a: 541-941-811 a 1475 SISKIYOU BLS D 2B62 V41-1 AMETTE ST S I h 8 ASHLAND. OR 9752D EUGI Nr OR 117435 38 E MAIN ST 1467 SISKIYOU BLVU PI.ID :3 ASHLAND, OR W7 20 ASHtAyD, QR 87520 541-480-6560 1469 SISKWOU BLVD V2A 1461 SISKIYOU F1L1 v PMB 23: ASHLAND, OR 9752LI ASHLANU. OR 97520 541.4R9-1 q 18 141 WII I DODGE WY ASHLAND. OR Wsyu 541-227-95B5 258 A ST 1r i8 ASHLAND, OR 97520 bA 1-708-0943 23 N LIAIN ST 49 ASHLAND, OR 9752n ," 1-613-7733 304 N MAIN ST 610 E ?.WN ASHLAND, OR 97520 MEDFORD, OR waini 541-772-1355 1%0 SISKIYOU BLVr) A10 E MAIN ASHLAND, OR G7-520 MEDFORU. OR 97501 5a 1-/ /2-1:i55 542AS1 ASHLAND, OR Y7b7u 541-708-6676 br859NMAIN ST 57NMAIN SI ASI ILA1vD OR 9752D ASHLANn, OR 97520 `A I-488-9885 1149 SISKIYOU H1 vn ASWLANU, 014 97520 541.443"fi3E bUI FAIR OAKS AVE 891 rAIR OAKS AVt ASHLAND, OR J/b20 ASHLAND, OR 9752E 541-84U-bb69 14D LITHIA WY 34S E MAIN ST v4 ASHLAND OR 97520 ASHLAND, OR 97520 541.63!-WA 153v SISKIYOU BLVD ASHLAND, OR 9752E 541-188-2080 Di:anct 4 Renewals Llcertsv Nn Premtnr,5 No. Tras nar7e Ltrxxt oa'L,_$rif ( Twe LIE. 34MI66 OAK KNOLL GOLF COURSE ►'rem 354l+ AS, i1 AND PARKS AND RECREATION C L - I IMITED ON-PRFMISES SALES Lit 32M782 OAK TREE NORTHWEST Prrm 27653 :k;HCOINC O - OFF PKtmists sAI F Or. 33878.3 OAK TREE NORTHWEST Prem. 2?b,3 ASHCO INC F-COM - FULL ON -PREMISES SAI FS Lir 337345 OBERON'S RESTAURANT & BAR Prcri 51201 FLAVOR 1 HE RESTAURANT. LLC. F-COIJ - Fth I ON-OREMISLS SALES L,r., 33792b OMAR'S Prt:m 6158 ODAAH'S INC F CON" - FJLL ON -PREMISES SAI 1-S I ic, 337973 OREGON CABARET THEATRE I'ret:t 16Urb OREGON CABARt r THEATRE INC F-r01.1 - FULL ON-PRF1.lISES SALES 33/c?)9 O'RYAN'S IRIS11 PUB Pt--n, 6312 CI IEERS LLC; F-COM - FJLL ON-PRF6IESLS SALES l.ir;. 337IN OSTERIA LA BRICCOLA Prem 62659 FORTONATI-GHILLON+HCSTAURANI C F-COM - FULL ON-IHE:144ISCS rAI FS Lc_ 339237 OSTRAS TAPAS & BOTTLE5HOP Prrrr. 40951 HILLY 4LIVER INC F-COM - I ULI ON -PREMISES SALES I tc. 338U12 PANGEA GRILLS AND WRAPS Prom. 28239 PANiGEA ASHLAND LLC L - LIMI rED ON -PREMISES SALES LIL. 338027 PEERLESS RESTAURANT & BAR Train 25942 PEfRLFSS HOSPITALITY I I r: r--CO1A - FULL ON-PKt611SES SALES Lit. :i18C,28 PEERLESS RESTAURANT & BAR Prem, 3%?M0 PEERLESS 110 SPITAI I rY I t rl U OFF-PREb11SES SALES I ir. 338178 PIE & VINE Preis 36135 PASTA PIATTI INC L - LIN41TED ON-J'HthIISCS SALES Lic. 337947 PLAZA INN & SUITES AT ASHLAND CR Prem. 37224 fJnRTHYIES` k SOUTHERN HOSPsTAi I L - LIMITED ON-PREM1g1"S SALES Lic. 338039 PRESS FOR OIL r>r*•r1 0006) PRESS FOR OIL LLC L - L1611TED ON -PREMISES SAI F$ Prenn:vrs Address R Phone 30 to f Ivry 66 ASI:lANO.Oli 9752E 5.11A92 A311 2510111h Y 66 ASt iLANU, OR 97'S.21' sa1�18a-1C3G 2510 M40Y 00 ASHLA.Nn OR 0752U 941 .4M-1434 45 N MAIN ST - ASHI AND OR 975zo 541 708-C,E52 1380 SISKIYOU ASHLAND, OR U1520 Fr11-482.12,91 24 1 HARGADINE ST STE A ASHLAND.OR 97520 541 -1a8.2902 137 E MAIN ST ASHLAND, OR 97520 541-482-8572 18 CAI 1 I- GUANAJUATO N'Y ASHLAND, ON 91520 341-70"775 47 N MAIN 51 ASHLAND, OR 97520 511-227.913C+ 272 E MAIN ST ASHLANrl.OR 975lU j41-210-5176 M 4TH ST ASHI AND, UK 9752C 5-11-48fl-VV32 26.9 4Tl # ST ARHt AVn, nrl 07b2u 541ri86-1082 3,8 E MAIN ST ASHLAND. OR 975nC 5414 M-5493 98 CENTRAL AVt ASHLAND, OR 97590 541-188-89an 60 E MAIN ST ASHLAND, OR 9752C 541-025-0225 ASHLAND Page F Prnmises 61aihnq Aiaretf, PQ BOX 1149 ASHLAND, OR 97520 47 1.1AIN S r A-SHLAND OR 97520 199 E MAIN ST ASHLAND, OR 41520 108 N WASH INGTON ST SI'OKANC. 4VA 002C1'. DisLhO 4 RenuwAlg ASHLAND Page 7 L*ensr No Pfenliw:•L N Trad<:r•:� n�+"CEn c l irGr:a )rt' Premise* AMI*BS & PhpnG i'rprfli5rs?.iailin o0 4-4:. 34124Z PUERTO MAZATLAN ASHLAND 1209 SISKIYOU BLVD PrM, 14094' J J RODRiGUEZ INC ASHLAND, OR g7:520 F-COM - FULL ON -PREMISES SALES 541-492 5042 Lic. 337692 REDZONE SPORTS BAR N GRILL 303 C MAIN ST 4210 NAVARRO SPRING Prvri, 4AA1F LAMA ENTERPRISE LLC A81ILAND. OR 975114 ►APDFORD. OR 97534 r-EOM - FULL ON-PREMISEg SALES 541-4CZ-ZC79 Lie. 337889 REMIX COFFEE BAR 16UZ ANHI AND ST 57 MAIN ST Plum. 5%31 ►MX SWEET SHOP INC ASHLAND, OR 3752U ASHLAND, OR gf520 F-CO►,( - FULL ON -PREMISES SALES 54IANB-9665 Lic. 3:39296 RITE AID as385 2141 ASHLAND S1 PO BOX 3165 Prrm 2142A THRIFTY PAYYLESS INC ASHLAND, OR ti/b20 I IARRISBUKG. PA 171ri5 0-OFF-1'iiCh41Si=5 SALES, 5-l1-482-7404 LC. 338088 ROGUE VALLEY ROASTING CO 917 E L(AIN S7 Pirrn S,9326 RV ROASTING COMPANY I LC ASHLANL7, OR 97571) F-COA+ rULI. ON-PREMISCS SALt5 U14w6 ljuz I ir. 339574 RUBY'S NEIG11130RHOOD RESTAURAF 163 N, PIONEER ST IQ N PIONEER ST I>Lrm. 4i3`) {9 DOG WEST COAST I I C ASHLAND. OR 9752j ASHLAND. OR Pb20 F-COM -FULL ON PREMISES SALL S &1 t I8&77' 7 Lic. 3314478 SAFEWAY #3212 585 SISKIYOI I BLVD Po nOX 29096 kIS 65.?! Pram. 56919 SA=E'NAY INC ASHLAND. OR 97520 PHOENIX, A7 $503$ 0 - 0FF4>.RFAtISES 9,,!%LES 541.482-7777 L it'.. 339928 SAKANA CO I JEFFERSON SPIRITS 145 E MAIN ST 4102 Prem. S!>4'kl IKA LLC ASHLAND. On 97520 F-Com - rULL ON -PREMISES SAI ES 262-51S-3944 Lie. UOZ1U SAMMICH 424 BRIDGE 51 PO 4 1tI Prem. 51151 CL1 SWIN8 LLC ASHLAND. OR 97S20 MEDFORD, OR 97501 L- LIMITI:n ')N-PRE►.IsSES SRl FS b41-708-6055 33824C SAUCE WHOLE -FOOD CAFE 1b10 & 1642 A,%l11 AND S! Prr.m 4i'f66 SAI.)CE WHOLE FOOn CAFE INC ASHLAND, OR 97520 I- - WAITED ON -PREMISES SALTS 541.482-.W3 Lic. 336153 SESSIONS MARKET 2 1a:iK ASHLAND ST STE A & B Do BOX 504 Prer1 612C8 RVC LLC; A5111 AND, OR V15Z. PIiorNIX ()x 1a1535 U - OFF-PRF►MSES SALES 541-897 A479 Ur. 3382/8 SHOP N KART WAREHOUSE FOODS 2268 ASHLAND ST Hrem. 7015 5 AND J Rrrn INr. ASK nun, (1P 075 U O - OPF-PREMISES SALES .r)d 1-4$$_1579 Lic. JJfJb 1 SISKIYOU BLVD MARKET 151 , SICKIYOU BLVD s >- kH111 ANADE AVC Prerr. 48148 FAST BREAK OF OREGON LLC ASHLANn, OR 97520 KLAMITI I FALLS, OR 97601 0 - OFF -PREMISES SALES yI1-797.4502 Ln. 338720 SKOUTTAPHOUSE & PROVISIONS 21 WIN8URN WAY Preen. 45000 BEAM CONSULTING & VEN I ORES LLC ASHI AND, OR 97-420 =-COM - FULL ON-PREPAISCS SALES 541-482-0119 Lic. 3=11389 SOUTH TOWN MARKET & DELI Ib22 1 1524 SISKIYOU BLVI7 3503 S PACIFK: HWY Prc.rr, 5E.328 SOU I HTOWN MARKS 1 LLC ASHLA%n OR 9752+J mrOFORD, OR 91501 O - OrF-PREMI5E5 SALES 5-0i-7C8 4iti1 h District 4 Renewals ASHLAND 1 icon" No.,, Premises No Tr+�c amaLttansee�tica nxr Type PrCmix* Address 8 I'mom Premises &18ifirra Addrms I'c. 3W280 SOUTHERN OREGON GROWLERS 34,11 LmIIA WAY 901 N'r'i t $1 Pmm W53 SOUTHERN OREGCW GROWLERS LLC ASHLAND, OR 9752t7 GRANTS PASS, OK Jlb26 0-OFF-PZEIIIISFS RAI FC sa1.7o�1nas uc. .1:18281 SOUTHERN OREGON GROWLERS 345 LITHIA WAY 901 NW E ST Prem. 54654 SOUTHERN ORF-GON GROWLERS LLC ARHLAND, OR 91520 C RANTS FASS CSR 9752 L - LIMITED ON -PREMISES SALES 541.706-1026 Lic. 3389so SOUTHERN OREGON UNIVERSITY 1250 SISKIYOU BLVD Prem. 153i*3 SOUTHERN OREGON UNIVERSITY ASHLAND. OR 9752n L - I IMITrn ON -PREMISES SALES 541-562-8231 Lic 338404 STANDING STONE BREWING GO 101 OAK ST f rem 26216 SFANDING STOW RREWINti uo A,Rlil AND, OR 97520 f--COM - FULL ON -PREMISES Sk FS 641-482-2448 L c. 339511 STANDING STONE BREWING CO 101 OAK ST Pare. 215218 STANDING STONE BREWING CO ASHLAND, OR 97520 BP - BREWERY - PUBLIC HOUSE 541.482-24d8 Lic. 348638 STOP N SHOP 110 LITHIA WAY Pmrr.. 46895 MS & JS LLC ASHLAND. OR 07520 0 - OFF-PREMISCS SALES 541-4M9550 Lic 336762 STRATFORD INN 555 SISKIYOU BLV17 Prem. 65 W fb 5TwarORD LLC ASI ILAND, OR 97520 L - LIMITED ON -PROMISES SALES "A1-4&0.2151 Lic. 33Jy40 SUSHI HEAVEN 293 L MAIN ST Pram. 5010 SOYOUNG 8d ASHLAND, OR 97520 L - LIMITED ON -PREMISES SALES 541-482-1110 Lic. 339685 TAJ INDIAN CUISINE 31 WATER ST 41 Prem. 39367 DOSANJH HOLDING LLC ASHLANL), OR 97520 F-COM - FULL ON-NtitMISES SALES 541.4813-5901 1 ir. 33847E TAQUERIA PICARO 7115 N PIONEER Prem. 1a103 TB3 WC ASIILAND, OR 9752U F-COM - f Ut L ON -PREMISES SALES 541-708-6585 L w 33879u THAI PEPPER I Blurs FRIED CHICKS 84 N MAIN ST Prem. 17,%S PEPPER INC ASHI ANn, OR 07520 F-COM - tULL ON -PROMISES SALES 541-482.40M LK. 33C,&M THE BLACK SHEEP PUB a RESTAURA ;i1 N MAIN S1 800 IOWA ST r'rwn. 2196s BLACK SHCCP CNTLReK13E8 INC ASHLANU, UK W320 ASHI.ANU. UK 91820 t--rOM _ FULL ON -PREMISES SALES 641-535 7007 Lic. 139457 THE CUI INARIUIM 27n E MAIN ST PO BOX 1869 Prom. 56257 JACKSONVILLE McRCANTILF INC ASHLAND.OR 97520 JACKSONVILLE, OR Or530 0 - OFr PREMISES SALES 541-708- Zu LIc, 3384J 1 THE GREAT AIMERICAN PIZZA CO 1448 ASHLANO S I Prpm. 19713 THFY INC ASHLAND, Of? 97520 1 - LIMITED ON -PREMISES SALES 541.488.7747 Lic. 337U7 THE MCCALL HOUSE 153 OAK ST NrWn_ B09fi1 N%C;ALL GUESTBOOK LLC ASHLAND, OR 97520 L - UtirTFD 0N-PRE1,f1't5 SALES 541-482-92as Dislrid 4 Ren9wals Llceimc NoJ I2,CfTL`il S w. Type Llc;. 3378W THE MCCAL.L HOUSE Prem. 60980 MCCALL GUESTBOOK I I C 0.OFF-PREMISES SALES Loc. 338633 THE WINCHESTER INN Prlxn. 12081 WINCHESTER INN LLC F-COM - FULL ON -PREMISES SALES I ir,., 338521 UMAMI SUSHI Prem. 48194 UMAMI I I C F-CUM - FULL ON-PREWMrs SALES Lie 33925'j WATER STREET CAFE Nrem 40359 murF IIII 1 LLC L - UMITFU O.N-PREMISES SALLS Lir, 337580 WILD GOOSE CAFE d BAR Props. 9593 JOLLY DOG TAG INC O - OF F-PREMISES SALES Lsc. 337581 WILD GOOSE CAFE 6 BAR Prem. M3 JOLLY DOG TAG INC F-COM - FUH- ON-PRtMISES SALES l r 338338 XERXES MEDITERRANEAN GRILL Prwm 60071 SYNTHESIS TECHNOLOCIES INC L • LIMITED ON-PRLMISESi SALE;; Lir•,. 337405 YUAN YUAN RESTAURANT Prem. 21574 DANIEL GAN L - LIMITED ON -PREMISES SALES Count for ASHLAND 148 ASHLAND Page 9 Premilas A&trrns S t'rk:.w Prernt%e . MORI" Addrekn 153 OAK ST ASHLAND, OR 9752U 35 S SECOND ST ASHLAND, OR 9762o 541-88.1113 62 E LlAIN ST 1381 FOSS HD ASHLAND. OR 97520 TALENT, OR 97540 541-4U-7'08 40 N MAIN 667 WALNUT ASHLAND, Oft 97520 ASHLAND. OR 9752,: 541-941-76AT 2365 H'YW N 2365 ASHLAND Sl ASI IL AND. OR 97520 ASHLAND, OR 97520 541485A103 236511VJY be 2365 ASHI AND ST AS#fLAND, OR 97520 ASHLAND C}R 97520 541-488.4103 1720 SISKIYOU 131 VI) ASHLAND, Or, 97570 541-301-9866 2270 ASHLAND ST ASHLAND, OR 97520 541-482.0270 CITY OF -ASHLAND Police Department Memo TO: Melissa Huhtala, City Recorder FROM: Tighe O'Meara, Police Chief SUBJECT: Liquor License Renewals DATE: September 14, 2022 Pursuant to your request for information relevant to the renewal of liquor licenses, I am providing the following information. O'Ryan's Irish Pub (I -Pub) The owner of O'Ryan's Irish Pub continues to work with the police department to mitigate problem behavior at the I -Pub. Over the last year the I -Pub generated eight cases over the last year, up from two the previous, but still down from 12 the year before that. O'Ryan's is currently under and enforceable compliance plan from the OLCC. Stop N Shop While Stop N Shop at 110 Lithia Way continues to be a focal point for open alcohol container violations in the downtown area, I am not recommending to Council that the liquor license approval be denied. Over the summer months of 2022 at least 17 open container violations were immediately connected back to the Stop N Shop. APD recommends that Stop N Shop continue to be monitored. Ashland Police Department Office of the Chief of Police Tel: 541482-5211 =, 1155 East Main Street Fax: 541-552-2154 Ashland, Oregon 97520 TTY: 800-735-2900 www.ashland.ormslpolice The next step following adoption of the resolution will include the City Attorney returning to the City Council with updates and deletions of current Ashland Municipal Codes (AMCs) related to the restructuring of City commissions. Resolution 2022-24 includes direction to the City Attorney to return to the City Council with the corresponding necessary AMC changes. Finally, members of Standing Advisory Committees will be appointed by the Mayor with the consent of the City Council. ACTIONS, OPTIONS & POTENTIAL MOTIONS City Council adoption of Resolution 2022-24 establishing City Council Standing Advisory Committees and acknowledging the potential convening of Management Advisory Committees by City management. STAFF RECOMMENDATION City staff recommends adoption of Resolution 2022-24 establishing City Council and acknowledging Management Advisory Committees. FISCAL IMPACTS The restructuring of City commissions to standing advisory committees as outlined above is intended to reduce the need for staff support of formal commissions and adjust the number and character of City Council advisory bodies. REFERENCES & ATTACHMENTS • Draft Resolution 2022-24 (with all updates included and tracked in redline since the August 2, 2022, Council Business Mtg.) • Draft Resolution 2022-24 (with all updates included without redlining since the August 2, 2022, Council Business Mtg.) Page 2 of 2 CITY OF -ASH LAN D DRAFT — 9/16/2022 RESOLUTION NO.2022-24 A RESOLUTION ESTABLISHING CITY COUNCIL AND MANAGEMENT ADVISORY COMMITTEES RECITALS: A. Whereas the citizens of Ashland have a strong history of voluntary service to their community, including on advisory bodies to the City of Ashland (City); and B. Whereas Ashland citizens have important practical and technical knowledge on issues and topics important to sustaining the quality of life in the city and on the operational effectiveness of the City of Ashland organization; and C. Whereas the City Council of the City of Ashland has an interest in promoting continued community participation in advising the City Council and City management. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ASHLAND, OREGON, RESOLVES AS FOLLOWS: SECTION 1. Procedure and Guidance for advisory committees to the City Council and City staff include the following: A. Each advisory committee shall serve solely as an advisory body whose actions or recommendations shall not be considered as City policy or the establishing of City policy or as final decisions of the City and are therefore not subject to administrative or judicial appeal. Each advisory committee will provide service that does not conflict with the functioning of City departments or other government agency and shall have no executive or administrative powers or civil rights investigatory or enforcement authority. Attendance at an orientation or training session for standing advisory committee members, when offered, is required before they are permitted to further exercise voting rights at committee meetings. The City Manager will provide at least an annual orientation or training session update to all standing advisory committees and will be responsible for assigning City staff support for the work of the advisory committees. Except as otherwise expressly stated, standing advisory committees shall observe policies and meeting and conduct rules consistent with those set forth for commissions and boards in AMC 2.10, Uniform Policies and Operating Procedures for Advisory Commissions and Boards, including its meeting and attendance, and code of ethics provisions: B. Advisory committee members shall serve as individuals exercising their own best judgement and not as delegates for their respective organization or groups. Committees and their members are not official representatives of the City of Ashland and may not present their committees recommendations or their personal opinions or points of view as representative of the City's policy or operational perspectives. Prior to speaking publicly on behalf of their respective advisory committee, members must secure the permission of their committee to represent the activities or recommendations of their committee. C. A quorum of each standing advisory committee shall consist of more than one-half (%2) of the total number of its current Council -confirmed voting members, but in no case fewer than three (3) members. Appointed voting and alternative members of a standing advisory committee may not name a substitute or alternate member to attend a meeting of their advisory committee on their behalf. Nonvoting ex-officio members, staff, and liaisons do not count toward the quorum. Appointed voting and alternate members of a standing advisory committee need not be physically present at a meeting if another means of attendance (e.g., telephonic, internet, etc.) has been established by the membership and public meetings law requirements are met. At least a majority of the quorum is necessary to adopt any motion; some motions may require the affirmative vote of at least two-thirds of the members present. A voting or alternative member of a standing advisory committee should provide at least a 48-hour notice to both their committee's chairperson and the City Manager appointed ex-officio committee staff support member regarding any planned absence from a scheduled meeting of the advisory committee. In the event an unexpected or emergency absence, the member should notify their advisory committee's chairperson, or the appointed staff support individual within a reasonable time in advance of the meeting. If the members in attendance do not constitute a quorum, staff or invitees may make informational presentations provided (1) Notes describing the presentations and discussions are made and posted on the City website; (2) no motion, debate or vote or any other official business other than adjournment takes place; and (3) all topics advertised are automatically added to the agenda for the next regularly scheduled meeting. D. Standing advisory committees may request voluntary testimony but may not compel an individual or organization to appear before it or respond to questions. E. Advisory bodies may consult with other city advisory committees on matters of mutual interest in the course of developing recommendations to bring to the City Council or City Management. It will be the responsibility of advisory committee chairpersons to work or meet informally as needed to coordinate the activities or coordination of matters between their committee and other advisory committees. 2 F. Standing advisory committee members (voting, alternative and non -City staff ex-officio) will be appointed by the Mayor with the consent of the City Council. Council confirmed standing advisory committee appointments shall have three (3) year terms. Members of city commissions with corresponding responsibilities as the standing advisory committees will be invited by the City Recorder to confirm their interest in appointment by the Mayor without the necessity of submitting a formal new appointment application. New applicants must submit formal application with the City Recorder for Committee appointment. All regular terms commence with appointment and shall expire on April 30 of the third year. In the case that a new committee member is appointed to fill the remainder of a recently vacated voting position, the new member will be eligible for re- appointment at the end of the partial term they are completing. The City Manager will appoint all ex-officio City staff support committee members. The Mayor, with City Council confirmation, will appoint Council liaisons to each of the standing advisory committees. Council liaisons shall be non -voting ex-officio members of the corresponding committees. G. Standing advisory committees shall be governed by AMC 2.10 — Uniform Policies and Operating Procedures for Advisory Commission and Boards. Council liaisons will be assigned for standing advisory committees per AMC 2.04.100. Standing advisory committees will be reviewed by the City Council approximately every three years as to their assigned responsibilities, level of effectiveness and the need for their continued role and existence. H. In keeping with the diversity, equity, and inclusion goals of the City of Ashland, efforts will be made to ensure that information regarding standing advisory committee vacancies and the application process is readily available and advisory committees are made up of residents that represent the diverse populations within the City. All committees shall assist the City of Ashland in ensuring that city programs related to the charge of the committee are equitable for all community members, including low-income, young people, persons of color, the elderly, and those living with disabilities. Standing advisory committees may have up to two additional non -voting, ex-officio student/youth members who are of high school or college age. Unless otherwise stipulated below, voting and alternate standing advisory committee. members will be comprised of individuals who reside within the City except one (1) member from each advisory committee may be an at -large member living within the City's urban growth boundary. Ex-officio members are not required to be residents within the City or the urban growth boundary. Voting and alternate members must be over eighteen (18) years of age. J. All standing advisory committees serve at the pleasure of the City Council and shall deliver to the Council an annual report on their activities and accomplishments in the preceding year and provide to the Council for its approval the priorities and workplan for the succeeding year. Standing advisory committees are expected to work with and advise the City Management and City Attorney to insure their committee recommendations are aligned with City Council priorities and can be implemented within the City's resources and legal authority. 3 Commissions transitioning under this resolution to become either standing advisory committees, or potentially to MAC status, are requested to complete any current work to develop recommendations for the City Council and advance them for consideration. These recommendations my advance either as a direct final report or presentation to the City Council or may be advance to the corresponding advisory committee or City Manager for reporting to the City Council. K. The City Attorney is directed to return to the City Council in a timely manner with any updates, changes, or deletions to the Ashland Municipal Code to establish the here identified standing advisory committees as replacements for their corresponding city commissions or boards and to establish them as "Regular" advisory bodies per AMC 2.04. SECTION 2. Standing Advisory Committees to the City Council are established and responsible for the purposes indicated in the following: A. Climate and Environment Advisory Committee (CEAC) A Climate and Environment Advisory Committee (CEAC) is established by the City Council. The CEAC should reflect and represent a wide range of community interests and perspectives. Such interests should include, but not be limited to, climate change and environment, public health, energy efficiency and renewable energy, low and moderate - income households needs, economic development, social equity, and sustainable economic development. The CEAC will consist of up to nine (9) voting members and up to four (4) optional ex- officio members as provided here. The CEAC will strive to include at least two (2) voting members who are 35 years old or younger at the time of appointment. The four ex-officio, non -voting member positions are reserved for one (1) representative of the solid waste franchisee for the City; and one (1) representative from Southern Oregon University (SOU) administration/faculty; one (1) representative from the Ashland School District administration/facility, and one (1) representative appointed by the City Manager to provide support to the committee. In addition to the voting members, the CEAC may have up to two (2) individuals designated as alternate members. Alternate committee members may be seated to fill the role and responsibility of a voting member at a meeting of the CEPAC that does not have a quorum of voting members in attendance at roll call of the meeting. The rotating seating order between the two (2) alternative committee members in attendance at a CEAC meeting, shall be established by Mayoral designated order at the time of their appointment. Faculty or student ex-officio members of CEPAC may be appointed to be alternative members. The CEAC shall be responsible for assisting the City in the following: 4 i. Recommending strategies, actions, and programs related to the wise and efficient use of community and environmental resources and related to addressing climate change, including in: • Climate mitigation and climate smart adaption initiatives, including in Ashland's Climate and Energy Action Plan (CEAP) and its updates, and their incorporation in updates or changes to City ordinances, administrative rules and processes • materials management, waste prevention, reduction, and recycling • Electricity, water, and natural resource usage • Renewable resource options • Air and water quality action planning, including reducing GHG emissions ii. Recommending CEAP implementation steps or improvements on behalf of the community and for City operations iii. Providing information to staff and the City Council to ensure that benchmarks, targets, or actions develop for, or by the City of Ashland incorporate the best available science and practices to achieve the intended climate or environmental related goals and targets. iv. Providing recommendations to ensure the City of Ashland's climate and environmental planning incorporates long-term social, economic, and environmental goals, including social equity for low-income households, persons of color, the young and elderly, and those with disabilities. V. Educating and advocating for Ashland's environmental goals, including its Community Climate Recovery Goals. B. Historic Preservation Advisory Committee (HPAQ An Historic Preservation Advisory Committee (HPAC) is established by the City Council. The HPAC will consist of up to nine (9) voting members, and two nonvoting ex-officio members including the Chairperson of the Planning Commission, and one (1) representative appointed by the City Manager to provide support to the committee from the City's Community Development Department. To qualify the HPAC's as the City of Ashland's Certified Local Government (CLG) Commission, the majority of appointments for voting members of the HPAC, to the extent volunteer members are available in the City, will have direct historic preservation experience or meet the professional qualifications (including archaeology, architectural history, conservation, cultural anthropology, curation, engineering, folklore, historic architecture, historic landscape architecture, historic preservation planning and history) under Oregon State Historic Preservation Office requirements. The HPAC shall be responsible for assisting the City in the following: i. Recommending to the Planning Commission and the City Council, areas or properties of significant historical value and interest for consideration to be designated historical properties. ii. Recommending ordinances and other measures designed to protect and foster interest in the improvement of designated historical properties. iii. Reviewing literature and sources of funding concerning the protection and improvement of designated historic properties. iv. Advising City staff and the Planning Commission concerning the improvement of designated historic properties in connection with Type II and Type III Planning Action involving new construction or alterations to existing historic resources. V. Advising applicants and staff upon request on sigh permits, building permits and other projects involving new construction or alterations within Ashland's designated Historic Districts. vi. Advising the Planning Commission, the Ashland Park Commission, other city advisory commissions, boards and committees, and city departments regarding historic components of government projects under consideration within Ashland's designated Historic Districts. vii. Advising City staff and the Planning Commission on project applications for funding. viii. Assisting in promoting public support for the preservation and recognition of Ashland's historic past. ix. Advising City staff and the Planning Commission on aesthetic standards for historic areas. C. Housing and Human Services Advisory Committee (HHSAC) A Housing and Human Services Advisory Committee (HHSAC) is established by the City Council. The mission of the HHSAC is to assess and make recommendations to the City for addressing the continuum of housing and human services needs for the purpose of enhancing community health and well-being. Members will be from a broad spectrum of citizens including individuals with a background in social services, unhoused and marginal income population services, economic and housing development, universal housing design, and elderly and disabled persons needs. The HHSAC will consist of nine (9) voting members, one (1) nonvoting ex-officio liaison from Southern Oregon University (SOU), and one (1) nonvoting ex-officio member appointed by the City Manager to provide housing program support. The HHSAC shall be responsible for assisting the City in the following: 6 i. Assessing the making recommendations on the continuum of housing and human services needs of the community and funding strategies relating to housing and human services. ii. Advising the City Council on programs that assist in addressing the unmet utility, medical, transportation, and food needs of seniors, children and families in Ashland, and other related human services programs. iii. Making recommendations to the City Council on Community Development Block Grant (CDBG), City of Ashland Social Service Grants, and Housing Trust Fund and related allocations. iv. Assisting in identifying federal, state, county, and private funding for implementation of housing and human services programs. V. Fostering public knowledge of and support for official city housing and human services Programs. vi. Enhancing cooperation between the public and private sectors by promoting integrated approaches that provide suitable housing, a healthy living environment, and expanded economic opportunities for low and moderate -income persons. vii. Evaluate, reviewing, and recommending to the Planning Commission and City Council innovative land use strategies targeted to promote a broad variety of needed housing types. viii. Monitoring housing discrimination complaints and corrective actions within the City, and advising the City Council on potential measures to be taken to further equal opportunity to all persons to live in suitable housing facilities regardless of race, color, religion, sexual orientation, gender identity, national origin, source of income, or familial status. D. Public Arts Advisory Committee (PAAC) A Public Arts Advisory Committee (PAAC) is established by the City Council. The mission of the PAAC is to enhance the cultural and aesthetic quality of life in Ashland by actively supporting the placement of public art in public spaces and serving to preserve and develop public access to the arts. The continued vitality of the arts in the City of Ashland is a vital part of the future of the City as well as of its citizens. The arts are an important part of the cultural and economic life of the entire community of Ashland and enrich the participants in the arts as well as those who observe them. The PAAC will consist of nine (9) voting members of which six (6) voting members will be from a broad spectrum of citizens including artists and those with a background in the arts, arts organizations, education, structural and landscape architecture. Up to three (3) of these six (6) voting members of the PACC may reside outside the City limits. The 7 three (3) remaining voting members of the PAAC will be citizens at -large and residents of the City. The City Manager may also appoint two (2) non -voting ex-officio members to the PAAC, one (1) of which will be from the City's Public Works Department, to provide support to the committee. The PAAC shall adhere to and fill the role of the Public Art Commission as it may be designated in AMC 2.29 — Public Art. The PAAC shall also be responsible for assisting the City in the following: i. Providing advice to ensure the arts continue to be of value as an integral part of Ashland. ii. Assisting in promoting the arts in Ashland to enrich the lives of its citizens through education and demonstration. iii. Advising the City Council and City management on standards and guidelines for selecting, commissioning, placing, maintaining, and removing public art. iv. Advising the City of Ashland on how best to assist local organizations that provide local leadership on arts related matters to make the arts a more important part of community life. V. Assisting the City council, the Ashland Parks Commission, Historic Preservation Advisory Committee, and the Planning Commission in using public art to enhance existing development in public parks and other public lands and in public structures. vi. Advising the Planning Commission, the Ashland Parks Commission, other city advisory commission and committees, and city departments regarding artistic components of all municipal government projects under consideration by the City. The PAAC may also serve as a resource for assessing the artistic components of land use developments. vii. Advising the City Council on policies and programs to enhance and encourage the planning, placement, and maintenance of public displays of art in locations open to the public within the community. viii. Encouraging connections with other local, regional, and national organizations working for the benefit of art and preservation of artistic values. ix. Recognizing and encourage groups and organizations that enrich Ashland life by bringing cultural and artistic values and artifacts to the City. X. Assist in the pursuit of gifts and grants for support of arts programs and activities and the procurement of public art. 8 E. Social Equity and Racial Justice Advisory Committee (SERJAC) A Social Equity and Racial Justice Advisory Committee (SERJAC) is established by the City Council. The SERJAC will consist of nine (9) voting members and one (1) nonvoting ex-officio member designated by the City Manager to provide support to the committee. Voting members will include members from a broad spectrum of community interests and perspectives, specifically including individuals with backgrounds in race and social equity work and a representative cross section of historically marginalized or underrepresented groups, such as Black, Aboriginal peoples, people of color, LGBTQ+, the elderly and disabled persons. The SERJAC shall be responsible for assisting the City in the following: Encouraging understanding and celebration of the diversity of the City's population and visitors and promote amicable intergroup relations within the City. ii. Recommending policies, measures, and practices to bring about social and racial equity and a greater inclusion for all who live, work, or visit in the City, including counter measures to systematic racism, homophobia, sexism, classism, and other racial and social inequities impacting Black, Indigenous, people of color, LGBTQ+, and disabled persons, as well as other marginalized persons in the Ashland community. iii. Recommending efforts to increase economic opportunities for Black, Indigenous, people of color, LGBTQ+, and disabled persons, as well as other marginalized persons in the Ashland community. iv. Advising on diversity, equity, and inclusion (DEI) and human rights training for the City of Ashland's staff, commissions/boards, other advisory committees, and the City Council. V. To seek, at least every two (2) years, a broad spectrum of input from community members on emerging issues and needs of the Ashland community as they relate to diversity, equity, inclusion, human rights, and intergroup relations. SECTION 3. Management Advisory Committees (MAC) may be established to serve at the request of the City Manager or Department Heads to provide technical advice, and community support and input that can assist in preparing recommendations to enhance City operations or program implementation or for City Council consideration. MACs are generally intended to be project or program specific but can meet as often and as long as necessary to meet their requested role or functions. Some MACs may meet only occasionally when requested, while others may meet regularly or semi -regularly over extended periods of time per the role assignment or needed term for their assistance. Membership on MACs will be established based on the type of advice sought and availability of potential qualified participants, urgency of issue or program being addressed, timeframe for the committee's role/participation, 9 availability of City staff support resources, and/or other circumstances or considerations affecting the ability for effective MAC role participation. The rules of procedure, if necessary, for each MAC will also be established by the City Manager or appointing Department Director at the time of the corresponding MAC's establishment. The City Council may refer issues or tasks to consideration by a MAC by vote of the City Council request to the City Manager. MACS may include project or program topics related, but not limited to the following: • Airport Operations • City Band • System Development Charges • Transportation Trees and Urban Forest • Wildfire Safety SECTION 4. This resolution is effective upon adoption. ADOPTED by the City Council this day of , 2022. SIGNED and APPROVED this Reviewed as to form: Doug McGeary, Interim City Attorney ATTEST: Melissa Huhtala, City Recorder day of , 2022. Julie Akins, Mayor 10 DRAFT — 9/16/2022 RESOLUTION NO.2022-24 A RESOLUTION ESTABLISHING CITY COUNCIL AND MANAGEMENT ADVISORY COMMITTEES RECITALS: A. Whereas the citizens of Ashland have a strong history of voluntary service to their community, including on advisory bodies to the City of Ashland (City); and B. Whereas Ashland citizens have important practical and technical knowledge on issues and topics important to sustaining the quality of life in the city and on the operational effectiveness of the City of Ashland organization; and C. Whereas the City Council of the City of Ashland has an interest in promoting continued community participation in advising the City Council and City management. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ASHLAND, OREGON, RESOLVES AS FOLLOWS: SECTION 1. Procedure and Guidance for advisory committees to the City Council and City staff include the following: A. Each advisory committee shall serve solely as an advisory body whose actions or recommendations shall not be considered as City policy or the establishing of City policy or as final decisions of the City and are therefore not subject to administrative or judicial appeal. Each advisory committee will provide service that does not conflict with the functioning of City departments or other government agency and shall have no executive or administrative powers or civil rights investigatory or enforcement authority. The City CA-uneil may Attendance at an orientation or training session for standing advisory committee members, when offered, is required before they are permitted to further exercise voting rights at committee meetings. The City Manager will provide at least an annual orientation or training session update to all standing advisory committees and will be responsible for assigning City staff support for the work of the advisory committees. Except as otherwise expressly stated, standing advisory committees shall observe policies and meeting and conduct rules consistent with those set forth for commissions and boards in AMC 2.10, Uniform Policies and Operating Procedures for Advisory Commissions and Boards, including its meeting and attendance, and code of ethics provisions. B. Advisory committee members shall serve as individuals exercising their own best judgement and not as delegates for their respective organization or groups. Committees and their members are not official representatives of the City of Ashland and may not present their committees recommendations or their personal opinions or points of view as representative of the City's policy or operational perspectives. Prior to speaking publicly on behalf of their respective advisory committee, members must secure the permission of their committee to represent the activities or recommendations of their committee. C. A quorum of each standing advisory committee shall consist of more than one-half (%) of the total number of its current Council -confirmed voting members, but in no case fewer than three (3) members. Appointed voting and alternative members of a standing advisory committee may not name a substitute or alternate member to attend a meeting of their advisory committee on their behalf. Nonvoting ex= officio members, staff, and liaisons do not count toward the quorum. Appointed voting and alternate members of a standing advisory committee need not be physically present at a meeting if another means of attendance (e.g., telephonic, intereet, etc.) has been established by the membership and public meetings law requirements are met. At least a majority of the quorum is necessary to adopt any motion; some motions may require the affirmative vote of at least two-thirds of the members present. A voting or alternative member of a standing advisory committee should provide at least a 48-hour notice to both their committee's chairperson and the City Manager appointed ex-offici committee staff support member regarding any planned absence from a scheduled meeting of the advisory committee. In the event an unexpected or emergency absence, the member should notify their advisory committee's chairperson, or the appointed staff support individual within a reasonable time in advance of the meeting. If the members in attendance do not constitute a quorum, staff or invitees may make informational presentations provided (1) Notes describing the presentations and discussions are made and posted on the City website; (2) no motion, debate or vote or any other official business other than adjournment takes place; and (3) all topics advertised are automatically added to the agenda for.the next regularly scheduled meeting. D. Standing advisory committees may request voluntary testimony but may not compel an individual or organization to appear before it or respond to questions. E. Advisory bodies may consult with other city advisory committees on matters of mutual interest in the course of developing recommendations to bring to the City Council or City Management. It will be the responsibility of advisory committee chairpersons to work or meet informally as needed to coordinate the activities or coordination of matters between their committee and other advisory committees. Standing advisory committee members (voting, alternative and non -City staff officio) will be appointed by the Mayor with the consent of the City Council. Council confirmed l;standing advisory committee appointments shall have three (3) year terms. Members of city commissions with coffesponding responsibilities as the standing advisory committees will be invited by the City Recorder to confirm their interest in appointment by the Mayor without the necessity of submitting a formal new appointment application. New applicants must submit formal application with the City Recorder for Committee appointment. All regular terms commence with appointment and shall expire on April 30 of the third year. In the case that a new committee member is appointed to fill the remainder of a recently vacated voting position, the new member will be eligible for re- appointment at the end of the partial term they are completing. The City Mana eg r will appoint all ex-officio City staff support committee members. The Mayor, with City Council confirmation, w`ll elss appoint Council liaisons to each of the standing Formatted: Not Highlight advisory committees. Council liaisons shall be non -voting ex—officio members of the coffesponding committees. G. Standing advisory committees shall be governed by AMC 2.10 — Uniform Policies and Operating Procedures for Advisory Commission and Boards. Council liaisons will be assigned for standing advisory committees per AMC 2.04.100. Standing advisory committees will be reviewed by the City Council approximately every three years as to their assigned responsibilities, level of effectiveness and the need for their continued role and existence. H. In keeping with the diversity, equity, and inclusion goals of the City of Ashland, efforts will be made to ensure that information regarding standing advisory committee vacancies and the application process is readily available and advisory committees are made up of residents that represent the diverse populations within the City. All committees shall assist the City of Ashland in ensuring that city programs related to the charge of the committee are equitable for all community members, including low-income, young people, persons of color, the elderly, and those living with disabilities. Standing advisory committees may have up to two additional non -voting, ex= officio student/youth members who are of high school or college age. i. Unless otherwise stipulated below, voting and alternate standing advisory committee members will be comprised of individuals who reside within the City except one (1) member from each advisory may be an at -large member living within the City's urban growth boundary. Ex-officio members are not required to be residents within the City or the urban growth boundary. Voting and alternate members must be over eighteen (18) years of age. J_All standing advisory committees serve at the pleasure of the City Council and shall deliver to the Council an annual report on their activities and accomplishments in the preceding year and provide to the Council for its approval the priorities and workplan for the succeeding year. Standing advisory committees are expected to work with and advise the City Management and City Attorney to insure their committee recommendations are aligned with City Council priorities and can be implemented within the City's resources and legal authority_ develop recommendations for the City Council and advance them for consideration. These recommendations my advance either as a direct final report or presentation to the City Council or may be advance to the corresponding advisory committee or City Manager for reporting to the Citv Council. j— K. The City Attorney is directed to return to the City Council in a timely manner with any updates, changes, or deletions to the Ashland Municipal Code to establish the here identified standing advisory committees as replacements for their corresponding city commissions or boards and to establish them as "Regular" advisory bodies per AMC 2.04. SECTION 2. Standine Advisory Committees to the City Council are established and responsible for the purposes indicated in the following: A. Climate and Environment Advisory Committee (CEAC) A Climate and Environment Advisory Committee (CEAC) is established by the City Council. The CEAC should reflect and represent a wide range of community interests and perspectives. Such interests should include, but not be limited to, climate change and environment, public health, energy efficiency and renewable energy, low and moderate - income households needs, economic development, social equity, and sustainable economic development. The CEAC will consist of up to nine (9) voting members and up to four (4) optional ex- officio members as provided here. The CEAC will strive to include at least two (2) voting members who are 35 years old or younger at the time of appointment. The four Eex-officio, non -voting member positions are reserved for one (1) representative of the solid waste franchisee for the City; and one (1) representative from Southern Oregon University (SOU) administration/faculty; one (1) representative from the Ashland School District administration/facility, and one (1) representative appointed by the City Manager to provide support to the committee. In addition to the voting members, the CEAC may have up to two (2) individuals designated as alternate members. Alternate committee members may be seated to fill the role and responsibility of a voting member at a meeting of the CEPAC that does not have a quorum of voting members in attendance at roll call of the meeting. The rotating seating order between the two (2) alternative committee members in attendance at a CEAC meeting, shall be established by Mayoral designated order at the time of their appointment. Faculty or student ex-officio members of CEPAC may be appointed to be alternative members. Formatted: Indent: Left 0.25", No bullets or Formatted: Not Highlight Formatted: Not Highlight Formatted: Not Highlight Formatted: Not Highlight Formatted: Indent: Left 0.5", No bullets or The CEAC shall be responsible for assisting the City in the following: i. Recommending strategies, actions, and programs related to the wise and efficient use of community and environmental resources and related to addressing climate change, including in: • Climate mitigation and climate smart adaption, FeSilieHee, an prepere&ess-initiatives, including in Ashland's Climate and Energy Action Plan (LEAP) and its updates, and their incorporation in updates or changes to City ordinances, administrative rules and processes • materials management, waste prevention, reduction, and recycling • Electricity, water, and natural resource usage • Renewable resource options • Air and water quality action planning, including reducing GHG emissions ii. Recommending CEAP implementation steps or improvements on behalf of the community and for City operations iii. Providing information to staff and the City Council to ensure that benchmarks, targets, or actions develop for, or by the City of Ashland incorporate the best available science and practices to achieve the intended climate or environmental related goals and targets. iv. Providing recommendations to ensure the City of Ashland's climate and environmental planning incorporates long-term social, economic, and environmental goals, including social equity for low-income households, persons of color, the young and elderly, and those with disabilities. V. Educating and advocating for Ashland's environmental goals, including its Community Climate Recovery Goals. B. Historic Preservation Advisory Committee (HPAC) An Historic Preservation Advisory Committee (HPAC) is established by the City Council. The HPAC will consist of M to nine (9) voting members, and two nonvoting ex--ofticio members including the Chairperson of the Planning Commission, and one (1) representative appointed by the City Manager to provide support to the committee from the City's Community Development Department. To qualify the HPAC's as the City of Ashland's Certified Local Government (CLG) Commission, the majority of appointments for voting members of the HPAC. to the extent volunteer members are available in the City, will have direct historic preservation experience or meet the professional qualifications (including archaeology, architectural history, conservation, cultural anthropology, curation. engineering, folklore, historic architecture, historic landscape architecture, historic preservation planning and history) under Oregon State Historic Preservation Office requirements. The HPAC shall be responsible for assisting the City in the following: i. Recommending to the Planning Commission and the City Council, areas or properties of significant historical value and interest for consideration to be designated historical properties. ii. Recommending ordinances and other measures designed to protect and foster interest in the improvement of designated historical properties. iii. Reviewing literature and sources of funding concerning the protection and improvement of designated historic properties. iv. Advising City staff and the Planning Commission concerning the improvement of designated historic properties in connection with Type II and Type III Planning Action involving new construction or alterations to existing historic resources. V. Advising applicants and staff upon request on sigh permits, building permits and other projects involving new construction or alterations within Ashland's designated Historic Districts. vi. Advising the Planning Commission, the Ashland Park Commission, other city advisory commissions, boards and committees, and city departments regarding historic components of government projects under consideration within Ashland's_ designated Historic Districts. vii. Advising City staff and the Planning Commission on project applications for funding. viii. Assisting in promoting public support for the preservation and recognition of Ashland's historic past. ix. Advising City staff and the Planning Commission on aesthetic standards for historic areas. C. Housing and Human Services Advisory Committee (HHSAC) A Housing and Human Services Advisory Committee (HHSAC) is established by the City Council. The mission of the HHSAC is to assess and make recommendations to the City for addressing the continuum of housing and human services needs for the purpose of enhancing community health and well-being. Members will be from a broad spectrum of citizens including individuals with a background in social services, unhoused and marginal income population services, economic and housing development, universal housing design, and elderly and disabled persons needs. The HHSAC will consist of nine (9) voting members, one (1) nonvoting ex-officio liaison from Southern Oregon University (SOU), and one (1) nonvoting ex-officio member appointed by the City Manager to provide housing program support. The HHSAC shall be responsible for assisting the City in the following: i. Assessing the making recommendations on the continuum of housing and human services needs of the community and funding strategies relating to housing and human services. ii. Advising the City Council on programs that assist in addressing the unmet utility, medical, transportation, and food needs of seniors, children and families in Ashland, and other related human services programs. iii. Making recommendations to the City Council on Community Development Block Grant (CDBG), City of Ashland Social Service Grants, and Housing Trust Fund and related allocations. iv. Assisting in identifying federal, state, county, and private funding for implementation of housing and human services programs. V. Fostering public knowledge of and support for official city housing and human services Programs. vi. Enhancing cooperation between the public and private sectors by promoting integrated approaches that provide suitable housing, a healthy living environment, and expanded economic opportunities for low and moderate -income persons. vii. Evaluate, reviewing, and recommending to the Planning Commission and City Council innovative land use strategies targeted to promote a broad variety of needed housing types. viii. Monitoring housing discrimination complaints and corrective actions within the City, and advising the City Council on potential measures to be taken to further equal opportunity to all persons to live in suitable housing facilities regardless of race, color, religion, sexual orientation, gender identity, national origin, source of income, or familial status. D. Public Arts Advisory Committee (PAAC) A Public Arts Advisory Committee (PAAC) is established by the City Council. The mission of the PAAC is to enhance the cultural and aesthetic quality of life in Ashland by actively supporting the placement of public art in public spaces and serving to preserve and develop public access to the arts. The continued vitality of the arts in the City of Ashland is a vital part of the future of the City as well as of its citizens. The arts are an important part of the cultural and economic life of the entire community of Ashland and enrich the participants in the arts as well as those who observe them. The PAAC will consist of nine (9) voting members of which six (6) voting members will be from a broad spectrum of citizens including artists and those with a background in the arts, arts organizations, education, structural and landscape architecture. Up to three (3) of these six (6) voting members of the PACC may reside outside the City limits. The three (3) remaining voting members of the PAAC will be citizens at -large and residents of the City. The City Manager may also appoint two (2) non -voting ex-officio members to the PAAC, one (1) of which will be from the City's Public Works Department, to provide support to the committee. The PAAC shall adhere to and fill the role of the Public Art Commission as it may be designated in AMC 2.29 — Public Art. The PAAC shall also be responsible for assisting the City in the following: i. Providing advice to ensure the arts continue to be of value as an integral part of Ashland. I Assisting in promoting the arts in Ashland to enrich the lives of its citizens through education and demonstration. iii. Advising the City Council and City management on standards and guidelines for selecting, commissioning, placing, maintaining, and removing public art. iv. Advising the City of Ashland on how best to assist local organizations that provide local leadership on arts related matters to make the arts a more important part of community life. V. Assisting the City council, the Ashland Parks Commission, Historic Preservation Advisory Committee, and the Planning Commission in using public art to enhance existing development in public parks and other public lands and in public structures. vi. Advising the Planning Commission, the Ashland Parks Commission, other city advisory commission and committees, and city departments regarding artistic components of all municipal government projects under consideration by the City. The PAAC may also serve as a resource for assessing the artistic components of land use developments. vii. Advising the City Council on policies and programs to enhance and encourage the planning, placement, and maintenance of public displays of art in locations open to the public within the community. viii. Encouraging connections with other local, regional, and national organizations working for the benefit of art and preservation of artistic values. ix. Recognizing and encourage groups and organizations that enrich Ashland life by bringing cultural and artistic values and artifacts to the City. X. Assist in the pursuit of gifts and grants for support of arts programs and activities and the procurement of public art. E. Social Equity and Racial Justice Advisory Committee (SERJAC) A Social Equity and Racial Justice Advisory Committee (SERJAC) is established by the City Council. The SERJAC will consist of nine (9) voting members and one (1) nonvoting ex-officio member designated by the City Manager to provide support to the committee. Voting members will include members from a broad spectrum of community interests and perspectives, specifically including individuals with backgrounds in race and social equity work and a representative cross section of historically marginalized or underrepresented groups, such as Black, fadigen wsAhorifinal peoples, people of color, LGBTQ+, the elderly and disabled persons. The SERJAC shall be responsible for assisting the City in the following: i. Encouraging understanding and celebration of the diversity of the City's population and visitors and promote amicable intergroup relations within the City. ii. Recommending policies, measures, and practices to bring about social and racial equity and a greater inclusion for all who live, work, or visit in the City, including counter measures to systematic racism, homophobia, sexism, classism, and other racial and social inequities impacting Black, Indigenous, people of color, LGBTQ+, and disabled persons, as well as other marginalized persons in the Ashland community. iii. Recommending efforts to increase economic opportunities for Black, Indigenous, people of color, LGBTQ+, and disabled persons, as well as other marginalized persons in the Ashland community. • iv. Advising on diversity, equity, and inclusion (DEI) and human rights training for the City of Ashland's staff, commissions/boards, other advisory committees, and the City Council. V. To seek, at least every two (2) years, a broad spectrum of input from community members on emerging issues and needs of the Ashland community as they relate to diversity, equity, inclusion, human rights, and intergroup relations. Formatted: Hiahliaht the « ee.ling yeRF and ♦o ,ide to the Ge....e:l f F its ...1 the SE i A G's rit:en &Rd . OFIEP1.,.. C F the ee,J:ng yea f SECTION 3. Manaeement Advisory Committees (MAC) may be established to serve at the request of the City Manager or Department Heads to provide technical advice, and community support and input that can assist in preparing recommendations to enhance City operations or program implementation or for City Council consideration. MACS are generally intended to be project or program specific but can meet as often and as long as necessary to meet their requested role or functions. Some MACs may meet only occasionally when requested, while others may meet regularly or semi -regularly over extended periods of time per the role assignment or needed term for their assistance. Membership on MACS will be established based on the type of advice sought and availability of potential qualified participants, urgency of issue or program being addressed, timeframe for the committee's role/participation, availability of City staff support resources, and/or other circumstances or considerations affecting the ability for effective MAC role participation. The rules of procedure, if necessary, for each MAC will also be established by the City Manager or appointing Department Director at the time of the corresponding MAC's establishment. The City Council may refer issues or tasks to consideration by a MAC by vote of the City Council request to the City Manager. MACs may include project or program topics related, but not limited to the following: • Airport Operations • City Band • System Development Charges • Transportation • Trees and Urban Forest • Wildfire Safety SECTION 4. This resolution is effective upon adoption. ADOPTED by the City Council this day of 12022. ATTEST: Melissa Huhtala, City Recorder SIGNED and APPROVED this day of , 2022. Julie Akins, Mayor Reviewed as to form: 10 Doug McGeary, Interim City Attorney 11 DRAFT — 9/19/2022 RESOLUTION NO.2022-24 A RESOLUTION ESTABLISHING CITY COUNCIL AND MANAGEMENT ADVISORY COMMITTEES RECITALS: A. Whereas the citizens of Ashland have a strong history of voluntary service to their community, including on advisory bodies to the City of Ashland (City); and B. Whereas Ashland citizens have important practical and technical knowledge on issues and topics important to sustaining the quality of life in the city and on the operational effectiveness of the City of Ashland organization; and C. Whereas the City Council of the City of Ashland has an interest in promoting continued community participation in advising the City Council and City management. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ASHLAND, OREGON, RESOLVES AS FOLLOWS: SECTION 1. Procedure and Guidance for advisory committees to the City Council and City staff include the following: A. Each advisory committee shall serve solely as an advisory body whose actions or recommendations shall not be considered as City policy or the establishing of City policy or as final decisions of the City and are therefore not subject to administrative or judicial appeal. Each advisory committee will provide service that does not conflict with the functioning of City departments or other government agency and shall have no executive or administrative powers or civil rights investigatory or enforcement authority. Attendance at an orientation or training session for standing advisory committee members, when offered, is required before they are permitted to further exercise voting rights at committee meetings. The City Manager will provide at least an annual orientation or training session update to all standing advisory committees and will be responsible for assigning City staff support for the work of the advisory committees. Except as otherwise expressly stated, standing advisory committees shall observe policies and meeting and conduct rules consistent with those set forth for commissions and boards in AMC 2.10, Uniform Policies and Operating Procedures for Advisory Commissions and Boards, including its meeting and attendance, and code of ethics provisions. B. Advisory committee members shall serve as individuals exercising their own best judgement and not as delegates for their respective organization or groups. Committees and their members are not official representatives of the City of Ashland and may not present their committees recommendations or their personal opinions or points of view as representative of the City's policy or operational perspectives. Prior to speaking publicly on behalf of their respective advisory committee, members must secure the permission of their committee to represent the activities or recommendations of their committee. C. A quorum of each standing advisory committee shall consist of more than one-half ('/z) of the total number of its current Council -confirmed voting members, but in no case fewer than three (3) members. Appointed voting and alternative members of a standing advisory committee may not name a substitute or alternate member to attend a meeting of their advisory committee on their behalf. Nonvoting ex-officio members, staff, and liaisons do not count toward the quorum. Appointed voting and alternate members of a standing advisory committee need not be physically present at a meeting if another means of attendance (e.g., telephonic, intereet, etc.) has been established by the membership and public meetings law requirements are met. At least a majority of the quorum is necessary to adopt any motion; some motions may require the affirmative vote of at least two-thirds of the members present. A voting or alternative member of a standing advisory committee should provide at least a 48-hour notice to both their committee's chairperson and the City Manager appointed ex-officio committee staff support member regarding any planned absence from a scheduled meeting of the advisory committee. In the event an unexpected or emergency absence, the member should notify their advisory committee's chairperson, or the appointed staff support individual within a reasonable time in advance of the meeting. If the members in attendance do not constitute a quorum, staff or invitees may make informational presentations provided (1) Notes describing the presentations and discussions are made and posted bn the City website; (2) no motion, debate or vote or any other official business other than adjournment takes place; and (3) all topics advertised are automatically added to the agenda for the next regularly scheduled meeting. D. Standing advisory committees may request voluntary testimony but may not compel an individual or organization to appear before it or respond to questions. E. Advisory bodies may consult with other city advisory committees on matters of mutual interest in the course of developing recommendations to bring to the City Council or City Management. It will be the responsibility of advisory committee chairpersons to work or meet informally as needed to coordinate the activities or coordination of matters between their committee and other advisory committees. Standing advisory committee members (voting, alternative and non -City staff ex-officio) will be appointed by the Mayor with the consent of the City Council. Council confirmed standing advisory committee appointments shall have three (3) year terms. Members of city commissions with corresponding responsibilities as the standing advisory committees will be invited by the City Recorder to confirm their interest in appointment by the Mayor without the necessity of submitting a formal new appointment application. New applicants must submit formal application with the City Recorder for Committee appointment. All regular terms commence with appointment and shall expire on April 30 of the third year. In the case that a new committee member is appointed to fill the remainder of a recently vacated voting position, the new member will be eligible for re- appointment at the end of the partial term they are completing. The City Manager will appoint all ex-officio City staff support committee members. The Mayor, with City Council confirmation, will appoint Council liaisons to each of the standing advisory committees. Council liaisons shall be non -voting ex-officio members of the corresponding committees. G. Standing advisory committees shall be governed by AMC 2.10 — Uniform Policies and Operating Procedures for Advisory Commission and Boards. Council liaisons will be assigned for standing advisory committees per AMC 2.04.100. Standing advisory committees will be reviewed by the City Council approximately every three years as to their assigned responsibilities, level of effectiveness and the need for their continued role and existence. H. In keeping with the diversity, equity, and inclusion goals of the City of Ashland, efforts will be made to ensure that information regarding standing advisory committee vacancies and the application process is readily available and advisory committees are made up of residents that represent the diverse populations within the City. All committees shall assist the City of Ashland in ensuring that city programs related to the charge of the committee are equitable for all community members, including low-income, young people, persons of color, the elderly, and those living with disabilities. Standing advisory committees may have up to two additional non -voting, ex-officio student/youth members who are of high school or college age. I. Unless otherwise stipulated below, voting and alternate standing advisory committee members will be comprised of individuals who reside within the City except one (1) member from each advisory committee may be an at -large member living within the City's urban growth boundary. Ex-officio members are not required to be residents within the City or the urban growth boundary. Voting and alternate members must be over eighteen (18) years of age. All standing advisory committees serve at the pleasure of the City Council and shall deliver to the Council no later than January 31.0 of each year. an annual report on their Formatted: superscript activities and accomplishments in the preceding year and provide to the Council for its approval the priorities and workplan for the succeeding year. Standing advisory committees are expected to work with and advise the City Management and City Attorney to insure their committee recommendations are aligned with City Council priorities and can be implemented within the City's resources and legal authority. Commissions transitioning under this resolution to become either standing advisory committees, or potentially to MAC status, are requested to complete any current work to develop recommendations for the City Council and advance them for consideration. These recommendations my advance either as a direct final report or presentation to the City Council or may be advance to the corresponding advisory committee or City Manager for reporting to the City Council. K. The City Attorney is directed to return to the City Council in a timely manner with any updates, changes, or deletions to the Ashland Municipal Code to establish the here identified standing advisory committees as replacements for their corresponding city commissions or boards and to establish them as "Regular" advisory bodies per AMC 2.04. SECTION 2. Standing Advisory Committees to the City Council are established and responsible for the purposes indicated in the following: A. Climate and Environment Advisory Committee (CEAC) A Climate and Environment Advisory Committee (CEAC) is established by the City Council. The CEAC should reflect and represent a wide range of community interests and perspectives. Such interests should include, but not be limited to, climate change and environment, public health, energy efficiency and renewable energy, low and moderate - income households needs, economic development, social equity, and sustainable economic development. The CEAC will consist of up to nine (9) voting members and up to four (4) optional ex- officio members as provided here. The CEAC will strive to include at least two (2) voting members who are 35 years old or younger at the time of appointment. The four ex-officio, non -voting member positions are reserved for one (1) representative of the solid waste franchisee for the City; and one (1) representative from Southern Oregon University (SOU) administration/faculty; one (1) representative from the Ashland School District administration/facility, and one (1) representative appointed by the City Manager to provide support to the committee. In addition to the voting members, the CEAC may have up to two (2) individuals designated as alternate members. Alternate committee members may be seated to fill the role and responsibility of a voting member at a meeting of the CEPAC that does not have a quorum of voting members in attendance at roll call of the meeting. The rotating seating order between the two (2) alternative committee members in attendance at a CEAC meeting, shall be established by Mayoral designated order at the time of their appointment. Faculty or student ex-officio members of CEPAC may be appointed to be alternative members. The CEAC shall be responsible for assisting the City in the following: Recommending strategies, actions, and programs related to the wise and efficient use of community and environmental resources and related to addressing climate change, including in: • Climate mitigation and climate smart adaption initiatives, including in Ashland's Climate and Energy Action Plan (CEAP) and its updates, and their incorporation in updates or changes to City ordinances, administrative rules and processes • materials management, waste prevention, reduction, and recycling • Electricity, water, and natural resource usage • Renewable resource options • Air and water quality action planning, including reducing GHG emissions ii. Recommending CEAP implementation steps or improvements on behalf of the community and for City operations iii. Providing information to staff and the City Council to ensure that benchmarks, targets, or actions develop for, or by the City of Ashland incorporate the best available science and practices to achieve the intended climate or environmental related goals and targets. iv. Providing recommendations to ensure the City of Ashland's climate and environmental planning incorporates long-term social, economic, and environmental goals, including social equity for low-income households, persons of color, the young and elderly, and those with disabilities. V. Educating and advocating for Ashland's environmental goals, including its Community Climate Recovery Goals. B. Historic Preservation Advisory Committee (HPAC) An Historic Preservation Advisory Committee (HPAC) is established by the City Council. The HPAC will consist of up to nine (9) voting members, and two nonvoting ex-officio members including the Chairperson of the Planning Commission, and one (1) representative appointed by the City Manager to provide support to the committee from the City's Community Development Department. To qualify the HPAC's as the City of Ashland's Certified Local Government (CLG) Commission, the majority of appointments for voting members of the HPAC, to the extent volunteer members are available in the City, will have direct historic preservation experience or meet the professional qualifications (including archaeology, architectural history, conservation, cultural anthropology, curation, engineering, folklore, historic architecture, historic landscape architecture, historic preservation planning and history) under Oregon State Historic Preservation Office requirements. The HPAC shall be responsible for assisting the City in the following: i. Recommending to the Planning Commission and the City Council, areas or properties of significant historical value and interest for consideration to be designated historical properties. ii. Recommending ordinances and other measures designed to protect and foster interest in the improvement of designated historical properties. iii. Reviewing literature and sources of funding concerning the protection and improvement of designated historic properties. iv. Advising City staff and the Planning Commission concerning the improvement of designated historic properties in connection with Type II and Type III Planning Action involving new construction or alterations to existing historic resources. V. Advising applicants and staff upon request on sigh permits, building permits and other projects involving new construction or alterations within Ashland's designated Historic Districts. vi. Advising the Planning Commission, the Ashland Park Commission, other city advisory commissions, boards and committees, and city departments regarding historic components of government projects under consideration within Ashland's designated Historic Districts. vii. Advising City staff and the Planning Commission on project applications for funding. viii. Assisting in promoting public support for the preservation and recognition of Ashland's historic past. ix. Advising City staff and the Planning Commission on aesthetic standards for historic areas. C. Housing and Human Services Advisory Committee (HHSAC) A Housing and Human Services Advisory Committee (HHSAC) is established by the City Council. The mission of the HHSAC is to assess and make recommendations to the City for addressing the continuum of housing and human services needs for the purpose of enhancing community health and well-being. Members will be from a broad spectrum of citizens including individuals with a background in social services, unhoused and marginal income population services, economic and housing development, universal housing design, and elderly and disabled persons needs. The HHSAC will consist of nine (9) voting members, one (1) nonvoting ex-officio liaison from Southern Oregon University (SOU), and one (1) nonvoting ex-officio member appointed by the City Manager to provide housing program support. The HHSAC shall be responsible for assisting the City in the following: i. Assessing the making recommendations on the continuum of housing and human services needs of the community and funding strategies relating to housing and human services. ii. Advising the City Council on programs that assist in addressing the unmet utility, medical, transportation, and food needs of seniors, children and families in Ashland, and other related human services programs. iii. Making recommendations to the City Council on Community Development Block Grant (CDBG), City of Ashland Social Service Grants, and Housing Trust Fund and related allocations. iv. Assisting in identifying federal, state, county, and private funding for implementation of housing and human services programs. V. Fostering public knowledge of and support for official city housing and human services Programs. vi. Enhancing cooperation between the public and private sectors by promoting integrated approaches that provide suitable housing, a healthy living environment, and expanded economic opportunities for low and moderate -income persons. vii. Evaluate, reviewing, and recommending to the Planning Commission and City Council innovative land use strategies targeted to promote a broad variety of needed housing types. viii. Monitoring housing discrimination complaints and corrective actions within the City, and advising the City Council on potential measures to be taken to further equal opportunity to all persons to live in suitable housing facilities regardless of race, color, religion, sexual orientation, gender identity, national origin, source of income, or familial status. D. Public Arts Advises Committee (PAAC) A Public Arts Advisory Committee (PAAC) is established by the City Council. The mission of the PAAC is to enhance the cultural and aesthetic quality of life in Ashland by actively supporting the placement of public art in public spaces and serving to preserve and develop public access to the arts. The continued vitality of the arts in the City of Ashland is a vital part of the future of the City as well as of its citizens. The arts are an important part of the cultural and economic life of the entire community of Ashland and enrich the participants in the arts as well as those who observe them. The PAAC will consist of nine (9) voting members of which six (6) voting members will be from a broad spectrum of citizens including artists and those with a background in the arts, arts organizations, education, structural and landscape architecture. Up to three (3) of these six (6) voting members of the PACC may reside outside the City limits. The three (3) remaining voting members of the PAAC will be citizens at -large and residents of the City. The City Manager may also appoint two (2) non -voting ex-officio members to the PAAC, one (1) of which will be from the City's Public Works Department, to provide support to the committee. The PAAC shall adhere to and fill the role of the Public Art Commission as it may be designated in AMC 2.29 — Public Art. The PAAC shall also be responsible for assisting the City in the following: i. Providing advice to ensure the arts continue to be of value as an integral part of Ashland. ii. Assisting in promoting the arts in Ashland to enrich the lives of its citizens through education and demonstration. iii. Advising the City Council and City management on standards and guidelines for selecting, commissioning, placing, maintaining, and removing public art. iv. Advising the City of Ashland on how best to assist local organizations that provide local leadership on arts related matters to make the arts a more important part of community life. V. Assisting the City council, the Ashland Parks Commission, Historic Preservation Advisory Committee, and the Planning Commission in using public art to enhance existing development in public parks and other public lands and in public structures. vi. Advising the Planning Commission, the Ashland Parks Commission, other city advisory commission and committees, and city departments regarding artistic components of all municipal government projects under consideration by the City. The PAAC may also serve as a resource for assessing the artistic components of land use developments. vii. Advising the City Council on policies and programs to enhance and encourage the planning, placement, and maintenance of public displays of art in locations open to the public within the community. viii. Encouraging connections with other local, regional, and national organizations working for the benefit of art and preservation of artistic values. ix. Recognizing and encourage groups and organizations that enrich Ashland life by bringing cultural and artistic values and artifacts to the City. X. Assist in the pursuit of gifts and grants for support of arts programs and activities and the procurement of public art. E. Social Equity and Racial Justice Advisory Committee (SERJAC) A Social Equity and Racial Justice Advisory Committee (SERJAC) is established by the City Council. The SERJAC will consist of nine (9) voting members and one (1) nonvoting ex-officio member designated by the City Manager to provide support to the committee. Voting members will include members from a broad spectrum of community interests and perspectives, specifically including individuals with backgrounds in race and social equity work and a representative cross section of historically marginalized or underrepresented groups, such as Black, Aboriginal peoples, people of color, LGBTQ+, the elderly and disabled persons. The SERJAC shall be responsible for assisting the City in the following: i. Encouraging understanding and celebration of the diversity of the City's population and visitors and promote amicable intergroup relations within the City. ii. Recommending policies, measures, and practices to bring about social and racial equity and a greater inclusion for all who live, work, or visit in the City, including counter measures to systematic racism, homophobia, sexism, classism, and other racial and social inequities impacting Black, Indigenous, people of color, LGBTQ+, and disabled persons, as well as other marginalized persons in the Ashland community. iii. Recommending efforts to increase economic opportunities for Black, Indigenous, people of color, LGBTQ+, and disabled persons, as well as other marginalized persons in the Ashland community. iv. Advising on diversity, equity, and inclusion (DEI) and human rights training for the City of Ashland's staff, commissions/boards, other advisory committees, and the City Council. V. To seek, at least every two (2) years, a broad spectrum of input from community members on emerging issues and needs of the Ashland community as they relate to diversity, equity, inclusion, human rights, and intergroup relations. SECTION 3. Management Advisory Committees (MAC) may be established to serve at the request of the City Manager or Department Heads to provide technical advice, and community support and input that can assist in preparing recommendations to enhance City operations or program implementation or for City Council consideration. MACs are generally intended to be project or program specific but can meet as often and as long as necessary to meet their requested role or functions. Some MACS may meet only occasionally when requested, while others may meet regularly or semi -regularly over extended periods of time per the role assignment or needed term for their assistance. Membership on MACs will be established based on the type of advice sought and availability of potential qualified participants, urgency of issue or program being addressed, timeframe for the committee's role/participation, availability of City staff support resources, and/or other circumstances or considerations affecting the ability for effective MAC role participation. The rules of procedure, if necessary, for each MAC will also be established by the City Manager or appointing Department Director at the time of the corresponding MAC's establishment. The City Council may refer issues or tasks to consideration by a MAC by vote of the City Council request to the City Manager. MACS may include project or program topics related, but not limited to the following: • Airport Operations • City Band • System Development Charges • Transportation • Trees and Urban Forest • Wildfire Safety SECTION 4. This resolution is effective upon adoption. ADOPTED by the City Council this day of 2022. ATTEST: Melissa Huhtala, City Recorder SIGNED and APPROVED this day of , 2022. Julie Akins, Mayor Reviewed as to form: Doug McGeary, Interim City Attorney 10 Council Business Meeting September 20, 2022 Agenda Item Adoption of the Comprehensive Sanitary Sewer Collection System Master Plan From Scott Fleury PE Public Works Director Chance Metcalf PMP Senior Project Manager Contact Scott.fleury(a)-ashland.or.us 541-552-2412 Chance. metcalf ashland.or.us 541-552-2448 SUMMARY Before the Council is the 2022 Comprehensive Sanitary Sewer Collection System Master Plan prepared by RH2 Engineering. Staff is requesting Council adopt the Comprehensive Sanitary Sewer Collection System Master Plan as the current planning document for the City's wastewater collection system. The Sanitary Sewer Collection System Master Plan provides a useful planning tool associated with the City's wastewater collection system through 2042 planning period. POLICIES, PLANS & GOALS SUPPORTED City Council Goals: • Essential Service- Wastewater System • Address Climate Change • Continue to leverage resources to develop and/or enhance Value Services CEAP Goals: • "Consumption and Materials Management": Reduce wastewater greenhouse gas emissions. Department Goals: • Maintain existing infrastructure to meet regulatory requirements and minimize life -cycle costs • Deliver timely life cycle capital improvement projects • Maintain and improve infrastructure that enhances the economic vitality of the community • Evaluate all city infrastructure regarding planning management and financial resources PREVIOUS COUNCIL ACTION Council previously approved a personal services contract with RH2 Engineering to provide a Comprehensive Sanitary Sewer Collection System Master Plan at the February 18, 2020 Business Meeting Minutes, Staff Report). BACKGROUND AND ADDITIONAL INFORMATION The City of Ashland (City) contracted with RH2 Engineering, Inc., (RH2) in 2020 to prepare an updated Comprehensive Sanitary Sewer Collection System Master Plan (CSSCSMP). The previous plan was prepared in 2012 by Keller Associates. The CSSCSMP includes an evaluation of the sanitary sewer collection system and recommendations for maintenance and capital improvements. The executive summary provides a brief overview of the CSSCSMP findings and results. The City owns and operates its sanitary sewer collection and treatment system and complies with all regulatory standards for managing a public sanitary system in the state of Oregon. The City's population is approximately 21,554 (certified estimate from Portland State University Population Research Center as of July 1, 2021). The City provides sanitary sewer services through approximately 8,549 customer connections as of 2020. Page 1 of 5 CITY Of ASHLAND The City of Ashland Comprehensive Sanitary Sewer Collection System Master Plan evaluated the City's wastewater collection system and made recommendations for improvements and upgrades throughout the City's facilities. Recommendations were based on the ultimate build out in the City and included near -term and long- term projects as part of the recommended Capital Improvement Program to provide adequate system capacity. Recommendations for improvements also included an operations and maintenance plan. The Comprehensive Sanitary Sewer Collection System Master Plan included the following primary work elements: 1. Basis of Planning 2. Flow Projections 3. Description and Condition of Existing System 4. Collection System Analysis and Prioritization of Future Recommendations 5. System Optimization 6. Capital Project Development Plan 7. Financial Strategy; Rate and System Development Charge (SDC) Update 8. System Operation, Maintenance and Rehabilitation Assessment 9. Policy Recommendations EXISTING COLLECTION SYSTEM The collection system consists of approximately 113 miles of gravity sewer mains. The gravity sewer mains are mostly 6-inch or 8-inch diameter and are constructed of various materials. The remaining gravity sewer mains range in size from 4-inch to 24-inch diameter. Most of the gravity mains, where the material is known, are made of concrete. The second most common material for gravity mains is PVC followed by clay. Approximately 35 percent of the gravity sewer mains were installed in 1970 or later and approximately 28 percent were installed before 1970. The oldest known mains in the system are from the early 1900s. Seven lift stations pump and convey wastewater in portions of the collection system where gravity flow is not feasible. The sewer service area is made up of 12 major drainage basins. The entirety of the sewer service laterals, called side sewers, are privately owned starting from the connection to the main. Since the side sewers are not City property, information is largely unknown regarding condition, age and material of the side sewers. REGULATIONS, POLICIES, AND DESIGN CRITERIA The Oregon Department of Environmental Quality (DEQ) is the main regulatory agency for the collection system. The City follows all federal, state, and DEQ policies and design criteria and has also adopted its own policies which meet or exceed the requirements of all governing agencies. Chapter 2 of the Master Plan presents the regulations, policies, and design criteria for the collection system. Chapter 2 is a working document that will be updated by City staff as necessary to adapt to the City's needs and goals. FLOW PROJECTIONS Data was collected to assess the current flows through the collection system and to develop 20-year flow rates (for year 2042). Five years of WWTP influent flow and rainfall data were initially provided by the City (2014 through 2019) and later 2020 and 2021 to RH2 for flow projection analysis. In addition to historic data analysis, approximately five months of flow monitoring data was collected by V&A Consulting Engineers (V&A) from November 2020 through March 2021 as part of the CSSCSMP development process. The intent was to identify the average flow and system response to storm events. V&A used eight in -stream flow monitors (4 City -owned and 4 V&A flow monitors) and the City's sanitary sewer supervisory control and data acquisition (SCADA) system to collect data. Rainfall data was also collected within the same timeframe. V&A summarized the data in a report which informs the collection system evaluation in this CSSCSMP. Growth projections from the City's 2019 Water Master Plan were used to estimate future sanitary sewer flows. Some adjustments were made such as excluding irrigation usage from the collection system since irrigation water typically does not drain into the sewer. Page 2 of 5 CITY OF -AS H LA N D CONDITION ASSESSMENT Gravity Sewer Mains and Manholes The City performs routine inspections of the collection system including video inspection of gravity sewer mains and photographs of manholes. This data was not in a GIS-ready format during the preparation of this CSSCSMP but the City is working towards entering all of the collected data into its Cartegraph Asset Management System in the future. The collection system condition assessment is presented in Chapter 4 of the Master Plan. Side Sewers Approximately 50 side sewers were evaluated in this CSSCSMP. City crews performed side sewer video inspections and collected customer surveys in areas of the City identified by RH2 to be potential sources of inflow and infiltration (UI) based on the age of nearby sewer mains. Many of the side sewers inspected were made of a combination of polyvinyl chloride (PVC) and acrylonitrile butadiene styrene (ABS) and older materials. Several of the side sewers inspected were constructed of Orangeburg pipe. The side sewer condition assessment is presented in Chapter 4 and a summary of the side sewer inspections is in Appendix B. Lift Stations and Force Mains RH2 staff visited each of the lift stations (LS) on June 16, 2020 to observe the layout and general condition. Of the seven lift stations, the oldest is Shamrock LS which was built in 1972 and is approximately 50 years old. The other 6 lift stations were constructed or updated within the past 30 years. Creek Drive LS, Shamrock LS, and Kestrel LS all have operation and maintenance (O&M) issues based on discussion with City staff. A summary of the lift station site visit observations is included in Chapter 4 and the field notes are presented in Appendix C. 1/I REDUCTION PLAN Inflow and infiltration (1/I) are common issues in wastewater collection systems. Inflow is stormwater runoff that flows directly into the collection system. Infiltration is typically groundwater that reaches the collection system through cracks and breaks in pipes and manholes. Analysis of the flow monitoring performed for the CSSCSMP indicated significant I/I in most of the City's collection system drainage basins. The majority of 1/I detected appears to be rainfall dependent based on the flow monitoring program and report prepared by V&A (Appendix A). A reduction in I/I will mean less capacity is utilized and could potentially eliminate the need for future capacity related projects. Chapter 5 of the Master Plan presents multiple techniques for identifying sources of III, such as in -stream flow monitoring, smoke testing, dye testing, video inspection and analysis, and flow isolations. There are a number of rehabilitation methods that can be implemented to reduce 1/I once its source is located. Chapter 5 describes re- routing of stormwater cross -connections as well as sewer main, manhole, and side sewer rehabilitation/replacement. Chapter 5 also presents the results of the 1/I evaluation and prioritizes addressing III in the collection system drainage basins. Environmental Impacts and Conservation Recommended maintenance and capital improvement projects should consider the strategies identified by the City's Climate and Energy Action Plan (CEAP), which aims to reduce greenhouse gases (GHG) and promote conservation, during design for incorporation into construction. The design phase for capital improvements and maintenance projects should consider appropriate measures and focus on minimizing embedded GHG within materials required for construction improvements. SYSTEM CAPACITY EVALUATION A system capacity evaluation was performed with a hydraulic model of the collection system in SewerGEMS® software using a built-in dynamic wave solver. A hydraulic model was built and updated for this CSSCSMP as described in Appendix D — Model Update and Calibration. System capacity was assessed under existing and future (2042) loading scenarios using the City's criteria presented in Chapter 2. Page 3 of 5 CITY OF -ASHLAND Eight sewer main capacity related projects (CIP SM-2 through SM-9) and two lift station projects (CIP LS-1 and LS-2) were identified based on the system capacity evaluation. If I/I reduction is successful, then some of the capacity projects may no longer be necessary. An iterative approach to addressing 1/I and system capacity projects is therefore recommended. The system capacity evaluation is presented in Chapter 6 of the Master Plan. FISCAL IMPACTS The Comprehensive Sanitary Sewer Collection System Master Plan contract awarded to RH2 Engineering in February of 2020 was for $298,452 and to date the City has spent a total $298,452 on the project. Chapter 8 of the Master Plan presents a financial plan to support completion of the collection system CIP. The financial plan addresses impacts to the City's wastewater system development charges (SDCs) and impacts on sewer rates paid by existing customers. Chapter 8 also provides potential funding opportunities to finance the CIP. The recommended collection system CIP projects total approximately $12.74 million to be spent over the next 20 years. The costs are inflated to approximately $26.35 million to reflect estimated costs at the time of construction. Projects in the CIP includes I/I evaluation, I/I reduction and gravity collection system improvement, lift station, and miscellaneous projects (such as future planning studies). Planning level estimates of total project costs were developed and presented in Chapter 7 of the Master Plan. The recommended schedule of improvements is broken down by year for the first ten years (2022 to 2032) and then estimated as a lump sum for the following ten years (2033 to 2042). The CIP schedule proposes expenditures of approximately $500,000 to $600,000 annually. The proposed CIP annual schedule is similar to previous years expenditures for the collection system. A few of the 1/I evaluation projects are recommended first to inform the 19 reduction projects which could potentially eliminate the need for some of the developed capacity -related projects. A summary table and map of the proposed CIP projects are presented in Chapter 7 (Table 7-3 and Figure 7-1). Table 8-1 Summary of Sanitary Sewer Capital Costs Years Estimated Improvement Project 0-5 6-10 11-20 Total Cost Estimates in Current Dollars I&I Evaluation Projects $359,000 $118,000 $523,000 $1,000,000 &I Reduction and Gravity Collection Projects $2,600,000 $1,416,000 $3,933,000 $7,949,000 Lift Station Projects $0 $1,400,000 $1,790,000 $3,190,000 CSSCSMP Update $0 $0 $600,000 $600,000 Total Projects Current Dollars $2,959,000 $2,934,000 $6,846,000 $12,739,000 Estimates in Future Inflated Dollars I&I Evaluation Projects $459,000 $243,000 $1,279,000 $1,981,000 I&I Reduction and Gravity Collection Projects $3,683,000 $2,748,000 $9,621,000 $16,052,000 lift Station Projects $0 $2,471,000 $4,379,000 $6,850,000 CSSCSMP Update $0 $0 $1,468,000 $1,468,000 Total Projects Inflated Dollars $4,142,000 $5,462,000 $16,747,000 $26,351,000 Source: RH2 Engineering and HEC, March 2022. Financial recommendations include forecasted rate increases as shown below. Recommendations also include pursuing grants and no or low interest loans that can include principal forgiveness, for all wastewater system Page 4 of 5 CITY OF ASHLAND improvements to minimize rate impacts on the City's customer base. The City should also continue to include maintenance of a reserve monies in the wastewater fund that meet policy requirements. Chapter 8 provides full details of the financial analysis and recommendations. Table 8-6 Calculated Sewer Rates Currefft Projected Rates Customer Type Rate 1-Jul-22 1-Jul-23 1-Jul-24 1-Jul-25 1-Jul-26 1-Jul-27 14ul-29 Biennium 1 Biennium 2 Biennium 3 Residential 0.00% 9.00% 6.00% 4.50% 4.50% 4.00% 4.00% Monthly Service Charge, per unit $33.94 $33.94 $36-66 $38.85 $40.60 $42.43 $44.13 $45.89 Quantity Charge, per cf $0.05064 $0.05064 $0.05469 $0.05797 $0.06058 $0.06331 50.06584 $0.06847 Commercial, Industrial, Governmental Monthly Service Charge $35.41 $35.41 $38.24 540.54 S42.36 $44.27 $46.04 $47.88 Quantity Charge, per cf $0.05621 $0.05621 50.06071 $0.06435 $0.06724 $0.07027 $0.07308 $0.07601 Greenhouses, Churches, Schools (K-12) operating 9 months/yr Monthly Service Charge $35.41 $35.41 $38.24 $40.54 $42-36 $44.27 $46.04 $47.88 Quantity Charge. per cf $0.05621 $0.05621 50.06071 $0.06435 50.06724 $0.07027 $0.07308 $0.07601 Bed & Breakfasts & Ashland Parks Bathrooms Monthly Service Charge $35.41 $35.41 $38.24 $40.54 $42.36 $44.27 $46.04 $47.88 Quantity Charge, per cf $0.05621 $0.05621 $0.06071 $0.06435 $0.06724 $0.07027 $0.07308 $0.07601 Source: City of Ashland and HEC 1021 rates analysis. (1) av& wbts wow use am0 d. STAFF RECOMMENDATION Staff recommends adoption of the Comprehensive Sanitary Sewer Collection System Master Plan ACTIONS, OPTIONS & POTENTIAL MOTIONS I move to adopt the Comprehensive Sanitary Sewer Collection System Master Plan as the current planning document. REFERENCES & ATTACHMENTS Attachment #1: Comprehensive Sanitary Sewer Collection System Master plan (Link) Page 5 of 5 C I T Y O F ASH LAN D Council Business Meeting September 20, 2022 Agenda Item Adoption of the Talent -Ashland -Phoenix Intertie Master Plan From Scott Fleury P.E. Public Works Director Contact Scott.fleury(a_)ashland.or.us 541-552-2412 SUMMARY Before the Council is the 2020 Talent Ashland Phoenix (TAP) Master Plan prepared by RH2 Engineering. Staff is requesting the Council adopt the final 2020 TAP Master Plan as the official planning document. The TAP Master Plan provides a first of its kind planning tool directly related to the TAP system and was developed by a partnership between all three TAP communities. The TAP Master Plan has been adopted now by the City of Phoenix and Talent in its current state. The Talent City Council has also weighed in on a critical capital construction alternative developed in the master plan and that information is presented below. POLICIES, PLANS & GOALS SUPPORTED City Council Goals: • Essential Service -Drinking Water System • Emergency Preparedness • Address Climate Change • Continue to leverage resources to develop and/or enhance Value Services CEAP Goals: • Natural Systems: Air, water, and ecosystem health, including opportunities to reduce emissions and prepare for climate change through improved resource conservation and ecosystem management. • Strategy NS-2: Manage and conserve community water resources Department Goals: • Maintain existing infrastructure to meet regulatory requirements and minimize life -cycle costs • Deliver timely life cycle capital improvement projects • Maintain and improve infrastructure that enhances the economic vitality of the community • Evaluate all city infrastructure regarding planning management and financial resources PREVIOUS COUNCIL ACTION The City Council previously approved an Intergovernmental Agreement (IGA) between Talent, Ashland and Phoenix for development of a TAP system specific master plan at the September 3, 2019 Business Meeting inutes, Staff Report) . The Council also approved a special procurement contract with RH2 Engineers to perform the scope of services necessary to develop a TAP System Master Plan at the same meeting (Staff Report). The outcomes of the TAP Master Plan were presented before Council at the October 5, 2020 Study Session Staff Report). BACKGROUND AND ADDITIONAL INFORMATION Public Works has previously recommended to Council that major infrastructure master plans be updated on a regular schedule depending on need, typically between 7-10 years. Previously there has been no major consolidated planning work between Talent/Ashland/Phoenix regarding the operation, maintenance and Page 1 of 8 CITY OF -AS H LA N D improvement of the TAP system. The three communities have operated together based on original and amended TAP IGAs. These IGAs have defined roles and responsibilities for the three communities. After Ashland connected to the system it became apparent that updating the current operating IGAs and developing a TAP Master Plan would be extremely beneficial to the partner cities as the TAP system it is an essential supply for all three communities. Ashland's 1998 Water Master Plan projected daily peak water demand would exceed the treatment plant's capacity by 2016. At that time, the preferred solution was connecting into the Medford Water Commission (MWC) drinking water supply through an interagency agreement called TAP. The City entered into TAP with an agreement, invested $2.6 million to upsize transmission piping from Medford to Talent and purchased Lost Creek water rights as an initial investment for the TAP system. Following the City Council's decision in 2008 to delay the TAP project, the City began the process of evaluating different options to solve projected peak demand issues. The City adopted an updated Water Master Plan in 2012, which identified the need for a redundant water source during droughts, algae blooms, earthquakes, fire in the watershed, and other water quality issues that could restrict our limited water supply. The TAP project was included in the master plan for such emergencies. The project was originally scheduled for construction in 2015 through the Capital Improvement Program, but significantly diminished snow fall and winter drought conditions led Council to approve the TAP transmission line and pump station be constructed through an emergency procurement process in 2014. The TAP transmission line and temporary pump station were constructed in the summer of 2014 that provided the community with an emergency source of water. The permanent pump station was constructed and finalized in October 2016. In addition, the City negotiated payment of MWC System Development Charges (SDC) necessary for creating the actual connection to the TAP system. The City has made a significant investment in the TAP system over the past two decades to provide the community with a redundant source of water. Such an investment requires collaboration and a formal master plan the cities of Talent, Ashland and Phoenix can use moving forward. The TAP System Master Plan has established a guiding document with maintenance and improvements put in place that are agreed upon by the three communities. The goal of completing a TAP Master Plan included: • Documents the existing TAP system facility information; • Confirms future supply demands for the next 40-year planning horizon; • Assesses the condition and capacity of the existing system for future planning; • Identifies operational constraints and recommends operational adjustments for improved efficiency; • Develops options for meeting or revising the MWC Purchase Agreements to achieve compliance; • Develops a Capital Improvement Plan (CIP) to meet future demands and major facility replacements; • Assesses the financial impacts of the proposed CIP on each TAP Partner city. • Provides recommendations to formalize the TAP system financing to guide the allocation of operational, maintenance, and capital costs between the TAP Partner Cities; • Provides recommendations for developing a new TAP IGA between the TAP Partner Cities including formalizing the TAP system financing. The master plan is broken down into the following chapters: • The Executive Summary provides a brief summary of the key elements of this WMP. • Chapter 1 presents the water service area and describes the existing water system. • Chapter 2 identifies existing water demands and projected future demands. • Chapter 3 describes the hydraulic model development and operational analysis. Page 2 of 8 CITY OF -ASH LAN D • Chapter 4 describes the system capacity evaluation. • Chapter 5 discusses the water supply analysis. • Chapter 6 presents proposed improvements, estimated costs, and implementation Schedule in the Capital Improvement Plan. • Appendix 6A evaluates the financial impacts of the TAP CIP on each Partner City and discusses financing options. Existing System: The existing system chapter provides a comprehensive review of the TAP system facilities, including; categorizing the TAP agreements, providing original cost and capacity allocation information; documenting the TAP specific system piping, reservoirs and booster pump station facilities, system meter types and locations; defines asset remaining useful life; describes how the system is operated and managed. TAP System Demands: Each partner City recently went through a formal water master planning process in which the existing and future demands were vetted. Per the latest wholesale water agreement with the Medford Water Commission, delivery of potable water to the City is capped at 3 MGD. The current delivery capacity for Ashland is 2.13 MGD and within the next ten-year planning period it is the City's goal to expand to 3 MGD to meet supply redundancy goals outlined in the City's Water Master Plan. Additional Systems Development Charge (SDC) payments would be required by MWC in order to move forward with the capacity increase. The City of Ashland's current average day demand (ADD) and max day demand (MDD) per the adopted master plan are 2.91 MGD and 5.55 MGD respectively and forecasted to be 3.28 and 6.56 by 2040 (without conservation goal-20%). Model Development and Operation Analysis: Hydraulic models were previously created and calibrated by RH2 as part of each City's master planning process. In order to model delivery of water to each community through the TAP system the water models of Talent and Phoenix were combined and calibrated. The modeling analysis helped to develop an understanding of how the system operates under normal conditions when only Talent and Phoenix are utilizing the TAP source and the implications for the system when the City of Ashland begins to draw water from the TAP source. TAP operations staff detailed three system operational challenges to evaluate and mitigate as part of the modeling alternative development. These challenges include drawing down the Talent storage reservoirs when Ashland is using the source, exceeding MWC defined maximum flow rates per the existing agreements and the need for Phoenix to pump water twice. A major component of modeling was to analyze different operational alternatives for the system to resolve these operational challenges and identify recommendations to improve efficiencies. These recommendations detailed in chapter 3 include pump operation changes, improvements to the telemetry system for enhanced operational communication between the partner cities and managing Ashland's draw during peak times until piping and storage improvements are constructed. System Capacity Evaluation: The capacity evaluation chapter evaluated the ability of the TAP system with established criteria to meet current and future capacity requirements. Based on the accepted operational changes from the hydraulic modeling analysis the system capacity was modeled for MDD through the 2070 planning period and system deficiencies were identified. The deficiencies are both in piping sizes and booster pump station capacities and are addressed as part of capital improvements for the TAP system. Several previously unknown deficiencies were identified for the near term, leading to capital improvement recommendations that require significant funding in the next twenty years. The TAP Pump Station is currently undersized to meet Talent's MDD and Ashland's 2.13 MGD at the same time and requires upsizing to meet this criterion and meet Ashland's future 3.0 MGD supply goals. Additionally, the TAP system will Page 3 of 8 CITY OF -AS H LA N D require a second connection to MWC to provide adequate capacity for all TAP Partner Cities in approximately ten years. Coordination and development of this second connection with MWC is recommended to begin soon. Water Supply Analysis: The supply chapter details each partner cities' existing water rights and associated allocations along with the specific details for the existing water wholesale agreements with MWC. Appendix 5B provides recommendations for future Wholesale Water Purchase Agreements with MWC. Capital Improvement Recommendations: The capital improvement chapter is built from all the previous chapter's information and recommendations. The CIP chapter also includes a financial analysis and associated cost allocations for each partner City based on recommended CIP projects and maintenance activities. The CIP represents projects and associated costs not previously known until completion of this Plan. Development of the CIP provided groundwork for two different options for supplying water to Ashland through the TAP system. The first option would be to construct a new pump station in Talent with an associated transmission line to the City's current connection point at Creel Road. This would be a dedicated City of Ashland facility and operated by Public Works. The second option would be to assist and cost share improvements to the existing Talent booster pump station along with construction of transmission mains. Either of these two options eliminate the pressure created on Talent's reservoir storage system when Ashland utilizes the TAP connection. A decision between these two options will require continuing work between the Cities of Ashland and Talent. Another major recommendation in the CIP is a second supply connection to MWC in North Phoenix Road to provide adequate capacity and supply redundancy to the TAP system. The City of Phoenix has already included this connection in their Water Master Plan. The cost burden of this secondary connection falls on the Cities of Ashland and Phoenix, as Talent has already invested in their full capacity needs in the existing TAP infrastructure. Another critical improvement defined in the master plan is an emergency & non -peak source connection from Ashland to Talent and Phoenix. The system currently does not allow the delivery of a significant amount of water via gravi1y flow from Ashland to Talent and Phoenix. The non -peak connection would allow Ashland to provide Talent and Phoenix with non -peak water (approximately November through May) and water for emergencies. The gravity connection for non -peak would eliminate the Regional TAP system pump station operational time in this period, thus reducing_ greenhouse gas emissions from the TAP system and also provide an additional revenue source to the City via a wholesale water agreement. Ashland -Talent Capital Improvement Options: One critical capital improvement recommendation that required a resolution is in reference to how the City's of Talent and Ashland interact between two different improvement options. The Talent City Council has weighed on the alternative capital improvement options referenced below and their preference is to move forward with option #1.Options are detailed below. Page 4 of 8 CITY OF -ASHLAND Option #1: This option includes improvements to the Talent booster pump station and distribution piping, see figure 1 below. The estimated cost for this improvement is $2.61 million for improvements to the Talent booster station and associated pipelines (Ashland share). Figure 1: Option #1 TAP System Improvements TAP Supply Legend Proposed CIF Fes« % Talent Booster j -carLmt d °♦, Pump Station s, o •, s r i ♦ --i— Railroad Water Sysem lax Lots i ` Reservoir w EAR mg Pipe ,�7 %8 Rapp Road ' ° ' ♦ ' Booster Pump e Station a 6 Anderson Creek ;. 1 Booster Pump Station "b • Np�'RcrtN GRL (� � 1 z is *Joss*�►, _ e TAP Supply r -_�'�� 1 � to Ashland — Site of Future Reservoir Wagner MJ _ Reservoir �' ' �a Belmont �, �' ♦ Reservoirs s Page 5 of 8 CITY OF AS H LA N D Options #2: This option includes construction of a stand-alone booster pump station in Talent along with additional transmission mainline connecting to the City's current transmission main along highway 99. This improvement would eliminate any connection to Talent's system and be fully owned and operated by the City of Ashland. The estimated cost for this improvement is $5.19 million for the pump station and associated piping (Ashland share onlv). Figure 2: Option 42 TAP System Improvements TAP Supply Legend No Prvp—d C IP F .-- Talent Booster r M icnyLn� m Pump Station s, W&..Sy—T.La m ti �� foss B % ,• q E Rapp Road + } + s' Booster Pump a Station Anderson Creek t BEESCN 3 Booster Pump Station v ! s. • .a.F ,n a s 0 � s ##,w• ���+N 8 TAP Supply to Ashland ' Site of Future � Reservoir ; � a � Wagner ' 1�. e r Reservoir C Belmont e • , • % Reservoirs 1 & 2 _ �.0 d American Rescue Plan Act (ARPA) Funds: The TAP Communities have received a $3 million dollar grant to engineer and construct numerous redundancy and resiliency projects defined in the TAP Master Plan. These projects include: 1. Non-peak/Emergency supply connection from Ashland to Talent and Phoenix. a. Pipeline and Pressure Reducing Valve connection around Ashland's TAP booster station to provide non -peak and emergency supply from Ashland to Talent and Phoenix 2. Backup power generator — Talent booster pump station a. Upsized generator for the Talent booster station to provide backup power needs to meet fire flow and max day demand for Talent and Ashland 3. Backup power generator - Ashland booster pump station Page 6 of 8 CITY OF -ASH LAN D a. New generator to provide backup power to the Ashland station 4. Booster pump upgrades to the regional pump station a. Upsize existing pumps to meet fire and max day demand needs into the future 5. Booster pump upgrades to the Talent booster pump station a. Upsize existing pumps to meet fire and max day demand needs for Talent and Ashland 6. Seismic retrofit of the Talent booster pump station a. Seismic resilience improvements to the facility to protect delivery of potable water to Talent and Ashland 7. Pipeline seismic enhancements a. Seismic enhancements to a critical transmission main 8. Booster pump station programming improvements (Telemetry) a. Coordinate SCADA improvements in the TAP system to ensure that booster stations and reservoirs are property coordinated The Climate Policy Commission has reviewed the draft master plan and elements of the master plan have been designed to align with each city's conservation and climate goals. Talent, Ashland, and Phoenix all operate with a Water Management and Conservation Plan and water conservation is a focus for each community. IGA Update: One of the goals of the master plan was to capture and develop critical infrastructure information to assist in developing a new operating IGA between the partner cities. The master plan contains recommendations regarding the structure and components for inclusion in a new IGA addressing management, maintenance, and cost sharing. Staff from Talent -Ashland -Phoenix are currently coordinating the creation of a new IGA through a consultant lead process. Staff will update Council on the operating IGA update when appropriate as the TAP cities move through the process. Historic Background: The City of Ashland has long since been involved in the planning and construction of TAP facilities as part of the intertie system. There has never been a formal master plan developed jointly between the partner cities of Talent, Ashland and Phoenix until now. In the late 1990s, the Cities of Talent, Ashland, and Phoenix (TAP Partner Cities) collaborated in the development of a new water supply transmission project (TAP) to provide domestic water from the Medford Water Commission (MWC) to their communities. The City of Talent needed to replace its aging source of supply (water treatment facility on Bear Creek); the City of Phoenix needed to supplement its current supply from MWC; and the City of Ashland wanted access to a secondary emergency source of supply. In 2000, the TAP Partner Cities entered an Intergovernmental Agreement (IGA) to construct the TAP supply system from the MWC to the City of Talent. The system initially only supplied water to the Cities of Phoenix and Talent until 2014, when the City of Ashland installed additional transmission facilities to provide an emergency source of supply for its community. Major milestones (Ashland): 1. 1998 Comprehensive Water Master Plan 2. Purchase of 1000 acre-feet water right in Lost Creek 3. Initial investment into engineering/construction of intertie system 4. 2012 Comprehensive Water Master Plan -TAP Emergency Connection 5. TAP Intertie Pipeline and Pump Station Construction (2014) 6. 2020 Water Master Plan Update 7. 2020 TAP Master Plan Page 7 of 8 CITY OF -ASHLAND FISCAL IMPACTS The TAP Master Plan final contract expense was $128,826 split equally among the communities creating Ashland's share of $42,942. The original total fee developed by RH2 Engineering for the TAP Master Plan is $140,476. ACTIONS, OPTIONS & POTENTIAL MOTIONS I move to adopt the 2020 TAP Master Plan. I move to request changes to the 2020 TAP Master Plan (insert recommendation). REFERENCES & ATTACHMENTS Attachment #1: TAP Master Plan (Link) Page 8 of 8 CITY OF ASH LAN D Council Business Meeting September 20, 2022 Agenda Item Adoption of the Stormwater and Drainage Master Plan From Scott Fleury PE Public Works Director Contact Scott.fleury(a)_ashland.or.us 541-552-2412 SUMMARY Before the Council is the 2020 Stormwater and Drainage Master Plan prepared by Kennedy Jenks. Staff is requesting Council adopt the Stormwater and Drainage Master Plan as the current planning document for the City's storm drainage system. The Stormwater and Drainage Master Plan provides a useful planning tool associated with the City's stormwater system and is primarily focused on the 2020-2030 time frame but also looks beyond to 2040. POLICIES, PLANS & GOALS SUPPORTED City Council Goals: • Essential Service -Drinking Water System • Emergency Preparedness • Address Climate Change • Continue to leverage resources to develop and/or enhance Value Services CEAP Goals: Natural Systems: Air, water, and ecosystem health, including opportunities to reduce emissions and prepare for climate change through improved resource conservation and ecosystem management. Strategy NS-2: Manage and conserve community water resources Address Climate Change by helping to reduce Ashland's greenhouse gas emissions and to prepare the city's communities, systems, and resources to be more resilient to climate change impacts. Department Goals: • Maintain existing infrastructure to meet regulatory requirements and minimize life -cycle costs • Deliver timely life cycle capital improvement projects • Maintain and improve infrastructure that enhances the economic vitality of the community • Evaluate all city infrastructure regarding planning management and financial resources PREVIOUS COUNCIL ACTION Staff previously provide a comprehensive review of the document at the March 1, 2021 Study Session(Minutes, Staff Rem, Presentation). BACKGROUND AND ADDITIONAL INFORMATION The City of Ashland has a long background with respect to storm water and drainage planning along with participation in regional partnerships for stormwater and water quality improvements within the Rogue Basin. The City participates as a member of the Stormwater Advisory Team (SWAT) that has helped developed design standards and best management practices for storm drain treatment and conveyance systems used regionally. Page 1 of 4 CITY OF -ASH LAN D In 2000, in anticipation of impending incorporation into the National Pollutant Discharge Elimination System (NPDES) program, the City developed a Stormwater and Drainage Master Plan (SW&D MP) as a first step towards meeting NPDES requirements. MS4* NPDES permits are issued on a five-year cyclical basis by the Department of Environmental Quality (DEQ). The first permit issued to the City occurred in 2004. The permit authorizes regulated small municipal separate storm sewer systems to discharge stormwater to surface waters of the state, in accordance with the requirements, limitations and conditions. The MS4 permit requires the city to have a stormwater management program that regulates water quality, effluent limitations, and conditions. The city is required to maintain legal authority, provide stormwater management documents, conduct education and outreach activities to the specified target audience, have an illicit discharge detection and elimination (IDDE) program, monitor construction site runoff, and practice pollution prevention and good housekeeping in all city operations. The City is required to monitor and report on all permit requirements of the stormwater system yearly. **MS4: A municipal separate storm sewer system, commonly called an MS4, is a conveyance or system of conveyances, such as roads with drainage systems, municipal streets, catch basins, curbs, gutters, constructed channels or storm drains, owned or operated by a governmental entity that discharges to waters of the state. Along with the MS4 permit the city also has a Total Maximum Daily Load (TMDL) plan with DEQ. The TMDL or clean water plan is a science -based approach to cleaning up polluted waters to meet the requirements of the Federal Clean Water Act. In Ashland, Bear Creek has a TMDL plan for 3 pollutants: bacteria, sedimentation, and temperature. Bear Creek is the main receiving water body of the state for storm water which validates the importance to follow all water quality standards within the City's storm water program. Water quality samples are collected from local streams (monthly) and storm drains (3 times a year; dry weather, first flush, and wet weather) at more than 35 locations from Ashland through Central Point, making the Bear Creek TMDL plan a regional effort with multiple agencies involved in meeting TMDL requirements. In 2017 Kennedy Jenks was selected as the consulting firm to produce an updated Stormwater and Drainage Master Plan. The primary goals of the SW&D MP were to validate the City's existing drainage systems conditions previously assessed in the 2000 SW&D MP and recommend an updated 20-year Capital Improvement Plan (CIP) that incorporates new projects to target deficient problem areas for improvements; meets anticipated future buildout needs; meets current local, state, and federal regulatory requirements. Future development and redevelopment in the City continue to place pressure on existing conveyance routes and infrastructure, which requires a holistic review of both the physical and policy changes needed for stormwater management. This 2020 SW&D MP was a focused effort to meet both short- and long-term City stormwater management needs understanding the regulatory requirements associated with a new MS4 permit issued by DEQ in 2019. The City of Ashland Stormwater and Drainage Master Plan (SW&D MP) update identifies existing drainage problems in the City of Ashland and proposes a prioritized list of improvement projects to address them. It recommends future actions by the City and private developers to enhance the City's creek corridors, improve water quality, and handle future storm drain capacity problems. This plan update also provides a financial plan for the fund including rate analysis and Systems Development Charges methodology updates. The SDCs have been formally reviewed by the SDC Committee as required by Ashland Municipal Code. The Council has received multiple presentations on SDCs and staff will be bringing forward the full methodology and associated resolutions for adoption to a future business meeting. Page 2 of 4 CITY OF ASH LAN D The main components of the Stormwater and Drainage Master Plan update include: • Executive Summary • Introduction • Study Area and Existing Drainage System Description • Drainage System Evaluation • Evaluation of Improvement Projects • Evaluation of Stormwater Program • Capital Improvement Plan • Funding Alternatives • References In 2019 the City was issued an updated MS4 permit which shifts, the requirements from voluntary to mandatory. As part of the mandatory shift DEQ has requested that permit holders develop updates to their stormwater management operations and maintenance program for the areas of focus. The program defines actions that will need to be taken by the City to ensure compliance with the MS4 requirements. Actions include, but are not limited to, system inspections, dry weather screenings, basin cleaning, yearly training, ditch maintenance, inspection of treatment facilities (public and private) and annual reporting. As part of the MS4 requirements a Stormwater Program Management document (SWMP) is required. Staff developed program document and submitted to DEQ as required by DEQ on April 30, 2021. DEQ provided comments back on the draft SWMP and they were incorporated into the SWMP. Staff is also working on a Municipal Code update that will incorporate Storm Drain requirements into one comprehensive section of the code. Currently multiple sections of code can be referenced with respect to storm drain requirements and potential enforcement activities for failure to comply with codified requirements. The Climate Policy Commission has reviewed the draft master plan and elements of the Climate Energy Action Plan (CEAP) have been incorporated into the final draft, reference executive summary page III. FISCAL IMPACTS The Stormwater and Drainage Master Plan Update contract awarded to Kennedy Jenks was $227,146 in November 2017. To date the City has spent a total $227,142 on the project. The SW&D MP includes a financial evaluation of projected operating and debt expenditures along with a recommended increase to the SDC fee for the planning period. The SDC fee methodology and increase will be vetted separately by the SDC Committee and consultant firm currently under contract reviewing both water and storm drain SDCs. The capital project list and associated rate increase tables are shown below. As recommended in the financial plan capital projects are to be funded by both cash and debt funding and the rate increases are recommended to cover operational costs, but also to cover the cash and debt service requirements as needed for the program. Page 3 of 4 CITY Of -AS H LA N D Summary of Projected Capital Projects*: CIP #1- Gresham Street at Beach Avenue M $391,000 77 High CIP #2: Dewey Street at East Main Street $247,000 High CIP #3: Siskiyou Boulevard and University Way $129,000 High CIP #4: Morton Street from Pennsylvania Street to Iowa Street $434,000 High CIP #5: Liberty Street from Ashland Street to Iowa Street $848,000 Medium CIP #6: Holly Street and Harrison Street $787,000 Medium CIP #T East Main Street at Emerick Street $235,000 High CIP #8: North Mountain Avenue $188,000 Medium CIP #9: 3rd Street at B Street $718,000 Medium CIP #10: Manzanita Street at Almond Street $552,000 Medium CIP #11: Highway 66 at Oak Knoll Drive $232,000 Medium CIP #12, Dewey Street at East Main Street $70,000 Medium CIP #13: Van Ness Avenue at Water Street $594,000 Medium CIP #14: West Nevada Street east of Alameda Drive $702,000 Medium CIP #15- Cemetery Creek Basin Stormwater Quality Improvement $7,500 High *Note: The North Mountain Avenue project is included in the North Mountain Avenue roadway rehabilitation project current under design (CIP #8). Summary of Projected Stormwater Rates: 1 System -Wide Rate Increase 1 0.006/6 9.00% 9.00% 7.00% 6.00% 6.000/6 6.001/6 5.000/6 4.00% Single Family (per residence) $4.99 $4.99 $5.44 $5.93 $6.34 $6.72 VA3 $7.56 S7.93 $825 Condominium 1-9 Units (per unit) 2.14 2-14 2.33 2.54 2.72 2.88 3.06 3.24 3.40 3.64 Multi -Family 1-9 Units (per unit) 2.14 214 2-33 2.54 2.72 2.88 3.06 3.24 3.40 3.54 Mobile Home and Trailer 1-9 Units (per unit) 2.14 2.14 2.33 254 2.72 288 3.06 324 3.40 3.54 Other (per 1,000 sq. ft. of impervious surface area) 1.66 1.66 1.81 1.97 2.11 224 2-37 251 264 2.74 Minimum Charge Residential Accounts Commercial Accounts $4.99 $4.99 $5.44 55.93 $6.34 $6.72 $7.13 $7.56 $7.93 $8.25 4.99 4.99 5.44 5-93 6.34 6.72 7.13 7.56 7.93 8.25 STAFF RECOMMENDATION Staff recommends adoption of the Stormwater and Drainage Master Plan ACTIONS, OPTIONS & POTENTIAL MOTIONS I move to adopt the Stormwater and Drainage Master Plan as the current planning document. REFERENCES & ATTACHMENTS Attachment #l: Storm Water and Drainage Master Plan (Link) Page 4 of 4 CITY OF ASH LAN D Council Business Meeting September 20, 2022 Agenda Item Authorizing Resolution Water Revenue Bonds From Scott Fleury, PE Public Works Director Contact Scott.fleuryCa�ashland.or.us 541-552-2412 SUMMARY Before Council is a request to approve an authorizing resolution for the issuance of water revenue bonds. In fall of 2021 the City was invited by the Environmental Protection Agency (EPA) to submit a formal loan application package for the Water Infrastructure Finance and Innovation Act (WIFIA) program to fund a majority of the new Water Treatment Plant Project. In order to move forward with financing the Water Treatment Plant Project through the WIFIA program, a revenue bond resolution is required. This is one of many required steps to be completed as part of submitting the final loan application to the EPA. POLICIES, PLANS & GOALS SUPPORTED City Council Goals: • Prioritize Essential Services: Water Enhance Value Services: Emergency Preparedness, Economic Development, Water Conservation Develop current and long-term budgetary resiliency Department Goals: • Maintain existing infrastructure to meet regulatory requirements and minimize life -cycle costs • Deliver timely life cycle capital improvement projects • Maintain and improve infrastructure that enhances the economic vitality of the community • Evaluate all city infrastructure regarding planning management and financial resources PREVIOUS COUNCIL ACTION • June 7, 2016 Business Meeting, Council approved a $14,811,865 loan with the Oregon Infrastructure Finance Authority (IFA) for the design and construction of a new Water Treatment Plant. Minutes, Staff Report) • October 1, 2019 Business Meeting, Council approved a $3,662,659 contract with HDR Engineering for the final design of the new Water Treatment Plant. Minutes, Staff Report) • October 15, 2019 Business Meeting, Council approved the preliminary engineering phase for the Dam Safety Improvement Project. Minutes, Staff Report) • May 18, 2021 Business Meeting, Council approved the final engineering phase for the Dam Safety Improvement Project. Minutes, Staff Report) • December 3, 2019 Business Meeting: Council approved engineering for the East and West Forks Transmission Line Rehabilitation project. Minutes, Staff Report) • July 5, 2022 Business Meeting, Council approved a resolution and associated contract to reduce the existing loan through the IFA in anticipation of moving forward with funding through the EPA. (Staff Report) Page I of 3 CITY OF 3718336.1046147 RSIND ASHLAND BACKGROUND AND ADDITIONAL INFORMATION The City submitted a letter of interest in summer of 2021 to the EPA for the WIFIA program in connection with the Water Treatment Plant Project. In fall of 2021 the City was formally invited by the EPA to submit a full loan application for the WIFIA program to fund a majority of the new water treatment plant project (reference attachment #3). The City is currently working with the Finance Department, the City's Financial Advisor and Bond Counsel to develop the necessary loan application materials required of the WIFA program. The WIFIA program will fund up to 80% of the total project cost with the remainder of funding to come from other non-federal sources. The City is also currently working with the Infrastructure Finance Authority (IFA) on funding options for the remaining 20% through their Safe Water Drinking Revolving Fund Loan Program or through the Special Public Works Fund. The authorizing resolution for water revenue bonds is one of many steps that needs to be accomplished as part of funding the Water Treatment Plant Project. The water revenue bond resolution was developed by Bond Counsel and reviewed by both the City's Legal Department and external Financial Advisor. For context the water revenue bond resolution describes the requirement to provide public notice, sets the maximum amount of bonding, details that debt for bonding is secured by water system revenues, provides delegation to the City Manager and Finance Director or "designee" to sell bonds as required to support the projects, negotiate and enter into the final agreements, apply for credit ratings and finally it declares the intent to reimburse expenditures for the projects with revenues from the bonds. Process Steps: 1. Develop and Approve Water Revenue Bond Resolution 2. Post Public Notice of Water Revenue Bond Resolution 3. Obtain Indicative Credit Rating and Preliminary Plan of Finance 4. Complete WIFIA Loan application 5. Submit Application to EPA 6. Develop water revenue and rate forecast 7. Finalize Plan of Finance and Obtain Final Credit Rating 8. Negotiate Final Terms and Conditions for Borrowing with EPA 9. Close Loan In addition to funding a major portion of the Water Treatment Plant Project, the EPA is also supportive of potentially funding a portion of two additional water system projects that have a nexus with the Treatment Plant operations. These two additional projects include the East and West Forks Transmission Line Rehabilitation and the Dam Safety Improvement Project. Both projects are currently in the design phase and staff expects final design to be complete in early 2023. Staff will continue to work with Finance, Administration, and consultant staff to ensure the best financing route is selected to support the capital projects while minimizing rate impacts. The resolution before the Council authorizes water revenue bonds to be issued for the projects described therein and below under `FISCAL IMPACTS' through the WIFIA program or through other borrowing vehicles. WIFIA Background: The WIFIA program offers federal loans with fixed interest rates based on U.S. Treasury rates and flexible financial terms. A single fixed interest rate is established at closing, based on the weighted average life of the loan and the comparable Treasury rate on the day of closing. (This is true for all loans/borrowers, regardless of credit rating.) A borrower may receive multiple disbursements over the course of project construction at the same fixed interest rate. Interest only accrues on disbursed funds, rather than the full balance of the loan. Page 2 of 3 C I T Y O F 3718336.1046147 RSIND -AS H LAN D Borrowers from the WIFIA program can customize their repayments to match their anticipated revenues and expenses for the life of the loan. Payments may be deferred up to 5 years after the project's substantial completion. This flexibility provides borrowers with the time they may need to phase in rate increases to generate revenue to repay the loan. WIFIA loans may have a final maturity of up to 35 years after substantial completion of the project, allowing annual debt service requirements to be lower than other forms of financing with shorter terms. WIFIA loans can be combined with various funding sources, including rate revenues, revenue bonds, grants, and State Revolving Fund (SRF) loans. FISCAL IMPACTS Funds are appropriated in the current budget to complete the final engineering phase of the project and develop final plans, specifications, and cost estimates. The EPA through the WIFIA program has set an initial borrowing amount of $36 million for the water treatment plant project with the additional required to be obtained through the Infrastructure Finance Authority (IFA) or traditional borrowing. The EPA is aware that current financial conditions have led to project cost increases and they have the flexibility to increase the initial established amount as needed. City staff have discussed at length with Bond Counsel and the City's Financial Advisor the amount to include as the maximum borrowing in the revenue bond resolution. Since the EPA is open to discussion about increasing the base amount to support the Water Treatment Plant Project and they are open to additional funding for the Forks Transmission Line Project and Dam Safety Improvement Project staff recommends setting a maximum amount of $44,000,000. This will provide the maximum flexibility when it comes to obtaining the best financing options for three critical water system projects. As part of the funding package development with WIFIA and IFA, staff will continue to work with Administration, Financial Advisors, and Bond Counsel to obtain the best financial package available to support water system improvements. *Water Treatment Plant Improvement 60% cost estimate: $32.8 million (September 2020) *note: Cost estimate did not include additional envision components recommended by Council, which were estimated to cost $2.3 million. Cost estimate will be revised once 90% and 100% design iterations are completed. East and West Forks Pipeline Rehabilitation 90% cost estimate: $2.03 million (February 2021) **Dam Safety Improvements 60% cost estimate: $6.02 million (May 2022) **Note: cost estimate includes rehabilitation to additional dam project features that can be done in a phased approach over time. STAFF RECOMMENDATION Staff recommends approval of the water revenue bond resolution in order to move forward with financing of the water treatment plant project. ACTIONS, OPTIONS & POTENTIAL MOTIONS I move to approve "A RESOLUTION OF THE CITY OF ASHLAND, OREGON AUTHORIZING THE ISSUANCE OF WATER REVENUE BONDS FOR WATER PROJECTS". REFERENCES & ATTACHMENTS Attachment #1: Resolution No. 2022-29 Attachment #2: PFM Memorandum — WIFIA program Attachment #3: EPA Selection Notification Letter Page 3 of 3 CITY OF 3718336.1 046147 RSIND -ASHLAND RESOLUTION NO.2022-29 A RESOLUTION OF THE CITY OF ASHLAND, OREGON AUTHORIZING THE ISSUANCE OF WATER REVENUE BONDS FOR WATER PROJECTS THE CITY OF ASHLAND, OREGON FINDS: A. The City of Ashland, Oregon (the "City") is authorized to issue revenue bonds for a public purpose under ORS 287A.150 and related statutes (the "Act"). Revenue bonds issued under the Act may be payable from all or any portion of the water revenues of the City. B. The City may authorize revenue bonds under the Act by publishing a notice describing the revenue bonds. Unless at least five percent of the City's electors sign and file a petition to refer the bonds to an election within sixty days after the notice is published, the City may issue the revenue bonds described in the notice. C. It is financially feasible and in the best interests of the City to authorize the issuance of revenue bonds under the Act in order to provide for capital improvements to the City's water system, including but not limited to water treatment plant improvements, east and west forks transmission line rehabilitation, and dam safety improvements (collectively, the "Water Projects"). D. It may be desirable to issue revenue bonds to finance the Water Projects under one or more financing structures, including as water revenue bonds to the federal government through thhe Environmental Protection Agency (EPA) Water Infrastructure Finance and Innovation Act (WIFIA) lending program. E. Prior to the issuance of the water revenue bonds, the City may incur certain capital expenditures with respect to the Water Projects from available moneys of the City and wishes to declare its official intent to reimburse itself for any such expenditures from the proceeds of water revenue bonds authorized by this resolution. THE CITY OF ASHLAND RESOLVES: Section 1. Revenue Bonds for Water Projects Authorized. a) The City hereby authorizes the issuance of not more than Forty -Four Million Dollars ($44,000,000) in aggregate principal amount of revenue bonds. The proceeds of the revenue bonds may be used to finance costs of Water Projects, pay capitalized interest, fund bond reserves for the revenue bonds, and to pay costs related to the issuance of the revenue bonds. The revenue bonds shall be issued and sold in accordance with the Act. b) The bonds authorized by this resolution shall be special obligations of the City that are payable solely from water system revenues and related amounts that the City pledges to pay the bonds. 1 — RESOLUTION NO. 3709765.2 046147 RSIND Section 2. Notice; Procedure. In accordance with ORS 287A.150, the bonds authorized by Section 1 of this resolution may not be sold, and no purchase, finance, or loan agreement for those bonds may be executed until at least sixty (60) days after publication of the Notice of Revenue Bond Authorization in substantially the form which is attached to this resolution as Exhibit A (the "Notice"). The City shall cause that notice to be published promptly after adoption of this resolution. The Notice shall specify the last date on which petitions may be submitted, and shall be published in at least one newspaper of general circulation within the boundaries of the City in the same manner as are other public notices of the City. If the City receives petitions for an election, containing valid signatures of not less than five percent (5%) of the City's electors, by the date indicated in the Notice, not to exceed 60 days from date of publication of notice, the question of issuing the bonds shall be placed on the ballot at the next lawfully available election date and no bonds may be sold until the question of issuing the bonds is approved by a majority of the electors of the City who vote on that question. Section 3. Delegation. The City may sell and issue the Water Bonds, as defined below, as soon as permitted by ORS 287A.150. The City designates the City Manager, Finance Director, Public Works director, or a designee of any of those officials (each a "City Official") to act on behalf of the City, and without further action by the City Council, to: a) Issue the revenue bonds authorized by this resolution (the "Water Bonds") in one or more series, which may be sold at different times. b) Subject to the limits of this resolution, establish the final principal amounts, lien status, maturity schedules, interest rates, redemption terms, and other terms for each series of Water Bonds. c) Issue the Water Bonds as short or intermediate term bonds to provide interim financing for Water Projects and enter into lines of credit or similar documents which permit the City to draw Water Bond proceeds over time. d) Participate in the preparation of, authorize the distribution of, and deem final the preliminary and final official statements and any other disclosure documents for each series of the Water Bonds, as applicable. e) Either publish a notice of sale, receive bids and award the sale of that series to the bidder complying with the notice and offering the most favorable terms to the City, or select one or more underwriters or lenders and negotiate the sale of that series with those underwriters or lenders and execute and deliver a bond purchase agreement or other document in connection with such sale, including a sale of a series of Water Bonds with the EPA. f) Seek the consent of the Oregon Business Development Department ("OBDD") and comply with the provisions of the loans outstanding with the OBDD so that 2 — RESOLUTION NO. 3709765.2 046147 RSIND the Water Bonds may be issued with a lien on net revenues that is equal or superior to the lien that secures the OBDD loans. g) Draft and approve the terms of, and execute and deliver, one or more bond declarations which pledge the revenues of the City's water system to particular series of Water Bonds, contain covenants regarding the operation of the water system and the levels of water system fees and charges that the City must impose, describe the terms of the Water Bonds that are issued under that bond declaration, and describe the terms under which fuure obligations may be issued on a parity with those Water Bonds. h) Enter into covenants that are designed to obtain more favorable terms for the City, including covenants required by the EPA's WIFIA lending program. i) Make contributions to bond reserve accounts that the City Official determines are desirable and determine the reserve requirement, if any, for each series of the Water Bonds. j) Apply for one or more credit ratings on any series of Water Bonds, as necessary. k) Issue any qualifying series of Water Bonds as "tax-exempt bonds" bearing interest that is excludable from gross income under the Internal Revenue Code of 1986, as amended (the "Code") and enter into covenants for the benefit of the owners of those series to maintain the excludability of interest on those series from gross income under the Code. 1) Designate any qualifying series of Water Bonds as "qualified tax-exempt obligations" pursuant to section 265(b)(3) of the Code, if applicable. m) If the federal government approves subsidy payments or tax credits for municipal bonds and those subsidies or tax credits are estimated to reduce the net debt service payments for the Water Bonds, issue any series of Water Bonds as eligible for those federal subsidies or tax credits, and enter into related covenants to maintain the eligibility of such series of Water Bonds for those subsidies or tax credits. n) Issue any series of Water Bonds as "taxable bonds" bearing interest that is includable in gross income under the Code. o) Execute any documents and take any other action in connection with the Water Bonds which the City Official finds will be advantageous to the City. Section 4. Declaration of Intent to Reimburse. The City hereby declares its official intent to reimburse itself with the proceeds of the Water Bonds for any expenditures on the Water Projects paid prior to the issuance of the Water Bonds. This declaration is adopted as official action of the City in order to comply with United States Treasury Regulation 1.150-2. 3 - RESOLUTION NO. 3709765.2 046147 RSIND Section 5. Effective Date. This resolution shall take effect upon signing by the Mayor. This resolution was duly PASSED and ADOPTED this day of , 2022. , City Recorder SIGNED AND APPROVED this—"' day of , 2022. Lm Reviewed as to form: Douglas M. McGeary, City Attorney Julie Akins, Mayor 4 — RESOLUTION NO. 3709765.2 046147 RSIND Exhibit A Resolution Notice of Revenue Bond Authorization NOTICE IS HEREBY GIVEN that the City of Ashland, Oregon (the "City") adopted Resolution on , 2022, authorizing the issuance of revenue bonds in one or more series to finance costs of capital improvements to the City's water system, including but not limited to water treatment plant improvements, east and west forks transmission line rehabilitation, and dam safety improvements (collectively, the "Water Projects"). The bonds described in this notice are expected to be paid from water system revenues. The bonds will not be general obligations of the City, and neither the authorization nor issuance of the bonds described in this notice will authorize the City to levy any taxes. The City hereby authorizes the issuance of not more than Forty -Four Million Dollars ($44,000,000) in aggregate principal amount of revenue bonds. Bond proceeds will be used solely to pay for costs of the Water Projects and costs related to the issuance of the bonds, and may also be used to pay capitalized interest and fund debt service reserves. If written petitions requesting an election on the issuance of the bonds, signed by not less than five percent (5%) of the City's electors, are filed with the City on or before [ , (60 days after the notice publication date), the question of issuing the bonds shall be placed on the ballot at the next legally available election date. The City's offices are located at , and a copy of the resolution authorizing the bonds is available from the City Manager's Office at that address. The bonds will be issued and sold under ORS 287A.150 and related statutes; this Notice is published pursuant to ORS 287A.150(4). Exhibit A Notice of Revenue Bond Authorization 3709765.2 046147 RSIND DRAFT Memorandum To: Scott Fleury and Brynn Morrison, City of Ashland From: Duncan Brown and Maggie Marshall, PFM Financial Advisors LLC Date: July 15, 2022 Re: Water Treatment Plant — WIFIA Loan PfM PFM Financial Advisors LLC ("PFM") serves as municipal advisor to the City of Ashland, Oregon (the "City"). As an SEC -registered municipal advisor, PFM 650 NE Holladay St. has a fiduciary responsibility to our clients — we are required to provide financial Suite advice and recommendations to the Citythat are in its best interest. Portland,nd, OR 97232 pfm.com The City has requested that PFM provide this memo in order to address the City's proposed loan with the U.S. Environmental Protection Agency ("EPA") under the Water Infrastructure Finance and Innovation Act ("WIFIA"). The proposed WIFIA loan would finance up to 80% of the estimated costs of the City's anticipated new water treatment plant. This memo will address the following considerations: 1.) Why borrow money for a project? 2.) Benefits of the WIFIA program vs. traditional borrowing 3.) Choice of security for WIFIA loan 4.) Key steps in the WIFIA loan process Why borrow money for a project? In most states (including Oregon), it is common for cities, counties, special districts, and state agencies to borrow money to fund all or a portion of the cost of necessary capital projects. This is particularly true of large, "generational" projects: the greater the project cost, the longer the useful life of the asset, and the more time -sensitive the project delivery, the more benefit that can be derived from debt financing (vs. funding a project with cash on hand). Debt financing large projects provides several advantages vs. cash funding, including: 1.) "Inter -generational equity": the taxpayers/ratepayers that pay for a project also benefit from that project. (If a project is funded from cash — i.e., taxes or rate revenues built up over time — then residents may pay for a project but not necessarily benefit from its ultimate construction.) 2.) Lower tax / rate impact: spreading the cost of a project over a 20-30 year bond issue has a less pronounced impact on a government's tax or utility City of Ashland, Oregon July 15, 2022 0 Page 2 rate structure than if a government attempts to build up a comparable cash balance over 5-10 years (or less). 3.) Less susceptibility to project cost fluctuations: Debt financing is typically secured around the same time project costs are finalized. Building up a cash balance with which to fund a project necessarily involves uncertainty regarding the ultimate project cost. 4.) Less political risk: Building up a cash balance over 5 years, 10 years, or an even longer period of time requires consistent dedication to the project and funding approach over multiple iterations of the governing body. In Oregon, most local governments traditionally borrow money through bonds sold to the public, bonds sold directly to a commercial bank, and/or various State loan programs. (The City's water fund currently has debt associated with publicly -offered bonds and loans from the State's Safe Drinking Water Revolving Fund). It is important to note that regardless of the terminology (i.e., "bond" or "loan") or purchaser of the debt (the investing public, a commercial bank, or the State of Oregon), the obligation is the same. In other words, whether a municipality sells bonds or enters into a state loan, it is borrowing money under the same relevant Oregon Revised Statutes. Benefits of the WIFIA program A WIFIA loan is fundamentally a bond issued directly to the EPA. However, the WIFIA program does have several structural elements that compare favorably to traditional, publicly -offered bonds. Unlike certain loan programs administered by the State of Oregon, WIFIA is not a subsidized program; that is, it does not purport to offer "below -market rates." The interest rate for a WIFIA loan is based on U.S. Treasury rates on the day that the loan is closed (calculated based on the weighted average fife of the loan), plus 0.01 %. (For example, a loan with a weighted average life of 20 years would have an interest rate based on the 20-year Treasury rate plus 0.01 % as calculated on the day of closing.) In recent years, Treasury interest rates have been so low as to be very attractive relative to tax-exempt municipal bond rates. That dynamic, however, has begun to shift over the past several months, as global interest rates have risen dramatically. The table below compares the 20-year U.S. Treasury rate as of July 14th against a 20-year tax-exempt bond index: 20-Year U.S. Treasury 20-Year BVAL1 T VAL" is shorthand for the Bloomberg Valuation municipal bond index. City of Ashland, Oregon July 15, 2022 Page 3 Importantly, however, pricing for WIFIA loans is formulaic and consistent for all borrowers, regardless of credit rating. (The BVAL index shown above is a high- grade "AAA" index; borrowers with credit ratings below AAA would expect to pay higher interest rates on their municipal bonds.) Additionally, WIFIA loans are priced at par, meaning the interest rate set at closing is the effective rate through maturity. Municipal bonds are often structured with nominal interest rates (coupons) greater than their underlying interest rates (yields). The yields on such bonds are calculated to the bonds' first call date (typically 10 years), and if such bonds are not refinanced at that point, the effective yield will be greater than originally calculated. (For instance, the 2.84% rate shown above would translate to 3.67% on a yield -to -maturity basis.) Another major structural benefit of the WIFIA program is the ability to lock an interest rate at closing, but "draw down" loan proceeds as needed, accruing interest only on drawn proceeds (rather than the full balance of the loan). (This is similar to most State loan programs.) Lastly, the interest rate for a WIFIA loan can be "reset" if interest rates decline after closing, to the benefit of the borrower. This can only be done once, and only if no loan proceeds have been disbursed. However, several WIFIA borrowers in Oregon have re -executed WIFIA loans at lower rates after closing. Interest rate and other structural benefits are summarized in the table below: • Fixed, based on investor interest on day of sale Interest Rate(s) • Includes credit spread • Premium bonds typically priced on a "yield to call" basis Maximum Size Determined by borrower IMT • Fixed, based on bank's cost of capital • at (or near) closing • Includes credit spread • Priced at par (nominal rate = under) in rate Determined by Fixed, based on applicable U.S. Treasury rate at closing plus 0.01 % No credit spread Priced at par borrower (but many Up to 80% of estimated banks have meaningful project cost2 credit limits) Varies by bank; Yes, for duration of Draw -Down No typically no longer than 1 18-24 months project construction For communities with population <25, 000 (including the City). 0 Maximum Term Principal/Interest Structure Prepayment Disclosure Document (Prospectus) Required? Credit Rating Required? Typically 30 years Some ability to defer principal (interest -only period) Typically after 10 years Yes Yes City of Ashland, Oregon July 15, 2022 Page 4 Typically 20 years (though many banks can only provide 10-15 year financing) Some ability to defer principal (interest -only period) Varies by bank — some banks can provide significant flexibility No ff 35 years after substantial completion of the project • Substantial ability to "sculpt" principal • Interest may be deferred (compounded) up to five years Any time (minimum $100,000 increments) No Yes A potential drawback with the WIFIA program is the focus on and oversight of the project itself, which is somewhat different than municipal bonds and bank loans. (Most public investors and commercial banks focus more on the borrower's ability to repay the debt, and are otherwise less concerned with project delivery / timing.) WIFIA loans also come with significant federal "cross - cutter" regulatory requirements (e.g., Davis -Bacon prevailing wage requirements; American Iron and Steel Act; etc.), similar to other federal funding source (e.g., grants). In many cases, however, municipalities may already be subject to many of these requirements by virtue of other funding sources or state/local regulations. Choice of security In Oregon, cities that issue debt for water utility projects (payable from revenues of the water system) typically include one of two security pledges: 1.) Net revenues of the water system (i.e., total revenues less operating and maintenance expenses), or 2.) Full faith and credit of the city (i.e., its general fund and authority to levy regular property taxes). In both cases, debt service is paid from revenues of the water utility, but only in one case do creditors have a legal claim to those revenues. (Where cities pledge their full faith and credit instead, the situation is somewhat akin to a City of Ashland, Oregon July 15, 2022 0 Page 5 home mortgage, in which the loan is repaid from the income of the homeowner(s), but the security is the home itself.) Cities often take the second approach for matters of convenience (the documentation is more straightforward), and because it allows them to pool multiple unrelated projects/funds into a single financing. (The City has used this approach on several occasions, including its most recent sale of publicly - offered debt in 2013.) A full faith and credit pledge can also be more creditworthy (i.e., receive a higher credit rating) than a pledge of water system revenues, though this is not universally true and depends on the specifics of each city and its water utility. Additionally, State loan programs (including the Safe Drinking Water Revolving Fund) typically require both pledges (i.e., an explicit pledge of water system revenues and a supplemental pledge of the City's full faith and credit). The City will need to consider which approach to take in connection with its proposed WIFIA loan. The WIFIA loan program can accept either approach to security, so long as the loan otherwise meets the program's requirements (e.g., investment -grade credit rating, demonstrated ability to pay debt service). While a full faith and credit pledge would be simplest in terms of documentation — and could rely on the City's existing "AaY general fund rating — there would be no advantage in terms of "pooling" other projects (outside the water fund), as the WIFIA loan would be limited to the water treatment plant and related pipeline projects. Should it pursue a standalone pledge of water system revenues, the City would need to craft a distinct set of financial covenants and apply for a new credit rating unique to the water utility; however, there would be no interest rate impact if the water -specific credit rating were lower than the City's general fund rating (as the interest rate for a WIFIA loan is formulaic and not dependent on specific credit rating). The City should also consider the risk inherent in using the general fund to secure water system debt (i.e., the risk that the general fund may ultimately be called upon to pay debt service if water system revenues are insufficient). While such a scenario is very unlikely, the risk is certainly larger in a $45 million transaction than in a $4.5 million transaction. Additionally, the optics of such an approach may be as meaningful as the risk itself. Key steps in a WIFIA loan As noted above, a WIFIA loan is, at its core, a bond issue sold directly to the EPA. In most cases, this means that the only formal action required of the Council to adopt an authorizing [resolution/ordinance] for the bonds, delegating authority to one or more staff members to execute the transaction within certain parameters (e.g., maximum size) — very similar to what it would do for any other City of Ashland, Oregon July 15, 2022 0 Page 6 type of debt financing. It is common for such authorization to be adopted during the application stage of the loan — given the time and expense required with preparing such application — though it is not strictly required by the application. A summary of the WIFIA loan process is shown in the table below: iL Timing Activities Submit Letter Completed of Interest Draft and Within one year of Establish preliminary plan of finance submit EPA providing (including choice of security) application invitation to apply Obtain indicative credit rating (i.e., by October . Submit application fee 26, 2022) . Authorizing [resolution/ordinance] adopted by City Council • Draft bond declaration or financing _ agreement drafted by bond counsel Loan Up to seven . Draft and finalize WIFIA loan agreement negotiation months . Finalize bond declaration / financing and agreement documentation . Finalize plan of finance (size and amortization structure of loan) • Obtain final credit rating • Finalize environmental / regulatory review Close loan • Interest rate finalized • Designated representative executes relevant documents Post -closing • Submit requisition requests for reimbursement as available/necessary • Provide periodic financial and project reporting to EPA We hope you find this memo useful and look forward to discussing its contents with you. ?• �, ;� UNITED STATES ENVIRONMENTAL PROTECTION AGENCY W ITWASHINGTON, D.C. 20460 0 ?i�ry It PROSEC�\ October 26, 2021 Mr. Kevin Caldwell Senior Project Manager City of Ashland Public Works 20 E Main St. Ashland, OR 97520 Subject: City of Ashland Selection Notification Dear Mr. Caldwell, Thank you for submitting your Water Infrastructure Finance and Innovation Act (WIFIA) letter of interest for the FY 2021 Selection Round. We have reviewed these materials and are very pleased to inform you that the 7.0 MGD Water Treatment Plant Project has been selected to submit an application for a loan for up to $36,000,000 or not to exceed 80 percent of total eligible project costs. We will soon be reaching out to you to schedule an initial pre -application meeting to discuss the WIFIA underwriting process in greater detail. Kevin McDonald will be the primary point of contact for this transaction and is available by e-mail at mcdonald.kevin@epa.gov or by phone at 202-566-1486 to answer any immediate questions you may have. In addition, the WIFIA program will be hosting a webinar for all selected prospective borrowers to provide an overview of the WIFIA application process and walk through the application form on December 7th at 2:00 pm EST. We encourage your participation and will send you a meeting invitation with more details soon. Please forward it to all members of your team, including contractors, who will have a role in the WIFIA application process. Once we receive your complete application, the WIFIA team will commence underwriting your transaction. Receipt of a WIFIA loan remains subject to negotiation of an agreement on terms and conditions satisfactory to the Agency as well as the project's compliance with Federal requirements, including the National Environmental Protection Act (NEPA), American Iron and Steel requirements, Flood Plain Management Standards, and the Davis -Bacon Wage Act. Selected prospective borrowers may request to increase their loan amount during the application process. Loan increase requests will be reviewed on a case -by -case basis and are subject to the availability of funding. Based on your submitted letter of interest, we expect to receive your application by March 28, 2022. If timing for your application and/or project construction has changed, please notify your underwriter as soon as possible. EPA is planning its announcement of the FY 2021 selections and will coordinate with your organization on this press release. Until then, the announcement of the selection of your project for a WIFIA loan is embargoed. Please do not share this information externally. If you have questions regarding communicating your selection or would like to coordinate your announcement with EPA, please contact Karen Fligger at fligger.karen@epa.gov or 202-564-2992. We look forward to working with you on this project. Sincerely, ;e� f'� Jorianne Jernberg Director, WIFIA Program Council Business Meeting September 20, 2022 Agenda Item Approval of Public Art in Ashland Creek Park From Joseph Lessard City Manager Contact joe.lessard(a-)-ashland. or. us-, 541-552-2103 Beginning in early 2020, a volunteer citizen group began meeting with the objective of creating a permanent public art installation inspired by the Say Their Names Memorial. The project of creating a Say Their Names Memorial was presented as a collaborative project sponsored by individual community members, along with Black -led organizations: SOARB, BASE, SOBLACC, and SOEquity. In March 2022, based on this independent process, the Say Their Names Coalition selected Micah BlackLight's sculpture proposal, "Ancestor's Future: Crystallizing Our Call". The proposal has received support from the Ashland Parks and Recreation Commission and the Public Arts Commission, and it now moves to the City Council for final approval. POLICIES, PLANS & GOALS SUPPORTED • Public Arts Master Plan • Comprehensive Plan— Transportation Element: Policy (10.15.06) #7 Encourage public art along multi -modal travel corridors. • Resolution No. 2021-01 —A Resolution Declaring the City of Ashland's Commitment to Social Equity and Racial Justice and Repealing Resolution No. 2020-15 PREVIOUS COUNCIL ACTION On August 16, 2022, the council received numerous public comments of support for the sculpture proposal, "Ancestor's Future: Crystallizing Our Call". BACKGROUND AND ADDITIONAL INFORMATION Proponents for a permanent Say Their Names art installation approached the City in mid-2020 after the T-shirt installation at Railroad Park was abruptly removed overnight. In October 2020, volunteer representatives of the groups proposing to create the Say Their Names public art installation met with City Staff to discuss the project. Staff in attendance included Ashland City Attorney David Lohman and Associate Planner Aaron Anderson. It was expressed by the volunteer group at this meeting that the call for submissions was intended to be limited to submissions from local artists that are members of the BIPOC community. At this meeting, Mr. Lohman clarified that a governmental solicitation and selection process could not include any such selection criteria relating to the race of respondents. Given this clarification the proponents of the Say Their Names public art project pursued their own non -governmental solicitation process independent of the Public Art Acquisition process as described in the Ashland Municipal Code. By initiating a process independent of the City, to seek out an artist within the BIPOC community, and to present artwork to the City as a gift, this independent action was not subject to a City run selection process. These volunteers formed the Say Their Names Coalition in February 2021 and undertook their own solicitation and selection process which included community involvement as well as establishment of a selection panel inclusive of Black members of the community. In March 2022, based on this independent process, the Say Their Names Coalition selected Micah B1ackLight's sculpture proposal, "Ancestor's Future: Crystallizing Our Call". According to the BASE project web page the final artwork proposed to be gifted to the City is intended to be: Page 1 of 4 C I T Y O F -ASH LAN D "A public, community -oriented art installation around the theme of Black Lives Matter in the Rogue Valley. This theme includes but is not limited to: a reflection on the Black Lives Matter movement and this important chapter in our nation's history, an illumination of the experiences of Black residents in the Valley, and an homage to the life of Aidan Ellison.... The aim of this endeavor is to create a dialogue about race, bring together Rogue Valley residents of all backgrounds, and serve as a declaration of our commitment in Ashland and the Rogue Valley that Black lives matter. We hope that through continued conversation, recognition of our shared history, and this public avowal, that we can work towards becoming a more united and inclusive Rogue Valley community. " On June 17, 2022, the Public Arts Commission (PAC) reviewed the conceptual sculpture and recommended the Ashland City Council endorse the proposal and accept the final completed sculpture as a gift to be included in the City's Public Art collection. The PAC further recommended that the City Council allocate funding to support this sculpture and its installation. On July 13, 2022, the Ashland Parks and Recreation Commission (APRC) considered proposed locations for the sculpture and approved the location of the sculpture to be Ashland Creek Park, if accepted into the City's Public Art collection. The APRC further supported the artist's request for financial support from the City of Ashland for engineering and installation. Subsequent to the Public Art Commission and Park Commission reviews of the proposal, concerns were raised regarding the selection process that took place to select the artist. and conceptual artwork. To evaluate these concerns the PAC discussed the issue at their August 20, 2022 PAC meeting and clarified their motion. The updated motion from the August meeting reads as follows: Commissioners Preskenis/Bloom m/s to recommend that the Public Arts Commission endorse the sculpture design concept of Micah BlackLight's "Ancestor's Future: Crystalizing Our Call" as the Say Their Names Collectives gift to the City of Ashland, and that the art concept will have a final review for quality upon completion, and in solidarity to the message of social and racial justice that the Public Arts Commission recommends that the City Council allocates the funds or labor required for the site preparation and installation of the sculpture. Voice Vote: Commissioners Preskenis, Engelund, Bloom, AYE. Commissioner Smith abstained. Motion passed 3-0. It is important that the city of Ashland acknowledge its history of supporting racial discrimination and conflict, and that the City acts to repudiate that past by advancing efforts to build a future where everyone belongs; where every individual is welcomed, accepted, and recognized for their individuality and contribution to building a better society. Page 2 of 4 CITY OF -ASHLAND The Public Arts Commission's is commended for their review and support for the Say Their Names art installation as a direct offer of donation to the City Council, and appreciation to the Parks and Recreation Commission for approving the Say Their Names installation in Ashland Creek Park. As this piece did not follow the usual donations solicitation process, it still needs to be modeled and engineered to completion so that it can be fabricated and permanently installed. It also needs time for the solicitation of funds to be completed, which can now proceed with the knowledge that the City will fulfil its role of providing a location, installation base, and landscaping for the installation. In advance of the next steps to developing the "Crystallizing Our Call" art piece, it is requested that the Park Commission continue to consider the final location of the installation within the Ashland Creek Park, in consultation with Mr. Blacklight, for possible alternative green -space areas with the proposed community -decorated stepping- stones potentially providing a contemplative pathway to its viewing and thoughtful consideration. Finally, in accepting the Say Their Names concept it is suggested that Mr. Blacklight and the installation's supporting donors work to complete the project's development for final installation. It is requested that this effort include providing at least two public presentations to the community to be hosted by the Public Arts Commission (or subsequently established Public Arts Advisory Committee) as part of their efforts to build bridges of art understanding and appreciation within the Ashland community. These presentations can serve to lead the effort of asking community members to participate in decorating, and ultimately placing, the pathway stepping -stones to the art installation —an effort which may be able to proceed in advance of the final public art installation. Presentations are also important for art such as "Ancestor's Future: Crystallizing Our Call" as a mean of actively pursuing inclusion by engaging with the community through informational, educational, and participatory outreach. This art should act as a catalyst for dialog, awareness, and healing; to building community awareness of our past, and of our 'vision for the future. FISCAL IMPACTS The art piece is offered as a gift to the City. It will require time for the fundraising, modeling, and engineering to be completed prior to the permanent installation of the proposed sculpture. The City will then fulfil its role of providing funds for installation, landscaping, and associate costs from restricted TOT Funds in the 2023-2025 Biennial Budget. STAFF RECOMMENDATION Staff recommends acceptance of this site -specific sculpture subject to the suggestions referenced above. ACTIONS, OPTIONS & POTENTIAL MOTIONS I move to provisionally accept the proposed art piece, "Ancestor's Future: Crystalizing Our Call" into the city of Ashland public art collection subject to the following steps to be completed prior to final acceptance: • That the Park Commission, in consultation with its artist, Mr. Blacklight, consider the final location for the art piece that will best showcase the art installation within the Ashland Creek Park; • That at least two public presentations of the sculpture proposal be hosted by the Public Arts Commission (or subsequently established Public Arts Advisory Committee) to act as a catalyst for dialog and awareness of our past, and of our vision for a just and inclusive future; and • That the art concept have a final review and approval for quality upon completion by the Public Arts Commission, and for the identification and resolution of any installation requirements by the City's Park and Recreation and Public Works Departments. REFERENCES & ATTACHMENTS • Design Proposal • APRC Draft Meeting Minutes — July 13, 2022 Page 3 of 4 CITY OF -ASHLAND Page 4 of 4 CITY OF -ASHLAND 9/20/22 Good Evening, Mayor and Members of the City Council City Manager Y; ;3l LessardWAC liaison Tuthill, and Ashland City Staff. I am Ken Engelund, Chair of the Public Arts Commission, (PAC) together with Commissioner Cassie Preskenis and artist Micah Blacklight. We are here to speak in favor of your endorsement and acceptance of the staff recommendations of this site -specific sculptural art: "Ancestors Future -- Crystalizing our Call," as a gift to the city, and when completed, inclusion into the public art collection. For the listening public, the work has been endorsed by the Social Justice and Racial Equity Commission (SERJ), the Ashland Parks and Recreation Commission (APRC), and on two occasions the Public Arts Commission (PAC) following months of engagement with the Say Their Names Collective beginning in April 2021. Council can rely on each of these endorsements. The work was discussed extensively with artist Blacklight at the June 2022 PAC meeting. It meets all of the criteria for acceptance into the public art collection. Citizens and tourists respond to public art work associated with their individual lived life experiences. Decedent's of early settlers resonate with "Pioneer Mike," Chinese Americans with our recent Golden -2- 9/20/22 Connections sculpture honoring Ashland history and Chinese laborers, and Americans with Indigenous Peoples heritage with our "We Are Here" sculpture. So will all of our citizens and visitors and especially African Americans and people of color resonate with this work. Visiting tourists and OSF African American actors and performers stopping over between San Francisco and Portland will learn of the work. As more fully described in the recommendation the sculpture speaks to the loss of lives, legacy of race relations in Oregon and Ashland. It may be challenging, yet is important to contemplate. It beckons to a path of healing and inquiry, and expressed values of the Council. PAC will follow the fabrication process, and will complete a final review and report to Council of the work upon its completion. The Public Arts Commission soon to be Public Arts Advisory Committee looks forward to working with artist Blacklight and the City staff for the informational, educational, and participatory outreach public presentations toward the ends of; dialog, awareness and healing; and for building community awareness of our past, and our vision for the future for pursuing inclusion, building bridges of art understanding and appreciation, and becoming a more united and inclusive Community. -3- The completed work will include a statement of context for understanding when completed. Artist Blacklight will speak to this. This work will be a key element of Public Art Forums required in the recommendation. Next to speak is Commissioner Preskenis, long time performance artist, teacher and early participant in the Say Their Names Collective. I will introduce artist Micah Blacklight following her remarks. L,:61P ' Over the course of several meetings, this Council discussed the structural deficit in the current 2021-2023 budget. There were several days of presentations. Cuts of 5-10% cuts were called for. Then it was decided that the deficit could be decreased by leaving unfilled positions vacant. Totals were given about how much this would decrease the deficit. It all sounded reasonable, though no real detail was disclosed. Thinking things were finally getting in hand and expenditures would be decreased was encouraging. Now we hear that ALL unfilled budgeted positions are to be filled. No reason has been given for this about face, • The information given about the number of these budgeted but unfilled jobs has varied ... but now seems to have settled at 42. • Which positions exactly are these that are budgeted and not filled? Where is a list of these positions to now be filled? You might think you find this out by looking at job openings listed for the City, but only 5 have been posted there for some time. Not even the Director of Finance is listed. • When the budget was created were there actual people in those positions? It appears that some have been unfilled for many years. If so, why were they budgeted? And why are they being filled given the budget shortfalls projected by all our Finance Directors. And now all these stated intentions for decreasing the expenditures have been reversed. Instead of unfilled. positions being left unfilled, we are filling positions that have been unfilled for years, thereby increasing expenditures, and therefore increasing the projected deficit as well. Where is this money to come from for our next biennial, only 8 months from now? How can we move toward a sustainable budget when it seems we are increasing expenditures instead of instead of decreasing them? We need transparency here. The first year of our current biennial budget ended June 30, 2022. The Annual Comprehensive Financial Report shows actual expenditures compared to the budget but only total Department expenditures. It does not show the actual to budgeted Personnel costs, or any other detail. Given the differing numbers reported of positions unfilled / budgeted a report showing at least the increases of Personnel for each Department needs to be transparent. In May / June- the City seemed to be taking the step toward a sustainable budget. But these newest actions have left a BIGGER question mark as to the bottom line. Please help us all understand, and make public, information as to why this change of direction. Why this about face? We are in election season and we need this information about where we stand in the hope of moving toward a sustainable budget. For a few months it appeared that between leaving unfilled jobs, and requested cuts from Departments, we were on the road moving toward a possibility of producing a sustainable budget for the next biennial. Please let transparency win here. Let us know - why this reversal? 1�1 eq-(X/-J The municipal elections are approaching. This is an opportunity for Ashland residents to take stock of the councilors who seek to renew their mandate. This is also the time for residents to become aware of the difficulties that our city is experiencing and the solutions proposed by the candidates to solve them. Everyone knows, in any case I hope, that our city is experiencing financial issues and management difficulties in certain departments which seem to refuse the centralized management of the city manager. Our financial difficulties began about 5 years ago when the Ashland City Council lost a simple notion: "don't spend more than you earn". Things quickly deteriorated to the point where reserve funds ran out, while the number of employees continued to increase to a number that some consider more than excessive compared to similar cities. This situation that we see today is the result of a laxity, some speak of incompetence, of the city council which for several years has not been able to put aside its ideological and political differences to solve our major problems, and in particular address our structural deficit. More specifically: 4 municipal councilors have constantly refused to accept the reality of our fragile financial situation. That wall of denial made impossible for the council to address our budgetary difficulties due to systematic oppositions to the 3 other councilors and in particular to our mayor who seems to have never been accepted in her role. Of these 4 councilors, 3 of them will see their terms expire in 2022. Stephani Seffinger and Stephen Jensen have decided not to solicit the vote of residents this November. I thank them for their service. Tonya Graham is therefore the only one of this group hoping to renew her mandate. Ashland needs to move forward with brand new councilors. Our challenges were not addressed or worse, they were ignored. It is time for "the old guard" to retire. Our City needs city councilors able to act swiftly instead of constantly disagree with each other, thus forgetting the interests of the City at large. For all those reasons, I suggest that residents express their disappointment by not granting their votes to candidate Tonya Graham. Mayor Akins, Council Members, and City Staff: I'm Alan Rathsam, native Oregonian, Ashland resident, and retired mechanical engineer with BS and MS degrees and a retired professional engineering license in California. My 35-year career in public service, as a federal employee, was in the Department of the Navy at the research and development lab in San Diego. Four and a half years ago, I joined Oregon for Safer Technology and found another opportunity for public service, especially when presentations are needed about the science and effects of wireless radiation. I'm speaking this evening for one reason: to assure you there is solid evidence from independent, internationally recognized scientists, doctors, and epidemiologists that man-made, pulsed, electromagnetic radiation is seriously harmful to all life forms. Effects of exposure are cumulative, as with X-rays. Electromagnetic sensitivity (EMS) can appear unexpectedly and is a lifestyle changer. Those who understand these disturbing realities avoid this radiation exposure wherever possible. This is why many of us speak loudly for maximum municipal authority to regulate placement of wireless facilities in our City. Don't believe FCC and Telecom -industry statements that overall science is inconclusive about harmful effects. These false statements are adapted from the "Big Tobacco Playbook," to keep the public in doubt. Man-made pulsed electromagnetic radiation uses modulation and sharp spikes to transmit voice, video, and data. Pulses of energy hit us millions of times per second. Here are 'lust five examples of how this affects our bodies at radiation levels far below those deemed safe by the FCC. 1. Body voltages are created that disrupt the regulation of our systems. 2. Abnormal voltages cause excessive calcium flow into our cells, which leads to DNA damage and cancer over a period of years. 3. Blood cells form string and cluster formations that cannot pass through our fine capillaries. 4. The blood -brain barrier opens with exposure to the head, which allows toxins to enter the brain. My 3-Minute Council Statements —Public Forum_9.20.2022 1 5. Abnormal neurological development and life-long health issues afflict children, even from prenatal exposure. The Russian Health Ministry advises that no one under 18 should use a cell phone. These effects can cause dozens of diseases easily attributable to unknown causes. Please contact me to learn more details in my one -hour presentation. The solid science of harmful effects from man-made pulsed electromagnetic radiation, at the cellular level in all life forms, does not grant a waiver for ignorance. My 3-Minute Council Statements —Public Forum_9.20.2022 2