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HomeMy WebLinkAbout2022-08-16 Council meetingASHLAND CITY COUNCIL BUSINESS MEETING AGENDA 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-testimonvna,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/speakerreauest and return to the City Recorder. 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). 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 Minutes of Boards, Commissions and Committees*** VI. SPECIAL PRESENTATI8ONS PUBLIC FORUM VII. CITY MANAGER REPORT VIII. CONSENT AGENDA 1. Approval of a Liquor License for Cocorico IX. PUBLIC HEARINGS X. UNFINISHED BUSINESS 1. Board and Commissions Update — Resolution Creating Standing Advisory Committees 2. Croman Mill Site Remediation 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 2. City Manager Compensation Review and Approval I. ORDINANCES, RESOLUTIONS AND CONTRACTS 1. Resolution Establishing a Govt. Speech Policy for Commemorative & Ceremonial Flags at City Facilities 2. Chamber of Commerce Agreement for Travel Ashland Marketing 3. First Reading - Telecommunications Ordinance Updates for Small Wireless Facilities XIV. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS XV. 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, httys://www.ashland.or.us/Ai!endas.asy. 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). CITY OF -ASH LAN D 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-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/speakerreguest 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 .lensen Were present. The Mayer moved items 3 and 2. 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). A�r..IT OF .S--��C HLAND 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 541.5522092 ashland.or.us TTY: 800.735.2900 Mayor Ton a Graham Council Business Meeting August 16, 2022 Agenda Item Approval of Liquor License Request Cocorico From Melissa Huhtala City Recorder Contact Melissa. huhtala(a_ashland.or.us; (541) 552-2084 SUMMARY This is a request for approval of a liquor license application for Cocorico. 15 N First St, 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 Cocorico. REFERENCES & ATTACHMENTS Attachment l: Application Page 1 of 1 C I T Y O F AS H LA N D LIQUOR LICENSE APPLICATION Page 1 of 3 Check the appropriate license request option: ❑ New Outlet I m Change of Ownership I ❑ Greater Privile— Select the license type you are applying for. More information about all license types is available online. Full On -Premises VCommercial ❑Caterer ❑Public Passenger Carrier ❑Other Public Location ❑For Profit Private Club ❑Nonprofit Private Club Winery ❑Primary location Additional locations: 02nd 03rd ❑4th 05th Brewery ❑Primary location Additional locations: 02nd 03rd Brewery -Public House ❑Primary location Additional locations: 02nd ❑3rd Grower Sales Privilege ❑Primary location Additional locations: ❑2nd 03rd Distillery ❑ Primary location Additional tasting locations: ❑2nd 73rd -14th 715th 76th ❑ Limited On -Premises ❑ Off Premises ❑ Warehouse ❑ Wholesale Malt Beverage and Wine Rhodes e I ❑ Lesser Privilege INTERNAL USE ONLY Application received: 4-25-22 Minimum documents acquired: 4-25-22 LOCAL GOVERNING BODY USE ONLY City/County name: Date application received: Optional: Date Stamp ❑ Recommend this license be granted ❑ Recommend this license be denied Printed Name Date Return this form to: Investigator name: Patty Rhodes Email: Patty. Rhodes@Oregon.gov OLCC Liquor License Application (Rev. 04.15.22) LIQUOR LICENSE APPLICATION Page 2 of 3 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 Icocorico Ilc Name of entity or individual applicant #3: Name of entity or individual applicant #2: Name of entity or individual applicant #4: BUSINESS INFORMATION Trade Name of the Business (name customers will see): cocorico Business phone number: Business email: 2067559056 �graceborsi@gmail.com Premises street address (The physical location of the business and where the liquor license will be posted): 15 N First St. City: Zip Code: County: Ashland 97520 Jackson Business mailing address (where we will send any items by mail as described in OAR 845-004-0065f11.): 15 N First St. City: State: Zip Code: Ashland OREGON 97520 Does the business address currently have an OLCC Does the business address currently have an OLCC liquor license? V Yes ❑ No marijuana license? ❑ Yes V No APPLICATION CONTACT INFORMATION Contact Name: Grace Borsi Phone number: Email: 2067559056 graceborsi@gmail.com Mailing address: 15 N First st. City: Zip Code: County: I97520 Ashland Jackson Please note: liquor license applications are public records. OLCC Liquor License Application (Rev. 04.15.22) 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. I attest that all answers on all forms and documents, and all information provided to the OLCC as a part of this application are true and complete. I affirm that I have read OAR 845-005-0311 and all individuals (sole proprietors) or entities with an ownership interest (other than waivable ownership interest per OAR 845-005-0311[6]) 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. Grace Borsi Print name Na�Vtdhi e Print name Print name Print name SVature A Z Signature Signature Signature 04/25/22 0_+• I3 • Z'L Date 01-13 - Z z Date Date Date Atty. Bar Info (if applicable) Atty. Bar Info (if applicable) Atty. Bar Info (if applicable) Atty. Bar Info (if applicable) OLCC Liquor License Application (Rev. 04.15.22) OREGON LIQUOR CONTROL COMMISSION INDIVIDUAL HISTORY FORM PRINT FORM RESET FORM 1. Name (Print): Last First Middle 2. Other names used (maiden, other): N� 3. Do you have a Social Security Number (SSN) issu urity Administration? Yes No If yes, you must list your SSN: SOCIAL SECURITY NUMBER DISCLOSURE: As part of you icense, Federal and State laws require you to provide your Social Security Number (SSN) to the Oregon Liquor Control Commission (OLCC) for child support enforcement purposes (42 USC § 666(a)(13) & 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): 6. Driver License or State ID #: 8. Contact Phone: 9. E-mail Address: 10. Mailing Address: 0000 (Number and Street) (City) (State) (Zip Code) 11. In the past 10 years, have you been convicted of a felony or a misdemeanor in a U.S. state outside of Oregon? No Ef Yes (If explain in the space below) n -0 yes, provided, 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. CCH 7-15-22 PR NO CCH Rev. 1.8.21 Page 2 of 3 �GON L/Q` OREGON LIQUOR CONTROL 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? ote: marijuana worker permits are not marijuana licenses.) No F Yes Please list licenses (and year(s) licensed) below Unsure 11 Please include an explanation: 13. Do you, r any entity that you are a part of, hold an alcohol license in a U.S. state outside of Oregon? No M Yes Il Please list licenses and ears licensed below Unsure PI ( Y () ) � ease include an explanation: 14. Do yo or any entity that you are a part of, have any other liquor license applications pending with the OLCC? No Yes F] Please list applications below Unsure 0 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, I affirm by my signature below, that my answers on this form are true and complete. 1 understand the OLCC will 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. C3fl�-S 1 N ot-�VN aN �. Name (Print): Last First Middle Signature: Date: L4 Z L This box for OLCC use ONLY YES Does the individual currently hold, or has the individual previously held, an OLCC- issued liquor license? Rev. 1.8.21 Page 3 of 3 O1GnOrN�L/�O� OLCC� a � comM�y OREGON LIQUOR CONTROL COMMISSION INDIVIDUAL HISTORY FORM PRINT FORM RESET FORM 1. Name (Print): G racy G�� ` I 1(Al Last First Middle � �' O� 2. Other names used (maiden, other): YO Ce � �1 y S G t v�� 3. Do you have a Social Security Nu Social Security Administration? Yes NoLL If yes, you must list your SSN: SOCIAL SECURITY NUMBER DISCLOSU . 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 purposes (42 USC § 666(a)(13) & 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): 6. Driver License or State ID #: 8. Contact Phone: 9. E-mail Address: 10. Mailing Address: 11. In the past 10 years, have you been convicted of a felony or a misdemeanor in a U.S. state outside of Oregon? No =Yes _0 (If yes, explain in the space provided, below) Unsure 0 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. CCH 7-15-22 PR NO CCH Rev. 1.8.21 Page 2 of 3 o LlQ 'gigA 0� OREGON LIQUOR CONTROL COMMISSION 116Jccler' INDIVIDUAL HISTORY FORM i,L�o<_yy� 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? ote: marijuana worker permits are not marijuana licenses.) No 7, Yes ❑ Please list licenses (and year(s) licensed) below Unsure ❑ 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 Yes ❑ Please list licenses (and year(s) licensed) below Unsure 0 Please include an explanation: 14. Do you or any entity that you are a part of, have any other liquor license applications pending with the OLCC? No Yes 17 Please list applications below Unsure ❑ 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, I affirm by my signature below, that my answers on this form are true and complete. I understand the OLCC will 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. 309s�' (7VCA,C f-�a h P10 !� Name (Print): Last First Middle k' 3 ry:7L , Signature: . . ZZ Date: This box for OLCC use ONLY YES 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 Cocorico LLC Applicant Name: (jYQCP- 1251 N OlV1(P ( t Phone:r2W> 'mot o �p Trade Name (dba): COCQVI ( b Business Location Address: I's N -j�� City:_ O ZIP Code: Cf—I-G20 Business Hours: Outdoor Area Hours: The outdoor area is used for: Sunday '` to Sunday -------io__- A -Food service Hours: t' to ((� Monday Tuesday --` to to t0 Monday Tuesday ---- -�- — y c service Hours: �_to I C7 Wednesday Thursday u to Its to (l) Wednesday _H to to LJ E los Enclosed, how CQ Friday to (� _�_ to lu Thursday Friday -� to Ill �_ to 1�)- The exterior area is adequately viewed and/or supervised by Service Permittees. Saturday _0 to 1 J Saturday �_ to �_ (Investigator's Initials) Seasonal Variations: ❑ Yes 1-1, No If yes, explain: ��`���`�•°��`��'���`�� ❑ Live Music Check all that apply: ❑ Karaoke DAYS & HOURSOF • - DJ MUSIC ❑ ❑ Recorded Music DJ Music ❑ Coin -operated Games ❑ Video Lottery Machines Sunday Monday Tuesday to to to ❑ Dancing ❑ Social Gaming Wednesday Thursday to to ❑ Nude Entertainers ❑ Pool Tables Friday Saturday to to ❑ Other: Restaurant: —a Lounge: Banquet: Outdoor:3 (.O Other (explain): Total Seating: 74 OLCC USE ONLY Investigator Verified Seating:(Y) X (N) Investigator Initials: PR Date: 7-14-22 I understand if my answers are not true and complete, the OLCC may deny my license application. Applicant Signature: -Bate: 0 1-800-452-OLCC (65221 www. oregon.gov/okc (rev. 9 2107) Council Business Meeting August 16, 2022 Agenda Item Croman Mill Site Remediation - Update From Bill Molnar Director of Community Development Contact bill. molnar(o-)_ashland. or. us 541-552-2042 SUMMARY The Council received an update at its August 2, 2022, Business Meeting on current activities associated with the Croman Mill property. These activities include continued oversight of excavation, status of voluntary environmental clean-up action through the Oregon Department of Environmental Quality (ODEQ) and potential property sale and future land use development application. Council requested an August 16, 2022 follow-up agenda item to receive any additional information on the property and to provide direction to staff related to oversight of Croman Mill operations and environmental remediation. POLICIES, PLANS & GOALS SUPPORTED N/A — This is an informational item and to receive City Council direction. PREVIOUS COUNCIL ACTION The City Council has not previously reviewed this item, including at the August 2, 2022, Business Meeting. BACKGROUND AND ADDITIONAL INFORMATION The Croman Mill District (CMD) Plan was adopted in August 2010. The Plan is referenced within Ashland's Comprehensive Plan and a new chapter has been added to the Land Use Ordinance to guide Plan implementation. Key objectives reviewed during the creation of the Croman Mill District Plan and implementing standards included preservation of employment lands, buffering the neighborhood to the west, mitigating traffic impacts to Tolman Creek Road, the preservation of natural areas (creeks, pond, and wetlands), addition of a central open space element, providing a street network incorporating truck, transit, pedestrian, and bicycle access and creating a unique identity to improve visibility of area. Clean -Up and Site Remediation - Status The former mill site consists of approximately 70-acres and was home to planning and sawmill operations for 62 years, from 1934 — 1996. At the time that mill operations were abandoned, the property contained an abundance of decommissioned equipment, construction materials and piles of debris and organic.material from log decks. The property owners began preparing the site for development by clearing the equipment, materials and buildings after the Croman Mill District Plan was adopted by the City in 2010. In 2012, the property owners began a reclamation process to remove layers of organic material from the northwest corner of the site in the former log deck area. Over a several year period, on -site activity changed from site reclamation to the manufacturing and processing of quality soil amendments. At that time, the agent for the property owner indicated that sales from the production of soil amendments assisted in financing the ongoing clean-up of the site, which became more widespread compared to what had been initially anticipated. Overtime, it became apparent that the manufacturing and sale of soil amendments as well as importing and depositing fill material on the site appeared to overshadow the goals of the original reclamation proposal. Page 1 of 4 CITY OF -ASH LAN D Conditional Use Permit (CUP) for a Temporary Use - Manufacturing & Processing of Soil Amendments In August 2020, the Community Development Director denied a request for a conditional use permit for a 5-year extension to complete site reclamation and cleanup of the former mill site, assisted by the continuation of the recycling activity that included on -site manufacturing and sale of high -quality soil amendments. In denying the request, the City's decision determined that the application exceeded the requirements of a temporary use. It was also noted in the denial, that the CUP, while temporary (i.e., five years) was for a land use not generally permitted within the Croman Districts Office Employment (OE) Overlay, as manufacturing and processing uses are required to take place within a building. After the CUP denial, ongoing production of soil amendments cannot be conducted on site. Sorting of on -site material is allowed for hauling off site. Grading/Excavation Permit With the denial of the Conditional Use Permit, processing of soil amendments for the purpose of commercial sales is prohibited at this time. Staff s denial findings did note that an excavation/grading permit could be approved through the Building Division that would allow continued sorting and removal of waste and various debris associated with past Mill operations and other activities that had taken place over the property's history. The property owner with assistance from their consultant CEC Engineering, submitted and received approval of a Grading/Excavation permit from the City Building Division. The permit authorizes excavation and the removal of materials within existing debris piles, as well as the removal of materials sorted from existing rerun material piles (piles consisting of previously excavated materials that have undergone a minimal level of sorting). Bi-Monthly Site Visits Since late February of this year, the City's building official, code compliance specialist and senior planner have conducted bi-monthly visits to the site to meet with the property owner's agent and site excavator. The purpose of the visits is to monitor the progression of site changes, evaluate the location of debris piles, ensure compliance with the Building Division's excavation/grading permit and to discuss future actions (see attached examples of reports). Potential Sale and Future Redevelopment Proposal Planning is in contact with the property owners and working with a development team, Town Makers LLC, which is looking at developing the property and have a signed, with conditions, purchase, and sale agreement. Town Makers LLC held a neighborhood open house as well as attended a Planning Commission study session to discuss their ideas for the property. Staff have been meeting with members of Town Maker's LLC team for several months. A second pre -application meeting was held in June 2022 via zoom to discuss approaches and procedures for making changes to the Croman Mill District Plan's zoning designation and guiding standards. A third pre -application meeting is anticipated for September once a more detailed environmental assessment has been completed, final clean-up requirements are understood, and possible development phasing can be scoped. Current state of the property — remediation actions Croman Corporation retained SCS Engineering out of Portland to prepare a Site Investigation Work Plan to submit to the Oregon Department of Environmental Quality (ODEQ). SCS is an environmental consulting and construction firm that designs and implements environmental cleanup plans. They focus on solid and hazardous waste management, landfill gas, site remediation, renewable energy, and regulatory compliance for air, water, and soil. The work plan was completed and submitted to ODEQ in mid -July. The purpose of the work plan states: SCS Engineers has prepared this Site Investigation (SI) work plan to investigate the nature and extent of potential environmental impacts from former mill operations. The current property owners have applied for the Voluntary Cleanup Program (VCP) with the Oregon Department of Environmental Page 2 of 4 CITY OF -ASH LAN D Quality (DEQ) on March 31, 2022, for the purpose of determining if there are environmental impacts to the Site from former mill activities, and if necessary, remediate, so that they can obtain a no further action (NFA) determination and redevelop the property. Future plans for the Site are redevelopment for mixed commercial and residential use. A Phase I Environmental Site Assessment (ESA) for the Site was completed November 2021 by Rogue Environmental Consulting, LLC (Rogue Environmental) for Cinnabar Growth Capital] and is the foundation of this work plan. It is anticipated that ODEQ will need 30-45 days to review the work plan. The property owner's agent is anticipated the next steps to consist of a series of "geo probes" to measure and map potential contamination levels throughout the property. The mapping effort will include the use of probes testing the depth of potential subsurface debris or other materials. This information will be used to evaluate the sequence of clean-up, which likely will be considered in the phasing of future development. While Town Makers LLC has indicated a possible desire to develop the south end first, the phased clean-up plan, location and sizing of city utilities likely will influence the location of the initial phase of redevelopment. The large mounds of dirt being disturbed at the south end cannot be built upon and contain substantial debris which may be contaminated. Current on -site activity includes excavating pre-existing fill piles, and separating soil from concrete, wood, and metal materials in an effort to clear the southerly area. Sorting the materials on -site eliminates the need for a multi -step and multi -site process of transport and material disposal. These operations have been quite visible over the past few months and has resulted in questions and concerns from nearby residents of the area (see attached Q&A Summary outlining frequently asked questions on Croman Mill area activities). Regular on -site meetings with staff, the owner's representative and excavator have taken place and will be ongoing, scheduled every 4 to 6 weeks. A staff summary for both the March and May site visits is attached. The next site visit is scheduled for August 2°d The project manager, Mike Montero, has informed staff majority of clean topsoil leftover from ongoing sorting of debris piles will be retained on the property in designated areas for future use. STAFF RECOMMENDATION Excavation and earth moving activities occurring on the property over the past 10 years has been and continues to be a major cause of frustration for surrounding property owners. In 2010, the owners of the Croman Mill site agreed to and supported the adoption of the Croman Mill District Plan and implementing Land Use Ordinance code chapter. At that time, they estimated the clean-up would take two to three years. They did not expect the challenges presented during excavation, largely brought on due to the site being used as a dumping ground (surface and subsurface) for a variety of debris and waste materials over six decades. Debris that includes wood waste, machinery parts, concrete and asphalt, tires, construction debris, abandoned vehicles, etc. Staff will continue to actively monitor excavation and grading on the site for compliance with the existing grading permit. From staff s routine visits to the site, we have witnessed excavated materials containing a host of different materials, including garbage, wood waste, abandoned machinery, etc. The owner's agent has stated that unusable materials have been trucked to the landfill, while other byproducts from the process, such as wood waste has been transported to Biomass. Additionally, as part of the voluntary clean-up program, continued excavation and material removal will be under the oversight of ODEQ as well. Staff recommends the city initiate the establishment of periodic neighborhood meetings by the property owner's representatives with interested community members. Staff also intends to establish on the Community Development Department's webpage, a page specifically devoted to the Croman Mill property. The page will include bi-monthly inspection reports, status and relevant documents associated with the project's voluntary clean-up actions through Page 3 of 4 C I T Y O F -ASH LAN D the Oregon Department of Environment Quality, as well as information related to the potentially forthcoming development proposal by Town Makers LLC. REFERENCES & ATTACHMENTS Croman Mill master plan map Summary of frequently asked questions Croman Mill Site Monthly Grading Permit Inspection Report — March 2022 Croman Mill Site Monthly Grading Permit Inspection Report — May 2022 Email — Mark DiRienzo (July 25, 2022) Page 4 of 4 C I T Y O F -ASH LAN D Council Business Meeting August 16, 2022 Resolution No. 2022- 26 Clarifying Certain Employment Conditions for Agenda Item Management, Confidential and Non -represented Employees for the Fiscal Years 2022- 2025 From Sabrina Cotta Deputy City Manager/ Acting Human Resources Director Contact Sabrina.cotta(i. ashland.onus 541-552-2106 SUMMARY The City outlines certain employment conditions for non -represented employees in a Resolution adopted by the City Council. The Resolution is updated periodically to reflect changes and convey details about compensation and benefits for employees not otherwise covered by a labor agreement. The current Resolution expired as of June 30, 2022. PREVIOUS COUNCIL ACTION The last adjustments made to the Management Resolution occurred in 2021 which included a two percent cost of living (COLA) adjustment. There was no adjustment made in 2020. In 2019 a two percent COLA adjustment was made to the Management Resolution with approval of City Council. BACKGROUND AND ADDITIONAL INFORMATION Adjustments to pay and benefits is an essential tool for the retention and recruitment of talented staff. The City has had 25 resignations since January 1, 2022 and continues to struggle to fill essential positions. Ensuring pay and benefits are attractive will keep the City a competitive employer in the region. The City negotiates collective bargaining agreements with five bargaining groups. Unrepresented employees of the City are not an organized group who can pursue collective bargaining agreements. Therefore, the City Manager's Office makes recommendations to the City Council for wage and benefit adjustments to conditions of employment adopted by Resolution. This group is composed of approximately 95 employees made up of 76 iob titles. Group Number of Job Titles Executive Management 13 Exempt Supervisors 20 Non-exempt Supervisors 17 Non -Represented Non -Supervisory 20 Confidential 1 6 This resolution includes positions such as clerical support, administrative analysts, office assistants, parks and recreation employees, and directors (see Appendix A of the Management Resolution for Employees included in this group). Proposed compensation changes include: • Year 1: Effective July 1, 2022, a four percent increase for all positions in the bargaining unit will have an estimated impact of $433,000 for wages and a $4330 HRA VEBA increase city-wide. Page 1 of 2 CITY OF -AS H LA N D • Year 2: Effective July 1, 2023, a four percent increase for all positions in the bargaining unit will have an estimated impact of $450,000 for wages and a $4500 HRA VEBA increase city-wide. • Year 3: Effective July 1, 2024, a three percent increase for all positions in the bargaining unit with an estimated impact of $468,000 for wages and 4660 for HRA VEBA increase city-wide. • Longevity Pay program with annual bonus distributed on the 1' paycheck in December 0 5 years of service $1000 annual bonus 0 10 years of service $1250 annual bonus 0 15 years of service $1500 annual bonus The longevity pay program will serve as a retention tool by providing an incentive to remain with the City long-term. The longevity pay program for this bargaining unit will cost the city $48,250 annually. • Healthcare adjustment o 1500/4500 deductible with an option to buy -up to a 500/1500 deductible plan. The healthcare adjustment has been made to ensure the cost of healthcare remains reasonable for both the City and employee and provides a net savings of $300,000. FISCAL IMPACTS Non -represented Fiscal Year 2023 2024 2025 General Fund General Fund Impact $374,158 $389,205 $466,127 Utilities Electric Fund Impact $19,700 $20,488 $21,103 Street Fund $3,100 $3,224 $3,321 Water Fund $10,000 $10,400 $10,712 Equipment Fund $2,000 $2,080 $2,142 Wastewater Fund $9,000 $9,360 $9,641 Telecommunication Fund $13,000 $13,520 $13,926 Stromwater Fund $2,000 $2,080 $2,142 STAFF RECOMMENDATION Staff recommends City Council adopt a resolution clarifying certain conditions of employment for management, confidential and non -represented employees and repeal and replace Resolution 2021-18 of the same title. ACTIONS, OPTIONS & POTENTIAL MOTIONS For appropriate motion, see Summary Council Communication regarding labor agreements. REFERENCES & ATTACHMENTS Attachment 1: Management Resolution Attachment 2: Proposed salary schedule Page 2 of 2 CITY OF -ASH LAN D RESOLUTION NO. 2022-26 A RESOLUTION OF THE CITY OF ASHLAND CLARIFYING CERTAIN CONDITIONS OF EMPLOYMENT FOR MANAGEMENT, CONFIDENTIAL AND NON -REPRESENTED EMPLOYEES AND REPEALING RESOLUTION 2021- 18. Recitals: A. The City of Ashland has negotiated collective bargaining agreements with all employees who are members of labor unions,- B. The management, confidential and non -represented employees of the City are not members of a labor organization established for the purpose of collectively negotiating the terms and conditions of their employment; and C. It is in the best interest of the City and efficient and effective government to clearly set forth the City's expectations for the performance of its management, confidential and non -represented employees; The mayor and council resolve as follows: Scope of Resolution. This 2022 resolution shall apply to all management, confidential and non -represented employees of the City of Ashland as set forth in Appendix "A", dated July 2022. This resolution does not apply to any employee who is a member of any collective bargaining unit. 2. Definitions. 2.1. Confidential employee. As defined in ORS 243.650(6), a confidential employee is one who assists and acts in a confidential capacity to a person who formulates, determines, and effectuates management policies in the area of collective bargaining. Confidential employees are paid hourly for work performed and they are subject to payment for overtime according to the Fair Labor Standards Act. Confidential employee includes those classifications in Appendix "A" under "Confidential." 2.2. Department head. A person directly responsible to the City Manager for the administration of a department. Department heads are exempt from overtime payment. Department heads include those Management classifications in Appendix "A" under "Department heads." 2.3 Exempt Supervisor. A person directly responsible to a department head or the PAGE 1-RESOLUTION City Manager for the operational functions of a city department or division. Exempt supervisors do not qualify for payment of overtime on the basis of job duties, salary, or other exemptions under the Fair Labor Standards Act (FLSA). Division supervisors include those Management classifications in Appendix "A" under "division supervisors." 2.4 Non -Exempt Supervisor. A person reporting to a division supervisor or department head who may receive overtime payment for work outside their normal scope and duties. Non -Exempt supervisory positions require autonomy, independent decision making, planning, and may provide supervision to other personnel. 2.5 Employee. A person in any of the classifications listed in Appendix "A" who works for the City full-time or part-time in a regular or temporary position and who is not performing work as a principal, employee, or agent of an independent contractor. 2.6 Management or Manager. Those classifications included in Appendix "A" under the title "Executive Management" including Department Heads and some Exempt Supervisors. 2.7 Probationary Employee. A person appointed to a regular position but who has not completed a probationary period during which the employee is required to demonstrate fitness for the position by actual performance of the duties of the position. 2.8 Regular Position/Regular Emplovee. A regular position is one with an ongoing defined or recurring work schedule and is not a temporary position. A regular employee is a person with hired by the City to fill a regular position. 2.9 Supervisor. Any person responsible to a higher divisional or departmental level authority who directs the work of others and who is not in a collective bargaining unit. 3. Purpose. The purpose of this resolution is set forth generally in the preamble. More specifically, the resolution has three fundamental purposes: 3.1. To clearly establish which classifications in the City service are management or confidential. 3.2. To clearly set forth the functions of management and to establish criteria for the evaluation of managerial performance. 3.3. To establish the personnel policies governing the conditions of employment of management, confidential and non -represented employees. PAGE 2-RESOLUTION 4. Managerial Performance. 4.1. Goal Setting. Overall goals for the City of Ashland are set by the Mayor and City Council. Operational goals and short- range objectives are set by the City Manager working with department heads. Resources for achieving all goals and objectives are provided via the annual budget. 4.2. Managerial Responsibilities. Each of the City's managers at a minimum have the following responsibilities: 4.2.1. Complete tasks and assigned work properly and on time, 4.2.2. Maintain a safe and healthy work environment, 4.2.3. Encourage teamwork, and foster cooperation, collaboration and communication among employees and departments, 4.2.4. Develop employee skills; both technical and interpersonal, 4.2.5. Keep accurate records and reports, and 4.2.6. Actively promote equity, diversity and inclusion at all levels of the organization. 4.3. General Expectations Regarding Management Employees. In addition to the managerial responsibilities mentioned above, there are also general City expectations of its managers. 4.3.1. Job Commitment. All management employees are expected to have a high degree of commitment to the City of Ashland and to their jobs. When a new manager is hired, the City expects a commitment of continued service of at least three years unless unforeseen circumstances warrant earlier resignation or termination. Management employees are expected to devote whatever hours are necessary for the accomplishment of their duties as part of their normal work week. Overtime will only be paid as set forth in section 14.3. Consistent with administrative policy, exempt management employees may flex their schedules as long as their absence does not unreasonably interfere with the City's operations. In the event of voluntary termination, management employees are expected to give a minimum of 30 calendar days' notice in order to give the City adequate time to recruit a qualified replacement. 4.3.2. Professionalism. Management employees are expected to maintain the standards of their individual profession. This includes remaining current with new developments, maintaining memberships in professional societies, and attending meetings with professionals in their field. Where PAGE 3-RESOLUTION professionals have codes of ethics or standards of performance, these should also be followed in the managers work for the City of Ashland. 4.3.3. Termination. If at any time an exempt, or supervisory employee's performance is deemed unacceptable, the City Manager or appropriate department head may ask for the employee's resignation. In most cases, reasonable time will be given to the employee to find other suitable employment. Depending on overall circumstances, the City, in its sole discretion, may or may not provide severance pay in the event of resignation or involuntary termination. 4.3.4. Residency. Residency within the Urban Growth Boundary is strongly encouraged for the City Manager and for department heads. Existing City employees promoted into the position of department head will not be required to move as a result of a promotion but are strongly encouraged to move within the Urban Growth Boundary once appointed as a department head. Management employees within the following job classifications shall establish their residences to enable them to report for emergency duty within 40 minutes of notification, including "get ready" and travel time: Deputy Public Works Director of Operations Street Supervisor Wastewater and Water Reuse Supervisor Water Quality and Distribution Supervisor Water Treatment Plant Supervisor Electric Operations Superintendent Fire Division Chief (Forestry, Fire and Life Safety) Divisions Deputy Police Chief Police Lieutenant Police Sergeant Computer Services Manager AFN Operations Manager Network Administrator Senior Information Systems Analyst Maintenance and Safety Supervisor Residence shall be established by new employees in these classifications within these boundaries or limitations within a period of twelve months of hire or promotion. Department heads may identify other positions which require emergency response within 40 minutes to meet operational requirements. 4.4. Essential Management Functions. The following are the essential functions of all City management positions and the expected standards for their performance: PAGE 4-RESOLUTION 4.4.1. Planning. Anticipates future needs and makes plans for meeting them; recognizes potential problems and develops strategies for averting or resolving them; makes long- and short-range plans to accomplish City and departmental goals. 4.4.2. Organizing. Efficiently and economically organizes and carries out assigned operations; carries out responsibilities in a sound and logical manner; operates the unit smoothly and in a well -organized manner; effectively delegates authority and establishes appropriate work rules. 4.4.3. Coordinating. Coordinates all activities related to work objectives; maintains coordination and cooperation with other departments and divisions; maintains good communication with employees and empowers employees to make significant contributions to the accomplishment of objectives. 4.4.4. Leadership Motivation. Creates a climate providing challenge and motivation to employees. 4.4.5. Decision Making/Problem Solving. Analyzes situations and problems, weighs the pros and cons of alternative solutions, exercises logical thinking and good judgment, is creative, and can make timely decisions. 4.4.6. Employee Relations. Equitably adjusts grievances among subordinate employees, properly administers union agreements, and administers discipline in a fair, equitable and progressive manner; trains and develops subordinate employees. 4.4.7. Public Relations. Maintains a high level of contact with the public, maintains a sensitivity to the public's needs, and meets the needs of the public within available resources. Develops proactive communication strategies and actions. 4.4.8. Budgeting. Prepares operational and capital budgets to meet the goals of the City Council and expends funds within adopted budgeted limits. 4.4.9. Safety. Maintains a safe, clean, effective work environment, and supports the City's overall safety program. 4.4.10. Self -Development. Stays current with new ideas, technology and procedures in the manager's field of responsibility. 4.4.11. Affirmative Action. Actively supports and implements Affirmative Action within the manager's area of responsibility, including the hiring and promotion of women, minorities, and the disabled. Is sensitive to sexual PAGE 5-RESOLUTION harassment in the workplace and understands and enforces the City's Harassment and Non-discrimination policy within area of responsibility. 4.4.12. Adherence to City Policies. Ensures that work activities are performed in conformance with requirements of the Ashland Municipal Code and adopted administrative policies. 5. Holidays. Recognized holidays are set forth in AMC §3.08.080. For convenience they are listed here: New Year's Day (January 1) Martin Luther King Day (3rd Monday in January) President's Day (3rd Monday in February) Memorial Day (last Monday in May) Juneteenth National Independence Day (3rd Monday in June) Independence Day (July 4) Labor Day (1 st Monday in September) Veteran's Day (November 11) Thanksgiving Day (4th Thursday in November) Day after Thanksgiving (in lieu of Lincoln's birthday) Christmas Day (December 25) 5.1. Police Sergeants shall receive paid compensation in addition to regular salary for each of the holidays listed above, in lieu of time off consistent with what is afforded other law enforcement officers of the City of Ashland. This shall be paid on the first payday in December of each year. Newly hired Police Sergeants shall receive this paid compensation pro -rated from the date of hire. In the event that a Sergeant terminates employment for any reason, he or she will receive pay only for the holidays which have elapsed that calendar year. If more holidays have been taken as time off than have actually occurred at the time of termination, those hours overpaid will be deducted from the employee's final paycheck unless other arrangements are made to repay the City. 5.2. If an employee is on authorized vacation or other leave with pay when a holiday occurs, such holiday shall not be charged against such leave. 5.3 Employees working an alternate work schedule will receive compensation for 8 hours. Employees working four 10-hour days will receive (8) hours compensation for any holiday that falls in their regular workday. Employees may use accrued vacation or compensatory time (if applicable) to make up the extra two hours, or they may be permitted to flex their schedule during a week which contains a holiday to ensure they receive full pay. In no event shall an exempt employee receive pay for more than 40 hours/week due to a holiday or alternate work schedule arrangement. PAGE 6-RESOLUTION 5.4 Employees covered by this Resolution shall be paid no more than 88 hours/year for recognized city holidays. If an employee works on a designated City Holiday, he or she may take the equivalent holiday off on another date. 6. Vacations for Management and Confidential Employees. 6.1. Eligibility. Management employees shall be eligible for vacation with pay in accordance with the following sections: 6.1.1. Employees with less than four full years of continuous service shall accrue 10 hours of vacation for each calendar month of service worked. 6.1.2. Employees with more than four but less than nine full years of continuous service shall accrue 12 hours of vacation credit for each calendar month of service. 6.1.3. Employees with more than nine but less than 14 full years of continuous service shall accrue 14 hours of vacation credit for each calendar month of service. 6.1.4. Employees with more than 14 but less than 19 full years of continuous service shall accrue 16 hours of vacation credit for each calendar month of service. 6.1.5. Employees with more than 19 full years of continuous service shall accrue 20 hours of vacation credit for each calendar month of service (NOTE: The above schedule includes one day of leave which was previously designated as "birthday holiday". 6.2. Utilization. Vacation leave shall not be taken in excess of that actually accrued. However, the City Manager has the discretion to authorize any management employee to take vacation in advance of accrual when warranted by special circumstances. 6.3. Continuous Service. Continuous service, for the purpose of accumulating vacation leave credit, shall be based on the regular paid hours worked by the employee. Time spent by the employee on City -authorized, City -paid absences shall be included as continuous service. Time spent on unpaid absences shall not be counted as service, provided that employees returning from such absences shall be entitled to credit for service prior to the leave. 6.4. Accrual Limitation. Management and Confidential employees are encouraged to take at least 75% of their annual vacation accrual as time off each year. All Management and Confidential employees may elect to receive up to 40 hours as cash on the first paycheck in April each year. The balance not elected for cash PAGE 7-RESOLUTION payment will be added to their cumulative vacation accrual. In no event shall the employee's total vacation accrual exceed twice the amount of the employee's annual accrual without written approval from the employee's department head. 6.5. Scheduling. Vacation times shall be scheduled based on the City Manager's or department head's judgment as to the needs of efficient operations. 6.6. Payment on Termination. An employee terminated after six -months employment shall be entitled to prorated payment for accrued vacation leave at the rate as of the date of termination. In the event of death, earned but unused vacation leave shall be paid in the same manner as salary due the deceased employee is paid. 6.7. Administrative Leave. Exempt management employees may be granted up to one week of Administrative Leave each July at the discretion of their department head or the City Manager. The purpose of Administrative Leave is to recognize the extra hours required of exempt managers for which no overtime compensation is afforded. No cash payment will be made for Administrative Leave, and it can only be taken as time off during the year in which it is granted. Administrative Leave must be used by June 30th each year or it will be forfeited. In the event of termination or retirement, no cash payment will be made for Administrative Leave. In the event of a termination, the City may require pro- rated repayment of Administrative leave at the rate of 3.3333 hours for each calendar month remaining in the year after the date of termination. 7. Hours of Work for Confidential Employees. 7.1. Workweek. The workweek, to the extent consistent with operating requirements, shall normally consist of five consecutive days as scheduled by the department heads or other responsible authority. 7.2. Hours. The regular hours of an employee shall be 8 1/2 consecutive hours, including 1/2 hour for a meal period, which shall not be paid. 7.3. Work Schedules. All employees, to the extent consistent with operating requirements, shall be scheduled to work on a regular work shift, and each shift shall have regular starting and quitting times. It shall be the responsibility of the department head to notify employees of their scheduled shifts, workdays, and hours. 7.4. Rest Periods. A rest period of 15 minutes shall be permitted for all employees during each half shift, which shall be scheduled by the City in accordance with its determination as to operating requirements and each employee's duties. 7.5. Meal Periods. To the extent consistent with operating requirements of the respective department, meal periods shall be scheduled in the middle of the work shift. PAGE &RESOLUTION 8. Sick Leave. 8.1. Purpose. Sick leave is provided for the sole purpose of providing financial security to employees and their families. Under no circumstances shall the City grant an employee sick leave with pay for time off from City employment caused by sickness or injury resulting from employment other than with the City of Ashland. 8.2. Accumulation. For the purpose stated above, sick leave shall be earned by each employee at the rate of eight hours for each full calendar month of service. As condition precedent to any sick leave payment, sick leave may be taken only for the purposes specified in sections 8.1 and 8.3. The maximum accrual cannot exceed 960 hours. Sick leave shall continue to accrue only during leaves of absence with pay. 8.3. Utilization. Employees may utilize their allowance for sick leave when unable to perform their work duties by reason of illness or injury. In such event, the employee shall notify the department head or City Administrator of absence due to illness or injury, the nature and expected length of the absence, as soon as possible prior to the beginning of the next scheduled regular work shift, unless unable to do so because of the serious nature of injury or illness. For absences longer than 24 hours, employees must notify their department head on a daily basis. At the option of the department head or City Administrator, a doctor's certificate of illness may be required as a pre -requisite for the payment of sick leave. Non-exempt employees may be granted sick leave for doctor or dental appointments at the discretion of the department head. Such time off shall be charged against sick leave time on an hourly basis. All employees covered by this resolution may be granted the use of sick leave for the illness or injury of a family member in accordance with Oregon Family & Medical Leave Act (OFMLA), and/or the Federal Family & Medical Leave Act (FMLA), and/or anyone residing at their place of residence. Use of sick leave to care for ill and injured family members is subject to department head review and applicable City policy. The City may request medical documentation before granting paid sick leave for this purpose. 8.4. Integration with Worker's compensation. When injury occurs in the course of employment, the City's obligation to pay is limited to the difference between any payment received under workers' compensation laws and the employee's regular pay. In such instances, pro-rata charges will be made against accrued sick leave until sick leave is exhausted. Thereafter, the only compensation will be workers' compensation benefits, if any. 8.5. Sick Leave - Without Pay. Sick leave is provided by the city in the nature of insurance against loss of income due to the illness or injury. No compensation for PAGE 9-RESOLUTION accrued sick leave shall be provided for any employee upon death or termination of employment, except that upon retirement accumulated sick leave will be applied as provided in ORS 238.350. Sick leave shall not accrue during any leave of absence without pay. 8.6. Pay for Unused Sick Leave. All Management and Confidential employees may elect to receive 1/3 of their unused annual sick leave accrual (maximum of 32 hours) as cash on their first paycheck in December. If cash payment is not elected, the unused portion of sick leave will be added to cumulative sick leave balance or converted to accrued vacation at the option of the employee. Employees who use 40 hours of sick leave or less in a calendar year shall be entitled to the full cash out as stated in 8.6 above in compliance with Senate Bill 454 which requires all employers to allow employees up to 40 hours of protected sick leave each year. Examples of how the payment for unused sick leave is calculated: Annual Accrual: 96 96 96 96 Sick leave hours used by employee 100 30 10 152 during the year: All employees are entitled to use 40 40 40 40 up to 40 hours without impacting their sick leave incentive. Hours used up to 40/year are 96-100 = -4 + 40 = 36 /3 96-30 = 66 + 30 = 96-10 = 86 + 96-152 = -56 added back for the purpose of = 12 96 /3 = 32 10 = 96/3 = 32 + 40 = -16 /3 calculating the sick leave incentive: = -5.33 Balance that can be cashed out 12 32 32 0 (Max 32): 9. Bereavement Leave. An employee may be granted five calendar days' bereavement leave with regular pay in the event of death in the immediate family of the employee. An employee's immediate family shall include spouse, parent, children, brother, sister, mother-in-law, father-in-law, brother-in-law, sister-in-law, grandparent, grandparent -in- law or other relatives living in the same household. Leave with pay, for up to four hours may be granted when an employee serves as a pallbearer. 10. Other Leaves of Absence 10.1. Criteria and Procedure. Leaves of absence without pay not to exceed 90 calendar days may be granted upon establishment of reasonable justification in instances where the work of the department will not be seriously handicapped by temporary absence of the employee. Requests for such leaves must be in writing. Normally, such leave will not be approved for an employee for the purpose of accepting employment outside the service of the City. PAGE 10-RESOLUTION 10.2. Jury Duty. Employees shall be granted leave with pay for service upon a jury. Employees may keep any payment for mileage, but all other stipends for service must be paid to the City. Upon being excused from jury service for any day an employee shall immediately contact the supervisor for assignment for the remainder of their regular workday. 10.3. Appearances. Leave with pay shall be granted for an appearance before a court, legislative committee, judicial or quasi-judicial body as a witness in response to a subpoena or other direction by proper authority; provided, however, that the regular pay of such employee shall be reduced by an amount equal to any compensation received as witness fees. 10.4. Required Court Appearances. Leaves of absence with pay shall be granted for attendance in court in connection with an employee's officially assigned duties, including the time required for travel to the court and return to the employee's headquarters. 10.5. Family Medical Leave. Leave in accordance with the Federal Family and Medical Leave Act and the Oregon Family Medical Leave Act shall be granted to employees eligible under those acts and for the purposes described in those acts. Leave may be unpaid or paid as provided in these acts. 10.6. Military Leave. Military leave shall be granted in accordance with ORS 408.290. 10.7. Failure to Return from Leave. Any employee who is granted a leave of absence and who, for any reason, fails to return to work at the expiration of said leave of absence, shall be considered as having resigned their position with the City, and the position shall be declared vacated; except and unless the employee, prior to the expiration of the leave of absence, has furnished evidence of not being able to work by reason of sickness, physical disability or other legitimate reason beyond the employee's control. 11. Discipline and Discharge. The following section applies only to those employees subject to this resolution who do not have a written individual employment agreement with the City. 11.1. Discipline. The City shall abide by the legal requirements of due process prior to taking disciplinary action. Disciplinary action may include the following: (a) Oral reprimand (b) Written reprimand (c) Demotion (d) Suspension (e) Discharge Disciplinary action may be imposed upon any employee for failing to fulfill PAGE 11-RESOLUTION responsibilities as an employee. Conduct reflecting discredit upon the City or department, or which is a direct hindrance to the effective performance of city functions, shall be considered good cause for disciplinary action. Such cause may also include misconduct, inefficiency, incompetence, insubordination, misfeasance, the willful giving of false or confidential information, the withholding of information with intent to deceive when making application for employment, willful violation of departmental rules or this management resolution, commission of any matter listed in AMC §3.08.030.B or for political activities forbidden by state law. 11.2. Discharge. An employee having less than twelve months of continuous service shall serve at the pleasure of the city. An employee having continuous service in excess of twelve months may be discharged only for cause. 11.3. Due Process. Due process procedures shall be followed before a suspension without pay, demotion or discharge is imposed upon an employee. Employees, other than those appointed by the Mayor and confirmed by City Council, may appeal a suspension without pay, demotion or discharge to the City Manager. The City Manager's decision shall be final. 12. Probationary Period. 12.1. New Employee Probationary Period. The probationary period is an integral part of the employee selection process and provides the City with the opportunity to upgrade and improve the departments by observing a new employee's work and training, by aiding new employees in adjusting to their positions, and by providing an opportunity to reject any employee whose work performance fails to meet required work standards. Every new employee shall serve a minimum probationary period of 12 months after which, upon recommendation of the department head, the employee shall be considered a regular employee. The probationary period may be extended upon request of the department head if an adequate determination cannot be made at the end of the probationary period. 12.2. Promotional Probationary Period. An employee promoted into a management or confidential position will be required to serve a six-month promotional probationary period. The City may at any time demote an employee on promotional probationary status to the employee's previous position with or without cause. 13. General Provisions. 13.1. Non -Discrimination. The provisions of this resolution shall be applied equally to all employees without discrimination as to race, color, religion, marital status, age, national origin, sex, sexual orientation or disability. 13.2. Other/Outside Employment. Outside employment shall be permitted only with PAGE 12-RESOLUTION the express prior written approval of the department head or City Manager. Such written approval shall be documented in the employee's Personnel File. The general principles to be followed by the City in permitting or restricting such outside employment shall be: The need for mentally and physically alert City employees; 2. Insulating employees from potential conflict of interest situations; 3. Maintaining efficiency unimpaired by other employment, particularly for those City positions requiring employees to be available for duty 24 hours a day. In the event the above principles are violated, the department head or City Manager may revoke previously granted permission to hold outside employment. 13.3. Worker's compensation. All employees will be insured under the provisions of the Oregon State Workers' Compensation Act for injuries received while at work for the City. Compensation paid by the City for a period of sick leave also covered by workers' compensation shall be equal to the difference between the Workers' compensation pay for lost time and the employee's regular pay rate. 13.4. Liability Insurance. The City shall purchase liability insurance in the maximum amounts set forth in ORS 30.270 for the protection of employees against claims against them incurred in or arising out of the performance of their official duties. 14. Compensation 14.1. Pay Periods. Employees shall be paid on a bi-weekly basis, on every other Friday. In the event a regularly scheduled pay date falls on a holiday, the preceding workday shall be the pay date. 14.2. Compensation - Pay Schedule. When any position not listed on the pay schedule is established, the City Manager shall designate a job classification and pay rate for the position in accordance with sections 3.08.050 and 3.08.070 of the Ashland Municipal Code. 14.3. Overtime. Exempt management employees are expected to devote whatever time is necessary to accomplish their jobs. For all non-exempt employees, the City has the right to assign overtime work as required in a manner most advantageous to the City and consistent with the requirements of municipal service and the public interest. 14.4. Form of Compensation. The City Manager, City Attorney, department heads and exempt supervisors are not eligible for paid overtime but are allowed compensatory time off at their own discretion depending on the operating requirements of the City. Non -Exempt supervisors and confidential personnel PAGE 13-RESOLUTION 9 Admin. Supervisor 530 10 Exec. Assistant 534 11 Admin Assistant 535 Note: ORS 242.650 Chapter 302 defines a Confidential Employee as "one who assists in or acts in a confidential capacity to a person who formulates, determines, and effectuates management policies in the area of collective bargaining." PAGE 18-RESOLUTION APPENDIX "B" Health, Welfare, and Retirement Benefits The city agrees to provide health, welfare and retirement benefits in accordance with this appendix for employees subject to this resolution. 1. Health Insurance. 0 Effective July 12021, the City will pay 90% of the total monthly health premium (Medical, dental and vision) for the base plan CIS Copay H, with the employee paying the remaining 10% on a pre-tax basis. The employee will have the option to buy -up to a lower deductible plan, CIS Copay F.The City will contribute an amount equal to 3% of salary for each employee covered by this resolution to HRA VEBA. The City reserves the right to make funding decisions regarding our health benefit program. We will strive to retain equivalent benefit offerings wherever feasible. B. Reimbursement for preventative/wellness medical costs as provided in the City's Wellness Program. 2. Life Insurance. Premiums for life insurance for each employee at one times annual salary (Up to a maximum $100,000). 3. Dependent's Life Insurance. Premiums for $1,000 life insurance policy for each qualified dependent of an employee. 4. Retirement. As required by law, the City will contribute to the Oregon State Public Employees Retirement System for each employee. Enrollment will commence six months from the date of employment for new employees, unless that person was in PERS immediately before coming to work for the City. Upon retirement, one-half of unused sick leave earned will be applied to retirement as provided in statute. The City will also assume or pay the employees' contributions for employees at a uniform rate of six percent. 5. Social Security. Contributions to Social Security as required by law. 6. Medical Insurance for Retirees. All employees retiring from City employment and their eligible dependents will have the option of continued participation in the City's medical insurance program at the same monthly group premium as active employees. The retiree must be actively covered under the City's group plan at the time of retirement to be eligible for continued retiree coverage. Retirees must make their health insurance payment to the City or designated Third Party Administrator as agreed upon each month to continue health PAGE 19-RESOLUTION coverage. The right to participate and medical coverage ceases when the retiree or his or her eligible dependent(s) become Medicare -eligible at age 65. Any employee retiring in a position covered by this resolution with 15 or more years of consecutive service shall be provided with a payment equivalent to the Blue Cross Preferred Choice 65/ Plan C when he or she reaches age 60. Payments will be made directly to the employee on a quarterly basis. Qualifying employees may elect direct deposit of this payment. No payment will be made after the qualifying employee's death. Any employee hired on or after July 1, 2008, or hired into management on or after July 1, 2008 will not be eligible to receive retiree benefits under this provision. Employees hired on or before June 30, 2008 will continue to be eligible as long as the criteria for benefit eligibility are met. 7. Deferred Compensation. Deferred compensation in the amount of $50.00 per month in matching funds per employee enrolled in a City deferred compensation program. This program is at the option of the employee and contingent upon a minimum $15.00 per month contribution paid by the employee. PAGE 20-RESOLUTION City of Ashland Non Represented Employee Salary Schedule for FY 2023, 2024 & 2025 Updated as 7/11/2022 Effective 71l/2021 - 2.0% COLA EXECUTIVE MANAGEMENT - All Job Classes are Exempt Gr,uplBU Code 1010 Hourly Monthly Annual Grade -501 EXE MGMTI Slep O-F>q6 Months f87.N31 f11768.12 5741 1 Positions in this grade: Step 1 - Next 12 Mantha f71.2B 512,358.51 S148,27 City Manager Step 2-Next 12 Months f74.9520 j1 974.32 j15569 Step 3- NeA 12 Months $78.591 $13,BZ3.05 $163,47 Ste 4-Thereeflar $82.52451 514,304.22 51719651 Grade =502 EXE MGMT2 Shp O - Fist 6 Months Step 1 - Next 12 Months Step 2-Next 12 Months Step 3-Next 12 Months SIep 4. Next 12 Months Step 5-Neat 12 Months Step 6- Next 12 Months Step 7-Next 12 Monlha Step 8-Thereafler $55.9558 $9,681.66 $116,10 Positions In this grade. City Art orney Deputy City Manager $38.6486 $10165.7 $121.989. $61.5910 $10,674.02 $128,08 564.5601 $11207.72 $1M4,493 $67.6931 $11 768.12 5141.21 !69.5905 $12062.37 $144,7 $71.3301 $12,363.88 $10,366 $73.11 ff 2,872.97 f152,07 $74.9413 $12,999.80 $155,878 Grade 504 EXE MGMT3 Step 0- First 6Monlhs Shp 1 - Nex112 Months Step 2-Nex112 Months Step 3 - Ned 12 Monlhs Shp 4- Next 12 Months Step 5 - Next 12 Months Step 6 - Next 12 Months Step 7-Neil 12 Months Step 8-Thereafter $50.6621t $3,781.53 $105,37 Positions in this grade: Fire Chief Police Chief Director of Public Works Director of IT & Electric Director of Community Dev. Directorof Admin Services Director of HR $53.1960 $9 220.63 $110.6 $55.8558 $9,681.66 $116,18 $1%486 $iD 165.7 1121.11 $61.5.10 $7D,674.02 $128 08 $63.1206 $10940.88 $131 291 $64.6986 $11 214.41 S134 57 $66.3160 $11,494.7 $13793 $67.9739 $11,7B2.12 $141,38 Grade -506 EXE MGMT4 Step O-Feel 6 Months Slap 1 - Nex112 Months Step 2- Wit 12 Months Step 3-NeA 12 Months Step 4-Nex112 Months Step 5-Ned 12 Months Step 6-Next l2 Monihs Step 7-Nex112 Monihs Shp S- TMreaBer $50.6628 $8,781.53 $105,378 Positions in this grade: Assistant to City Manager $53.1960 $9,220.63 $110,648 $55.8558 $9.681.66 $116,180 $59.6486 $10165.7 $121,989 $61,5BiD $10,674.02 $128,08 $63.1206 $10,9WA8 $131,291 $64.6986 $11,214.41 $13457 $66.3160 $11,494.7 j137,9J $67.9739 $11,792.12 $141:38 Effective 711/2022 - 4.0% COLA EXECUTIVE MANAGEMENT - All Job Classes are Exempt de GrouplBU Grade=501 •E%E rMGMTi Step O-Firet6WNhs 570.8089I ,2J0.8 S14BA6 p6itlona in this grade. Step 1 - Nest 12 Months $74.1]92 $12,850.77 S7S4,20 City Manager Step 2-NeM 12 Monlhs 577.B481 SiJ,497.70 f1B192 Step 3-NeM 12 Months $91.73 $14,107.97 f170,01 Step 4-Nest 12 Months $86.8255 $14,876.39 $173951 Step 5- Performance Based $88A002 $15,M22.68 $183,8] Sle 6-Performance Based f91.0522 f15,782.J6 $189,788 Grade = 502 EXE MGMT 2 Step 0- Fist 6 Monlhs Step 1 - Na d 12 Months Step 2. hind 12 Monlhs SIep 3-Nex112Monlha Step 4-Ni,A 12 Months Step 5 - Nest 12 Months Step 6- Netd 12 Months Step 7-Nex112 Months Step B- Next 12 Months bhp 9-Perormance Basetl Ste 10- Pedarmance Basetl $58.0901 $10,068.9J $120,82 Positions in this grade: City Attorney Deputy City Manager $60.9945 $10,57L37 $126,86B $64.0443 511,100.98 5133:11 $672A65 511,656.OJ $1J9,87 $70.6039 $12,238.84 $146966 $72.3741 $12.W.82 $150,538 $74.1833 $12,185BA2 $154,301 f76A380 $13,179.89 $15815 $77.9389 $13,609.39 $162,11 5802771 fi3810.87 S7fi6,97 f82.6d $14,]J2.11 $171,93 Grade=5D4 EXE MGMT3 Shp O - Fist 6 Months Step 1 - Nest 12 Months Step 2-Neal 12 Months Step 3-Nazi 12 Months Step 4. Next 12 Months Step 5. Neat 12 Months Step 6- Nexi 12 Monlhs Step 7. NeA 12 Monlhs Step 8- Neat 12 Months Step 9-Pedormance Baud Sre 10-pedormaoce Based $52.6893 $9,132.80 5109,59 PoslOons In this grade: Fire Chief Police Chief Director of Public Works Director of IT 8. Electric Director of Community Dev. Director of Ad min Services Director of HR $55.3239 $9,589.4.5 3115,07 $58.0901 $10.068.93 $120,82 $60.9945 $10,572.37 $126,868 64 $.D443 $11,100.98 $133,21 $65w"54 $11,378.52 $136,54 $67.2866 $11 662.98 $139,956 $68.96B6 $11,954.53 $147 45 $70.6928 $72,253.40 $147,041 f72.8136 $12,621.a. 1111A5 $74.99s0 $12,999.6J $155,996 Grade =506 EXE MGMT4 Shp O - First 6 Months Step 1 -il 12 Months Ne Step 2-Next 12 Months Shp 3-Next 12 Months Step 4-Next 12 Months SIep 5-Next 12 Months Slap 6-Next 12 Months Step 7-Next 12 Months Step 8-Neil 12 Months Step 9-Perormance Basetl SIep 10-Performance Based $52.689J f9,112.80 $11958 Positions in this grade. Assistant to City Manager $55.32J9 59,589A5 $115 07 $58.0901 $10,D68.93 $12082 $60.9945 f10,572.37 $126,88 $64.040.1 $11,100.98 $13321 $65,645 $11,378.52 $136,64 $87.2866 $11,692.96 $13995 $68,9686 $11,954.53 $143,45 $10.6928 $12,253A0 S147A41 f72Ai36 S12,fi21.00 5151,452 f74.9980 $12,999.81 $155,996 H.kCompenestion Discussion 2022\Copy of Management's Salary Schedule for Future 7292022, 2:28 PM City of Ashland Non Represented Employee Salary Schedule for FY 2023, 2024 & 2025 Updated as 711112022 P-Mons In this grade: step 1 -Next 12 Months $/8.2652 58,365.95 f100.391 Electric Operations Superintendent Step 2-Next l2 Months f50.6776 S8,]64.10 S105,409 Deputy Police Chief Step 3-Next 12 Months $53211 f9,223."1$110,679 Deputy Fire Chief Step 4-Thereafter 1 $55.87191 4A5 $116,213 Deputy Public Works Director Assistant City Attorney Accounting and Audit Manager Budget Manager Grade - 503 EXP SUP 3 Step 0- Fast 6 Months f43.777 fT,58B-03 $91,056 Positions In this grade: Step t - Next 12 Months .0 11%.,967A3 f7 $95,609 EMS Division Chief Step 2-NW 12 Monts 1 $49.25521 $8,365.951 $100,391 Fire 6 Life Safety Division Chief Step 3. Next 12 Months 1 $50.67761 $8,78C101 $105,409 AFR Division Chief Step 4-Thereafter 1 $53.21141 $9,223.291 $110,679 Public Works Superintendent ions in this grade : Step 1 - Neat 12 Months ling Official Step 2 - Naxt 12 Months ning Manager Slep 3 - Neat 12 Months 8nager Slep 4 - Thereafter 1e-515 EXP SUP Step 0-First 6 Mantns Ions in this grade: Step 1 - Neat 12 Months Step 2 - Next 12 Months Step 3 - Neat 12 Months Step 4 - Thereafter =621 EXP SUP Step J - First 5 Months ions in this grade: Step 1. Neat 12 Months Sgement Analyst Step 2-Next 12 Months neial System Manager Step 3. Next 12 Months Step 4 - Thereafter 1ee526 EXP SUP IStep 0-First 6 Months nin this grade: Step 1 - Next 12 Months or Planner Step 2- Ne. 12 Months Step 3-Next 12 Months step 4 - Thereeiter Gratle=552 EXP SUPS GRANDFATNERED Step O-First 6 Months ions in this grade: Step 1 -Neat 12 Months d Water reuse supervisor Step 2-Nex112 Months Supervisor Step 3-Next 12 Months it Quagty Supervisor Step 4-Thereafter Ie-529 EXP SUP Step O-First 6 Moms ions in this grade: Step 1 -Neat 12 Months icipal Court Supervisor Ship 2-Next 12 Months Ship 3 - Next 12 Months ffol ® Effective 7/1/2022 - 4.0% COLA SUPERVISORSEXEMPT Grade = 511 EXP SUP 2 IStep 0- First6 Months 547.804 18,286.12 $99,47 ' Positions in this grade : Step 1 - Nail 12 Months 550.1958 f8,700.59 f104,411 Electric Operations Superintendent step 2-Next l2 Months 552.704 H., 35.47 $109,62 Deputy Police Chief Step 3- Ne. 12 Months $55.3398 $9,59" $115,10 Deputy Fire Chief Step 4. Thereafter 1 $59,10681 $10,071.831 $120,96 Deputy Public Works Director Assistant City Attorney Accounting and Audit Manager Budget Manager Grade503 EXP SUPS 1 Step 0-First 6 Months 345.5287 f7,891.56 $94,699' Positions in this grade. Step 1 - Next 12 Months f47A04 f8,286.12 $99,433 EMS Division Chief Step 2-wid 12 Months $50.1958 $8,700.59 $104AD Fire & Life Safety Division Chief Step 3- Naxt 12 Months $52.10471 $9,135.471 $109,626 AFR Division Chief Step 4-Thereafter 1 $55.33981 $9,592.221 $115.10 Public Works Superintendent Lieutenant Grade = 525 EXP SUP 4 Step 0- First 6 Months Positions in this grade: Step 1 - Neat 12 Months euiltling Official Step 2-NeA Months Planning Manager Step 3-NeN 12 Months IT Manager Step 4. Thereafter 543.3602 $7,515.75 $90,189' f45.528 f7 891.54 f94 698 f47.MW 38,288.12 f99,A37 $50.1968 S8700.59 $104,4071 f52.704 f9,i35.47 $109,6261 Grade =515 EXP SUPS Step 0- Fist Months Positions in this grade: SMp 1 - Ne 12 Months Step 2 - Next 12 Months Step 3 - Neat 12 Months Step 4 - Thereafter $41.2961 $7,157.98 $85,896' Grade = 521 EXP SUP B Step 0- First 6 Months Familiar- this grade: Step 1 - Next 12 Months Management Analyst Shep 2-Nax112M1onihs Financial System Manager Step 3. Next 12 Months Step 4. Thereafter 537.4570 $9,492.53 $77,910' 539.7297 f6,817.13 $81 806 f41.2881 f7,157.98 $85996 547.J802 f7 515.75 $9018 545.528 f7,891 194,698 Grade - 526 EXP SUP 7 Step 0- First 6 Months Positions In this grade: Step i - Nex112 Months Senior Planner Step 2-Nex112 Months Step 3. Next 12 Months Ste 4-Thereafter 6732 f6,187.35 f74,20 ' 48T0 f6 492.53 f77,91 3297 �1413602� $6,817.13 $31,80 2961 $7,157.98 $85,996 $7,515.75 $90,189 Grade 552 EXP SUP 8 GRANDFATHERED Step 0- Fi.l6 Months Positions in this grade: Step 1 - Nex112 Months W W 8, Water reuse supervisor Step 2. Next 12 Months WTP Supervisor Step 3. Nex112 Months Water QualitySu ry Step 4. Thereafter $36.9659 $6.399.97 $76,680' $38.006 $6,726.30 f80,718 S409539 $7,08121 f 97 S42.9993 f7,453A7 11143 $45.2703 f7,846.69 $94,16 Grade - 529 EXP SUP 9 Step 0 - First 6 Months Positions in this grade: Step 1 - Nex112 Months Municipal Court Supervisor Step 2-Next l2Months 3-Nex112 Months 4-Therafter $29.3485 $5,997.07A$74,200 - SJ0.81511 $5,341.40 $32,3566 f5.608.46Step f33.974]868.8Step $35.6732 f6,187.35 H\Compensation Discussion 2022\Copy of Management's Salary Schedule for Future 292022, 2:28 M City of Ashland Non Represented Employee Salary Schedule for FY 2023, 2024 & 2025 Updated as 711112022 Effective 7/112021 - 2.0 % COLA NON EXEMPT SUPERVISORS - All Job Classes are NON-EXEMPT Grade - S20 NonEXP SUP 1 Positions in this grade: Pollee Sergeants Step 0- First 6 Months Step 1 - Ned 12 Monlhs Step 2 - Ned 12 Monlhs Step 3- Ned 12 Monlhs Step 4-The-herI f37A426 3..= S411M S43J436 li"Alval 11,490.1 $6,814.55 $7,155161 $7,512.93 $7.938.521 $77,191 581,775 $85,863 $90,15 $94,66 Effective 7/1/2021 - 2.0 % COLA NON EXEMPT SUPERVISORS -All Job Classes are NON-EXEMPT Gr,uplBU Code 1030 Hourly Monthly Annual Grade - 512 NonEXP SUP 2 Position. in this grade. GIs Merger HR Manager Step 0- First 6 Months Step 1 . Ned 12 Monlhs Step 2- Ned 12 Months Step 3-Ned 12 Monlhs Step 4. Thereafter 334.3012 56,945J] f71,3" f36.0163 f6,242J S74,91 $37.81701 $6,554.93 $78 659 $39.7078 "'882.671 $8259 $41.69251 $7,228.681 $86,720 Grade=527 NonEXP SUP Positions In this grade. Distribution Supervisor Step 0-Flyd6 Month Step 1 - Ned 12 Monthe Step 2. Hint 12 Months Step 3 - Ned 12 Mon1M Ste 4-Thereafter f]2.8677 $6862.40 $67949 f]4.3011 33,945.St $7i,346 S]6.0183 f8,242J2 $74,91 $37.9171 S6,554.95 $78,659 1 $39.70781 $6,$8ZAj $32,59 Gratle=528 NonEXP SUP Positions in this grade. Maintenance 3 Safety Supervisor Street Supervisor WW Collections Supervisor Customer Service Supervisor Deveb ment Services Coord. Step 0-First 6 MontM Shp 1 - Ned 12 Months Step 2- Ned 12 Months Step 3-N.. 12 Months Step 4-Thereafter f71.1121 f72.86 $34.30111 $36J7 S37J171 SS 9275 55,662A0 S$94511 S6 42J S6554.95 S94,71 f67,849 f71,346 $74,91 $79.659 Effective 71112022 - 4.0% COLA NON EXEMPT SUPERVISORS G,e.p/BU Code 1060 Grade - 520 NonEXP SUP 1 Positions in this grade. Police Sergeants -All Job Classes are NON-EXEMPT Step 0- Firsts Mon he Shp 1 - Nest 12 Months Step 2-Ned 12 Months Shp 3- NeH 12 Months Shp 4-Thereaftx Hourly f]f.f403 SUM7 .91161 .0 T31 M].3]12 Monthly f3,749. f7,097.13 $7,441A7 ST,313Z91 SB206J6 Anti $80,99 f95,046 511%298 SS31761 f96,449 Effective 71112022 - 4.0% COLA NON EXEMPT SUPERVISORS -AffJob Classes are NON-EXEMPT Grade =512 NonEXP SUP Positions in this grade: GIs Manger HR Manager Step 0-First 6 MonMe Shp 1 - Ned 12 Months Step 2- Next 12 MorBM Step3-Ned12MoMha1 Ste 4-Thereafter1 f15.11732 $618315 f74200 f]7.4570 f6AB2.5] 577,910 f39.3297 f6 17.17 $81.806 $41.29611 $7,157.1181 $85896 f43.3602 f7,615.76 f90,189 Grade =527 NonEXP SUP Positions in this grade: Distribution Supervisor WW Collections Supervisor Step 0-First 6 Months Step 1 -Ned 12 Months Step 2-Nert l2 Monlhs Step 3-Hed 12 Months Ste 4-Tirreeftx 333.9745 115,3118.119 $70667 $35.6731 $9193.37 f7/ 20 33 7.4570 11,4111 $77,910 3]9.3..i $6817.16 $81,60. $412961 $7,157.9B $33,596 Grade =528 NonEXP SUP Positions in this grade: Maintenance B Safety Supervisor Street Supervisor Customer Service Supervisor Development Services Coord Shp 0-First 6 Months Step 1 - Ned 12 MoMM Step 2-Ned 12 Months$35.6731 Step 3-Ned 1281oMhs Step 4-Thereafter S32.3568 $5,8011,46 $67,30 $33.9745 $S 88J8 $70 66 56,193.33 $7 202 $37A570 f6,492.53 $7791 $39.3294 $6317.15 f51,s08 H:\Compensation Discussion 2022\Copy of Managements Salary Schedule for Future 71292022. 2.28 PM City of Ashland Non Represented Employee Salary Schedule for FY 2023, 2024 & 2025 Updated as 7/11/2022 Effective 7/112021 .2.0% COLA Non -Represented Non Supervisory - All Job Classes are mixed GroupfflU Code 1040 Hourly Monthly Annual Grade- 543 NonSup1(exempt) Step 0-First 6 Month> f6,2]].73 Sia 2a Positions in this grade: Stop 1 - Next 12 Month 56,587,40 f79,049 Senior Engineer Step 2-Next 12 Months PE -NE 56916.75 $83.001 Step 3 - Next 12 Monme f41.1969 17,262.45 $87149 Ste4-Threafter 543.9938 37,625.58 $91,50 Grade- 549 NonSup 2(exempt) Step O - Fret 6 Months Positions In this gratle'. Step 1 -Next 12 Months Network Adm tntstrator Ship 2-Next 12 NlonDrs Senior Information Systems Analyst Ship 3-Next 12 Menms Asset Mana menUStakin Technician Ste4. Thereof f14.4709 SE,974.9 $71,699 f]6.19d7 NJ71.73 $75,285 578.000.1 S6,E17A0 $79049 f39.9 56,916.75 f93001 561A9B9 f7,262.45 $87,149 Grade - 542 NonSup 3 (exempt) Ship 0- Fir.6 Months32e.J593 Fostoria In this grade: Ship 1 - Neat 12 Month IS AnalysUProgrammer Ship 2-Next 12 Montle$31.26611 User Support Coordinator Ship 3- Next 12 Months Telecommunication Technician Step 4. 34,915.80 551,98 It ',7J f5,161.]9 561,9] $5,419.461 S65,033 $32.92951 35,690.431 $68,295 1 $34.47091 $5,974.9 $71,699 Grade - 522 NonSup 4 (not exempt) Step 0- First 6 Month Positions in this grade: Step 1 - Next 12 Month Step 2. Next 12 Montle Fire Adapted Communities Coordinator Ship 3. Next 12 Month1 Ste 4 - Tirareirt. Eli f4,915.60 558,98 12" f5,161.39 561,93 $31.2661 $5,419.46 f65,033 $32.82951 $S 690.43 f6e n 1 $34.47091 $5,974.94 f71,899 Grade - 535 NonSup 5 (non exempt) Ship 0- FirW 6 Month Positions to this grade: Ship 1 - Next 12 Monhs Ship 2. Next 12 Month Ship 3-Next 12 Months Ste4-Thereafter 522.2200 SS 831A6 t46,27 523.3J11 f/ 044.01 S4e,s29 $20.4979 f4,246.29 f50,955 $25.7n7l $4,45B.59 $53,5D3 $27.00911 $4,681.581 $56,179 Effective 711/2021 - 2.0% COLA Non -Represented Confidential - All G,..pIBU Code Grade=531 Coal5r Poslton , in this grade: Senior Accounting Analyst Senior HR Analyst Job Classes are non exempt Step O-First 6 Months Ship 1 - Next 12 Month Step 2. Next 12 Months Step 3- Next 12 Months Ste4-Thereafter Hourly f3266] fJ4.JD11 536.0163 $37.81711 $39.70731 Monthly f5,662A0 55,945.51 f6,242.82 $6,554.95 $6.982.91 Annual 361,949 $71,346 S74,91 $78 659 $22,59 Grade -541 Confi Positions in this grade: Analyst Resources Analyst Analyst Executive Analyst Shp O-FirN6 Month. Step 1 - Next 12 Months Shp2-Next l2 Months Step 3. Next 12 Months SIep4-Thereafter 9 0$18P2.369J 1 2 34.d709 80 54915VW4 f5898 f619Accounting f65,o3Human f68,2Administrative $71.6 Grade -S10 Coal Positions in this grade: Administrative Supervisor Fiscal Services Specialist Paralegal Ship 0-First6 MONK Step 1 - Next 12 Monma Shp 2- Next l2 Months Step 3. Next 12 Months Ste4-Thereaft f24A97 14 46.29 $50.955 f2 22 f4+lbe.s9 353,503 f27.009 IWIAV.56 $5817 f28.35931 $4,915.60 f51 29.M31 $5,161.39 $611937 Grade - 5]4 Conf 3 in this grade: xecullve Assistant Sop 0- First 6 Month Shp 1 - Next12 MonOa Shp2-Next l2 Month -Next l2 Monms Ste 4-Thereafter SN,529Positions 54,246.21 f50,955E �233 f4,45B.59 f5],50]Shp3 f4,681.56 f58,179 f2B.J59 H,915.82 'rill .7 Grade -535 Conf 4 Positions in this grade Arlin inistrative Assistant C ERT Coordinator Step 0- First 6 Months Step 1 - Next 12 Months Step 2-Next 12 Months Step 3-Next 12 Months Ste 4-Thereafter f222200 53,851.46 f16,217 f2J.3313 f4,D44.De 548,529 f2M879 fd 2K29 150,955 f25.722 r$27.1110111$4,681.55 S4,458.59 f53,503 $56,179 Effective 711/2022 .4.0% COLA Non�Repnesented Non Supervisory -AllJob Classes are mixed GrouplBU Code 1040 Hourly Monthly Annual Grade=543 Nona up axe Fit) Step O- First 6 Month fJ7.842 56,524.89 f78,296 Positions in this grade: Step 1 - Next 12 Months f39.5245 $6,850.89 $82,211 Senior Engineer Step 2-Next 12 Months $41.5006 $7,193.42 $86,321 Step 3-Next 12 Months $Q.5748 $7,362.95 f90,635 SIep4-Thereafter S45.7536 $7,930.60 f95,16 Grade = 549 NonSup 2 (exempt) Step 0- First 6 Months Positions in this gratle. Step 1 - Next 12 Months Network Admi nistrator Step 2-Nexl l2 Months Senior Information Systems Analyst Step 3- N.N 12 Months Asset Management/Stking Technician Step 4-Thereafter f]5.8497 $6,213.94 $74,56 f37.642 f6,524.68 $711,296 $39.5245 $6,850.99 surzil/ $41.50061 f7,193A2 $66,121 SQ.57481 $7,552.95 f90,635 Grade- 542 NonSup 3(exempt) Step 0-First 6 Monme Positions in this grade: Step 1 -Next 12 Menthe IS AnalysDProgrammer Step 2-Next 12 Month User Support Coordinator Step 3- Next 12 Months Telecommunication Technician Ste 4-Thereafier MIL f5,112.22 $61,14 f30.968 f5187.84 364,41 $32.5168 Sl638.23 567,635 $11.14215 115,91111.051 $71,01 f3E.6497 56,213.94 374,3fi Grade - 522 NonSup 4 (not exempt) Step 0- First 6 Months Positions In this grade' Step 1 - Next 12 Months Fire Adaptetl Communities Coordinator Step 2- Next 12 Months Fire Life Safety Specialist Step 3- Next 12 Months Ste 4-Thereafter 529.41]7 $E 112.22 $81,347 530.96B $5,367.94 584,41 $31.5161 fb,83627 567,615 $J4.1426 f5 918.05 $71 01 f75A497 fe,211,94 $74,567 Grade - 535 NonSup 5 (non exempt) Step 0- First 6 Months Positions in this grade: Step 1 - Next 12 Mbnih Step 2. Next 12 Months Step 3. Next 12 Months Ste 4-Thereafter S2J.1088 f1,005.52 f01,06 524.284E f4,205.84 f5D,47D 526.4778 $4,416.14 $52,99 I f26.7518 S4,636.94 $55, 1 11e.OB95 f4,868.84 35BA26 Effective 711/2022 - 4.0 % COLA Non -Represented Confidential - All Job Classes am non exempt GrouplBU Code Hourly Monthly Arinurld Grade=531 Conf50Step D-First6 Months fJ].9745 f6,881A9 f70,667 Positions in this grade: Step 1 - Next 12 Months $35.67" f6,183.33 f74,200 Senior Accounting Analyst Step 2-Next l2 Months fJL05 S8 92.53 f77,910 Senior HR Analyst Step 3- He xt 12 Months $39.3291 36117.16 $91,806 Senior Administrative Analyst Step 4-Thereafter f412981 $7,151.91 f85,896 Grade -541 Corr Step 0-First 6 Months Positions in this grade: Step 1 - Next 12 Months Accounting Analyst Step 2- Next 12 Months Human Resources Analyst Step 3- Next 12 Months Administrative Analyst Ship 4-Thereafter f29A937 $5,112.22 f61J4 f30.9684 $5,367.e4 56441 $32.5168 f5,636.23 $67.635 $34.1426 $5,918.05 $71.01 3]5.849] f6,213.96 f74,5fi Executive Analyst Grade - 530 Conf 2 Step 0- Firs16 Months Positions in this grade: Slap 1 -Next 12 Months Administrative Supervisor Ship 2-Next 12 Months Fiscal Services Specialist Ship 3-Neat 12 Months Paralegal Ship4-Thereafter 525.4778 54,416.14 $52199 526.7316 54,836.94 "I "'I 32a.D69 .4,BBBA2 $59,426 f29.49]7 55,112.22 f61,347 f30.968 f5,38724 $6,1,414 Grade - 534 Conf 3 Step 0 - First 6 Month Positions in this grade: Shp 1 - Not 12 Months Executive Assistant Ship 2-Next 12 Months Step 3-Next 12 Months Ste 4-Thereafter 3242645 f4203.14 $11,470 325A17e f4,416.14 $52,99 I 526.7516 f4,636.% f55,643 !U.0891 $4,368,112 $58,426 529.4.938 f5,11210 561,]4] Grade -S35 Conf4 Step O - First 6 Months Positions in this grade: Step 1 - Next 12 Months Administrative Assistant Step 2-Next 12 Months CERT Coordinator Step 3-Next 12 Months Ste 4-Thereafter ft].1068 fd,DD6.52 SU,D66 S7A284b f4,20E $50.470 1 $26A771 $4.416.10 $52,99 f26.7b1e f4.8]6.94 f55,64] $25.03951 f4,86814 $58,426 H:\Compensation Discussion 2022\Copy of Management's Salary Schedule for Future 7292022, 2:26 PM City of Ashland Non Represented Employee Salary Schedule for FY 2023, 2024 & 2025 Updated as 711112022 ELECTED OFFICIALS GlouplHtl Code 1070 -FLSA EXEMPT ELECTED OFFICIALS - FLSA GrouplBU Code 1070 EXEMPT :u% increase calculated per City Charter Hourly Monthly Annual Xxu % increase calculated per City Charter Hourly Monthly Annual H1Compensaeon Discussion 2022\Copy of Management's Salary Schedule for Future 7292022, 2.28 PM City of Ashland Non Represented Employee Salary Schedule for FY 2023, 2024 & 2025 Updated as 7111/2022 Effective 7/1/2023 -4.0% COLA EXECUTIVE MANAGEMENT -All Job Classes am Exempt Grade -301 EXE mum T1 Step 0-First 6 Months S7JA3J2 572733.40 f152,141 Positions in this grade: Step 1 - Ned 12 Months f77.104f f13,3"'S1 3160,378 City Manager Step 2-Net l2 Months $90.9599 f/4,033.03 $168,396 Step 3-Ned l2 Months $85.0080 f14,734.69 $176,a 16 Shp 4-Ned l2 Months $99.2595 f15,471. $185,65 StepS- Perionneme Besetl $91.9362 $15,935.58 $19122 Sle 6-Performance Based $94.6947 $i6,613.65 $196,9 Grade -S02 E%E MGMT2 Step 0-Feel 6 Months Step 1 -Nest 12 Months Step 2-Next 12 Months Step 3- Ned 12 Months SteP 4- Ned 12 Months Step 5- Ned 12 Months Step 6- Next 12 Mths Step on 7- Ned l2 Months Slap B- Ned 12 Months Step 9- Perfor.e.. Based Ste 10-Pedormence Based 360A137 $10,471.68 $125,660 Positions in this grade: City Attorney Deputy City Manager $63.4343 $10 995.26 f131,943 $66.6060 $11,545.02 $133,540 $69.9363 $12122.27 $145,467 373A332 572,728A0 $152,741 $752691 S13,048.61 $156,559 f77.15D7 $13,372.75 $160,473 $79.0795 $13,707.09 $164,495 $91.0565 $14,049, $168,59] f83A382 f14471.28 $173,655 $85.9928 $14,91 $178,965 Grade -504 EXE MGMT3 Step 0-First 6 Months Step 1 -Ned 12 Months Step 2-Next 12 MOMhs Step 3 - Next 12 Monlhs Step 4-Next 12 Months Step 5-Next 12 Months Step 6- Ned 12 Months Step 7- Ned 12 Monrhs Step 8-Ned 12 Months Step 9- Performance Based Ste 10- Performance Based $54.7969 $9498.11 $113,9 Positions In this grade: Fire Chief Pollee Chief Director of Public Works Director of IT & Electric Director of Community Dev. Director of Admin Services Director of HR $57,536f f9 973.0 f119,676 $60A137 $10471.68 $125,560 363A343 $10 995.26 $131,943 $66.6060 $11,545.02 $133,340 $68.2712 $11,833.66 $142,0 $92.97" $12,129.50 3145,5 $71.7273 f121432.71 f149 197 $73.52D6 $12.7C3.54 $152,92 $75.7262 $13,125. $157510 $77.9990 $13,519.8 $1621235 Grade =506 EXE MGMT4 Step 0-Feel 6 Months Step 1 - Next 12 Monlhs Step 2-Next 12 Monlhs Step 3-Ned 12 Months Slap 4-Next 12 Months Slap 5-Ned 12 Monlhs Slap 6-Ned l2 Months Step 7-Nest 12 Months Slap B-Ned l2 Months Step 9- Perlormerce Besetl Step 10-Performance Based f5&7969 $9,498.11 $113,9 Positions in this grade: Assistant to City Manager 1117.51511 $9,973.03 $119,576 60 SA137 f10,4768 1, 5125,560 f63A343 $10.995.26 $131,943 366.6060 $11545.0 f138A40 368,2712 S71 f33.86 f142,0 f69,97so $12.1291 f145,3 $71.7273 f12,432,71 5749,193 $73.5206 $12,743. $152,922 $75.7262 S13125. $157510 $77.9990 $13.519.62 $162,235 Effective 7/112024 - 3.0 % COLA EXECUTIVE MANAGEMENT -All Job Classes am Exempt Group?BU Code 1D Hourly Monthly An,u,l Grade 501 E%E0 MGMT1 Step 0-First 6 Months 171,1311 $13,110,111 117,32 Positions In this grade: Step 1 - Ned 12 Months $79.4179 $13,765.75 f165,13 City Manager Step 2-Ned 12 Months 1 SL1.3887 f14454A $173,448 Step 3-Nest 12 Mseta 587,6592 f1b,/78.77 11.1,121 Step 4- Next 12 Months1 491.93621 $15,935.55$191,22 Step 5- Perfanerme Besetl $94.6947 $16,413.65 $19896 rfo Ste 6-Permarx0 Besetl 1 $97.53521 $16,906.06 $202,87 Grade - 502 EXE MGMT 2 Shp 0 - First 6 Month Shp 1 - Ned 12 Months Shp 2-Ned 12 MOMhs Step 3-Nast 12 Months Step 4-Net12 MoMhe Step 5-ted/2 Months Step 6 - Nest 12 Months Step 7-Ned 12 Months Shp B-Ned 12 Months Step:-Perormence Based! te 10-Pedormence Based .Step $62.2261 S10,785.83 f 129,43 Pasitiorh in this grade: City Attorney Deputy City Manager $65.337 $11,325.12 f135,901 $60.6042 $11,891.3. f142,69 $72.03 $12,435.94 $149,831 $75.6362 $13,110.25 $157,32 $77.5271 $73.Q11.01 $161,23 $79.465 S13 773.9 $163,28 $21 A519 S14,113.30 $169,42 f33A382 $14,47126 f173,65 $85,9929 $14,905A0 $17BA6 $38.5728 $15.352.56 $104,231 Grade -504 EXE MGMT3 Step 0-First 6 Months Shp 1 -Ned 12 Months Shp 2-Ned 12 Months Step 3-Ned 12 Months Step 4- Ned 12 Months Step 5 - Ned 12 Months Shp 6-Ned 12 Months Step 7-Net12 Months Step 8- Ned 12 Months Slap 9- Perormeme Based Se 1D- Performance Besetl $56.4408 f9,7113.115 $117,39 Positions in this grade, Fire Chief Police Chief Director of Public Works Director of IT & Electric Director of Community Dev. Director of Admin Services Director of HR $59.2629 f10,272.22 $723,26 $62.2261 $10.785.93 $129,43 $65.337 $11,325.12 $135,901 $68.6042 $11,891.39 $142,69 $70.3194 512,188.67 $1462 $72.077 $12.493.39 $149,921 673.8792 $12305.70 $153,68 $75,7262 f13,125,9 $157,51 577.999D $13,519.92 6162,28 $80.3379 $13,92521 f167,10 Grade - 506 EXE MGMT 4 Step 0 - Feet 6 Months Step 1 -Ned 12 Months Step 2- Ned 12 Months Step 3-Next 12 Months Step 4- Ned 12 Months Step 5-Nest 12 Months Step 6- Ned 12 Months Step 7-Ned 12 Monhs Step 8- Ned 12 Months step 9- Performance Beeed spa Besetl $56,4408 $9,733.05 $117.39 Positions in this grade: Assistant to City Manager f591629 $10 2722 $123 26 $622261 $10,785.113 $129.43 $65.3374 $11,325.12 $135,901 S6a.6042 $11,991.39 $142,697 S70.3194 $12198.67 $148,26 S72.0774 f1249329 1141,111 $73.8792 t12,frai $153,668 $75.7262 $13,125.84 $157.510 $77.9981) $13,519.62 f/62,2J5 $90.3379 $13,925.21 5167,102 H:\Compensatlon Discussion 2022\Copy of Management's Salary Schedule for Future 7292022, 2:28 PM City of Ashland Non Represented Employee Salary Schedule for FY 2023, 2024 & 2025 Updated as 7/11/2022 Effective 71112023 - 4.0% COLA EXEMPT EXEMPT SUPERVISORS -All Job Classes am Exempt Grad- 511 EXP SUP 2 Step 0 - First 6 Months $49.7168 $8 617.57 f103411 ' Positions in this grade: Step 1. We 12 Monitn 1; 2.2036 f9,04t.61 $109,593 Electric Operations Superintendent Step 2-NeH 12 Montna $54.6129 f93DDA9 f114,011 Deputy Police Chief Step 3-Neer 12 Manlhs $57.5534 f9 975.91 f119,711 Deputy Fire Chief Step 4-Thereafter 380.4311 S10A71.70 f125,8 Deputy Public Works Director Assistant Clty Attorney Accounting and Audit Manager Budget Manager Grade - 503 EXP SUP 3 Step 0 - Feet 6 Months $47.3494 f12D7.22 198 41 ' Positions in this grade: Ship 1 -Neer 12 Months W.7189 t1,817.57 $703,411 EMS Division Chief Ship 2-Next 1 2 Months f52.2038 f9,0a' 1 $108,58 Fire 5 Life Safety Division Chief Ship 3-Neer 12 Monhs ss"1291 $9,5110.3111 $114011 AFR Division Chief Step 4-Thereafter $57.55341 $9,976.911 $119711 Public Works Superintendent Lkutenant Grade-525 EXP SUP Step 0-First 6 Ma"n' f45.01l" f7916-] 59]79 ' Positions In this grade: Step 1 - Neer 12 Months f47.7493 f6 207,20 f98 dd B uilding Official Step 2-Neer 12 Months $49.7188 51,817.57 $103,411 Planning Manager Step 3-NeH 12 Martins $52.2036 $9040.61 $108,5831 IT Manager an a Step O-Thereafter i50.81M f9,500.e1 $114,011 Grade -515 EXP SUPS Step 0-Firsl6 Month f42.9460 f7,444.30 f8933 ' Positions In this grade: step 1 - NeH 12laonlb Step 2- NeH 12 Morltln Step 3-NeH a2 MorMre Step 4-Then fter Grade = 521 EXP SUP 6 Step D- Fbat 6 Morthe f39.9552 f6,752.23 $91,02 ' Positions in this grade: step 1 - Next 12 Months f40.8029 fi:e88.82 $35.078 Management Analyst stop 2-Next l2 Months f42.9480 $7,,s4.3D $89,33 Financial System Manager step 3-Next 12 Months $45.09"1 $7,916.38 W.79 Step 4-Thereafter $17.7197 $8.207.20 f9B,48 Grade - 525 EXP SUP 7 Step 0- Flm 6 Martha $37.1001 f6,0.10.61 377,16 ' Positions in this grade: Step 1 - Nee, 12 Montle S32.9552 $9,732.231 21,0 Senior Planner Ship 2-Next 12 Monttm f40.8029 f7,099.821 585,07E Step 3-NeH 12 Months f42.9480 f7,4 .3e $89,33 Ste4-Thereafter $45.09,sal f7,816.38 $93,79 Grade 552 EXP SUP 5 GRANDFATHERED Lipp0- First 6 Months S3a.3406 $6,645.57 $79 74 • Positions in this grade: Step 1 -Nee 12 Months $4 63596 f6,995.36 $33 W W S Water reuse supervisor Sap 2-Next 12 Months $4248111 $79364AS $6137J WTP Supervisor Step 3. Wet 12 Months S44.7193 $7,751.20 $9301 Water Quality Supervisor Ship 4-Thereafter $47.0811 E8,160.56 $97,92 Grade -529 EXP SUP Ship 0-Fim 6 Months f30.6225 $5,290.55 f113,46 Positions in this grade_ Ship 1 -NeH 12 Months f32. $5.535.051 f88,661 Municipal Court Supervisor Step 2-NeH 12 Months $33.65081 $5,832.90 f89,9 Step 3-H 12 Months $35.3333 f6,1m.ci f73,49] Skp Ne 4-Thereafter f37.11)01 $6.430.69f77,16 Effective 7/112024 - 9.0X COLA SUPERVISORS Grade=511 EXP SUP2 Sbp O-First 6 Months l51.208] 38,876.10 f10651 Positions in this grade: Step 1 - Pike 12 Montfr f53.769 f9,J20A7 5711,941 Electric Operations Superintendent Step 2-NSH 12 Montle f56.4373 f9,785.91 f1174]t Deputy Police Chief SbP3-NeH 12 Month $59.2300 f10,275.18 f123,30 Deputy Fire Chief Step 4-Thereafter $62.2440 $70,781.9 $129,4117 Deputy Public Works Director Assistant City Attorney Accounting and Audit Manager Budge[ Manager Grade - 501 EXP SUP 3 Ship 0- Fast Months f41.7899 f1,457.40 E701,461 Positions in this grade: Ship 1 -Next 12 Mbrtle f51.7116] Sa,B78.10 f108,51 EMS Division Chief Step 2-Next 12 MoMle $53.7691 59,320A7 $111,1141 Fire3 Life Safety Division Chief Step 3. We 12 Monihe f56A373 $9,785.911 f117431 AFR Division Chief Step 4- The reefler $59.28001 $10,275.151 f123,30 Public Works Superintendent Lieutenant Grade - 525 EXP SUP 1 Skp 0- FiM 6 MbMhe S46A7 f1,O5o.aT f98,81 Positions in this grade: Step 1 -Next 12 MOMIe 548.7696 f1,0.9]Al f10/,461 Building Official Skp 2-Next l2 Months 5513063 fa,878.10 $106,513 Pknrung Manager Ship 3-Next 12 MOMM 563.769 $9,320.07 $111a41 IT Manager ana Ship 4-Thereafter S68A57J 59,795.91 5717,437 GrWe � 515 E%P SUP 5 Step 0- Fee 6 Mon1M fM.Lt f7,687A3 f9 01 Positions in this grade: Step 1 -Neer 12 hearth "S4"6.447S&.050A7 39181 Sp2-Next 12 MbniM $101.44Skp 3-Neer 12 Months 310161 Slap 4-Thereafter $711,M7 Grade =521 EXP SUPS Ship o- Fare 6Monthe $40.1279 f6,956.80 1117,45 Poei9on9 in this Breda: Sbp 1 - We 12 MoMb f/2.1300 $7,302.51 $87,630 Management Analyst Step 2-Neer 12 Months f41.23 f7,667.6] 392012 Financial System Manager Step 3. We 12 MoMhe f46Ad7 $8,050.97 $96.610 SIep 4-Thereafter S4B.7691 31,453A7 $101,441 Glttl! - 528 EXP SUP 7 Step 0- Feet Month $38.2132 $6,623.60 E79,483 Positions in this grade: Step 1 -NeH 12 Monihe 540.12]9 f6,954.90 f83 ,458 Senor Planner Step 2-Next 12 Months f42.1300 f7,302.51 SI7,63B Slap 3-NeH 12 Months f49.336 f7,867.63 E92,012 Step 4-Thereafter f46A47 $8,050.87 $96,610 G7Ws-552 EXP SUP GRANDFATHERED Step O- First 6 Morthe f39A908 f6,941.94 $824139 Positions in this grade. Step 1 -Neer 12 Months $41.56114 f7,205.46 22 SE6,3 WWB Water reuse supervisor Step 2-Next 12 Months f4.1.762 $7,585.39 $91,025 WTP Supervisor Skp 3-NeH 12 MoMla f46.0609 f7,98].7] f95,805 Water Ouali Supervisor Sb 4-Theeafter f41A935 $9,405.38 DO,8651 Grade - 520 EXP SUP 9 Ski, 0- Firsl6 Months t311 781 f6A4928 I Positions in this Bark: Ship 1 -Next 12 Won iha SSJA09 f5,721.77 Municipal Court Supervisor Ship 2-Next 12 Montle S31A8 t8,007.79 Step 3: We 12 Months 578.7937 $6,308.16 $ SIep 4-Thereefler 3]8.2172 56,827.80 H:\Compensation Discussion 2022\Copy of Management's Salary Schedule for Future 7292022, 2:28 PM EXEMPT EXEMPT SUPERVISORS -All Job Classes am Exempt Grad- 511 EXP SUP 2 Step 0 - First 6 Months $49.7168 $8 617.57 f103411 ' Positions in this grade: Step 1. We 12 Monitn 1; 2.2036 f9,04t.61 $109,593 Electric Operations Superintendent Step 2-NeH 12 Montna $54.6129 f93DDA9 f114,011 Deputy Police Chief Step 3-Neer 12 Manlhs $57.5534 f9 975.91 f119,711 Deputy Fire Chief Step 4-Thereafter 380.4311 S10A71.70 f125,8 Deputy Public Works Director Assistant Clty Attorney Accounting and Audit Manager Budget Manager Grade - 503 EXP SUP 3 Step 0 - Feet 6 Months $47.3494 f12D7.22 198 41 ' Positions in this grade: Ship 1 -Neer 12 Months W.7189 t1,817.57 $703,411 EMS Division Chief Ship 2-Next 1 2 Months f52.2038 f9,0a' 1 $108,58 Fire 5 Life Safety Division Chief Ship 3-Neer 12 Monhs ss"1291 $9,5110.3111 $114011 AFR Division Chief Step 4-Thereafter $57.55341 $9,976.911 $119711 Public Works Superintendent Lkutenant Grade-525 EXP SUP Step 0-First 6 Ma"n' f45.01l" f7916-] 59]79 ' Positions In this grade: Step 1 - Neer 12 Months f47.7493 f6 207,20 f98 dd B uilding Official Step 2-Neer 12 Months $49.7188 51,817.57 $103,411 Planning Manager Step 3-NeH 12 Martins $52.2036 $9040.61 $108,5831 IT Manager an a Step O-Thereafter i50.81M f9,500.e1 $114,011 Grade -515 EXP SUPS Step 0-Firsl6 Month f42.9460 f7,444.30 f8933 ' Positions In this grade: step 1 - NeH 12laonlb Step 2- NeH 12 Morltln Step 3-NeH a2 MorMre Step 4-Then fter Grade = 521 EXP SUP 6 Step D- Fbat 6 Morthe f39.9552 f6,752.23 $91,02 ' Positions in this grade: step 1 - Next 12 Months f40.8029 fi:e88.82 $35.078 Management Analyst stop 2-Next l2 Months f42.9480 $7,,s4.3D $89,33 Financial System Manager step 3-Next 12 Months $45.09"1 $7,916.38 W.79 Step 4-Thereafter $17.7197 $8.207.20 f9B,48 Grade - 525 EXP SUP 7 Step 0- Flm 6 Martha $37.1001 f6,0.10.61 377,16 ' Positions in this grade: Step 1 - Nee, 12 Montle S32.9552 $9,732.231 21,0 Senior Planner Ship 2-Next 12 Monttm f40.8029 f7,099.821 585,07E Step 3-NeH 12 Months f42.9480 f7,4 .3e $89,33 Ste4-Thereafter $45.09,sal f7,816.38 $93,79 Grade 552 EXP SUP 5 GRANDFATHERED Lipp0- First 6 Months S3a.3406 $6,645.57 $79 74 • Positions in this grade: Step 1 -Nee 12 Months $4 63596 f6,995.36 $33 W W S Water reuse supervisor Sap 2-Next 12 Months $4248111 $79364AS $6137J WTP Supervisor Step 3. Wet 12 Months S44.7193 $7,751.20 $9301 Water Quality Supervisor Ship 4-Thereafter $47.0811 E8,160.56 $97,92 Grade -529 EXP SUP Ship 0-Fim 6 Months f30.6225 $5,290.55 f113,46 Positions in this grade_ Ship 1 -NeH 12 Months f32. $5.535.051 f88,661 Municipal Court Supervisor Step 2-NeH 12 Months $33.65081 $5,832.90 f89,9 Step 3-H 12 Months $35.3333 f6,1m.ci f73,49] Skp Ne 4-Thereafter f37.11)01 $6.430.69f77,16 Effective 7/112024 - 9.0X COLA SUPERVISORS Grade=511 EXP SUP2 Sbp O-First 6 Months l51.208] 38,876.10 f10651 Positions in this grade: Step 1 - Pike 12 Montfr f53.769 f9,J20A7 5711,941 Electric Operations Superintendent Step 2-NSH 12 Montle f56.4373 f9,785.91 f1174]t Deputy Police Chief SbP3-NeH 12 Month $59.2300 f10,275.18 f123,30 Deputy Fire Chief Step 4-Thereafter $62.2440 $70,781.9 $129,4117 Deputy Public Works Director Assistant City Attorney Accounting and Audit Manager Budge[ Manager Grade - 501 EXP SUP 3 Ship 0- Fast Months f41.7899 f1,457.40 E701,461 Positions in this grade: Ship 1 -Next 12 Mbrtle f51.7116] Sa,B78.10 f108,51 EMS Division Chief Step 2-Next 12 MoMle $53.7691 59,320A7 $111,1141 Fire3 Life Safety Division Chief Step 3. We 12 Monihe f56A373 $9,785.911 f117431 AFR Division Chief Step 4- The reefler $59.28001 $10,275.151 f123,30 Public Works Superintendent Lieutenant Grade - 525 EXP SUP 1 Skp 0- FiM 6 MbMhe S46A7 f1,O5o.aT f98,81 Positions in this grade: Step 1 -Next 12 MOMIe 548.7696 f1,0.9]Al f10/,461 Building Official Skp 2-Next l2 Months 5513063 fa,878.10 $106,513 Pknrung Manager Ship 3-Next 12 MOMM 563.769 $9,320.07 $111a41 IT Manager ana Ship 4-Thereafter S68A57J 59,795.91 5717,437 GrWe � 515 E%P SUP 5 Step 0- Fee 6 Mon1M fM.Lt f7,687A3 f9 01 Positions in this grade: Step 1 -Neer 12 hearth "S4"6.447S&.050A7 39181 Sp2-Next 12 MbniM $101.44Skp 3-Neer 12 Months 310161 Slap 4-Thereafter $711,M7 Grade =521 EXP SUPS Ship o- Fare 6Monthe $40.1279 f6,956.80 1117,45 Poei9on9 in this Breda: Sbp 1 - We 12 MoMb f/2.1300 $7,302.51 $87,630 Management Analyst Step 2-Neer 12 Months f41.23 f7,667.6] 392012 Financial System Manager Step 3. We 12 MoMhe f46Ad7 $8,050.97 $96.610 SIep 4-Thereafter S4B.7691 31,453A7 $101,441 Glttl! - 528 EXP SUP 7 Step 0- Feet Month $38.2132 $6,623.60 E79,483 Positions in this grade: Step 1 -NeH 12 Monihe 540.12]9 f6,954.90 f83 ,458 Senor Planner Step 2-Next 12 Months f42.1300 f7,302.51 SI7,63B Slap 3-NeH 12 Months f49.336 f7,867.63 E92,012 Step 4-Thereafter f46A47 $8,050.87 $96,610 G7Ws-552 EXP SUP GRANDFATHERED Step O- First 6 Morthe f39A908 f6,941.94 $824139 Positions in this grade. Step 1 -Neer 12 Months $41.56114 f7,205.46 22 SE6,3 WWB Water reuse supervisor Step 2-Next 12 Months f4.1.762 $7,585.39 $91,025 WTP Supervisor Skp 3-NeH 12 MoMla f46.0609 f7,98].7] f95,805 Water Ouali Supervisor Sb 4-Theeafter f41A935 $9,405.38 DO,8651 Grade - 520 EXP SUP 9 Ski, 0- Firsl6 Months t311 781 f6A4928 I Positions in this Bark: Ship 1 -Next 12 Won iha SSJA09 f5,721.77 Municipal Court Supervisor Ship 2-Next 12 Montle S31A8 t8,007.79 Step 3: We 12 Months 578.7937 $6,308.16 $ SIep 4-Thereefler 3]8.2172 56,827.80 H:\Compensation Discussion 2022\Copy of Management's Salary Schedule for Future 7292022, 2:28 PM Effective 7/112024 - 9.0X COLA SUPERVISORS Grade=511 EXP SUP2 Sbp O-First 6 Months l51.208] 38,876.10 f10651 Positions in this grade: Step 1 - Pike 12 Montfr f53.769 f9,J20A7 5711,941 Electric Operations Superintendent Step 2-NSH 12 Montle f56.4373 f9,785.91 f1174]t Deputy Police Chief SbP3-NeH 12 Month $59.2300 f10,275.18 f123,30 Deputy Fire Chief Step 4-Thereafter $62.2440 $70,781.9 $129,4117 Deputy Public Works Director Assistant City Attorney Accounting and Audit Manager Budge[ Manager Grade - 501 EXP SUP 3 Ship 0- Fast Months f41.7899 f1,457.40 E701,461 Positions in this grade: Ship 1 -Next 12 Mbrtle f51.7116] Sa,B78.10 f108,51 EMS Division Chief Step 2-Next 12 MoMle $53.7691 59,320A7 $111,1141 Fire3 Life Safety Division Chief Step 3. We 12 Monihe f56A373 $9,785.911 f117431 AFR Division Chief Step 4- The reefler $59.28001 $10,275.151 f123,30 Public Works Superintendent Lieutenant Grade - 525 EXP SUP 1 Skp 0- FiM 6 MbMhe S46A7 f1,O5o.aT f98,81 Positions in this grade: Step 1 -Next 12 MOMIe 548.7696 f1,0.9]Al f10/,461 Building Official Skp 2-Next l2 Months 5513063 fa,878.10 $106,513 Pknrung Manager Ship 3-Next 12 MOMM 563.769 $9,320.07 $111a41 IT Manager ana Ship 4-Thereafter S68A57J 59,795.91 5717,437 GrWe � 515 E%P SUP 5 Step 0- Fee 6 Mon1M fM.Lt f7,687A3 f9 01 Positions in this grade: Step 1 -Neer 12 hearth "S4"6.447S&.050A7 39181 Sp2-Next 12 MbniM $101.44Skp 3-Neer 12 Months 310161 Slap 4-Thereafter $711,M7 Grade =521 EXP SUPS Ship o- Fare 6Monthe $40.1279 f6,956.80 1117,45 Poei9on9 in this Breda: Sbp 1 - We 12 MoMb f/2.1300 $7,302.51 $87,630 Management Analyst Step 2-Neer 12 Months f41.23 f7,667.6] 392012 Financial System Manager Step 3. We 12 MoMhe f46Ad7 $8,050.97 $96.610 SIep 4-Thereafter S4B.7691 31,453A7 $101,441 Glttl! - 528 EXP SUP 7 Step 0- Feet Month $38.2132 $6,623.60 E79,483 Positions in this grade: Step 1 -NeH 12 Monihe 540.12]9 f6,954.90 f83 ,458 Senor Planner Step 2-Next 12 Months f42.1300 f7,302.51 SI7,63B Slap 3-NeH 12 Months f49.336 f7,867.63 E92,012 Step 4-Thereafter f46A47 $8,050.87 $96,610 G7Ws-552 EXP SUP GRANDFATHERED Step O- First 6 Morthe f39A908 f6,941.94 $824139 Positions in this grade. Step 1 -Neer 12 Months $41.56114 f7,205.46 22 SE6,3 WWB Water reuse supervisor Step 2-Next 12 Months f4.1.762 $7,585.39 $91,025 WTP Supervisor Skp 3-NeH 12 MoMla f46.0609 f7,98].7] f95,805 Water Ouali Supervisor Sb 4-Theeafter f41A935 $9,405.38 DO,8651 Grade - 520 EXP SUP 9 Ski, 0- Firsl6 Months t311 781 f6A4928 I Positions in this Bark: Ship 1 -Next 12 Won iha SSJA09 f5,721.77 Municipal Court Supervisor Ship 2-Next 12 Montle S31A8 t8,007.79 Step 3: We 12 Months 578.7937 $6,308.16 $ SIep 4-Thereefler 3]8.2172 56,827.80 H:\Compensation Discussion 2022\Copy of Management's Salary Schedule for Future 7292022, 2:28 PM H:\Compensation Discussion 2022\Copy of Management's Salary Schedule for Future 7292022, 2:28 PM City of Ashland Non Represented Employee Salary Schedule for FY 2023, 2024 & 2025 Updated as 711112022 SUPERVISORSNON EXEMPT G,..pIBU Code 1060 Grade -SM Nori SUP Positions in this grade'. Police Sergeants Effective 7/112023 - 4.0% COLA Shp 0-Fest6 Modhe Step 1 - Ned 12 Months Step 2-Ned l2 Months Shp 3-Ned 12 W.. Step 4. safe, Hourly A-38,53L2 Monthly f7,019.67 f7,370.82 f7,T]9.1] f3,125.9] 2 Annual $94.23 $98,44 f9287 397511 5102.]3 Effective 71112023 - 4.0 % COLA NON EXEMPT SUPERVISORS Gr,up1BU Code 1030 Hourly Monthly Annual Grade - 512 Ni SUP 2 P08itI0he in th18 grad!. GIs Manger HR Manager Slap 0-First 6 Month. Step 1 -Ned 12 MDNM Slep 2- Ned 12 Months Step 3-Ned 12 Mi Ste 4. Thereafter S3T.122 f6,4J0.68 377,168 S]8.9552 36,752.23 $81,02 t40.9029 $7,059.02 $95.078 t42.9460 17,444.10 389,m 1..0996 57,816.38 f93,79 Grait. =527 NonEXP SUP Positions in this grade. Distribution Supervisor W W Collections Supervisor Step 0-First 6 Months Step 1 - Ned 12 Months Step 2- Ned 12 MMMM Step 3-Hid 12 MOMM Ste 4-Thereafter S35.13]4 36,124.45 fT31493 177.1000 36,430.88 $77,168 f38.9552 f6,75223 $91,027 fW.9030 $7,089.8 $85,078 $42.9480 $7,444.301 $89,33 Grade 520 Non E%P SUP 4 Positions in this grade: Maintenance 6 Safety Supervisor Street Supervisor Customer Service Supervisor Development S-i .. Coord Step 0-First 6 Months Step 1- Ned 12 Months Step 2-Ned 12 Months Step 3-Ned 12 Months Step 4. Thereafter fJ3.6508 f5,8J2.60 169,99 f35.73J4 f6, 124.43 37],49] $37.1000 $6,430.66 $77,168 138.9552 $6,752.23 f81,02T SM09030 $7,089.8 SB5,078 Effective 7/l/2024 - 3.0% COLA NON EXEMPT SUPERVISORS Groupi Code 1060 Grade -520 NonEXP SUP Positions in this grade: Police Sergeants IStap 0-Rrst6 Months Step 1 - Ned 12 Months Shp 2- Ned 12 Months Step 3 -Ned 12 MoMM Step 4-Thereafter Hourly 341.7t29 $43.7936 $0.98 $0.22691 $50.70121 Monthly 67,230.22 $7,591.74 $7,971.301 $9,369.711 $9,788.191 Annual $96,763 $91,101 $95,656 $100,43. $105,458 Effective 7/112024 - 3.0 % COLA NON EXEMPT SUPERVISORS Group,13U Code 1030 Hourly Monthly Annual Grade - 512 Non EXP SUP 2 Position in this grade: GIs Manger HR Manager Step 0- First 6 Months Shp 7 -Ned 12 Months Shp 2-Ned 12 Months Step 3-Ned l2Monthe Ship4-Thereafter 36,623.60 579.483 f6,954.60 f97,49e WSM"741 $7.302.51 38T,630 $7667.63 f9 012 $8,050.971 $96,610 Grade =527 NonEXP SUP Positions in this grade: Distribution Supervisor WW Collections Supervisor Step 0-Rod 6 Month Step 1 - Ned 12 Months Step 2-Ned 12 Months Step 3- Ned 12 Months Ste 4-Thereafter 536.393 $6,308.15 $75698 $38.2130 $6,623.53 f79 483 540.1239 36,954.80 f33,458 f42.1]01 f7,302.37 $37,630 344.236 57,667.67 592,012 Grade - 520 NonEXP SUP 4 Positions in this grade: Maintenance & Safety Supervisor Street Supervisor Customer Service Supervisor Development services Coord Step O- First 6 Month. Step 1 - Ned 12 Months Step 2- Ned 12 Months Step 3. Ned 12 Months Step 4. Thereafter $34.6604 $6,007.79 $72.09J $36.393 $6,308.181 $75.698 f38.2130 f6,627.58 579,48] S40.1239 58,954.30 581,458 $42.1301 ST.]02.37 Se7,6]0 HACompensation Discussion 20221Copy of Management's Salary Schedule for Future 72g2022, 2:28 PM City of Ashland Non Represented Employee Salary Schedule for FY 2023, 2024 & 2025 Updated as 71112022 Effective 711/2023 - 4.0% COLA Non -Represented Non Supervisory - All Job Classes are mixed Grade - 543 NonSrtp 1 (exempt) Step 0- Firer 6 Marths $39.14a1 $6 765,68 581,42 Positions m this grade'. Shp 1 - Next 12 Month f41.1054 f7,i7A.8] $85.49 Senior Engineer Step 2-Next 12 Months W.16MI $74111.15 $89,77 Step 3-Neat 12 WortsW2178 $7855.07f94,261 SIep 4-Thereafter 1 $47.53371 $8,247.824 s98,97 Grade-549 NonSup2(exempt) Step O-first6 Months Positions in this grade'. Step 1 - Neat 12 Months Network Administrator Step 2-Neat 12 Months Senior Information Systems Analyst Step 3-Next 12 Months Asset Man ent/Stakin Technician Ste 4-Thereafter t372t37 f6,48230 - S77,550 339.7481 SB 785.86 $81,428 M7.10 $7124.93 $85,499 W.1606 37431.13 $89,T7 545.J178 57,855.0] $M 261 Grade - 542 NonSup 3 (exempt) SW 0- Fine 6 Months Positions in this grade: Sbp 1 - Next 12 "'re" IS AnalystiProgrammer Ship 2-Next 12 Months User Support Coordinator Step 3-Next 12 Months Telecommunication Technician Ste 4-Theeeftn $30.6734 $5,316.71 $63,s01 f1i2071 $5,582.56 f88,991 SNJ 175 55,861.68 f70,340 f36A084 f8,1M.77 f7]A57 f37.233T 58,48L5 371,55 Grade - 522 NonSup 4 (not exempt) Step 0 - First 6 Menthe Positions in this grade: Ship i - Next 12 Months Fite Adapted Communities Coordinator Ship 2-Next 12 Months Fire Life Safety Specialist Step 3. Next 12 Months Step 4-Thereafter $30.67 $5,316.71 $63,801 922071 f3,582.56 $66,991 $332179 f3A61.63 STD,J40 $35.50 f6,1M.77 S1J,85 $37.29371 $6.482.50 $77.550 Grade -535 NonSup 5 (non exempt) Shp 0- First 6 Months Positions'm this gratle: Step 1 - Next12 Month Step2-Neat l2 Months Sbp 3-Next l2 Months Ste 4-Thereafter 24.0]]1 f4,165.] $49,98 252131 f4 J74A8 $52 48 26A969 J29.2131� 582.73 f55,113 2]2217 54,8 $57,86 $5,063A9 $60,763 Effective 711/2023.4.0% COLA Non -Represented Confidential Gro,p/BU Code 1050 Step 0 - First 6 Months Positions in this gratle'. Senior Accounting Analyst Set) for HRAnalyst Senior Administrative Analyst - AYJob Classes am non exempt step 0- First 6 Months Step 1 - Next 12 Months Step 2-Next 12 Months Step 3-Next 12 Month Step 4-Thereafter hourly $35.3334 $37*1000 f38.9552 $40.9030 f42.9480 Monthly 56,124.45 $8,430.66 $6,752.23 $7,089.8 $7,444.30 Annual $73,497 STr,16B $31027 $85,078 SR9,332 Grade - 541 Cord 1 Positions in this g ede: Accounting Analyst Human Resources Analyst Admin istrative Analyst Executive Analyst Step 0 - First 6 Months Step 1 - Next 12 Montls Step 2-Next 12 Mon0s Ship 3- Next 12 Months Ship 4-Thereafter fM.67M f322071 f33.B175 f3520 $372837 $5,316.71 S63,s01 $S 58258 $68 991 SSA81.83 $70,340 $6.154.77 $73.85 $8,482.50 $77,550 Grade - 530 Conf 2 Positions in this grade : Administrative Supervisor Fiscal Services Specialist Paralegal Step 0 - First 6 Montle Step 1 - Next 12 Month Step Step 2-Next 12 Months Step 3-NeA112Months Shi 4-ThereaRer $26.4969 392.78 333,113 $4,822.42 $57,869 $29.2130 $5093.57 $60,763 $30.67 $S 316.71 383.BU1 f]1.71 56,562.56 f6fi,991 Grade • 534 Conf 3 Positions i , this grade: Executive Assistant Shp 0- FiW 6 Months Step 1 - Next 12 Months Step 2-Next 12 Monts Step 3 - Next 12 Month Ste 4-ThereaRer 3232351 374.0a $52,4119 526A969 S4 58L7t f35 11 $27.8217 822.4 357,36 S29.2130 $5 063.5 S80 T63 1 $30.67351 $5,316.73 SSJ,SD7 Grade = 535 Conf 4 Positions in this grade. Administrative Assistant CERT Coordinator Ship 0- Fear 6 Month Step 1 - Neat 12 Month Shp 2- Next 12 Months Shp 3- Next 12 Months Ste 4-Thereafter f24.0331 165.7 W,92 5252351 374. 552 326A968 9L711 $5511 f2TA217 8 367 $29""l $5.063.591 $60,78 Effective 711 /2024 - 3.0% COLA Non -Represented Non Supe"isory de 1040 Grade - 543 ,NonSup 1 (exempt) Positions in this grade: Senior Engineer - All Job Classes am mixed Step 0- First 6 Months Step 1 - Next 12 Month Step 2-Next 12 MOofe Step 3-Next 12 Months Shipa. Thereafter H..dy f002226 W21$6 WAS 546.6773 WA11 Monthly f7,338.63 f7,70529 $8090.729 $8,495.2843 f6,9192317, Annual 1 Grade- 549 NonSup 2(exempt) Positions in this grade'. Administrator Information Systems Analyst ManagementlStaking Technician Step 0-First 6 Months Step 1 - Next 12 Month Ship 2-Next 12nths Ship 3-Next l2 Morita, Shi4-Thneaft , f76.40 f6,65ul,76 540.3228 $6,989.2371Network W.M86 $7,338.69Senior WAS 37,705296Asset 346.67TJ 58,090.1289 Gratle. 542 NonSup 3(exempt) Positions in this grade. IS Analyst/Programmer User Support Coordinator Telecommunication TechNclen Ship O - First 6 Months Ship 1 - Next 12 Months Ship 2-Next 12 Months Ship 3. Next 12 Months Step 4. Thereafter 531.5936 f6.47821 f65,T15 333.1733 55,750-D.1 f69000 $M.B320 $6,037.531 $72450 '38.57361 $6,739A7 $76,073 I $38AO224 $6,536ATI $79.876 Grade- 522 NonSup 4(not exempt) Positions in this grade : Fire Adapted Communities Coordinator Fire Life Safety Specialist Step 0-1lrs16 Month Ship 1 - Next 12 Month Step 2. Next 12 Months Ship 3- Next 12 Months Ste 4-ThereaRer f31.59J6 fSA7621 $65,715 fl].1733 f5,750.03 f69,000 1 $34.13201 $6,03733 $72.450 fM.573ll $6,339.41 f]6,073 38AO221 $8,856.37 f79,e76 Grade - 535 NonSup 5 (non exempt) Positions in this grade. Step 0- First 6 Months Step 1 - Naxt t2 Nonths Step 2- Neat l2 Month Step 3. Next 12 Months Ste4-Thereafter fU.7541 f4,290.71 f51,488 $25.9922 f4,505.70 f54,06 $27.29191 $4,730.571 $56,76 $ 8.65631 $4,967.091 f59,60 S70_U695 I f3,215.50 f62,386 Effective 711/2024 - 3.0 % COLA Non -Represented Confidential Step 0 -First 8 Months Positions in this grade: Senior Accounting Analyst Senior HR Analyst Senior Administrative Analyst - All Job Classes am non exempt SitFirst 6 Months S., 1 - Next 12 Month Step 2- Next 12 Months Step 3-Next 12 Months Ste4-Theresa., $36.3934 $38.2130 $ 0.1239 $42.1301 SN.236 $6,308.18 $61623.58 f6,954.60 $7,302.33 $T7887.63 $75,698 34 79,83 SBJ 458 $9763 $92101 Grade - 541 Coal 1 Positions in this grade'. Accounting Analyst Human Resources Analyst Administrative Analyst Executive Analyst Step 0- First 6 Months Ship 1 - Next 12 fbnths Slep 2- Next 12 M Wh. Step 3-Next 12 Months Step 4-Thereafter $31.5936 333.1733 fMA328 $36.5738 1 $38,10221 $3,47621 fey 71 $5,750.03 fau 000 $5,037.53 $72,45 $6,339,41 $76.07 $6,536.371 $79,876 Grade-530Conf2 Positions in this gratle. Administrative Supervisor Fiscal Services Specialist Paralegal Slap D -Rrat 6 Months Step 1 - Next 12 Months Step 2-Next 12 Month Ship 3. Next 12 Months 9b 4-Tfsreerter S27.2918 $4,730.57 $56,76 $28.6503 $4 967.09 $59 605 f30.039 55215A6 $62,586 .31.5936 f5 76.21 $95715 $33.173] f5,760.03 f89,000 Grade =534 Coal Positions in this grade Executive Assistant Ship O - First 6 Months Sep 1 - Next 12 MbMhe Ship 2-Next 12 Nbnths Ship 3-Next 12 Months She 4-Thereafter $ 20 $54.06 $017 $56,757 $7.D9 f50tui $5.49 $62,586 8, f65,715 Grade a 535 Cord 4 Positions in this grade'. Administrative Assistant CERT Coordinator Step 0 - Fret 6 Month Step 1 - Next 12 Month Ship 2-Next 12 Month Ship 3-Next 12 Month Step 4. Thereafter 11-7141 54290.71 f51,488 $25.992 54505.30 f54,06 f27.2915 $4,730.571 $56,16 $28.063 $4,967.091 $59,605 s3c.rhauil 35,215.sol $62,586 H.\Compensation Discussion 2022\Copy of Management's Salary Schedule for Future 7292022, 2:28 PM City of Ashland Non Represented Employee Salary Schedule for FY 2023, 2024 & 2025 Updated as 7/11/2022 ELECTED OFFICIALS Group/81.1 Code 1070 xxx% increase calculated per - FLSA EXEMPT City Charter Houdy Monthly Annual ELECTED OFFICIALS Group/BU Code 1070 %%%% increase calculated per - FLSA EXEMPT City Charter Houdy Monthly Annual HACompensetlon Discussion 2022\Copy of Managements Salary Schedule for Future 7292022, 2:28 PM Ashland Park Commission Parks Salary Schedule for FY 2023, 2024 & 2025 Update as of 7/11/2022 PARKS EXECUTIVE MANAGEMENT - All Job Classes are Exempt Group/BU Cotle 8010 Step d-Firstil Month. Hourly Monthly ® Annual ® grade:Positions in this Next ®'" '®' ' ®' "' j[=® Next 12 Months I® Step 5 - Next 12 Months �®'' ErM=-n®� WTTSTM, ffTn=EffTF= z=ffTw= Effective I PARKS EXEMPT SUPERVISORS - All Job Classes are Exempt Group/BU Code 8020 G ads = 103 Parks EXP SUP 2 Step 0 - First 6 Months Hourly Monthly Or? IT=, 11IffTXTFXqIIIII11r=, Annual Positions in this grade: Step 1 - Next 12 Months EffTr W-M tap ar: Months II1FTTT-M1ffrW =-, 12 Grade = 102 Parks EXP SUP 1 Step 0 - First 6 Months Step 1 -Next 12 Months Step 2-Next l2 Months Step 3-Next 12 Months Step 4-Thereafter $39.7037 $6.981.96 $82,583 Positions In this grade. Parks Superntendent Recreation Supetintendent Senior Services Superintendent f41. " f7,22.9.95 fB6,7II Sd7.7726 f7,58727 591,047 $45.96131 $7,966.61 595,599 1 $48.26021 $8,365.091 $100,381 Effective 711/2021 - 2 % COLA PARKS NON EXEMPT SUPERVISORS Group/BU Code 8030 Hourly Monthly Annual Grade = 205 Parka NonE%P SUP 1 Step 0 - First 6 Months 1$22.9671 $3,980.98 S47,T72 Positions in this grade Step 1 -Next 12 Months 526.1639 S0.18B.4o 150,261 Volunteer Coordinator Step2-Next l2 Months f25.4491 f4,471.IS f52,934 Goa Course Coordinator Step 3 -Next 12 Months $26.7845 $4,642.63 $55,712 Nature Center Coordinator Step 4 1 $27.86651 $4,830.191 $67,962 Senior and Adult Services Coordinator Grade = 203 Parks NcmEXP SUP 2 Step 0-First 6 Months Positions in this grade: Step 7 - Next 12 Months Step 2-Next 12 Months Environmental Ed Coordinator Step 3-Next 12 Months Promotions Coordinator Stop 4-Thereafter $23.58" $4,087.96 $49,056 $24.9828 $4,330.34 f51,964 f26.3687 $4,570.58 $54,667 528.8785 $4,996.31 $62,980 E29.4132 $5,098.27 $61,179 Grade=205 Parks Novi SUP 3 Step 0-First6 Months Positions in this grade: Step I - Next 12 Months Recreation Manager Step 2-Next 12 Months Nature Center Manager Step 3 - Next 12 Months Go. Course Men a Step 4-Thareaaer S29.4132 f5,099.27 $61,179 $30.8092 f5,740.26 S64,011 $32.4309 f5,627.34 I67,456 f34.1376 $5,917.18 571,008 535.9314 f6,228.62 574,763 Grade =207 Parka NonEXP SUP Step O-First 6 Months Positions in this grade : Step 1 - Next 12 Months1491 O pen Space& Outer Parks Supervisor Step 2-Next 12 Months1114 Irrigation Supervisor Step 3-Next l2 Months5488 Step 4-Thereafter 5704 55,47210 $85,866 55,745.82 f88,950 �$38.37421 f6,031.10 572,197 $6,734.77 f78,017 $6,651,52 $79,815 =lUl Parka txE MGRI77 Step 0-First B Months he in this grade: Step 1 - Next 12 Months and Recreation Director Step 2 -Next 12 Months Step 3 - Next 12 Months Step 4 - Next 12 Months Step 5 - Next 12 Months Step 6 - Next 12 Months Step 7 - Next 12 Months Step 8 - Thereafter Step 9 - Pedormanc. Based Step 10 - Performance Based in this grade: Step 1 -Next 12 Months Parks Director Step 2 - Next 12 Months Step 3 - Next 12 Months IPoskiolls in Ihis grade: Step 1 - Next 12 Months 543.3558 57,510.99 590,180 Parks Superintendent Step 2-Next 12 Months 546.5235 37,890.72 S9/,888 Recreation Superintendent Step 3-Next 12 Months 1 $47.7"81 $8.286.27 599,423 ions in this grade: Step 1 - Next 12 Months steer Coordinator Step 2 - Next 12 Months Course Coordinator Step 3 - Next 12 Months re Center Coordinator Step 4 - Thereafter 1,raoia arka Nonexr aur4 S[epu-rests"onms szs.5n6 s4,2s1.aa is1,91• Positions in this grade : Step 1 - Next 12 Months f25.9B21 f4,503.55 $56,043 Step 2 - Next 12 Months 527.6234 56,753.31 S57,041 Environmental Ed Coordinator Step 3 - Next 12 Months $29.9599 $5.198.24 $62,379 Promotions Coordinator Step 4-Thereafter 1 $30.5997 S5.302.201 626 ions in this grade: Step 1 - Next 12 Months eation Manager Step 2 - Next 12 Months re Center Manager Step 3 - Next 12 Months Course Manager Step 4-Thereafter Positions in this grade: Step 1 - Next 12 Months 574.d750 55,975.88 $71,708 Open Space B. Outer Parks Supervisor Step 2-Next 12 Months 578.1887 $8,274A2 575,283 Irrigation Supervisor Step 3-Next l2 Months 578.0087 58,588.17 579,058 H\Conn Dev\Park's Salary Schedule for Future 7292022, 2:37 PM Ashland Park Commission Parks Salary Schedule for FY 2023, 2024 & 2026 Update as of 7111/2022 Effective 71112021.2 % COLA Grotto=301 Parks Clarlool l StepO-First6Months 113.0772 $2,266.70 $27,200 Pos8ion9 in this gratle: Step 1 -Next 12 Months 577.8457 52,799.92 $28,T99 Receptionist Step 2 -Next 12 Months E75.6971 52,703.49 $32.442 Clerical Support Step 3-Next 72 Months $17.2222 $2.985.18 $35,822 Step4-Thereafter $17.9180 53,105.77 $37,269 Grade= 308 Parks Clerical 2 Step 0-First 6 Months Posdi0n5 in this grade. Step 1 -Next 12 Mont15 Senfor Center Specialist Step 2-Next l2 Months Department Secretary -Recreation Step 3-Next 12 Months Goff Club Assistant Step4-Thereafter $117.7513 3,076.89 436,923 578.847d 53,288.82 $ SJ9,202 579.611"t 53,.oes f40,801 f20.7121 37,590.09 fdJ,081 f21.5488 $3,735.12 $",821 Grade = 304 Parks Clerical Step 0 -First 6 Months Positrons In this grade: Step 1 - Next 12 Months Administrative Assistant Step 2-Next 12 Months Step 3 -Next 12 Monhs Step 4-Thereafter MUM 53,851.46 $46,217 123.3313 $4,044.08 $48,529 524.4179 $4,246.29 $50,956 E25.7227 $4,411.11 $13,113 E27.0092 $4,681.58 $56,179 Grade= 309 Parks Clerical 4 Step 0-First 6 Months Positions in In,, grade'. Step 1 - Next 12 Months Executive Assistant Step 2-Next l2 Months Step 3-Next 12 Months Step 4-Thereafter $4,044.08 $48,529 $4,246.29 $50,955 $ §283594 E4,45B.59 $53,503 $4,681.56 $56,179 $4,915.62 $58.987 Grade= 307 Parks Clerical 5 Step 0-First 6 Months Positlo ns in this grade. Step 1-Next 12 Months Administrative Supervisor Step 2-Next 12 Month Step 3 - Next 12 Months Step 4-Thereafter $24.4979 $4,246.29 $50,955 525.7227 44,455.59 453,503 527.0090 $4,691.56 456,179 $28.1593 $4'915.60 $55,987 S29.T773 $5,161.39 $61,937 Grade= 310 Parks Clerical 6 Step 0-First 6 Months Positions in this grade. Step 1 - Next 12 Months Office Assistant I Step 2-Next 12 Months Step 3 - Next 12 Months Step 4-Thereafter 316.1772 52,804.04 f33AU 578.9859 32,944.21 $35,331 $19.0051 f3,120.89 537,451 $19.0856 $3,308.76 f39,698 $20.2305 $3,505.61 $42,079 Grade=308Parks Clerical 7 Step 0-First6 Months Cr ions in this grade. Step 1 - Next 12 Months Office Assistant ll Step 2-Next 12 Months Step 3 - Next 12 Months Step 4-Thereafter $17.6113 $3,052-62 $36,631 $15.4915 $3,205.24 $38,463 $19.6014 $3.397.57 $40.771 E20.7774 $3,601.41 $43,217 f22.0241 $3,817.50 $45,810 Grade= 305 Parks Clerical 8 Step0-FirstSMonths Positrons in this grade: Step 1 - Nex112 Months773 AdministrativeAnalyst St Next 12 Months1 Analyst Step 3 - Next 12 Months295 Step 4-Thereafter 59] 54,975,60 $58,987 E5,781.39 $61,937 �$31.266 55419.48 585,031 Is 690.43 588,285 709 $5,974.94 $71,699 Effective 7/1/2022 - 4 % COLA 'PARKS CLERICAL - All Job Classes are NON-EXEMPT G,..p/BU Code 8040 Hourly Monthly Annual Grade=301 Parks Clerical l Step 0-First 6 Months $13.6002 32,357.37 525,283 Positrons in this grade: Step 1 - Next 12 Months $14.3996 $2,495.92 $29,951 Receptionist Step 2-Next l2 Months $16.2210 $2,811.63 $33,745 Clerical Support Step 3-Next 12 Months $17.9711 $3,700.59 537,255 Step 4-Thereafter $/8.6347 11 0.01 $38.760 Grade= 306 Parka Clerical 2 Step 0-First 6 Months Positions in this grade: Step 1 -Next 12 Months Senior Center Specialist Step 2-Next 12 Months Department Secretary - Recreation Step 3 -Next 12 Months Goff Club Assistant Step 4-Thereafter f18.4614 53199.97 $38,400 $19.6013 $3,, 197.55 $40,771 $20.4006 $3,536.10 $42,433 S2L5406 $3,733.70 $44,804 522.4108 $3,984.52 $46,614 Glade= 3D4 Parks Clerical 3 Step 0-First 6 Months Positions in this grade: Step 1 - Next 12 Months Administrative Assistant Step 2-Next 12 Months Shp 3 -Next 12 Months Sfep4-Thereafter 523.1088 f4,005,52 $43,066 f24.2645 f4,205.84 $50AT0 525.4T78 $4.416.141 $52,994 326.7516 f4,636.93 $55,643 328.D896 $4,868.851 $68,426 Grade = 309 Parks Clerical 4 Step 0 - First 6 Months Positions in this grade'. Step 1 - Next 12 Months Executive Assistant Step 2-Next l2 Months Step 3 -Next 12 Months Step 4-Thereafter 524.2645 54,205.84 $50,470 E25.4778 S441..141 552,994 E26,7518 54,138.94 $56,643 E2B.D894 S4,a68.82 558.426 E29.4916 55, 712.24 $61,347 Grade= 307 Parks Clerical 5 Step 0-First 6 Months Positions in this grade: Step 1 - Next 12 Months Administrative Supervisor Step 2-Next l2 Months Step 3 -Next 12 Months Step 4-Thereafter $4,416.14 E52,990 $4.636.96 $55,60.t 00.16.4 $4.368.82 E58,426 $5,112.22 f61,347 E5,367.84 E64,474 Grade= 310 Parks Clerical 6 Step 0-First 6 Months Po68ions in Ms grade: Step 1 -Next 12 Months Office Assistant 1 Step 2- Next 12 Months Step 3-Next 12 Months Step 4-Thereafter 518.8243 f2,916.20 $34,994 577.6853 53,061.98 $36,744 $18.7253 $3,245.72 $39,949 579.8490 fS,410.d9 f41,286 $21.03971 $3,6415.8111 $43,763 Grade= 308 Parks Clerical 7 Step 0-First6 Months Positions in this grade: Step 1 - Next 12 Months$191316 Office Assistant ll Step 2-Next l2 Months Step 3-Next 12 Months Step 4-Thereafter $78.3168 $3.174.7J $38,09T 53,333.45 $40,D01 S20.J854 f3,533.47 f42,402 $21.6085 $3,765A7 544,946 $22.9050 f3,970.20 147,6d2 Grade= 305 Parka Clerical 8 Step 0-First 6 Months Positions in this grade: Step 1 - Next 12 Montlhs Adminhiftedve Analyst Step 2-Next l2 Months Executive Analyst Step 3-Next 12 Months Step4-Thereafter 529.4937 $5, 112.22 $61.347 530.9684 55,367.84 $64,414 $32.5168 55.636.27 567,635 $34.1428 $5,918.05 $71.017 f35.8497 $6,213.94 . 574,587 H1Com De liPark's Salary Schedule for Future 7292022, 2 37 PM Ashland Park Commission Parks Salary Schedule for FY 2023, 2024 & 2025 Update as of 7111/2022 Effective 7/1/2021 - 2 % COLA Grade = 401 Parka Malntl Step 0 - First 6 Months 1513.6585 $2,402.13 528,828 Positions in this grade : Step 1 - Next 12 Months f18.0001 E2,773.34 373,280 Custodian Step 2-Next l2 Months $17.1719 f2,976.45 375,717 Step 3- Next 12 Months 518.92J0 S1,279.98 $39.360 Step 4-Thereafter $19.6876 $3.412.49 $40,950 Grade =403 Parka Malnt2 Step O-First6 Months Positions in this grade: Step t - Next 12 Months Park Worker Step 2-Next 12 Months Golf Worker Step 3 - Next 12 Months Step 4-Thereafter f13.4830 52,338.78 $28,D65 113.8962 52,408,67 121.914 $18.1261 52,795.1. S33,542 $18.3687 $3,183.90 $38,207 $19.1108 $3,312.53 539,750 Gratle=404 Parks Maier Step O-First 6 Months Positions In this grade Step 1 - Next 12 Months Par k TeChnicia n l Step2-Next l2 Months Golf Technician l Step 3-Next 12 Months Step 4-Thereafter f18.9608 53,286.52 $39,438 519.5026 f3,380A4 $40,565 321.2537 53,683.97 1-211 327.4207 S4,0S9.58 $48,715 $24.3668 $4.223.59 $50.683 Gratle=405 Parks Maint4 Step 0-First 6 Months Positions in this gratle. Step 1 - Next 12 Months Park Technician II Step 2- Next 12 Months Step 3 - Next 12 Months Step 4-Thereafter 321.7450 S3,769.12 $45,229 $229798 53,983.i] $47,798 523.5341 54,079.23 $48,951 526.4821 $4,590.23 $55,083 $27.55211 $4,775.69 557,308 Grade=406 Parks Maint5 Step 0-First 6 Months Povr ions in this grade: Step 1 - Next 12 Months�'�23$ Park Technician 111 Step 2-Next t2 Months Oak Knoll Golf Cource Greens Superintendent Step 3-Next 12 MonthsE63,075 Step 4-Thereafter 524.6426M $51.257 $ f5],746 $56,000 565,623 Effective 7/1/2022 - 4 % COLA PARKS MAINTENANCE - All Job Classes are NON-EXEMPT Group/BU Code 8050 Hourly Monthly Annual $29,979 Positions in this gratle: Step 1 -Next 12 Months $16.6401 $34,611 Grede=401 Parks Malntl Step 0-First 6 Months $14.4128t$3s".'9 Custodian Step 2-Next 12 Months $17.8587 $37.146 Step 3 - Next 12 Months $19.6799 140,934 Step 4-Thereafter f20A750 542,588 Grade=403 Parks Malnt2 Step 0-First 6 Months Positions in this grade: Step 1 -Next 12 Months Park Worker Shp 2-Next 12 Months Goff Worker Step 3-Next 12 Months Step 4-Thereafter f14.0327 $2,43213 $29,188 $14.4521 $2,506.02 $30,060 $16.7711 f2,906.99 $341884 $19.1034 $3,311.25 $39,735 $19.8752 $3.445.04 $41,340 Grade=404 Parks Maint3 Step 0-First6 Man"' Positions m this grade Step 1 -Next 12 Months Park Technician l Step 2-Next 12 Months Golf Technician l Step 3-Next 12 Months Step 4-Thereafter 519.7192 53,417.99 $41,016 520.2827 37,515.66 $42,188 522.1039 53,871.77 $45,976 S24.J576 36,221.86 $50,664 1 $25.34161 $4.392.531 $52,710 Grade=405 Parka Maint4 Step 0- First 6 Months Positions In this grade'. Step i - Next 12 Months Park Technician ll Step 2-Next 12 Months Step 3 - Next 12 Months Step 4-Thereafter 1 11.1148 f3,919.88 541,079 f2J.8988 Sd, 142.45 $49,709 326A754 54,242.40 $50,909 $27.54141 S4,T73.84 S57,286 1 $28.65421 $4.966.71 $59,601 Grade = 406 Parks Maint 5 Step 0 - First 6 Months Positions in this grade. Step 1 - Next 12 Months Park Technician 111 Step 2-Next 12 Months Oak Knoll Golf Cource Greens Superintendent Step 3 -Next 12 Months Step 4-Thereafter 525.62b1 f4,44224 $63,307 f26.8731 54,658.00 555,896 528.0000 f4,853.33 $68,240 1 $31.0761 $5,466.511 $65,598 I S32.8118 $5.687.36 1 $68,248 H'.\Com DevlPark's Salary Schedule for Future Ashland Park Commission Parks Salary Schedule for FY 2023, 2024 & 2025 Update as of 7111/2022 =1ul Far"t[t mum I step 0 - Few aM rips ns in this grade: Step 1 - Next 12 Months and Recreation Director Step 2 - Next 12 Months Step 3-Next 12 Months Step 4-Next 12 Months Step 5-Next 12 Months Step 6-Next 12 Months Step 7 - Next 12 Months Step 8 - Thereafter step 9 - PerformaNce Based step 10-Performance Based Positions in this grade : Deputy Parks Director Step 1 -Next 12 Months Step 2-Next 12 Months Shp 3 -Next 12 Months Skp4-Thereafter 352.2036 59.048.61 354.8129 59,500.85 1 $57.5535 S9,975.91 $60.4310 $10,474.69 3108,583 3714,077 3119,711 3125,896 Grade = 102 Parks EXP SUP 1 Shp 0 - First Months Shp 1 - Next 12 Months Shp2-Next l2 Months Shp 3-Next 12 Months 342.9435 S7g43.52 559,322 Positions in this gratle'. Parks Superintendent Recreation Superintendent $45.0900 57,815.59 f93,787 $47.3444 58,206.75 f98,Q6 1 $49.71171 $8,616.69 3103,400 = 68 Non—YaYYI Jhp u - First. Monms ions In this grade : Step 1 - Next 12 Months nteer Coordinator Step 2 - Next 12 Months Course Coordinator Step 3 - Next 12 Months re Center Coordinator Step 4 - Thereafter or and Adult Services Coordinator le = 203 Parks Nori SUP 2 Step 0 - Firsts Months Ions in this grade: Step 1 -Next 12 Months Step 2 - Next 12 Months ronrrlental Ed Coordinator Step 3 -Next 12 Months lotions Coordinator Step 4 -Thereafter Is - 206 Parks NonEXP SUP 3 Step 0- First Months ions in this grade : Step 1 - Next 12 Months eation Manager Step 2-Next 12 Months re Center Manager Step 3 -Next 12 Months Course Manager Step 4 - Thereafter ness Operations Manger le = 207 Parka NonEXP SUP 4 Step 0- First Months ions in this grade : Step 1 - Next 12 Months 1 Space & Outer Parks Supervisor Step 2- Next 12 Months pion Supervisor Step 3- Next 12 Months s Maint/SDorls Field Supervisor Sts.4-Thereaher ®w7or"' MKM=i �rrecnve rrucual-s i l-Vk.N PARKS EXECUTIVE MANAGEMENT GroupIBU de 8010 Grade= 101•Parks EXE MGMT 1 - All Job Classes are Exempt Step 0-First6 Month Step 1 - Next 12 Months Hourly Monthly 556.4408 59.783.05 S59.2629 $10,272.22 Annual 5117,397 $123,267 Positions in this grade: this Parks and Director Step 2-Next 12 Months $62.2261 $10,755.83 $129,430 Step 3-Next 12 Months $6503374 $11,325.12 $135,901 Step 4-Next 12 Months $68.6042 $11,891.30 f142,697 Step 5-Next 12 Months $70.3194 $12,188.57 $146,26d Step 6 - Next 12 Months $7200773 f 12,493.36 $149,921 Step 7-Next 12 Months $73.8722 $12,805.70 $153,668 Step 8-Thereafter $75.7262 $13,125.84 $157,510 Step 9- Performance Based $77.9979 $13,519.61 $162,235 Step 10-Perhi mane Based s80.3379 $13,925,20 1167,1V Effective 7/1/2023 .3 % COLA Positions in this grade: Deputy Parks Director Step 1 - Next 12 Months Step 2-Next 12 Months Step 3 - Next 12 Months Step 4-Thereafter $53.7697 $9.320.07 558.4573 39,785.91 559.2801 310,ON% Sfi2.2440 310,758.94 3111,841 3117,431 S123,302 $129,467 Grade = 102 Parks EXP SUP 1 Step 0 -First 6 Month Step 1 - Nexi 12 Months Step 2-Next 12 Months Step 3-Next 12 Months Step 4-Thereafter $44.6612 37,741.26 $92,095 Poshares in this grade : Parks Superintendent Recreation Superintendent Senior Services Superintendent $46.8936 S5,126.21 $97,639 S49.2382 58,534.61 $102,415 $51.7DO21 $8.961.351 $107,536 1 $54.26621 $9,409.691 $112,915 Fffoctivn 7/1/7n7'i - 3 ^/ rhi A ions in this gratle. Step 1 - Next 12 Months steer Coordinator Step 2 - Next 12 Months Course Coordinator Step 3 - Next 12 Months re Center Coordinator Step 4 - Thereafter or and Adult Services Coordinator le = 203 Parks NonEXP SUP 2 Step D - First 6 Months ions in this grade: Step 1 - Next 12 Months Step 2 - Next 12 Months m ronental Ed Coordinator Step 3 - Next 12 Months lotions Coordinator Step 4 - Thereafter le = 206 Parks NonEXP SUP 3 Step 0 - First 6 Months Ions in this grade : Step 1 - Next 12 Months eation Manager Step 2 - Next 12 Months re Center Manager Step 3 - Next 12 Months Course Manager Step 4-Thereafter ss Operations Manger le = 207 Parks NonEXP SUP 4 Step 0 - First 6 Months ions in this grade: Step 1 - Next 12 Months 1 Space & Outer Parks Supervisor Step 2 - Next 12 Months ition Supervisor Step 3 - Next 12 Months ®' nIF;ngMIFnF5nqqff= IK=llll=lwwnTM H:\Cam Dev\Park's Salary Schedule for Future 7/2912022, 2.37 PM Ashland Park Commission Parks Salary Schedule for FY 2023, 2024 & 2025 Update as of 711112022 Effective 7/112023 - 4 % COLA PARKS CLERICAL - All Job Classes are NON-EXEMPT GrouplBU Code 8040 Hourly Monthly Annual Grade= 301 Parks Clarice l l Step 0- Fast 6 Months 1 $14.1443 52.451.671 29,420 Positions in this grade: Step 1 - Next 12 Months 51 a."" 52,595.75 $31,149 Receptionist Step 2-Next 12 Months f16.8698 52.924.09 $35,069 Clerical Support Step 3-Next 12 Months1 $18.6276 $3,228.77 $381745 Step 4-Thereafter 1 $19.33011 $3,359.21 540,31E Grade= 306 Parks Clerical 2 Step 0- First 6 Months Positrons in this gratle. Step i -Next 12 Months Senior Center Specialist Step 2-Next 12 Months Department Secretary - Recreation Step 3-Next 12 Months Golf Club Assistant Step 4-Thereafter $19.1998 53,327.97 $39,938 $2D.3853 $3,533.45 $42,401 $2102166 $3,871.54 344,13E $22.4022 S3,883.04 $46,597 $23.3072 $4,039.91 $48,479 Gratle=304Parks Clerical3 Step 0-First 6 Months Positions in this gratle. Step 1 - Next 12 Months Administrative Assistant Step 2-Next 12 Months Step 3 - Next 12 Months Step 4-Thereafter $24.0331 S4,165.741 $49,989 111.2311 34,J74.08 $52,489 $26.4969 f/,592.7a $55,113 $27.82161 $4,a22.411 $57,869 $29.2131 55,063.6E $60,763 Gratle= 309 Parks Clerical 4 Step 0-Fast 6 Months Positions in this grade. Step 1 - Next 12 Months Executive Assistant Step 2 - Next 12 Months Step 3 - Next 12 Months Shp 4-Thereafter 525.2351 S4,374.08 $52,489 $26.4969 S4,592.79 $55,113 327.8217 S4,822.42 $57,889 $29.2130 $5,063.57 $60,763 $35.6735 S5,316.73 $63,801 Gratle= 30T Parks Clerical 5 Step 0-First 6 Months Positions in this grade: Step t - Next 12 Months Administrative Supervisor Shp 2-Next 12 Months Shp 3-Next 12 Months Step 4-Thereafter f26.4969 S4,592.78 $55,113 $27.821;X$5,55756 S5T,869 f29.21J0560,763 f30.6734$63.801 f322071$66,991 Grade= 310 Parks Clerical 6 Step 0-First 6 Months Positions in this grade: Step 1 - Next 12 Months Office Assistant l Step 2-Next 12 Months Step 3-Next 12 Months Step 4-Thereafter $11.4973 33,032.85 $36,394 573.3719 53,784A6 $38,216 t19.41Z $3,376.55 $40,507 $20.6430 53,578.1E $42,937 f21.B51J $3,792.751 $45,513 Grade= 308 Parks Clerical 7 Step 0-First 6 Months Positions in this grade'. Step 1 - Next 12 Months Office Assistant ll Step 2-Next 12 Months Stop 3 - Next 12 Months Step 4-Thereafter $19A484 $3,301.72 $39,621 $20.0007 $3,466.79 $41,601 $212009 $3,674.31 $44,098 $22.4729 t3,895.29 $46,743 $23.8212 $4.129.00 $49,548 Gratle= 305 Parks Clerical 8 Step 0-First 6 Months Positions In this gratle. Step 1 -Next 12 Months Administrative Analyst Step 2-Next 12 Months Executive Analyst Step 3-Next 12 Months 1 Step 4-Thereafter 1 330.6734 55,316.71 $63,801 $322071 S5,582.58 $66.991 $33.8175 S5,881.63 $70r340 $35.50941 $6,154.771 S73,857 $3718371 56,4825E S77,550 Effective 7/1/2023 - 3 % COLA PARKS CLERICAL -All Job Classes are NON-EXEMPT Group/BU Code 8040 Hourly Monthly Annual Grade= 301 Parks Clerical l Step 0-First 6 Months fiA5686 f2,525.22 S70,J03 Positions in this gratle. Step i - Next 12 Months 1 $15.4248 $2,673.61 $32,054 Receptionist Step 2-Next l2 Months 517.3759 33,011.82 $30,142 Clerical Support Step 3-Next l2 Months Si9.1564 37,325.64 $39,908 Step 4-Thereafter 1 $19.9615 $3'459.98 $41,52E Grade= 306 Parks Clerical 2 Step 0-First 6 Months Positions in this grade : Step 1 - Nut 12 Months Senior Center Specialist Step 2 -Next 12 Months Department Secretary - Recreation Step 3-Next 12 Months Golf Club Assistant Step 4-Thereafter f19.7756 $3,427.80 $41.134 $20.9969 $3,639.45 $43,6T3 $21.3531 $3,767.87 $45,454 $23.0743 $3,999.54 $47,994 $24.0064 $4,161010 $49,933 Grade= 304 Parks Clerical 3 Step 0-First 6 Months Positions in this glad, Step 1 - Next 12 Months Administrative Assistant Shp 2-Next 12 Months Step 3-Next 12 Months Shp 4-Thereafter f24.7541 f4,290.71 $51,458 525.9822 $4,505.3E 554,061 f27.2916 $4,730.571 $56,767 1 $28.6563 f4,967.08 359,605 1 &3nor is 35,215.51 362,SBfi Grade= 309 Parks Clerical 4 Step 0-First 6 Months Positions In this grade: Step 1 - Next 12 Months Executive Assistant Step 2-Next l2 Months Step 3-Next 12 Months Step 4-Thereafter 525.9922 $54.064 .2918 S56,767 528.658' M $59.605 530.0394 f62,586 $31.5937 $65,715 Grade= 307 Parks Clerical 5 Step 0-First 6 Months Positions in this gratle. Step 1 -Next 12 Months Administrative Supervisor Step 2-Next 12 Months Step 3-Next 12 Months Step 4-Thereafter $27.2918 $4,730.57 $56.767 $28.6563 $4,967.09 $59,605 530.0894 $5,215.48 $62,586 $31.5936 $5,476.21 $65,715 533.1733 $5,750.03 $69.000 Grade= 310 Parks Clerical 6 Step 0-First 6 Months Positions in this grade. Step 1 -Next 12 Months Office Assistant I Step 2 -Next 12 Months Step 3 -Nut 12 Months Step 4-Thereafter 5/8.0222 $3,123.84 $37,486 fit .9231 $3,279.99 $39,360 $20.06861 53,476.81 $41,722 $21.26221 $3,685.46 $44,225 1 $22.53781 $3,906.64 $45,878 Gratle= 308 Parka Clerical 7 Step 0-First 6 Months Positions in this grade: Step 1 - Next 12 Months Office Assistant II Step 2-Next 12 Months Step 3-Next 12 Months Step 4-Thereafter $19.6199 SJ,400.1 $40.809 $20.6005 SJ,570.78 542,85E $21.8369 53,785.05 S45 A21 $23.1470 $4.012.15 $a8,146 $24.5359 $4,252.87 $51,034 Gratle= 305 Parks Clerical 8 Step 0-First 6 Months Positions In this grade : Step 1 - Next 12 Months Administrative Analyst Shp 2-Next 12 Months Executive Analyst Step 3-Next 12 Months Step 4-Thereafter $31.5936 $5.476.21 $65,715 SJ3.1713 f5,750.OJ f69,000 f3A8320 $6,037.SJ 572,45E $36.57361 $6,339.411 $76,073 1 $38.40221 $6,856.17 S79,876 H.\Com Dev\Park's Salary Schedule for Future 7/29/2022, 2 37 PM Ashland Park Commission Parks Salary Schedule for FY 2023, 2024 & 2025 Update as of 711112022 Effective 711/2023 - 4 % COLA NON-EXEMPTPARKS MAINTENANCE -All Job Classes are Group/BU Code 8050 Hourly Monthly Annual Grade=401 Parka Malnt1 Step 0-First 6 Months f14.9893 1 $2,598.14 $31,178 Positions in this grade: Step 1 -Next 12 Months $17.3057 $2,999.65 $36.996 Custodian Step 2-Next 12 Months $19.5731 $3,219.33 $36,632 Step 3-Next 12 Months $20.4671 $3,547.63 $42,572 Step 4-Thereafter $21.2940 $3,690.95 $44,291 Grade =403 Parks Maint2 Step 0-First 6 Months Positions in this grade Step 1 -Next 12 Months Park Worker Step 2-Next 12 Months Golf Worker Step 3-Next 12 Months Step 4 - Thereafter 114.6121 f2,529.11 $30,356 $15.0301 $2,805.22 $31,263 $17.4420 $3,023.27 $36,279 $19.8675 f3,443.70 $11.324 $20.6703 $3.58284 $42.994 Grade =404 Parks Maint3 Step 0-First 6 Months Positions in this grade: Step 1 - Next 12 Months Park Technician l Step 2-Next 12 Months Golf Technician 1 Step 3 - Next 12 Months Step 4-Thereafter $20.5080 f3,554,71 $42,656 521.0it . f3,656.28 f43.875 $22.9880 f3,980.58 $47,815 $25.33181 $4,390.84 f52,690 1 $26.35531 $4.565.20 $54,819 Grade =405 Parks Malnt4 Step 0-First 6 Months Positions In this grade: Step 1 - Next 12 Months Park Technician II Step 2-Next 12 Months Step 3 -Next 12 Months step 4 -Thereafter $23.5 197 f4,076.88 $43,920 $24.6546 54,306.15 $51,698 $25.4545 f4,412.10 $11,141 $28.8431 $4,964.79 $59,677 1 $29.80031 $5,155.33 $61,985 Grade =406 Parks Malnt 5 Step D - First 6 Months Positions in this grade: Step 1 -Next 12 Months Park Technician III Step 2 -Next 12 Months Oak Knoll Golf Cource Greens Superintendent Step 3 - Next 12 Months Step 4 -Thereafter $26.6535 $4.619.93 $55,439 $27.94811 $4,s44.32 $58.132 $29.1200 ul41.461 $60,570 1 $32.79911 $5,685.17 $68,222 1 $34,12421 $5,914.86 370,976 Effective 7/1/2023 - 3 % COLA PARKS MAINTENANCE -Aff Job Classes are NON-EXEMPT GroupIBU Code 8050 Hourly Monthly Annual Grade =401 Parks Malnt1 Step 0-First 6 Months 1 $15.4390 f2,676.081 ,113 Positions in this gratle. Step 1 - Next 12 Months $17.8249 f3,089.64 $37,076 Custodian Step 2-Next 12 Months $19.1303 $3,315.91 $391791 Step 3 - Next 12 Months I $21.D811 $3.664.061 $43,849 Step 4-Thereafter 1 $21.9328 $3,801.631 $45,620 Grade = 403 Parks Maint 2 Step 0 - First 6 Months Positions in this grade: Step 1 - Next 12 Months Park Wor ker Step 2-Next 12 Months Golf Wor ker Step 3-Next 12 Months Step 4-Thereafter $15.0318 $2,605.51 $31,266 $15.4810 $2,883.37 $32,200 $17.9652 $3,113.95 $37,368 $20.4638 $3,547.01 $42,564 f21.2904 $3,690.32 $44,284 Grade = 404 Parks Malnt 3 Step 0 - First 6 Months Positions in this grade '. Step 1 - Next 12 Months Park Technician l Step 2-Next 12 Months Golf Technician 1 Step 3 - Next 12 Months Step 4-Thereafter f21.1232 f3,661.35 $43,936 $21.7268 f1,765.97 545,192 $23.6777 1 $4,104.121 $49,249 1 $26.09181 $4,522.671 $54,271 $27.14591 $4,705.281 $56,463 Grade =405 Parks Maint4 Step 0-First6 Months Positions in this gratle'. Step 1 - Next 12 Months Park Technician ll Step 2-Next 12 Months Step 3-Next 12 Months Step 4-Thereafter $24.2249 $4,198.99 $50,388 $25.6004 $4,437.40 $53,249 $26.2181 $4,544.46 $54,534 $29.5024 $5,113.13 $81,365 $30.6943 $5,320.34 $63,644 Grad. =406 Parks Malnt5 Step 0-First 6 Months Positions in this grade: Step 1 - Next 12 Monhs Park Technician III Step 2 - Next 12 Months Oak Knoll Golf Cource Greens Superintendent Step 3 - Next 12 Months Step 4 - Thereat $27.4531 f4.758.53 $57,102 f28.7865 $4,9B9.65 559,876 $29.9936 $5,198.88 $62.387 '33.7831 $5,855.71 $70,269 I $35.11411DI $6,092.301 $73,108 H.\Com Dev\Park's Salary Schedule for Future 7/292022, 2 37 PM Council Business Meeting August 16, 2022 Agenda Item Ratification of a 3-Year Labor Agreement with the IBEW Clerical/ Technical Union Local 659 Sabrina Cotta Deputy City Manager/ Acting HR Director From Tom McBartlett Electric Utility Director Molly Taylor HR Analyst Contact [sabrinaxotta@ashlancl.or.us 541-552-2106 SUMMARY The current labor agreement between the City of Ashland and the IBEW Clerical/Technical employees (40 employees) expired on June 30.2022. Bargaining teams worked diligently on reaching agreement on terms for the successor contract. Multiple sessions have been held to come to an agreement on a three-year contract term. The majority of items agreed upon early in negotiations were no -cost corrections to language and updates to process and current statute. An agreement has been reached on both wages and health benefits. PREVIOUS COUNCIL ACTION On July 19t', 2022 staff briefed the City Council about a tentative agreement reached in negotiations with the I13EW Electrical Union in Executive Session under ORS 192.660(2)(d). BACKGROUND AND ADDITIONAL INFORMATION The position within the bargaining group as a whole have fallen behind the labor marked. The City is experiencing increasing difficulty in recruiting and retaining individuals for these positions. To ensure continuity of services the City needs to remain a competitive employer within the region. The agreements reached in bargaining regarding wages and employee cost -share on health benefits represent an understanding of the employees in the bargaining unit of the financial constraints the City faces while recognizing that inflation and cost of goods and services continue to create a strain on our workforce. FISCAL IMPACTS Due to the wide variety of positions within this bargaining group several funds will be impacted by the new agreement. The General fund, CDBG fund, Street Fund, Water Fund, Wastewater Fund, Stormwater fund, Electric fund, Telecommunication Fund and Equipment Fund will all be impacted to varying degrees. The new agreement calls for the following wage and benefit adjustments: • Year 1: Effective July 1, 2022, a four percent increase for all positions in the bargaining unit will have an estimated impact of $135,000 for wages and $1336 for HRA VEBA (health savings account). • Year 2: Effective July 1, 2023, a four percent increase for all positions in the bargaining unit will have an estimated impact of $140,000 for wages and $1390 for HRA VEBA. • Year 3: Effective July 1, 2024, a three percent increase for all positions in the bargaining unit with an estimated impact of $145,000 and $1440 for HRA VEBA. Page 1 of 2 CITY OF -ASHLAND Clerical Fund Impact Summary Fiscal Year 2023 2024 2025 General Fund Impact General Fund Impact $100,000 $104,000 $108,000 Utilities Impact Electric Fund Impact $4,800 $4,992 $5,142 Street Fund $4,800 $4,992 $5,142 Water Fund $8,000 $8,320 $8,570 Equipment Fund $680 $707 $728 Wastewater Fund $4,000 $4,160 $4,285 CDBG Fund $1,100 $1,144 $1,178 Telecommunication Fund $5,000 $5,200 $5,356 Stromwater Fund $5,200 $5,400 $5,500 Total $133,580 $138,915 $143,901 VEBA Impact $1,335.80 $1,389.15 $1,439.01 $134,915.80 $140,304.35 $145,339.66 • Longevity Pay program with annual bonus distributed on the I' paycheck in December 0 5 years of service $1000 annual bonus 0 10 years of service $1250 annual bonus 0 15 years of service $1500 annual bonus The longevity pay program will serve as a retention tool by providing an incentive to remain with the City long-term and amounts to an estimate $26,000 annually. • Healthcare adjustment As an offset to the increase in wages the employee base healthcare plan will transition on January 1, 2023 to a 1500/4500 deductible plan from the current 500/1500 deductible plan. The transition will net the City $300,000 in savings city-wide. In addition to healthcare cost savings, the City is experiencing significant savings on personnel costs due to staff turnover in all areas. The savings from the vacant positions will cover the entire cost of the wage increases in FY2023 and allow the City to budget for the second and third year in the upcoming biennial budget process. For more detail see the summary council communication - Supplemental # 1. STAFF RECOMMENDATION Staff recommends that the City Council authorize the City Manager and Mayor to sign the three-year contract, ratifying the tentative agreements reached in negotiations with the IBEW Technical/ Clerical Union. ACTIONS, OPTIONS & POTENTIAL MOTIONS For appropriate motion, see Summary Council Communication regarding labor agreements. REFERENCES & ATTACHMENTS Attachment 1: Final Draft Three -Year Contract with the IBEW Clerical/Technical Union Page 2 of 2 CITY OF -AS H LA N D AGREEMENT BETWEEN THE CITY OF ASH LAND, OREGON C 1 T V O F S"I_AND pww4&, CLERICAL/TECHNICAL AND LOCAL UNION NO. 659 INTERNATIONAL BROTHERHOOD OF ELECTRICAL WORKERS m0 9 rbyb3lNil.S' O EFFECTIVE JULY 1, 2022-JUNE 30, 2025 Table of Contents Preamble 1 Article I- Scope and Recognition 1 Article II- Union Security and Check Off 1 Article III- Management Rights 3 Article IV- Strike and Lockout Prohibition 4 Article V- Holidays 4 Article VI- Vacations 5 Article VII- Hours of Works and Overtime 6 Article VIII- Sick Leave 8 Article IX- Other Leaves of Absence 10 Article X- Compensation 12 Article XI- Discipline and Discharge 14 Article XII- Settlement of Disputes 15 Article XIII- Seniority 16 Article XIV- General Provisions 19 Article XV- Classifications- Work Rules- Safety 20 Article XVI- Health, Welfare and Retirement 20 Article XVII- Worker's Compensation 22 Article XVIII- Liability Insurance 22 Article XIX- Savings Clause and Funding 22 Article XX- Termination & Reopening 23 Appendix A 24 Appendix B- Clerical/Technical Wage Schedule 25 Scope of Bargaining 29 AGREEMENT BETWEEN THE CITY OF ASHLAND, OREGON (CLERICAL/TECHNICAL) and LOCAL UNION NO. 659 INTERNATIONAL BROTHERHOOD OF ELECTRICAL WORKERS PREAMBLE This Agreement made and entered into by the City of Ashland, Oregon, hereinafter referred to as the "City" and Local Union No. 659 of the International Brotherhood of Electrical Workers, hereinafter referred to as the "Union". Unless indicated otherwise, references to the "City" herein shall include the City's elected officials, the City Manager or their designees(s) as the officials directly responsible for the operation of the departments covered by this Agreement. The purpose of this Agreement is to set forth the full and complete agreement between the parties on matters pertaining to rates of pay, hours of work and other conditions of employment. ARTICLE I- SCOPE AND RECOGNITION The City recognizes the Union as the sole and exclusive bargaining agent for the purposes of establishing rates of pay, hours of work and other conditions of employment for all employees within the bargaining unit described immediately above. This agreement shall apply to all employees of the Technical/Clerical Bargaining Unit of Ashland, Oregon, as set forth in "Appendix A" but excluding confidential, supervisory, and temporary employees. Where the term "employee" is used, it shall mean regular employees or probationary employees within the bargaining unit, as the same are defined in Article XIII hereof. The parties agree as follows: ARTICLE II- UNION SECURITY AND CHECK -OFF Section 1: Union Security- Any employee covered by this Agreement may, at any time after hiring or transfer into the Bargaining Unit, apply to become a member of the Union, and may voluntarily sign a check -off authorization form, authorizing the City to deduct from his or her wages, and to remit to the Union, 1 the normal and usual membership dues required by the Union's Constitution and Bylaws. In addition, any employee who chooses not to join the Union may voluntarily tender a fee to the Union and, by voluntarily signing a check -off authorization form, may authorize the City to deduct and remit to the Union an amount in fees established by the Union, not to exceed the amount of monthly dues and fees required of "BA" class Union members. The Union shall be the sole custodian of the authorization forms. Each month, the Union shall provide the City a list identifying the employees who have provided authorization for the City to make deductions from the employee's wages to pay dues, fees and any other authorized deductions to the Union. The city shall rely on the list alone to deduct and forward payment to the Union. It is agreed there shall be no discrimination by the City or the Union in favor of or against, any employee of the City on account of membership in the Union or failure or refusal to join the Union. Nor shall the City interfere in any way with the decision of any employee to join or not to join the Union. Section 2: Check -Off- The City will, during the term of this Agreement, honor written individual check -off requests of regular employees in the Classifications covered by this Agreement, until such check -off request is revoked by written notice delivered to the Union by registered mail. Such check -off request shall authorize the Union to direct the City to deduct current membership dues or fees. The City will in turn remit the dues or fees, so deducted, to the Union. The Financial Secretary of the Union will keep the City currently advised of the monthly dues and/or fee to be deducted from the wages of each employee who -has filed a written individual check -off request with the Union. Section 3: Job Posting- The City will post all job openings on the City's website so the Union can remain informed whenever a bargaining unit job is posted. Such posting shall include a statement that clearly indicates that the posted job is represented by IBEW Local Union 659 with a link to the Collective Bargaining Agreement on the City's website. The City will also, whenever a bargaining unit job is awarded, provide to the Local Union; the name, contact information, pay rate, classification, hire date and date of new hire orientation of the person awarded the position. Section 4: New Employee Greeting- On the date of hire or shortly thereafter, the City will allow the Local Shop Steward and the Union Representative to meet each new employee on City premises and discuss the Union and its role. This meeting shall take place during work hours and be limited to no more than sixty (60) minutes. It will be the responsibility of the Local Shop Steward to arrange meetings with new employees. 2 Section 5: Consistent Representation- In the interest of maintaining fairness and consistency in representing the entire bargaining unit, employees have the right to have an authorized Union Representative present during the time of any adjustment for all matters regarding interpretation of the collective bargaining agreement, at any time a bargaining unit employee requests to be made whole of any perceived shortage due them as it relates to wages, hours and working conditions and/or in matters of disciplinary action. Section 6: Reversal of Decision- In regards to the ending of fair share agreements required by Janus v. AFSCME, should the law regarding such contributions change, the City agrees that it will, upon written request from the Union, meet with the Union within 30 days after receipt to negotiate any appropriate changes. Such provisions, when negotiated, if otherwise legal, shall become effective on a date agreed upon by the parties but in no event shall be retroactive beyond such date. Section 7: Indemnification- The Union agrees to indemnify and hold the City harmless against any and all claims, orders or judgments brought or issued against the City as a result of any action taken or not taken by the City under the provisions of this Article. ARTICLE III- MANAGEMENT RIGHTS The Union recognizes the prerogative of the City to operate and manage its affairs in all respects in accordance with its responsibilities, and the powers or authority which the City has not expressly abridged, delegated or modified by this Agreement are retained by the City. It is understood and agreed that the City possesses the sole and exclusive right to operate the City through its City Manager and department heads and that all management rights repose in it, but such rights must be exercised consistent with the other provisions of this contract. These rights include but are not limited to the following: 1. To determine the mission of its constituent departments, commissions and boards. 2. To set standards of service. 3. To schedule employees' hours of work and direct the performance of their duties. 4. To train employees. S. To discipline or discharge for just cause. 6. To relieve its employees from duty because of lack of work, finances, or other legitimate reasons. 7. To maintain the efficiency of governmental operations. B. To determine the methods, means and personnel by which government operations are to be conducted. 3 9. To determine the content of job classifications, determine the minimum qualifications for all jobs and determine the criteria for performance evaluations. 10. To take all necessary action to carry out its mission in emergencies. 11. To exercise complete control and discretion over its organization and the technology of performing its work. ARTICLE IV- STRIKE AND LOCKOUT PROHIBITION Section 1- The Union and its members, as individuals or as a group, will not initiate, cause, permit or participate or join in any strike, work stoppage, or slowdown, picketing, or any other restriction of work at any location in the City. Employees in the bargaining unit, while acting in the course of their employment, shall not honor any picket line established in the City unless such is sanctioned by the Southern Oregon Central Labor Council. Section 2- In the event of a strike, work stoppage, slowdown, picketing, observance of a picket line, or other restriction of work in any form, either on the basis of individual choice or collective employee conduct; the Union will immediately upon notification, attempt to secure an immediate and orderly return to work. This obligation and the obligations set forth in Section 1 above shall not be affected or limited by the subject matter involved in the dispute giving rise to the stoppage or by whether such subject matter is or is not subject to the grievance and arbitration provision of this Agreement. Disciplinary action, including discharge may be taken by the City against any employee or employees engaged in a violation of this Article. Such disciplinary action may be undertaken selectively at the option of the City and shall not preclude or restrict recourse to any other remedies, including an action for damages, which may be available to the City. Section 3- There will be no lockout of employees in the unit by the City as a consequence of any dispute arising during the period of this Agreement. ARTICLE V- HOLIDAYS Section 1: Recognized Holidays- The following shall be recognized as Holidays: New Year's Day (January 1) Martin Luther King Day (3rd Monday in January) Washington's Birthday (3rd Monday in February) Memorial Day (last Monday in May) Juneteenth (June 19) Independence Day (4th of July) Labor Day (1st Monday in September) Veteran's Day (November 11) Thanksgiving Day (4th Thursday in November) Day after Thanksgiving (4th Friday in November) Christmas Day (December 25th) 2 a) When the U.S. President or Oregon Governor establishes a new annually - reoccurring holiday or issues a declaration or executive order directing a one- time federal or state office closure for purposes of observing a day of nationwide or statewide celebration or homage- for example, for mourning the passing of a former president or other significant person or for memorializing a particular tragic or jubilant event- such a day will be a paid holiday for City employees subject to this bargaining agreement; and b) A presidential declaration or executive order for a specific purpose of closing federal offices will not necessarily result in a paid City holiday. Examples of federal or state closures that will not necessarily constitute a paid City holiday include: furloughs, weather -related closures, disaster/emergency closures, and office closures extending, for federal employees, the recognized holidays listed in Section 1 above, such as closing the day just prior or just after Christmas. Whenever a Holiday shall fall on Sunday, the succeeding Monday shall be observed as the Holiday. Whenever a Holiday shall fall on Saturday, the preceding Friday shall be observed as the Holiday. If an employee is on authorized vacation, sick leave, or other leave with pay when a Holiday occurs, payment to the employee for that day shall be accounted for as holiday pay, not as pay for hours of the authorized leave. Section 2: Holiday Pay- Regular employees shall receive eight (8) hours of pay in a holiday bank for each of the Holidays listed above on which they perform no work. In order to use banked holiday hours when no work is performed, an employee must work on their last scheduled work day immediately prior to a Holiday, and on their first scheduled work day immediately following the Holiday, unless prior approval is granted, as in the case of illness or if the Holiday falls within a vacation period. ARTICLE VI- VACATIONS Section 1: Eligibility - Years of Service Accrued Vacation Per Pay Period <4 5 hours per pay period >4<9 6 hours per pay period >9<14 7 hours per pay period >14<19 8 hours per pay period >19 10 hours per pay period Section 2: Continuous Service- Continuous service for the purpose of accumulating vacation leave shall be based on regular hours paid to the employee. Time spent by the employee on authorized paid leaves shall be included as continuous service. Vacation leave shall not accrue during a leave of absence 5 without pay. Authorized leave without pay and lay-offs shall not be counted as service, however, employees returning from such absences or layoff shall be entitled to credit for service prior to the leave or layoff. Section 3: Accrual Limitations- An employee will be allowed to accrue vacation up to, but not to exceed an amount equivalent to two times the amount that they accrue in a calendar year. If the City cannot grant leave due to staffing problems, the City may grant a temporary allowance to accrue vacation in excess of the accrual cap of this subsection. Said temporary allowance may continue for no more than 180 days. Section 3.1: Use of Vacation Time During First Six (6) Months- To aid in the transition to City employment, upon approval by the employee's supervisor, new hires can use their anticipated vacation accruals for the first six (6) months of employment starting from the time of hire. After 6 months of employment, vacation time may be taken only to the extent such vacation has been accrued. In the event a new employee leaves prior to completing 6 months of employment, the employee's final pay check will be reduced by an amount equivalent to pay for the hours the employee took as paid vacation time off in excess of vacation actually accrued (see example below). The opportunity in December to cash out a portion of earned vacation hours as provided in Section 3.1 only applies to vacation actually accrued and not used. Example: New hire is granted 60 hours of vacation at time of hire. They accrue 5 hours of vacation per month. During month 2 they use all 60 hours of vacation and resigns after 4 months on the job. The City would deduct 20 hours from the employee's final pay check because only 4 months of vacation accrual has been earned at the time of the employee's resignation. Section 4: Scheduling- Vacation leave shall be scheduled by the City based on the head of the department's judgment as to the needs of efficient operations and the availability of vacation relief. Subject to the foregoing, employees shall have the right to determine vacation times. Vacation leave taken shall not be in excess of that actually accrued at the time it is taken. Vacation leave shall be selected on the basis of seniority; provided, however, such employee will be permitted to exercise their right of seniority only once annually. Employees shall exercise their choice by bidding in seniority. The list shall be closed as of December 31, and subsequent changes shall be made only by mutual consent of the parties. Section 5: Payment on Termination- In the event of the death or termination of an employee during the initial six (6) months of their employment, no payment in lieu of vacation shall be made. In the event of death or termination of employment after an employee has served for six (6) months, the employee shall be entitled to payment for accrued, but unpaid, vacation leave at the rate of the date of eligibility. In the event of death, earned but unused vacation leave shall be paid in the same manner as salary due the deceased employee is paid. 0 Section 6: Optional Vacation Payout- After two (2) continuous years of service with the City, employees may elect to be paid cash for up to 40 hours of annual accrued vacation on the first paycheck in April each year. To be eligible for a payout of vacation hours under this provision, employees must retain a minimum leave balance of 100 hours after the vacation payout is granted (sick and/or vacation hours combined must equal 100 hours). Employees who do not meet the minimum service or minimum hour requirements are not eligible for payout of vacation under this provision. ARTICLE VII- HOURS OF WORK AND OVERTIME This Article is intended to be construed only as a basis for recognizing overtime, and shall not be construed as a guarantee of hours of work per day or per week. Section 1: Hours of Work- To the extent consistent with operating requirements of the City, eight (8) hours shall constitute a regular work shift, and five (5) consecutive days of regular shifts, normally beginning Monday and terminating Friday, shall constitute a week's work. However, an employee may be scheduled by the City for a workweek other than Monday through Friday, which shall become their regular workweek. With a department head's approval, an alternate 40 hour per week work schedule can be established such as four (4) workdays of ten (10) hours. The City Manager and Department heads have discretion to end such approval with thirty (30) calendar days' notice to the employee. Section 2: Work Schedules- All employees, to the extent consistent with operating requirements, shall be scheduled to work on a regular work shift, and each shift shall have regular starting and quitting times. Supervisors shall establish a regular method to communicate schedules or schedule changes in advance to employees. This section does not prevent an agreement between an employee and supervisor to a schedule with a different starting and ending time on different days of the week or month. The City Manager and Department heads have discretion to end such approval. Section 3: Rest Periods- A paid rest period of fifteen (15) minutes shall be permitted for all employees during each half shift, which shall be scheduled by the City in accordance with its determination as to the operating requirements and each employee's duties. Section 4: Meal Periods- To the extent consistent with operating requirements of the respective departments, an uninterrupted, unpaid one-half (1/2) hour meal period shall be scheduled in the middle of the work shift. Section 5: Overtime Rates- An employee shall be compensated at the rate of time and one-half (1-1/2) times the regular rate of pay for all work performed in excess of 40 hours in a workweek. For the purposes of this paragraph, holiday hours, vacation hours and sick leave hours shall count as work performed. 7 Section 6: Comnensatory Time- Overtime may be paid in the form of compensatory time off at the applicable rate, subject to the approval of the Department Head or designated supervisor. All overtime shall be recorded by the employee and must be approved by the Department Head or designated supervisor in advance. The employee must designate whether they desire pay or compensatory time off on the time sheet reporting the overtime worked. Accrued compensatory time shall not exceed forty (40) hours at any time. Any time in excess of forty (40) hours shall be compensated as pay. Section 7: Emergency Call Back- When employees are required to report for work outside of the normally scheduled work shift, without 48 hours prior notice, they shall be paid at the overtime rate for all such work and be guaranteed a minimum of two (2) hours pay. Round trip mileage reimbursement will be paid at the current IRS rate for each call back, unless a City vehicle is provided. Section 8: Flex Time Language- With their supervisor's approval, an employee may "flex" his or her work schedule to accommodate personal appointments or need for time off during the work week as long as the required number of hours for the work week are attained, and no overtime is accrued as a result of flexing the work schedule. Example: Employee A normally works 8:30 AM-5PM Monday -Friday. On Monday, Employee A requests to leave work at 4PM to watch her child compete in a sporting event. Employee A and her supervisor agree that she will come in to work 1/2 hour early on Tuesday and Wednesday to make up for leaving early on Monday. Employee A receives pay for 40 hours of work that week and no overtime was accrued. Section 8.1: Telework- When mutually beneficial, employees within the bargaining unit may be eligible for telework arrangements. Telework arrangements must be documented in writing in a form prescribed by the City, signed by the employee and the City and on -file in the City's HR Department. They must specify the duration of the telework period, performance expectations for work being performed at an alternate work location and any other limitations or restrictions. ARTICLE VIII- SICK LEAVE Section 1: Purpose- Sick leave is provided for the sole purpose of providing financial security to employees and their families. Under no circumstances shall the City grant an employee sick leave with pay for time off from City employment caused by sickness or injury resulting from employment other than with the City of Ashland. Section 2: Accumulation- New employees will be credited with six (6) months accrued sick leave upon hire for their immediate use. Upon completion of six months, sick leave shall be earned for the purposes stated herein by each eligible employee at the rate of eight (8) hours for each full calendar month of service. Sick leave may be accumulated to a total of nine hundred sixty (960) hours and must be taken for the purposes specified in Section 2 hereof as a condition precedent to any sick leave payment. Sick leave shall not continue to accrue during authorized sick leave or disability leave in excess of ninety (90) calendar days. Section 3: Utilization- Employees may utilize their allowance for sick leave when unable to perform their work duties by reason of illness or injury. In such event, the employee shall notify the department head or other supervisor of absence due to illness or injury, and the nature and expected length thereof, as soon as possible prior to the beginning of the scheduled regular work shift, unless unable to do so because of the serious nature of injury or illness. A physician's statement of the nature and identity of the illness, the need for the employee's absence and the estimated duration of the absence, may be required at the option of the City for absences of over two (2) days prior to payment of any sick leave benefits or prior to allowing the employee to return to work. A physician's statement may be required as a prerequisite to payment of sick leave for less than three (3) days if the employee has been advised in advance of such requirement. The parties agree that when an employee must be away from the job because of illness in the immediate family, such time off may be granted by the department head on a day to day basis, and charged against sick leave time on an hourly basis. If the absence becomes prolonged, such time off may be charged against accumulated vacation. Employees must keep their department head informed as to their status to qualify under this provision. Section 4: Intearation with Worker's Compensation- When an injury occurs in the course of employment, the City's obligation to pay under this sick leave article is limited to the difference between any payment received under Worker's Compensation laws and the employee's regular pay. In such instances, no charges will be made against accrued sick leave for the first thirty (30) calendar days. Section 5: Sick Leave Without Pay- Upon application by the employee, sick leave without pay may be granted by the City for the remaining period of disability after accrued sick leave has been exhausted. The City may require that the employee submit a certificate from a physician periodically during the period of such disability, and before returning to work. Section 6: Termination- Sick leave is provided by the City in the nature of insurance against loss of income due to illness or injury. No compensation for accrued sick leave shall be provided for any employee upon their death or termination of employment, for whatever reason. Sick leave shall not accrue during any period of leave without pay. Section 7: Payment for Unused Sick Leave- All employees within the bargaining unit may elect to receive 1/3 of their unused annual sick leave accrual, 9 maximum of 32 hours, as cash on their first paycheck in December. If cash payment is not elected, the unused portion of sick leave will be added to cumulative sick leave balance or converted to accrued vacation at the option of the employee. Employees who use 40 hours of sick leave or less in a calendar year regardless of their cumulative sick leave balance may elect to receive the full cash out as stated in 8.6 above in compliance with Senate Bill 454 which requires all employers to allow employees up to 40 hours of protected sick leave each year. Employees who use more than 40 hours of sick leave in a calendar year and whose sick leave balance will drop below 100 hours after sick leave cash payout may elect to receive a cash out calculated as follows: ((Annual sick leave accrual minus sick leave hours used by employee) plus sick leave used by employee up to protected sick leave) multiplied by 1/3 equals balance that may be cashed out. Examples of how the payment for unused sick leave will be calculated hereafter, as required by the passage of Oregon Sick Leave law: New Calculations of Annual Accrual, As Changed 96 96 96 96 by Oregon Sick Leave Law: Sick leave hours used by employee if during the 100 30 10 152 year: All employees are entitled to use up to 40 hours 40 40 40 40 without impacting their sick leave incentive. Hours used up to 40/year are added back for 96-100 = -4 + 40 = 96-30 = 66 + 30 = 96-10 = 86 + 10 = 96-152 = -56 + 40 = the purpose of calculating the sick leave 36/3 = 12 96/3 = 32 96/3 = 32 -16/3 = -5.33 incentive: Balance that can be cashed out (Max 32): 12 32 32 0 Examples of how the payment for unused sick leave was calculated prior to the passage of Oregon Sick Leave law: Original Calculations of Annual Accrual, Prior to 96 96 96 96 Oregon Sick Leave Law: Sick leave hours used by employee during the 100 30 10 152 year: All employees are NOT entitled to use up to 40 N/A N/A N/A N/A hours without impacting their sick leave incentive. Hours used up to 40/year are NOT added back 96-100 = -4 96-30 = 66 96-10 = 86 96-152 = -56 for the purpose of calculating the sick leave -4/3 = -1.3 96/3 = 22 86/3 = 28.67 -56/3 = -18.67 incentive: Balance that can be cashed out (Max 32): 0 22 28.67 0 Section 8: Purvoses for Sick Leave- Employees are entitled to use the City's sick leave benefit for the following purposes. Reference to "family members" means an employee's spouse, biological adopted or foster 10 parent or child, parent -in-law, grandparent, grandchild or a person with whom the employees was or is in a relationship of in loco parentis, any other relationship identified in the City's Employee Handbook as a "family member" for the purpose of using sick leave. • For an employee's or family member's mental or physical illness, injury or health condition or need for medical diagnosis of these conditions or need for preventative medical care. • To care for an infant or newly adopted child under 18, or for a newly placed foster child under 18, or for a child over 18 if the child is incapable of self -care because of mental or physical disability. • To care for a family member with a serious health condition. • To recover from or seek treatment for a serious health condition that renders the employee unable to perform at least one of the essential functions of the employee's job. • To care for a child of the employee who is suffering from a non - serious illness, injury or condition. • To deal with the death of a family member by attending the funeral or alternative, making arrangements necessitated by the death of a family member, or grieving the death of a family member. • To seek medical treatment, legal or law enforcement assistance, remedies to ensure health and safety, or to obtain other services related to domestic violence, sexual assault, harassment or stalking incidents to the employee or employee's minor child or dependent. • To donate sick time to another employee for qualifying purposes if the employer has a policy allowing such donations. • For certain public health emergencies including closure by public official of the employee's place of business, school or place of care of the employee's child, or a determination by a public health authority or health care provider that the presence of the employee or a family member presents a health risk to others. ARTICLE IX- OTHER LEAVES OF ABSENCE Section 1: Leaves of Absence Without Pay- In the City's sole discretion, leaves of absence without pay not to exceed 90 days may be granted upon establishment of reasonable justification and where it is determined that the operation of the department and/or division will not be negatively impacted by the temporary absence of the employee. Requests for such leaves must be in writing and submitted to the Department Head 30 days prior to the requested leave date, unless otherwise waived. The employee must utilize accrued vacation leave, sick leave and compensatory time before applying for a leave of absence without pay. If the leave lasts two calendar weeks or more, the employee must pay the pro -rated employee portion of the premium for health insurance coverage. Any other payroll obligations of the employee will be 11 deducted from the paycheck for the next pay period or may be paid directly to the City. Section 2: Jury Duty- Employees shall be granted leave with pay for service upon a jury; provided, however, that the regular pay of such an employee for the period of absence shall be reduced by the amount of money received for such jury service, and upon being excused from jury service for any day an employee shall immediately contact their supervisor for assignment for the remainder of their regular work day. Section 3: Appearances- Leave with pay shall be granted for an appearance before a court, legislative committee, judicial or quasi-judicial body as a witness in response to a subpoena or other direction by proper authority provided, however, that the regular pay for such employee shall be reduced by an amount equal to any compensation they may receive as witness fees. Section 4: Reauired Court Appearances- Leaves of absence with pay shall be granted for attendance in court in connection with an employee's officially assigned duties, including the time required for travel to the court and return to the employee's headquarters. Section 5: Military Leave- Military leave shall be granted in accordance with ORS 408.290. Section 6: Union Business- Employees elected or appointed to any legitimate full-time paid Union office which takes them from their employment with the City, shall, upon written request of the Union and the employee be granted a leave of absence of up to one (1) year without pay, renewable upon application. Employees selected by the Union to attend conventions and related Union activities, shall, upon written request of the Union and the employees, be granted a leave of absence of up to thirty (30) days without pay. Section 7: Educational Leave- After completing one (1) year of continuous service, an employee, upon written request, may be granted a leave of absence without pay by the City for the purpose of upgrading their professional ability through enrollment in educational courses directly related to employment at an accredited school or course of study. The period of such leave of absence shall not exceed one (1) year, but may be renewed or extended upon request of the employee and approval by the department head. One (1) year leaves of absence, with requested extensions, for educational purposes may not be provided more than once in any three (3) year period. Their replacement shall be considered a temporary employee. Employees may also be granted time off with pay for educational purposes, for reasonable lengths of time, to attend conferences, seminars, briefing sessions, training programs, and other programs of a similar nature that are intended to improve or upgrade the employee's skill and professional ability, when ordered by the employee's department head. 12 Section 8: Bereavement Leave- An employee may be granted up to five (5) days bereavement leave with regular pay in the event of death in the immediate family of the employee. The employee will be paid their regular hourly rate for any such days of excused absence which occur only during their assigned workweek. For the purpose of this article, an employee's immediate family shall include spouse, parent, children, brother, sister, mother-in-law, father-in-law, brother-in- law, sister-in-law, step child, step parent, adopted child, grandparents, grandparents -in-law and domestic partners. Section 9: Failure to Return From Leave- Any employee who is granted a leave of absence and who, for any reason, fails to return to work at the expiration of said leave of absence, shall be considered as having resigned their position with the City, and their position shall be deemed vacated; except and unless the employee, prior to the expiration of their leave of absence, has furnished evidence that they are unable to work by reason of sickness, physical disability or other legitimate reason beyond their control. ARTICLE X- COMPENSATION Section 1: Wage Schedule- During the three (3) year period of this agreement, the wage increases shall be: July 1, 2022- 4% increase July 1, 2023- 4% increase July 1, 2024- 3% increase Employees shall be compensated in accordance with the wage schedule attached to this Agreement and marked "Appendix B" which is hereby incorporated into and made a part of this Agreement. When any position not listed on the wage schedule is established, the City shall designate a job classification and wage rate for the position and notify the Union. If the Union does not agree that the classification or wage rate is proper, the Union may submit the issue as a grievance according to the grievance procedure. Section 2: Overtime- The City will attempt to assign all overtime by seniority on a rotational basis. Seniority shall be determined by Article XIII of this agreement. Employees refusing to work or not available for such overtime may be passed over without consideration for make-up as head of the list assignment of future overtime work. Employees shall be compensated at the rate of time and one-half (11/2) the regular rate of pay for all work performed in excess of 40 hours in a workweek, but in no event shall such compensation be received twice for the same hours. All overtime shall be recorded by the employee and must be approved by the department head or supervisor. Scheduled overtime, time annexed to the beginning of the work shift, or 13 hold -over times annexed to the end of the work shift, shall be considered overtime and shall not be considered call-back time. Section 3: Call-back Time- Employees called back to work, with more than 48 hours prior notice, shall receive overtime pay with a guaranteed minimum of one (1) hour at time and one-half (1-1/2) for the work for which they are called back. More than one call-back is permissible within the one (1) hour period. Employees required to work over the initial call-back period, where more than one call-back is handled, will be paid at the overtime rate to the nearest one-half (1/2) hour. Round trip mileage reimbursement will be paid at the current IRS rate for each call back, unless a City vehicle is provided. a. Employees called for duty four (4) hours or more before the beginning of their regular work day shall be paid at the regular overtime rate from the time they are called until relieved. If such an employee has worked a minimum of four (4) hours and has had less than four (4) hours rest after they were relieved, they shall receive the regular overtime rate of time and one-half (1-1/2) for all hours worked during their normal work day. Employees shall not be required to take time off during any regular working day for the overtime worked or to be worked. b. Employees called for duty less than four (4) hours before the beginning of their regular work day shall be paid at the established overtime rate from the time they are called until the beginning of their regular work day. Regular working hours following shall be at the straight time rate. Section 4: Pay Periods- Employees shall be paid every other Friday. Pay periods shall be for fourteen (14) days beginning at 12:01 a.m. on Saturday, and ending on the 14th day (Friday) at 12:00 midnight. Pay days shall be on the Friday following the close of each pay period. Section 5: Mileage- An employee required to report for special duty or assignment at any location other than their permanent reporting location and who is required to use their personal automobile for transportation to such location, shall be compensated at the standard mileage reimbursement rate established annually by the IRS per mile for the use of such automobile directly in the line of duty. Section 6: Si)ecial Project Assignments- Employees assigned to established special projects, for extended periods of time, which require substantially increased responsibilities and duties, compared to their normal assignment and job description, shall receive additional compensation. Prior to beginning the assignment the employee and their supervisor shall discuss the matter of additional compensation. 14 Section 7: Certification Pay- Certification pay of five (5%) percent as follows: a. The parties above must mutually approve of the program leading to certification prior to the employee entering into the program. b. The employee must be working in the field of the certification and the program must relate to the employee's work. C. Certification pay will become effective with the first of the month following the employee's satisfactory completion of the program, i.e. evidence of satisfactory completion by the institution acceptable to the parties. d. Upon mutual agreement of the parties an equivalency must be considered for an approved program not available locally. Short term or inadequate programs will not be considered. ARTICLE XI- DISCIPLINE AND DISCHARGE Section 1: Discipline- No regular employee who has successfully completed probation as defined in Article XIII may be disciplined except for just cause. Disciplinary action may be imposed upon any employee for failing to fulfill their responsibilities as an employee. Conduct reflecting discredit upon the City or Department, or which is a direct hindrance to the effective performance of City functions, shall be considered just cause for disciplinary action. Such cause may also include misconduct, inefficiency, incompetence, insubordination, misfeasance, malfeasance, the willful violation of department rules or for activities forbidden by State law. Section 2- Discipline for just cause may include the following: 1. Oral reprimand 2. Written reprimand 3. Demotion 4. Suspension 5. Discharge or dismissal In recognition that regular communications of expectations and of instruction of how to perform duties are essential and valuable to successful performance, coachings and oral warnings will not be viewed as discipline and are not grievable. Any records of same shall not be placed in an employee's personnel file. Section 3- An employee may be suspended from employment, with pay, while charges against the employee are investigated. IV Section 4- Any disciplinary action imposed upon an employee, if protested, shall be protested only as a grievance through the regular grievance procedure. If a department head or other supervisor has reason to discipline an employee they shall make reasonable efforts to impose such discipline in a manner that will not embarrass or humiliate the employee before other employees or in public. Section 5- This Article shall not apply to any employee on probation as defined in Article XIII. ARTICLE XII- SETTLEMENT OF DISPUTES Section 1: Grievance and Arbitration Procedure- Any grievance or dispute which may arise between the parties concerning the application, meaning or interpretation of this Agreement, shall be settled in the following manner: STEP I- The affected employee shall take up the grievance or dispute with the employee's supervisor within seventy-two (72) hours of its occurrence, excluding Saturday and Sunday. The supervisor shall then attempt to adjust the matter within three (3) working days. STEP II- If the grievance has not been settled between the affected employee and the supervisor, it may be presented in writing by the Union to the Department Head within seventy-two (72) hours, excluding Saturday and Sunday, after the response specified in Step I is due. The written notice shall include details of the grievance, the section of this Agreement allegedly violated and the specific remedy requested. The appropriate Department Head shall respond to the Union representative in writing within five (5) working days after receipt thereof. STEP III- If the grievance still remains unadjusted, it may be presented by the Union to the City Manager of the City or their designee(s), within seven (7) days after the response specified in Step II is due. The City Manager or their designee(s), shall respond in writing to the Union within five (5) working days. STEP IV- If the grievance is still unsettled, either party may, within ten (10) days of the decision of the City Manager or their designee(s) under Step III have the right to have the matter arbitrated by a third party jointly agreed upon by the City and the Union. If the parties are unable to agree upon an arbitrator, the American Arbitration Association or other mutually agreed organization shall be requested to submit a list of five names. Both the City and the Union shall have the right to strike two names from the list. The party requesting arbitration shall strike the first name and the other party shall then strike one and the process shall be repeated and the remaining person shall be the arbitrator. The City and the Union shall meet in a pre - hearing conference and shall prepare a submission agreement regarding the specific issues in dispute. The designated arbitrator shall hear both parties as 16 soon as possible on the disputed matter and shall render a decision within thirty (30) days which shall be final and binding on the parties and the employee. The arbitrator shall have no right to amend, modify, nullify, ignore or add provisions to the Agreement, but shall be limited to consideration of the particular issue(s) presented to them. Their decision shall be based solely upon their interpretation of the meaning and application of the express language of the Agreement. Expenses for the arbitrator shall be borne equally by the City and the Union; however, each party shall be responsible for compensating its own representatives and witnesses. If either party desires a verbatim recording of the proceedings, it may cause such a record to be made, provided it pays for the record. If the other party desires a copy, both parties shall jointly share the cost of the transcript and all copies. If any grievance is not presented or forwarded by the employee or Union within the time limits specified above, such grievance shall be deemed waived. If any grievance is not answered by the City within the time limits specified above, such grievance shall be deemed granted. Section 2: Stewards- The Union may select an employee who shall be known as the steward. The name of the employee selected as steward, and the names of local Union representatives who may represent employees, shall be certified in writing to the City by the Union. Duties required by the Union of a steward, excepting attendance at meetings with supervisory personnel and aggrieved employees arising out of a grievance already initiated by an employee under Section 1 hereof, shall not interfere with this employee's or other employees' regular work assignments as employees of the City. Contacts between the steward and employees or the Union shall be made outside of working hours so as not to disrupt regular City operations. A preliminary investigation of an issue that could lead to a grievance can occur during work hours as long as it can be completed in a reasonable amount of time and a supervisor, Department Head or Human Resources has been informally notified prior to the Steward assisting in the investigation. ARTICLE XIII- SENIORITY Section 1: Seniority- Seniority shall be a full-time employee's length of continuous service with the bargaining unit, dating from their last date of hire, and shall apply by job classification within their department in the matter of layoff, recall and vacation. Seniority for regular part-time employees shall be accrued based on their equivalent number of hours worked rather than on calendar months or years (for example, a regular part-time employee who started work on January 2nd and worked exactly 30 hours every week, would have nine months seniority as of the next January 2nd). 17 In the event of layoff, such employee may exercise their seniority in a lower job classification within the department provided that employee is qualified by prior training or experience to do the work of the lower job classification. Recall from layoff shall be in the reverse order of seniority. The City reserves the right to lay off out of the order of seniority if in the City's judgment, retention of special job skills is required. Seniority shall continue to accrue during, 1) authorized sick leave or disability leave up to ninety (90) calendar days; 2) vacation leave; 3) authorized compensatory time off; 4) educational leave required by the City; 5) funeral leave; 6) jury duty; and 7) promotion to a supervisory position outside of the bargaining unit for two (2) years. Section 2: Suspension of Seniority- Seniority shall be retained, but shall not continue to accrue during 1) authorized sick leave or disability leave in excess of ninety (90) calendar days; 2) educational leave requested by the employee; 3) military leave; or 4) other authorized leaves of absence up to ninety (90) calendar days. Section 3: Termination of Seniority- Seniority and the employment relationship shall be broken or terminated if an employee 1) quits; 2) is discharged for just cause; 3) is absent from work for three (3) consecutive working days without notification to the City; 4) is laid off and fails to report to work within three (3) days after being recalled, 5) is laid off from work for any reason for twenty-four (24) months, or for a period of time equal to their seniority, whichever is shorter; 6) fails to report for work at the termination of a leave of absence; 7) if, while on a leave of absence for personal health reasons, accepts other employment without permission; or 8) if they are retired. Section 4: Probationary Period- The probationary period is an integral part of the employee selection process and provides the City with the opportunity to upgrade and improve the department by observing a new employee's work, training, aiding new employees in adjustment to their positions, and by providing an opportunity to reject any employee whose work performance fails to meet required work standards. Every new employee hired into the bargaining unit shall serve a probationary period of twelve (12) full months after which they shall be considered a regular employee and granted seniority to the last date of hire. The Union recognizes the right of the City to terminate probationary employees for any reason and to exercise all rights not specifically modified by this Agreement with respect to such employees, including, but not limited to, the shifting of work schedules and job classifications, the assignment of on-the-job training, cross - training in other classifications, and the assignment to educational courses and training programs, the requirement that such employees attend training programs on their off -duty time for which they will be compensated on a straight -time basis by the granting of compensatory time off. Termination of a probationary employee shall not be subject to the grievance procedure under Article XII. Section 5: Promotional Probationary Period- Regular employees promoted into a higher classification shall serve a promotional probationary period of six (6) full months. The Union also recognizes the right of the employer to demote an employee on promotional probationary status to the highest previous position. Demotion of an employee on promotional probationary status shall not be subject to the grievance procedure under Article XII. Section 6: Layoff and Recall- Recall from layoff exceeding five (5) work days shall be by certified letter sent to the employee at their last known address furnished to the City by the employee. Laid off employees are solely responsible to assure that the City has their current mailing addresses. The City may use any other means to return an employee sooner. Section 7: Training Opportunities- In order to encourage advancement within City employment, employees and their supervisors are encouraged during the evaluation process to discuss training opportunities available to the employee to update skills or develop additional skills to qualify for promotion. Section 8: Job Announcements- The City agrees to electronically post announcements of vacancies in positions within this bargaining unit on the City's website for a minimum of five (5) working days prior to the final filing date for the position. Employees are encouraged to sign up at the City of Ashland website to receive job posting alerts emailed to them. Section 9: Reciular Employee- A regular full-time employee is one hired for an indefinite tenure, not limited at time of hire by a stated term or for a specific project. Section 10: Part -Time Employee- A regular part-time employee is one whose regular workweek is twenty (20) hours or more, not limited at time of hire by a stated term or for a specific project. Regular part-time employees' cumulative work hours shall not exceed thirty (30) hours per week, except relief for a regular full-time employee who is expected to return (i.e., vacation, sick leave, etc.) or unless hours are extended by mutual agreement. Section 11: Regular Part -Time Employee Benefits- Regular part-time employees shall accrue and be allowed vacation and sick leave with pay on a pro- rated schedule based on their hours worked using the hourly equivalent accrual rate for full-time employees. Holiday pay will also be pro -rated for regular part- time employees and may be substituted for other leaves subject to the holiday bank provisions in Article V, Section 3. Regular part-time employees will be eligible for employee -only health related insurances at the same cost -share arrangement as full-time employees. Regular part-time employees may elect to cover eligible dependents by paying 100% of the cost. 19 Section 12: Part -Time Employee Compensation and Probationary Period - Part -time employees in a classification covered by this Agreement shall be compensated in accordance with this Agreement. Section 13: Longevity Pay- Upon 5 years of a full-time regular employee anniversary date, they will receive a $1000 annual bonus each year. Upon 10 years of a full-time regular employee anniversary date, they will receive a $1250 annual bonus each year. Upon 15 year of a full- time regular employee anniversary date, they will receive a $1500 annual bonus each year. Anniversary bonuses to be distributed on the first pay check in December. ARTICLE XIV- GENERAL PROVISIONS Section 1: No Discrimination- The provisions of this Agreement shall be applied equally to all employees in the bargaining unit without discrimination as to race, creed, color, sex, age, marital status, gender identity, sexual orientation, national origin or disability. The Union shall share equally with the City the responsibility for applying the provisions of this section. All reference to employees in this Agreement designate both sexes, and whenever the male gender is used it shall be construed to include the male and female employees. Employees shall have the right to form, join, and participate in the activities of the Union or any other labor organization, or to refrain from any or all such activities, and there shall be no discrimination by either the City or the Union by reason of the exercise of such right except as specifically provided herein. Nothing in this Agreement shall be construed as precluding or limiting the right of an individual employee to represent them self in individual personal matters. Section 2: Visits by Union Representatives- The City agrees that accredited representatives of the International Brotherhood of Electrical Workers, Local Union 659, upon reasonable and proper introduction, may have reasonable access to the premises of the City at any time during working hours for the purpose of assisting in the administration of this Agreement, if they first obtain permission to do so from the City Manager or their designated representative. Section 3: Solicitation- The Union agrees that its members will not solicit membership in the Union or otherwise carry on Union activities during working hours, except as specifically provided in this Agreement. Section 4: Existing Conditions- Only such existing and future working rules and benefits as are specifically covered by the terms of this Agreement shall be affected by recognition of the Union and execution of this Agreement. It is further agreed that if modification of work rules or benefits covered by a specific provision of this Agreement is proposed any such modification shall be delivered in writing to the Union not less than a period of seven (7) consecutive days prior to implementation. 20 Section 5: Other Employment- Employees considering outside employment must apply to the City Manager or designee. Outside employment shall be permitted only with the express prior written approval of the City, which may at any time, upon reasonable grounds, revoke permission to hold such outside employment. Such written approval shall be documented in the employee's personnel file. The general principles to be followed by the City in permitting or restricting such outside employment shall be: 1) The need for mentally and physically alert City employees; 2) Insulating employees from potential conflict of interest situations; 3) Maintaining efficiency unimpaired by other employment, particularly for those City positions requiring employees to be available for duty 24 hours a day. In the event the above principles are violated, the department head or City Manager may revoke previously granted permission to hold outside employment. Section 6: Supervisory Employees- It is understood that supervisory employees not covered under this Agreement shall not perform work within the jurisdiction of the Union except in the case of an emergency, or when the complement of regular employees is temporarily reduced by reason of absence of any employee due to illness or other legitimate reasons, or where the work load is temporarily increased, or for purposes of instruction or training. Section 7: Uniforms, Protective Clothing and Devices- If an employee is required to wear a uniform, protective clothing or use any type of protective device, such article shall be provided, maintained and cleaned by the City. Replacements shall be provided by the City upon surrender of the article, at no cost to the employee. Lost articles or damage to articles due to negligence, shall be reimbursed to the City by the employee. The City shall provide a safe place for the storage of such articles. Failure of an employee to wear such required uniform, protective clothing, or use such protective device as prescribed by the City shall be cause for disciplinary action as set forth in Article XI hereof. Note: To the extent that the Internal Revenue Service and/or the Oregon Dept. of Revenue characterize reimbursements, allowances and the like by the City to employees for the purchase of clothing and footwear as taxable, the City must report the value thereof to taxing authorities. ARTICLE XV- CLASSIFICATIONS- WORK RULES- SAFETY Section 1: Classifications and Descriptions- The general classifications of labor which shall be recognized throughout this Agreement, shall be those set forth in "Appendix A". 21 Section 2: Safety Rules- The Federal regulations and the Safety Rules of the State shall be observed and copies shall be made available by the City and the Union. The rules provide the minimum standards of safety to be observed by the City and the employee. ARTICLE XVI- HEALTH, WELFARE AND RETIREMENT Section 1: Health and Welfare- The City and employees agree on the following cost -share arrangement for Health Benefits: Beginning January 1, 2023 employees agree to pay 10% and the City will pay 90% on the base plan health care premiums CIS Copay H. There is a $1500 deductible or a buy up plan with a $500 deductible CIS Copay F with the difference being the responsibility of the employee. Willamette Dental with Ortho or Delta Dental III with Ortho. The Employee Health Benefits Advisory Committee shall be repurposed as a Labor Management Committee, and shall include (1) representative of the IBEW Clerical/Technical Union. The Committee shall meet at least once per year for the purpose of discussing City wide issues including health insurance benefits along with other items. Health benefits and other insurance will be provided to the IBEW Clerical/Technical Union represented employees under the same conditions and restrictions as provided to all other City employees. Nothing in this agreement shall be deemed a limitation on the annual plan benefit adjustments made by the carrier. Section 2- The City agrees to continue providing the following additional fringe benefits: (a) Life Insurance- employee ($20,000 with AD&D) and dependent coverage ($1,000). (b) Long Term Disability Insurance- employee only. (c) City paid reimbursement for physical fitness as described in the City of Ashland Wellness Program. (d) Mercy Flights' insurance for flight transport only- Household Membership. If an employee desires to upgrade the insurance plan to provide for all medical transport, City agrees to administer payment of the additional premium through a payroll deduction. (e) Participation in an IRC §125 plan for pre-tax health insurance premium contributions and flexible spending account options for eligible health and dependent care expenses. In the event that any of these programs change or are updated, the City agrees to provide the union written notice of the change with as much advance notice as possible, and an opportunity to negotiate the impact of the change. 22 Section 3: Retirement- The City agrees to maintain its existing Retirement Plan, subject to the terms and provisions thereof, as it applies to regular employees in the bargaining unit. In accordance with statute, for qualified retiring PERS members, the City will report the sum of accrued but unused sick leave to PERS. The City will assume, pick-up and pay the employee contribution required by ORS 238A.330 for all employees covered by this Agreement at a uniform rate of six percent (6%). Employees may also elect to make additional employee contributions to their IAP account, in the amount equal to the amount credited to the employee pension stability account, this additional contribution may not be paid by the City under ORS 238A.355. Section 4: Deferred Compensation- The City agrees to contribute up to $50.00 per month in matching funds per member enrolled in a City deferred compensation program (currently ICMA or AETNA). This program is at the option of the member and contingent upon a minimum $15.00 per month contribution paid by the member. Section 5: HRA-VEBA CONTRIBUTION- The City will contribute an amount equivalent to 3% of salary into an HRA-VEBA for each member of the bargaining unit. Section 6: P.E.R.S. Initial Six Month Waiting Period- If a member of the unit retires with 20 years of continuous service with the City and the employee has only one P.E.R.S. waiting period, the City shall fund the purchase of the P.E.R.S. initial six month waiting period upon retirement. ARTICLE XVII- WORKER'S COMPENSATION Section 1: Worker's Compensation- All employees will be insured under the provisions of the Oregon State Worker's Compensation Act for injuries received while at work for the City. Section 2: Suunlementary Payment- Compensation paid by the City for a period of sick leave also covered by Worker's Compensation shall be equal to the difference between the Worker's Compensation pay for lost time and the employee's regular wage rate. ARTICLE XVIII- LIABILITY INSURANCE The City shall purchase liability insurance as permitted by ORS 30.282 for the protection of all employees covered by this Agreement against claims against them incurred in or arising out of the performance of their official duties. The premium for such insurance shall by paid by the City. ARTICLE XIX- SAVINGS CLAUSE AND FUNDING 23 Section 1: Savings Clause- Should any provision of this Agreement be subsequently declared by the proper legislative or judicial authority to be unlawful, unenforceable, or not in accordance with applicable statutes or ordinances, all other provisions of this Agreement shall remain in full force and effect for the duration of this Agreement. Such bargaining shall be conducted according to ORS 243.698. Section 2: Funding- The parties recognize that revenue needed to fund the wages and benefits provided by the Agreement must be approved annually by established budget procedures and, in certain circumstances, by vote of the citizens of the City. All such wages and benefits are, therefore, contingent upon sources of revenue and, where applicable, annual voter budget approval. The City has no intention of cutting the wages and benefits specified in this Agreement because of budgetary limitations, but cannot and does not guarantee any level of employment in the bargaining unit covered by this Agreement. The City agrees to include in its annual budget request amounts sufficient to fund the wages and benefits provided by this Agreement, but makes no guarantee as to passage of such budget request or voter approval thereof. ARTICLE XX- TERMINATION & REOPENING This Agreement shall be effective retro to the 1st day of July, 2022 and shall remain in full force and effect until the 30th day of June, 2025 and shall terminate all prior Agreements and practices and concludes all collective bargaining during the term of this Agreement. This Agreement shall be automatically renewed from year to year thereafter unless either party shall notify the other in writing not later than 180 days prior to the expiration or subsequent anniversary date that it wishes to modify this Agreement for any reason. Such notification shall include the substance of the modification and the language with which such desired modifications are to be expressed. In the event that such notice is given, negotiations shall begin not later than sixty (60) days after said notice. This Agreement shall remain in full force and effect during the period of negotiations. 24 APPENDIX '"A" Senior Engineering Project Manager Associate Engineer Building Inspector GIS Analyst Engineering Technician III Associate Planner Housing Program Analyst Engineering Project Manager Accountant Conservation Specialist Climate & Energy Analyst Purchasing Specialist Assistant Planner Engineering Technician I & II Water Resource Technician Senior Financial Technician AFN Network Technician Financial Technician GIS Technician User -Support Technician Customer Service Specialist Senior Financial Clerk II Code Compliance Specialist Senior Police Records Specialist Lead Court Services Clerk Permit Technician Senior Financial Clerk Police Records Specialist Court Services Clerk Investigations Clerk Specialist Financial Clerk I & II Office Assistant I & II Conservation Assistant 25 APPENDIX "B'= CLERICAL/TECHNICAL WAGE SCHEDULE 7/1/2021 7/1/2022 1 7/1/2023 1 7/1/2024 OLA 4% 4% 3% enior Engineering Project Manager %ssociate Engineer rade 106 First 6 months $30.5717 $31.7946 $33.0667 $34.0583 Next 12 months $32.1002 $33.3842 $34.7196 $35.7612 Next 12 months $34.0261 $35.3871 $36.8026 $37.9067 Next 12 months $36.0677 $37.5104 $39.0108 $40.1811 Rate Thereafter $38.2318 $39.7611 $41.3515 $42.5921 Building Inspector IS Analyst Engineering Technician III rade 102 first 6 months $29.1159 $30.2805 $31.4918 $32.4365 Next 12 months $30.5717 $31.7946 $33.0664 $34.0583 Next 12 months $32.4059 $33.7021 $35.0502 $36.1017 Next 12 months $34.3503 35.7243 $37.1533 $38.2679 Rate Thereafter $36.4113 $37.8678 39.3825 $40.5639 %ssociate Planner Housing Program Analyst Engineering Project Manager rade 105 First 6 months $27.7294 $28.8386 $29.9921 $30.8919 Next 12 months $29.1043 $30.2685 $31.4792 $32.4236 Next 12 months $30.8628 $32.0973 $33.3812 $34.3826 Next 12 months $32.7146 $34.0232 $35.3841 $36.4456 Rate Thereafter $34.6774 $36.0645 $37.5071 $38.6323 %ccountant onservation Specialist limate & Energy Analyst Purchasing Specialist rade 104 First 6 months $26.4089 $27.4653 $28.5639 $29.4208 Next 12 months $27.7294 $28.8386 $29.9921 $30.8919 Next 12 months $29.3930 $30.5687 $31.7915 $32.7452 Next 12 months $31.1567 $32.4030 $33.6991 $34.7101 ate Thereafter $33.0261 $34.3471 $35.7210 $36.7927 26 7/1/2021 7/1/2022 7/1/2023 7/1/2024 COLA 4% 4% 3% Assistant Planner Engineering Technician II Water Resource Technician enior Financial Technician %FN Network Technician rade 112 First 6 months $25.1513 $26.1574 $27.2036 $28.0198 Next 12 months $26.4090 27.4654 $28.5640 $29.4209 Next 12 months $27.9935 $29.1132 $30.2778 $31.1861 Next 12 months $29.6730 $30.8599 $32.0943 $33.0571 Rate Thereafter $31.4534 $32.7115 $34.0200 $35.0406 Vacant No Class Assigned Grade 132 First 6 months $23.9537 $24.9118 $25.9083 $26.6856 Next 12 months $25.1513 $26.1574 $27.2036 $28.0198 Next 12 months $26.6604 $27.7268 $28.8359 $29.7010 Next 12 months $28.2600 $29.3904 $30.5660 $31.4830 Rate Thereafter $29.9556 $31.1538 $32.4000 33.3720 Financial Technician IS Technician User Support Technician Engineering Technician I Customer Service Specialist enior Financial Clerk II ode Compliance Specialist rade 134 First 6 months $22.8131 $23.7256 $24.6746 $25.4149 Next 12 months $23.9537 $24.9118 $25.9083 $26.6856 Next 12 months $25.3909 $26.4065 $27.4628 $28.2867 Next 12 months $26.9144 $27.9910 $29.1106 $29.9839 Rate Thereafter $28.5292 $29.6704 $30.8572 $31.7829 Senior Police Records Specialist Lead Court Services Clerk Grade 127 First 6 months $22.1306 $23.0158 $23.9365 $24.6546 Next 12 months $23.2954 $24.2272 $25.1963 $25.9522 Next 12 months $24.5216 $25.5025 $26.5226 $27.3182 Next 12 months $25.8121 $26.8446 $27.9184 $28.7559 Rate Thereafter $27,1707 $28.2575 $29.3878 $30.2695 Permit Technician Grade 121 First 6 months $22.1353 $23.0207 $23.9415 $24.6598 Next 12 months $23.2424 $24.1721 $25.1390 25.8931 Next 12 months $24.4045 $25.3807 $26.3959 27.1878 Next 12 months $25.6248 $26.6498 $27.7158 28.5473 Rate Thereafter $26.9063 $27.9826 $29.1019 $29.9749 27 7/1/2021 7/1/2022 1 7/1/2023 1 7/1/2024 COLA 4% 4% 3% Senior Financial Clerk Grade 128 First 6 months $20.6922 $21.5199 $22.3807 $23.0521 Next 12 months $21.7267 $22.5958 $23.4996 $24.2046 Next 12 months $23.0303 $23.9515 $24.9096 $25.6569 Next 12 months $24.4121 $25.3886 $26.4041 $27.1963 Rate Thereafter $25.8768 $26.9119 $27.9883 $28.8280 Police Records Specialist Court Services Clerk Investigations Clerk Specialist Grade 119 First 6 months $21.1224 $21.9673 $22.8460 23.5314 Next 12 months $22.2342 $23.1236 $24.0485 $24.7700 Next 12 months $23.4043 $24.3405 $25.3141 $26.0735 Next 12 months $24.6362 $25.6216 $26.6465 $27.4459 Rate Thereafter $25.9328 $26.9701 $28.0489 $28.8904 Financial Clerk II Grade 129 First 6 months $18.7683 $19.5190 $20.2998 $20.9088 Next 12 months $19.7067 $20.4950 $21.3148 $21.9542 Next 12 months $20.8892 $21.7248 $22.5938 $23.2716 Next 12 months $22.1425 $23.0282 $23.9493 $24.6678 Rate Thereafter $23.4711 $24.4099 $25.3863 $26.1479 ffice Assistant II onservation Assistant rade 130 First 6 months $17.8746 $18.5896 $19.3332 19.9132 Next 12 months $18.7683 $19.5190 $20.2998 $20.9088 Next 12 months $19.8944 $20.6902 $21.5178 $22.1633 Next 12 months $21.0880 $21.9315 $22.8088 $23.4930 Rate Thereafter $22.3533 $23.2474 $24.1773 $24.9026 Financial Clerk I rade 110 first 6 months $17.0233 $17.7042 $18.4124 $18.9648 ext 12 months $17.8746 $18.5896 $19.3332 $19.9132 Next 12 months $18.9470 $19.7049 $20.4931 $21.1079 ext 12 months $20.0839 $20.8873 $21.7227 $22.3744 ate Thereafter $21.2889 $22.1405 $23.0261 $23.7169 ffice Assistant I rade 131 first 6 months $16.2128 $16.8613 $17.5358 18.0618 Next 12 months $17.0233 $17.7042 $18.4124 $18.9648 Next 12 months $18.0448 $18.7666 $19.5173 $20.1028 Next 12 months $19.1275 $19.8926 $20.6883 $21.3090 Rate Thereafter $20.2752 $21.0862 $21.9297 $22.5875 7/1/2021 7/1 2022 7 1 2023 7 1/2024 OLA 4% 4% 3% scant No Class Assigned rade 133 First 6 months $15.4408 $16.0584 16.7008 $17.2018 Next 12 months $16.2128 $16.8613 $17.5358 $18.0618 Next 12 months $17.1856 $17.8730 $18.5879 19.1456 Next 12 months 18.2167 18.9454 19.7032 20.2943 Rate Thereafter 19.3097 20.0821 20.8854 21.5119 CITY OF ASHLAND, OREGON m Joseph L. Lessard, City Manager Date: APPROVED: Ashland City Council Date: INTERNATIONAL BROTHERHOOD OF ELECTRICAL WORKERS, LOCAL UNION #659 By: Jon Flegel, Business Manager Date: 29 SCOPE OF COLLECTIVE BARGAINING "Wages, hours of work, and working conditions" JUST CAUSE STANDARD FOR DISCIPLINE 1. Forewarning of rule and consequences. 2. Reasonable rule. 3.Thorough investigation. 4. Fair and objective investigation. 5. Preponderance of evidence. 6. Consistent. 7. Punishment fits the offense. WEINGARTEN RIGHT TO REPRESENTATION 1. Investigatory interviews. 2. Employee reasonably believes discipline may result. 3. Employee must request representation. 4. Employer may: a) grant request b) discontinue interview c) offer employee choice of 1) interview without representation or 2) no interview 5. 24-hour advance notice of subject of interview and 24 hours to confer with the Union. PAST PRACTICE Must be: 1.Clear and 2.Consistently followed and 3. Followed over a reasonably long period of time agreed to by both parties 4.Shown by the record to be mutually accepted by the parties. Used to: (a) interpret ambiguous contract language; (b) establish wages, hours of work or working conditions not in the contract Clear contract language always takes precedence over past practice (with advance notification). 30 Council Business Meeting -Supplemental #3 August 16, 2022 Agenda Item Ratification of a 3-Year Labor Agreement with the IBEW Electrical Union Local 659 Sabrina Cotta Deputy City Manager/ Acting HR Director From Tom McBartlett Electric Utility Director Molly Taylor HR Analyst Contact sabrinaxotta@ashland.or.us 541-552-2106 SUMMARY The current labor agreement between the City of Ashland and the IBEW Electrical Workers expired on June 30, 2022. Bargaining teams worked diligently on reaching agreement on terms for the successor contract. Multiple sessions have been held to come to an agreement on a three-year contract term. The majority of items agreed upon early in negotiations were no -cost corrections to language and updates to process and current statute. An agreement has been reached on both wages and health benefits. PREVIOUS COUNCIL ACTION On July 19A, 2022 staff briefed the City Council about a tentative agreement reached in negotiations with the IBEW Electrical Union in Executive Session under ORS 192.660(2)(d). BACKGROUND AND ADDITIONAL INFORMATION The Electric Department has fallen behind the Labor Market for Journey positions and has had lineman positions vacant for over two years. Severe weather and fire have continued to drive the skilled labor market and skilled electrical jobs continue to be in high demand. It has been increasingly difficult for the City to attract and retain qualified staff in our municipal Electrical Department. The agreements reached in bargaining regarding wages and employee cost -share on health benefits represent an understanding of the employees in the bargaining unit of the financial constraints the City faces while recognizing that inflation and cost of goods and services continue to create a strain on our workforce. There is a spot increase that targets the Journey level positions to try and make those positions more competitive to hopefully allow the City to adequately fill and retain these critical positions for the City. FISCAL IMPACTS The new agreement calls for the following wage and benefit adjustments: • Year 1: Effective July 1, 2022, a four percent increase for all positions in the bargaining unit with a two percent spot increase for Journey positions will have an estimated impact on the electric fund of $135,249 for wages and $1353 for HR VEBA adjustment. • Year 2: Effective July 1, 2023, a four percent increase for all positions in the bargaining unit will have an estimated impact on the electric fund of $140,660 for wages and $1407 for HRA VEBA adjustment. • Year 3: Effective July 1, 2024, a three percent increase for all positions in the bargaining unit with an estimated impact on the electric fund of $144,880 and $1449 for HRA VEBA adjustment. • Longevity Pay program with annual bonus distributed on the 1' paycheck in December o 5 years of service $1000 annual bonus Page I of 2 CITY OF -AS H LA N D 0 10 years of service $1250 annual bonus 0 15 years of service $1500 annual bonus The longevity pay program will serve as a retention tool by providing an incentive to remain with the City long-term. This program will cost the electrical fund an estimated $15,000 annually. • Healthcare adjustment As an offset to the increase in wages the employee base healthcare plan will transition on January 1, 2023 to a 1500/4500 deductible plan from the current 500/1500 deductible plan. The transition will net the City $300,000 in savings city-wide. In addition to healthcare cost savings, the Electric Department has experienced significant savings on personnel costs due to the inability to fill Journey Line Installers for over two years. The savings from the vacant positions will cover the entire cost of the wage increases in the first year and allow the City to budget for the second and third year in the upcoming biennial budget process. STAFF RECOMMENDATION Staff recommends that the City Council authorize the City Manager and Mayor to sign the three-year contract, ratifying the tentative agreements reached in negotiations with the IBEW Electrical Union. ACTI.ONS, OPTIONS & POTENTIAL MOTIONS For appropriate motion, see Summary Council Communication regarding labor agreements. REFERENCES & ATTACHMENTS Attachment 1: Final Draft Three -Year Contract with the IBEW Electrical Union Page 2 of 2 C I T Y O F ASHLAND AGREEMENT BETWEEN THE CITY OF ASHLAND, OREGON ELECTRICAL DEPARTMENT AND ASHLAND FIBER NETWORK and LOCAL UNION NO.659 INTERNATIONAL BROTHERHOOD OF ELECTRICAL WORKERS July 1, 2022—June 30, 2025 Table of Contents Preamble 1 Article I- Scope and Recognition 1 Article ll- Union Security and Check -Off 1 Article III- Management Rights 2 Article IV- Strike and Lockout Prohibition 3 Article V- Holidays 3 Article VI- Vacations 4 Article VII- Hours of Work and Overtime 6 Article VIII- Sick Leave 7 Article IX- Other Leaves of Absence 9 Article X- Compensation 10 Article XI- Discipline and Discharge 13 Article XII- Settlement of Disputes 14 Article XIII- Seniority 15 Article XIV- General Provisions 16 Article XV- Classifications- Work Rules- Safety 18 Article XVI- Health, Welfare and Retirement 19 Article XVII- Workers Compensation 20 Article XVIII- Liability Insurance 20 Article XIX- Savings Clause and Funding 20 Article XX- Termination & Reopening 21 Appendix A- Classifications within Bargaining Unit 22 Appendix B- 2022-2025 IBEW Electrical Salary Schedule 23 Appendix C— Certification Pay 25 Scope of Bargaining 26 AGREEMENT BETWEEN THE CITY OF ASHLAND, OREGON and LOCAL UNION NO.659 INTERNATIONAL BROTHERHOOD OF ELECTRICAL WORKERS PREAMBLE This Agreement made and entered into by the City of Ashland, Oregon, hereinafter referred to as the "City" and Local Union No.659 of the International Brotherhood of Electrical Workers, hereinafter referred to as the "Union". Unless indicated otherwise references to the "City" herein shall include the City's elected officials, the City Manager, or their designees(s) as the officials directly responsible for the operation of the department covered by this Agreement. The purpose of this Agreement is to set forth the full and complete agreement between the parties on matters pertaining to rates of pay, hours of work and other conditions of employment. ARTICLE I- SCOPE AND RECOGNITION The City recognizes the Union as the sole and exclusive bargaining agent for the purposes of establishing rates of pay, hours of work and other conditions of employment for all employees within the bargaining unit described immediately above. This agreement shall apply to all employees of the Electric Department and all employees of Ashland Fiber Network, City of Ashland, Oregon, as set forth in "Appendix A" but excluding clerical employees, confidential and supervisory employees, and temporary employees. Where the term "employee" is used, it shall mean regular employees or probationary employees within the bargaining unit, as the same are defined in Article XIII hereof. Non -bargaining unit employees will not be employed in a temporary position for longer than twelve months except by mutual agreement. However, if the temporary position is to continue for longer than six months, the City will notify the Union and upon request, will meet to discuss the situation and options. The parties agree as follows: ARTICLE II- UNION SECURITY AND CHECK -OFF Section 1: Union Security- Any employee covered by this Agreement may, at any time after hiring or transfer into the Bargaining Unit, apply to become a member of the Union, and may voluntarily sign a check -off authorization form, authorizing the City to deduct from his or her wages, and to remit to the Union, the normal and usual dues required by the Union's Constitution and Bylaws. In addition, any employee who chooses not to join the Union may agree to tender a fee to the Union and, by voluntarily signing a check -off authorization form, may authorize the City to deduct and remit to the Union an amount in fees established by the Union, not to exceed the amount of monthly dues and fees required of "BA" members. The Union shall be the sole custodian of authorization forms. Each month, the Union shall provide to the City a list identifying the employees who have provided authorization for the City to make deductions from the employee's wages to day dues, fees and any other authorized deductions to the Union. The City shall rely on the list alone to deduct and forward payment to the Union. It is agreed there shall be no discrimination in favor of or against, any employee of the City on account of membership in the Union or failure or refusal to join the Union. Nor shall the City interfere in any way with the decision of any employee to join or not to join the Union. Section 2: Check -Off- The City will, during the term of this Agreement, honor written individual check -off requests of regular employees in the Classifications covered by this Agreement, until such check -off request is revoked by written notice directed the Union by registered mail. Such check- off request shall authorize the Union to direct the City to deduct current membership dues or fees. The City will in turn remit the dues or fees, so deducted, to the Union. The Financial Secretary of the Union will keep the City currently advised of the monthly dues and/or fee to be deducted from the wages of each employee who has filed a written individual check- off request with the Union and the City. Section 3: Job Posting- The City will post all job openings on the City's website so the Union can remain informed whenever a bargaining unit job is posted. Such posting shall include a statement that clearly indicates that the posted job is represented by IBEW Local Union 659 with a link to the Collective Bargaining Agreement on the City's website. The City will also, whenever a bargaining unit job is awarded, provide to the Local Union; the name, contact information, pay rate, classification, hire date and date of new hire orientation of the person awarded the position. Section 4: New Employee Greeting- On the date of hire or shortly thereafter, the City will allow the Local Shop Steward and the Union Representative to meet each new employee on City premises and discuss the Union and its role. This meeting shall take place during work hours and be limited to no more than sixty (60) minutes. It will be the responsibility of the Local Shop Steward to arrange meetings with new employees. Section 5: Consistent Representation- In the interest of maintaining fairness and consistency in representing the entire bargaining unit, the City shall notify the Union and an authorized Union Representative shall be present during the time of any adjustment for all matters regarding interpretation of the collective bargaining agreement, at any time a bargaining unit employee requests to be made whole of any perceived shortage due to them as it relates to wages, hours and working conditions and/or in matters of disciplinary action. Section 6: Reversal of Decision- In regards to the ending of fair share agreements required by Janus v. AFSCME, the law regarding such contributions change, the City agrees that it will, upon written request from the Union, meet with the Union within 30 days after receipt to negotiate any appropriate changes. Such provisions, when negotiated, if otherwise legal, shall become effective on a date agreed upon by the parties but in no event shall be retroactive beyond such date. Section 7: Indemnification- The Union agrees to indemnify and hold the City harmless against any and all claims, orders or judgments brought or issued against the City as a result of any action taken or not taken by the City under the provisions of this Article. K ARTICLE III- MANAGEMENT RIGHTS The Union recognizes the prerogative of the City to operate and manage its affairs in all respects in accordance with its responsibilities and the powers or authority which the City has not expressly abridged, delegated or modified by this Agreement are retained by the City. It is understood and agreed that the City possesses the sole and exclusive right to operate the City through its City Manager and department heads and that all management rights repose in it, but such rights must be exercised consistent with the other provisions of this contract. These rights include but are not limited to the following: 1. To determine the mission of its constituent departments, commissions and boards. 2. To set standards of services. 3. To direct its employees. 4. To discipline or discharge for just cause. 5. To relieve its employees from duty because of lack of work, finances, or other legitimate reasons. 6. To maintain the efficiency of governmental operations. 7. To determine the methods, means and personnel by which government operations are to be conducted, except that the City will not contract any work which is ordinarily done by its regular employees for the specific purpose of laying off or demoting such employees, and will furnish the Union with a copy of any contract entered into involving work covered by this contract. 8. To determine the content of job classifications. 9. To take all necessary action to carry out its mission in emergencies. 10. To exercise complete control and discretion over its organization and the technology of performing its work. ARTICLE IV- STRIKE AND LOCKOUT PROHIBITION Section 1- The Union and its members, as individuals or as a group, will not initiate, cause, permit or participate or join in any strike work stoppage, or slowdown, picketing, or any other restriction of work at any location in the City. Employees in the bargaining unit, while acting in the course of their employment, shall not honor any picket line established in the City unless such is sanctioned by the Southern Oregon Labor Council. Section 2- In the event of a strike, work stoppage, slowdown, picketing, observance of a picket line, or other restriction of work in any form, either on the basis of individual choice or collective employee conduct, the Union will immediately upon notification, attempt to secure an immediate and orderly return to work. This obligation and the obligations set forth in Section 1, above, shall not be affected or limited by the subject matter involved in the dispute giving rise to the stoppage or by whether such subject matter is or is not subject to the grievance and arbitration provision of this Agreement. Disciplinary action, including discharge may be taken by the City against any employee or employees engaged in a violation of this Article. Such disciplinary action may be undertaken selectively at the option of the City and shall not preclude or restrict recourse to any other remedies, including an action for damages, which may be available to the City. Section 3- There will be no lockout of employees in the unit by the City as a consequence of any dispute arising during the period of this Agreement. 3 ARTICLE V- HOLIDAYS Section 1: Recognized Holidays- The following shall be recognized as holidays: New Year's Day (January 1) Martin Luther King Day (3rd Monday in January) Washington's Birthday (3rd Monday in February) Memorial Day (last Monday in May) Juneteenth (June 19) Independence Day (4th of July) Labor Day (1 st Monday in September) Veteran's Day (November 11) Thanksgiving Day (4th Thursday in November) Day after Thanksgiving (4th Friday in November) Christmas Day (December 25th) When the U.S. President or Oregon Governor establishes a new annually- reoccurring holiday or issues a declaration or executive order directing a one-time federal or state office closure for purposes of observing a day of nationwide or statewide celebration or homage- for example, for mourning the passing of a former president or other significant person or for memorializing a particular tragic or jubilant event— such a day will be a paid holiday for City employees subject to this bargaining agreement; and A presidential declaration or executive order for a specific purpose of closing federal offices will not necessarily result in a paid City holiday. Examples of federal or state closures that will not necessarily constitute a paid City holiday include: furloughs, weather -related closures, disaster/emergency closures, and office closures extending, for federal employees, the recognized holidays listed in Section 1 above, such as closing the day just prior or just after Christmas. Whenever a holiday shall fall on Sunday, the succeeding Monday shall be observed as the holiday. Whenever a holiday shall fall on Saturday, the preceding Friday shall be observed as the holiday. If an employee is on authorized vacation, sick leave, or other leave with pay when a holiday occurs, such holiday shall not be charged against such authorized vacation, sick or other leave. Section 2: Holiday -Pay- Regular employees shall receive eight (8) hours of pay for each of the holidays listed above on which they perform no work. In order to be eligible for holiday pay when no work is performed, an employee must work on their last scheduled work day immediately prior to a holiday and on their first scheduled work day immediately following the holiday, unless prior approval is granted, as in the case of illness or if the holiday falls within a vacation period. ARTICLE VI- VACATIONS Section 1: Eligibility Years of Service Accrued Vacation Per Pay Period <4 5 hours per pay period >4<9 6 hours per pay period >9<14 7 hours per pay period >14<19 8 hours per pay period >19 10 hours per pay period n Section 2: Continuous Service- Continuous service, for the purpose of accumulating vacation leave, shall be based on regular hours paid to the employee. Vacation leave shall not accrue during a leave of absence without pay. Authorized leave without pay and lay-offs shall not be counted as service, however, employees returning from such absences or layoff shall be entitled to credit for service prior to the leave or layoff. Section 3: Use of Accrued Vacation Time- All requests to take vacation must be preapproved by a supervisor. Normally, approved vacation hours may be taken as time off as soon as they are accrued. In December of each year, an employee can choose, however, to take equivalent pay for all or part of the employee's accrued vacation time, as detailed in Section 3.1. Alternatively, unused accrued vacation time can be carried forward, as detailed in Section 3.2. Section 3.3 gives new employees an opportunity to make use of anticipated but not -yet -accrued vacation. Section 3.1- The employee may choose to cash out up to 25% of their annual vacation accrual. The pay will be included in the first paycheck in December. Section 3.2- Vacation time that is not used for time off or cashed out will carry forward to the next year. Section 3.3: Use of Vacation Time During First Six 6 Months- To aid in the transition to City employment, upon approval by the employee's supervisor, new hires can use their anticipated vacation accruals for the first six (6) months of employment starting from the time of hire. After 6 months of employment, vacation time may be taken only to the extent such vacation has been accrued. In the event a new employee leaves prior to completing 6 months of employment, the employee's final pay check will be reduced by an amount equivalent to pay for the hours the employee took as paid vacation time off in excess of vacation actually accrued (see example below). The opportunity in December to cash out a portion of earned vacation hours as provided in Section 3.1 only applies to vacation actually accrued and not used. Example: New hire is granted 60 hours of vacation at time of hire. They accrue 5 hours of vacation per month. During month 2 they use all 60 hours of vacation and resigns after 4 months on the job. The City would deduct 20 hours from the employee's final pay check because only 4 months of vacation accrual has been earned at the time of the employee's resignation. Section 4: Accrual Limitations- An employee will be allowed to accrue vacation up to, but not to exceed an amount equivalent to two times the amount that they accrue in a calendar year. An employee who is about to lose vacation credit because of accrual limitations may, by notifying their supervisor 15 days in advance, request leave to prevent loss of vacation leave. If the City cannot grant leave due to staffing problems, the City may grant a temporary allowance to accrue vacation in excess of the accrual cap of this subsection. Said temporary allowance may continue for no more than 180 days. Section 5: Scheduling- Employees shall be permitted to request vacation on either a split or an entire basis. Vacation times shall be scheduled by the City based on the head of the department's judgment as to the needs of efficient operations and the availability of vacation relief. Vacation times shall be selected on the basis of seniority; provided, however, such employee will be permitted to exercise their right of seniority only once annually. The vacation schedule shall be posted annually as of December 1st, and employees shall exercise their choice by bidding in seniority. The list shall be closed as of December 31, and subsequent changes shall be made only by mutual consent of the parties. Scheduling of vacation periods to the extent consistent with operating requirements of the City and vacation credits of the employee, shall be in weekly units except by mutual consent of the parties. 5 Section 6: Payment on Termination- In the event of the death or termination of an employee during the initial twelve (12) months of their employment, no payment in lieu of vacation shall be made. In the event of death or termination of employment after an employee has served for twelve (12) months, and is otherwise eligible for vacation credits, the employee shall be entitled to payment for accrued vacation leave at the rate of the date of eligibility. In the event of death, earned but unused vacation leave shall be paid in the same manner as salary due the deceased employee is paid. ARTICLE VII- HOURS OF WORK AND OVERTIME This Article is intended to be construed only as a basis for recognizing overtime, and shall not be construed as a guarantee of hours of work per day or per week. Section 1: Hours of Work- To the extent consistent with operating requirements of the City, eight (8) hours shall constitute a regular days work, and five (5) consecutive days, beginning Monday and terminating Friday, shall constitute a regular week work. However, AFN employees may be scheduled by the City for a work week beginning on Tuesday and terminating on Saturday. Section 2: Work Schedules- All employees, to the extent consistent with operating requirements, shall be scheduled to work on a regular work shift, and each shift shall have regular starting and quitting times. Except for emergency situations and for the duration of the emergency, changes in work schedules shall be communicated seven (7) days prior to the effective date of the change. a. The normal hours of work for electric personnel (other than connect/disconnect and AFN personnel) will be between 7:00 a.m. and 3:30 p.m. with lunch break. With notice of at least thirty days, management can shift normal work hours within 1 hour either direction. b. By mutual agreement between the City and Union, a schedule of ten-hour days, four days per week, maybe adopted. Either party may withdraw agreement to that schedule, in which case a five-day schedule will be reestablished. Section 3: Rest Periods- A paid rest period of fifteen (15) minutes shall be permitted for all employees during each half shift, which shall be scheduled by the City in accordance with its determination as to the operating requirements and each employee's duties. Section 4: Meal Periods- To the extent consistent with operating requirements of the respective departments, an uninterrupted, unpaid one-half (1/2) hour meal period shall be scheduled in the middle of the work shift. Section 5: Overtime Rates- All work performed outside of regularly scheduled hours or days as set forth in this Article shall be compensated at the rate of two (2) times the regular rate of pay. Section 6: Customer Response Shift (CRS)- Line Installers: CRS shall run 7 days a week Tuesday to Tuesday. Journeyman Line Installers will be assigned to the shift on a rotating basis and they may exchange or forgive a shift or part of a shift to another Journeyman. Any adjustments to the schedule are the responsibility of the employee assigned to cover the schedule. When forgiving a shift, the current overtime list should be considered. Each Journeyman assigned to the shift shall receive 2 hours of straight time pay for each day, Monday, Tuesday, Wednesday and Thursday, 2.5 hours of straight time pay on Friday and 4 hours of straight time pay for each day Saturday, Sunday and holidays. (Total of 18.5 hours of straight time for a normal week.) [01 Telecommunication Technicians: CRS shall run from end of shift on Friday to beginning of shift on Monday, plus Holidays. Each Technician assigned to the shift shall be compensated one (1) hours straight time pay on Friday, two and a half (2.5) hours straight time pay for each day Saturday and Sunday, and four (4) hours straight time on Holidays. (Total of six (6) hours for a normal week.) If however, the City elects to initiate stand-by at 20% rate of pay, the CRS person shall receive the 20% stand-by rate for each day it is in place in lieu of CRS pay. Overtime rates, including call out, will be in addition to this day rate. Employees on the Customer Response Shift will be provided with a communications device and a City vehicle; Telecommunications employees will be provided only a communication device. Employees on the CRS shall be paid from the time of a call out to the time they return home. Employees shall respond to calls as promptly as possible and are expected to be on site within 45 minutes of call out including "get ready" and travel time. With, management approval, employees may convert their CRS pay to comp time up to the applicable annual cap. ARTICLE VIII- SICK LEAVE Section 1: Accumulation- New employees will be credited with six (6) months accrued sick leave upon hire for their immediate use. Upon completion of six months, sick leave shall be earned for the purposes stated herein by each eligible employee at the rate of eight (8) hours for each full calendar month of service. Sick leave may be accumulated to a total of nine hundred sixty (960) hours and must be taken for the purposes specified in Section 2 hereof as a condition precedent to any sick leave payment. Sick leave shall not continue to accrue during authorized sick leave or disability leave in excess of ninety (90) calendar days. Section 2: Utilization for Illness or Injury- Employees may utilize their allowance for sick leave when unable to perform their work duties by reason of illness or injury or for the illness or injury of a qualifying family member under applicable state or federal family medical leave laws. In such an event, the employee shall notify the department head or other supervisor of absence due to illness or injury, and the nature and expected length thereof, as soon as possible prior to the beginning of their scheduled regular work shift, unless unable to do so because of the serious nature of injury or illness. A physician's statement of the nature and identity of the illness (unless prohibited by ORS 653.625 section (3)(a)), the need for the employee's absence and the estimated duration of the absence, may be required at the option of the City for absences over three (3) consecutive work days prior to payment of any sick leave benefits or prior to allowing the employee to return to work. Section 3: Integration with Worker's Compensation- When an injury occurs in the course of employment, the City's obligation to pay under this sick leave article is limited to the difference between any payment received under Worker's Compensation laws and the employee's regular pay. In such instances, no charges will be made against accrued sick leave for the first ninety (90) calendar days. Section 4: Sick Leave Without Pay- Upon application by the employee, sick leave without pay may be granted by the City for the remaining period of disability after accrued sick leave has been exhausted. The City may require that the employee submit a certificate from a physician periodically during the period of such disability, and before returning to work. 7 Section 5: Termination- Sick leave is provided by the City in the nature of insurance against loss of income due to illness or injury. No compensation for accrued sick leave shall be provided for any employee upon their death or termination of employment, for whatever reason, except as provided below and in Article XVI Section 3. Sick leave shall not accrue during any period of leave without pay. Beginning July 1, 2020- Upon retirement, employees covered by this agreement shall receive a percentage of their unused sick leave balance credited to their individual HRA/VEBA account. Credit will be paid at the employee's wage rate at retirement in accordance with the following schedule. Un-used Sick Leave Hours Percentage of Credit 100-399 30% 400-599 40% 600-960 50% Employees must provide, to the City, six (6) months written notice of their intent to retire to be eligible for this benefit. No compensation for unused accrued sick leave shall be provided if an employee is terminated for any other reason. Section 6: Compensation For Not Using Sick Leave- Employees within the bargaining unit may elect to receive 1/3 of their unused sick leave accrual (maximum of 32 hours) as cash on their first paycheck in April. To be eligible for cash payout under this provision, employees must retain a minimum balance of 100 hours after the sick leave hours are cashed out. If cash payment is not elected, the unused portion of sick leave will be added to employee's cumulative sick leave balance. Employees who use 40 hours of sick leave or less in a calendar year regardless of their cumulative sick leave balance may elect to receive the full cash out as stated in 8.6 above in compliance with Senate Bill 454 which requires all employers to allow employees up to 40 hours of protected sick leave each year. Employees who use more than 40 hours of sick leave in a calendar year and whose sick leave balance will drop below 100 hours after sick leave cash payout may elect to receive a cash out calculated as follows: ((Annual sick leave accrual minus sick leave hours used by employee) plus sick leave used by employee up to protected sick leave) multiplied by 1/3 equals balance that may be cashed out. D Examples of how the payment for unused sick leave will be calculated if cumulative sick leave balance drops below 100 hours after cash payout, as required by the passage of Oregon Sick Leave law: New Calculations of Sick Leave 96 96 96 96 Cash Payout, As Changed by Oregon Sick Leave Law: Sick leave hours used by employee 100 30 10 152 if cumulative sick leave balance drops below 100 hours: 40 40 All employees are entitled to use up 40 40 to 40 hours without impacting their sick leave incentive. 96-100 -4 + 96-30 = 66 96-10 = 86 96-152 = -56 Hours used up to 40/year are added back for the purpose of calculating 40 = + 30 = + 10 = + 40 = the sick leave incentive: 36 /3 = 12 96 /3 = 32 96/3 = 32 -16 /3 = -5.33 Balance that can be cashed out 12 32 32 0 (Max 32): Section 7: Use for Family Illness- The City will grant leave for OLA/FMLA qualifying reasons consistent with state and federal law. Section 8: Purposes for Sick Leave- Employees are entitled to use the City's sick leave benefit for the following purposes. Reference to "family members" means an employee's spouse, biological adopted or foster parent or child, parent -in-law, grandparent, grandchild or a person with whom the employees was or is in a relationship of in loco parentis, any other relationship identified in the City's Employee Handbook as a "family member" for the purpose of using sick leave. • For an employee's or family member's mental or physical illness, injury or health condition or need for medical diagnosis of these conditions or need for preventative medical care. • To care for an infant or newly adopted child under 18, or for a newly placed foster child under 18, or for a child over 18 if the child is incapable of self -care because of mental or physical disability. • To care for a family member with a serious health condition. • To recover from or seek treatment for a serious health condition that renders the employee unable to perform at least one of the essential functions of the employee's job. • To care for a child of the employee who is suffering from a non -serious illness, injury or condition. • To deal with the death of a family member by attending the funeral or alternative, making arrangements necessitated by the death of a family member, or grieving the death of a family member. 9 To seek medical treatment, legal or law enforcement assistance, remedies to ensure health and safety, or to obtain other services related to domestic violence, sexual assault, harassment or stalking incidents to the employee or employee's minor child or dependent. To donate sick time to another employee for qualifying purposes if the employer has a policy allowing such donations. For certain public health emergencies including closure by public official of the employee's place of business, school or place of care of the employee's child, or a determination by a public health authority or health care provider that the presence of the employee or a family member presents a health risk to others. ARTICLE IX- OTHER LEAVES OF ABSENCE Section 1: Leaves of Absence Without Pay- Leaves of absence without pay not to exceed ninety (90) days may be granted upon request by the employee where it is determined that the operation of the department and/or division will not be negatively impacted by the temporary absence of the employee and that additional expense will not result, including for a replacement. Requests for such leaves must be in writing and submitted to the Department Head 30 days prior to the requested leave date. The employee must utilize accrued vacation and compensatory time before applying for a leave of absence without pay. If the leave lasts two calendar weeks or more, the employee must pay the pro -rated premium for health insurance coverage. Any other payroll obligations of the employee will be deducted from the pay check for the next pay period or may be paid directly to the City. Section 2: Jury Duty- Employees shall be granted leave with pay for service upon a jury; provided, however, that the regular pay of such an employee for the period of absence shall be reduced by the amount of money received by them for such jury service, and upon being excused from jury service for any day an employee shall immediately contact their supervisor for assignment for the remainder of their regular work day. Section 3: Appearances- Leave with pay shall be granted for an appearance before a court, legislative committee, judicial or quasi-judicial body as a witness in response to a subpoena or other direction by proper authority, provided, however, that the regular pay for such employee shall be reduced by an amount equal to any compensation they may receive as witness fees. Section 4: Required Court Appearances- Leaves of absence with pay shall be granted for attendance in court in connection with an employee's officially assigned duties, including the time required for travel to the court and return to the employee's headquarters. Section 5: Union Business- Employees elected or appointed to any legitimate full-time paid Union office which takes them from their employment with the City, shall, upon written request of the Union and the employee be granted a leave of absence of up to one (1) year without pay, renewable upon application. Employees selected by the Union to attend conventions and related Union activities, shall, upon written request of the Union and the employees, be granted a leave of absence of up to thirty (30) days without pay. Section 6: Educational Leave- After completing one (1) year of continuous service, an employee, upon written request, may be granted a leave of absence without pay by the City for the purpose of upgrading their professional ability through enrollment in educational courses directly related to employment at an accredited school or course of study. The period of such leave of absence shall not exceed one (1) year, but may be renewed or extended upon request of the employee and 10 approval by the department head. One (1) year leaves of absence, with requested extensions, for educational purposes may not be provided more than once in any three (3) year period. Their replacement shall be considered a temporary employee. Employees may also be granted time off with pay for educational purposes, for reasonable lengths of time, to attend conference seminars, briefing sessions, training programs, and other programs of a similar nature that are intended to improve or upgrade the employee's skill and professional ability, when ordered by the employee's department head. Section 7: Military Leave- Military leave shall be granted in accordance with ORS 408.290. Section 8: Bereavement Leave- "In addition to regular sick leave, an employee may be granted three (3) days bereavement leave with regular pay in the event of death of a family member of the employee. For the purpose of this benefit, the term "family member" shall include the employee's spouse, biological, adopted, step or foster parent or child, sibling, parent -in-law, sibling -in-law, grandparent and grandparent -in-law. The employee will be paid his or her regular hourly rate for any such days of excused absence which occur only during their assigned workweek. No pay shall be granted if the employee does not attend the memorial service. An additional two (2) days leave may be granted if the memorial service is over 450 miles from Ashland. The City will grant additional paid or unpaid bereavement leave consistent with state and federal laws. (E.g., OFLA/FMLA or Oregon Sick Leave). Section 9: Failure to Return From Leave- Any employee who is granted a leave of absence and who, for any reason, fails to return to work at the expiration of said leave of absence, shall be considered as having resigned their position with the City, and their position shall be deemed vacated; except and unless the employee, prior to the expiration of their leave of absence, has furnished evidence that they are unable to work by reason of sickness, physical disability or other legitimate reason beyond their control. ARTICLE X- COMPENSATION Section 1: Pay Schedule- Employees shall be compensated in accordance with the pay schedule attached to this Agreement and marked "Appendix B" which is hereby incorporated into and made a part of this Agreement. When any position not listed on the pay schedule is established, the City shall designate a job classification and pay rate for the position. The Union shall be notified and the pay rate established by the City shall be considered tentative until the Union has been afforded the opportunity to meet and discuss the matter. That process shall be governed by the mid- term bargaining process stated in ORS 243.698. The pay schedule in "Appendix B" shall reflect the following increases: Effective retro to July 1, 2022, there will be a 2% spot increase applied to the Line Installer rate. The rate for Meter Relay Tech will be at 109% of Line Installers rate. Lead Working Lineman rate will beat 111% of Line Installers rate. General Foreman -rate will beat 116% of Line Installers rate. Electrician and Electric Meter Repairer rates will be at 100% of Line Installer rate. In addition, the wage schedule will be adjusted by 4% for all positions in the bargaining unit. Effective July 1, 2023, the wage schedule will be adjusted by 4%for all positions in the bargaining unit. 11 • Effective July 1, 2024, the wage schedule will be adjusted by 3%for all positions in the bargaining unit. Section 2: Overtime- The City has the right to assign overtime work as required in a manner most advantageous to the City, and consistent with the requirements of municipal service and the public interest. Employees shall be compensated at the rate of two (2) times the regular rate for overtime work outside of the regularly scheduled workweek or work day, but in no event shall such compensation be received twice for the same hours. All overtime shall be recorded by the employee and must be approved by the department head or supervisor. Scheduled overtime, time annexed to the beginning of the work shift, or hold -over times annexed to the end of the work shift, shall be considered overtime and shall not be considered call-back time. Section 3: Call-back Time- Employees called back to work shall receive overtime pay with a guaranteed minimum of two (2) hours at double time for the work for which they are called back. More than one call-back is permissible within the call-back period. Employees required to work over the initial call-back period, where more than one call-back is handled, will be paid at the overtime rate to nearest one-half (1/2) hour. a. Employees called for duty less than four (4) hours before the beginning of their regular work day shall be paid at the established overtime rate from the time they are called until the beginning of their regular work day. Regular working hours following shall be at the straight time rate. Section 4: Rest Time- Employees are eligible for rest time only when working four (4) or more hours between regularly scheduled work shifts. On the day before the employee's regular shift, the eligibility window begins at the employee's regular shift ending time. Definition: Rest time is defined as hours earned during the eight (8) hours immediately preceding the beginning of the regularly scheduled shift and taken during the employee's regularly scheduled shift that day at the straight time rate. Rest time is earned at the rate of one (1) hour for every hour worked in the eight (8) hour period immediately preceding the beginning of the employee's regular scheduled shift. All paid time in the eight (8) hour period immediately preceding the beginning of the employee's regular shift will be used to calculate rest time. Utilization: If an employee earns two (2) hours or less rest time, and elects to take the rest time at the beginning of the shift, the rest time hours will start at the beginning of the shift and will run consecutively until exhausted at which time the employee will report to work and work at the straight time rate for the remainder of the shift. If the employee has earned more than two (2) hours of rest time and elects to take rest time at the beginning of the shift, the rest time hours will start at the beginning of the shift and run consecutively until exhausted. If any hours remain in the scheduled shift, the employee can elect to work at the straight time rate, or use vacation or comp time to complete the shift. If the employee elects to take the rest time at the end of the shift, their work shift will start at the regular time and the employee will work at the straight time rate until rest time is due. Any hours worked when rest time is due, the employee shall receive straight time for the hours worked in addition to rest time at the straight time rate. 12 Section 5: Pay Periods- Employees shall be paid every other Friday. Pay periods shall be for 14 days beginning at 12:01 a.m. on Saturday, and ending on the 14th day (Friday) at 12:00 p.m. Pay days shall be on the Friday following the close of each pay period. Section 6: Standby Pay- Electric Department employees and Telecommunication Technicians will be paid at the rate of twenty percent (20%) of the employee's straight time rate of pay to be work ready. In addition to standby pay, employees shall receive the applicable overtime rate of pay for all time worked when called in from standby. The number of hours in a standby period will be predetermined and the employee so advised in advance of standby duty. The City may maintain a call list, which shall not in itself entitle an employee to standby pay. With, Management approval, employees may convert their standby pay to comp time up to the applicable annual cap. Section 7: Mileage- An employee required to report for special duty or assignment at any location other than their permanent reporting location and who is required to use their personal automobile for transportation to such location shall be compensated at the mileage rate established annually by the IRS per mile for the use of such automobile directly in the line of duty. Section 8: Travel Expense- When employees attend out of town training programs or conferences, reimbursement for travel and meal expense will be in accordance with City policy. Section 9: Meals Durinq Extra Work Periods - a. Emergency Overtime and Call -out- Breakfast and lunch shall be provided at reasonable City expense when employees are called out on emergency overtime before regular work hours and did not have time to eat breakfast and prepare a lunch. Employees not released from a call out prior to six (6:00) a.m. shall be considered as not having time to eat breakfast and/or prepare lunch. Meals shall be provided by the City during normal meal times if an employee is called out to work after hours, on Saturday, Sunday and holidays and employee is required to work four (4) hours or more. Meals will be reimbursed to employee at $15.00 per occurrence and submitted to payroll by marking the appropriate box on timesheet. b. Work Beyond Regular Work Shift- Employees required to work two (2) hours or more beyond their regular work hours shall be provided a meal at City expense. If work continues after the meal has been provided, employees shall be entitled to meals at four (4) hour intervals thereafter. c. Prearranged Work Shift- When an employee is notified by the end of the preceding regular work shift and is required to report to work less than two (2) hours before regular work hours, the employee shall not be provided a breakfast or lunch. If an employee is required to report for work two (2) or more hours before regular work hours the City will provide breakfast, and the employee will be responsible for lunch. d. Regular Work Hours- Regular work hours are the hours that the employee normally works during the week, which may include Saturday, Sunday and holidays, as outlined in Article 7, Section 1 of this Agreement. 13 Section 10: Compensatory Time- Overtime for hours actually worked (excluding standby time) may be paid in the form of compensatory time off at the applicable rate subject to the approval of the department head or designated supervisor. The employee may request compensatory time off by submitting a request in writing at least 48 hours in advance of the requested time. No employee shall exceed more than eighty (80) hours of compensatory time in an annual period. If an employee uses their compensatory hours, they can accrue hours to build back up to eighty (80) hours. Compensatory time shall be accrued on an annual basis from December 1 to November 30. Compensatory hours can be compensated as pay of the first pay period in December, or the employee can roll a maximum of forty (40) hours over to the upcoming year. Section 11: Longevity Pay- Upon 5 years of a full-time regular employee anniversary date, they will receive a $1000 annual bonus each year. Upon 10 years of a full-time regular employee anniversary date, they will receive a $1250 annual bonus each year. Upon 15 year of a full-time regular employee anniversary date, they will receive a $1500 annual bonus each year. Anniversary bonuses to be distributed on the first pay check in December. ARTICLE XI- DISCIPLINE AND DISCHARGE Section 1: Discipline- Disciplinary action may include the following: a. Written reprimand b. Demotion c. Suspension d. Discharge Disciplinary action may be imposed upon any employee for failing to fulfill their responsibilities as an employee. Conduct reflecting discredit upon the City or Department, or which is a direct hindrance to the effective performance of City functions shall be considered good cause for disciplinary action. Such cause may also include misconduct, inefficiency, incompetence, insubordination, the willful giving of false or confidential information, the withholding of information with intent to deceive when making application for employment, willful violation of departmental rules or for activities forbidden by State law. Any disciplinary action imposed upon an employee shall be protested only as a grievance through the regular grievance procedure. Section 2: Discharge- An employee having less than six (6) months of continuous service shall serve at the pleasure of the City. An employee having continuous service in excess of six (6) months shall be discharged only for cause. If the department head or other supervisor determines that there is cause for discharge, they shall deliver to the employee and the Union a written notice of the employee's right to a pre -discipline hearing. Such notice shall specify the principal grounds for such action. Protest of the discharge of any employee shall be made only through the grievance procedure set forth in Article XII. The Union may process a grievance concerning suspension or discharge, or both, at Step II of the grievance procedure. ARTICLE XII- SETTLEMENT OF DISPUTES Section 1: Grievance and Arbitration Procedure- Any grievance or dispute which may arise between the parties concerning the application, meaning or interpretation of this Agreement, shall be settled in the following manner: 14 STEP I- The affected employee shall take up the grievance or dispute with the employee's supervisor within seventy-two (72) hours of its occurrence, excluding Saturday and Sunday. The supervisor shall then attempt to adjust the matter within three (3) working days. STEP II- If the grievance has not been settled between the affected employee and the supervisor, it may be presented in writing by the Union to the Director of Electric Utilities . within seventy-two (72) hours, excluding Saturday and Sunday, after the response specified in Step I is due. The written notice shall include details of the grievance, the section of this Agreement allegedly violated and the specific remedy requested. The Director of Electric Utilities shall respond to the Union representative in writing within five (5) working days after receipt thereof. STEP III- If the grievance still remains unadjusted, it may be presented by the Union to the City Manager of the City or their designee(s), within seven (7) days after the response specified in Step II is due. The City Manager or their designee(s) shall respond in writing to the Union within five (5) working days. STEP IV- If the grievance is still unsettled, either party may, within ten (10) days after the reply of the City Manager is due, by written notice to the other, request arbitration of the dispute under Section V herein. STEP V- If the grievance is still unsettled, either party may, within ten (10) days of the decision of the City Manager or their designee(s) under Step IV have the right to have the matter arbitrated by a third party jointly agreed upon by the City and the Union. If the parties are unable to agree upon an arbitrator, the American Arbitration Association or other mutually agreed organization shall be requested to submit a list of five names. Both the City and the Union shall have the right to strike two names from the list. The party requesting arbitration shall strike the first name and the other party shall then strike one and the process shall be repeated and the remaining person shall be the arbitrator. The City and the Union shall meet in a pre -hearing conference and shall prepare a submission agreement regarding the specific issues in dispute. The designated arbitrator shall hear both parties as soon as possible on the disputed matter and shall render a decision within thirty (30) days which shall be final and binding on the parties and the employee. The arbitrator shall have no right to amend, modify, nullify, ignore or add provisions to the Agreement, but shall be limited to consideration of the particular issue(s) presented to him or her. Their decision shall be based solely upon their interpretation of the meaning and application of the express language of the Agreement. Expenses for the arbitrator shall be borne equally by the City and the Union; however, each party shall be responsible for compensating its own representatives and witnesses. If either party desires a verbatim recording of the proceedings, it may cause such a record to be made, provided it pays for the record. If the other party desires a copy both parties shall jointly share the cost of the transcript and all copies. If any grievance is not presented or forwarded by the employee or Union within the time limits specified above, such grievance shall be deemed waived. If any grievance is not answered by the City within the time limits specified above, such grievance shall be deemed granted. Section 2: Stewards- The Union may select an employee who shall be known as the steward. The name of the employee selected as steward, and the names of local Union representatives who may represent employees, shall be certified in writing to the City by the Union. Duties required by the Union of a steward, excepting attendance at meetings with supervisory personnel and aggrieved employees arising out of a grievance already initiated by an employee under Section 1 15 hereof, shall not interfere with this or other employees' regular work assignments as employees of the City. Contacts between the steward and employees or the Union shall be made outside of working hours so as not to disrupt regular City operations. ARTICLE XIII- SENIORITY Section 1: Seniority- Seniority shall be an employee's length of continuous service with the bargaining unit dating from their last date of hire, and shall apply by job classification in matter of layoff, recall and vacation. In the event of a layoff, such employee may exercise their seniority in a lower job classification within the Department. Recall from layoff shall be in the reverse order of seniority. The City reserves the right to lay off out of the order of seniority if, in the City's judgment, retention of special job skills is required. Seniority shall continue to accrue during (1) authorized sick leave or disability leave up to ninety (90) calendar days; (2) vacation leave; (3) authorized compensatory time off; (4) educational leave required by the City; (5) military leave as specified in Article IX, Section 8; (6) bereavement leave; (7) jury duty; and (8) promotion to a supervisory position outside of the bargaining unit for two (2) years. Section 2: Suspension of Seniority- Seniority shall be retained, but shall not continue to accrue during (1) authorized sick leave or disability leave in excess of ninety (90) calendar days; (2) educational leave requested by the employee; (3) military leave for disciplinary reasons; (4) election to a fulltime paid Union office up to one (1) year, renewable upon application; and (5) other authorized leaves of absence of up to ninety (90) calendar days. Section 3: Termination of Seniority- Seniority and the employment relationship shall be broken or terminated if an employee (1) quits; (2) is discharged for just cause; (3) is absent from work for three (3) consecutive working days without notification to the City; (4) is laid off and fails to report to work within three (3) days after being recalled; (5) is laid off from work for any reason for twenty- four (24) months or for a period of time equal to their seniority, whichever is shorter; (6) fails to report for work at the termination of a leave of absence; (7) if while on a leave of absence for personal health reasons, accepts other employment without permission; or (8) if he or she is retired. Section 4: Probationary Period- The probationary period is an integral part of the employee selection process and provides the City with the opportunity to upgrade and improve the department by observing a new employee's work training, aiding new employees in adjustment to their positions, and by providing an opportunity to reject any employee whose work performance fails to meet required work standards. Every new employee hired into the bargaining unit shall serve a probationary period of six (6) full months after which they shall be considered a regular employee and granted seniority to the last date of hire. The Union recognizes the right of the City to terminate probationary employees for any reason and to exercise all rights not specifically modified by this Agreement with respect to such employees, including, but not limited to, the shifting of work schedules and job classifications, the assignment of on-the-job training, cross training in other classifications, and assignment to educational courses and training programs, the requirement that such employees attend training programs on their off -duty time for which they will be compensated on a straight -time basis by the granting of compensatory time off. Termination of a probationary employee shall not be subject to the grievance procedure under Article XII. Section 5: Promotional Probationary Period- Regular employees promoted into a higher classification shall serve a promotional probationary of six (6) full months. The Union also recognizes the right of the employer to demote an employee on promotional probationary status to highest previous position. Demotion of an employee on promotional probationary status shall not be subject to the grievance procedure under Article XII. It is the intent of this Agreement that W promotional opportunities shall first be extended to employees within each department. Provided such employees are qualified to perform the work in question. To this end, promotional opportunities shall be posted for ten (10) working days before the job is filled by a new employee. The City shall be under no obligation to train an employee to become qualified, but shall give preference to present employees who are qualified and apply for such job opening. The City shall be the judge of an employee's qualifications and ability. In the event two or more applicants for a job opening are equally qualified, seniority shall prevail. Section 6: Layoff and Recall- Recall from layoff exceeding five (5) work days shall be by certified mail sent to the employee at their last known address furnished to the City by the employee. Laid off employees are solely responsible to assure that the City has their current mailing addresses. The City may use any other means to return an employee sooner. ARTICLE XIV- GENERAL PROVISIONS Section 1: No Discrimination- The provisions of this Agreement shall be applied equally to all employees in the bargaining unit without discrimination as to race creed, color, sex, gender identity, sexual orientation, marital status, age, national origin or disability. The Union shall share equally with the City the responsibility for applying the provisions of this section. Employees shall have the right to form, join, and participate in the activities of the Union or any other labor organization, or to refrain from any or all such activities, and there shall be no discrimination by either the City or the Union by reason of the exercise of such right except as specifically provided herein. Nothing in this Agreement shall be construed as precluding or limiting the right of an individual employee to represent themselves in individual personnel matters. Section 2: Bulletin Boards- The City agrees to furnish and maintain a suitable bulletin board in a convenient place in the work of assembly area to be used by the Union. The Union shall limit its postings of Union notices and bulletins of such bulletin board, which shall be used only for the following Union notices and bulletins: a. Recreational and social affairs of the Union b. Union meetings C. Union elections d. Reports of Union committees e. Rulings or policies of the International Union Section 3: Visits by Union Representatives- The City agrees that accredited representatives of the International Brotherhood of Electrical Workers, Local Union 659, upon reasonable prior notice to the Director of Electrical Utilities, may have reasonable access to the premises of the City at any time during working hours for the purpose of the activities permitted in ORS 243.804. Section 4: Solicitation- The Union agrees that its members will not solicit membership in the Union or otherwise carry on Union activities during working hours, except as specifically provided in this Agreement. Section 5: Existing Conditions- Only such existing and future working rules and benefits as are specifically covered by the terms of this Agreement shall be affected by recognition of the Union and execution of this Agreement. It is further agreed that if modification of work rules or benefits covered by a specific provision of this Agreement is proposed any such modification shall be posted prominently on all bulletin boards for a period of seven (7) consecutive days prior to implementation. 17 Section 6: Other Employment- Outside employment shall be permitted only with the express prior written approval of the City which may at any time, upon reasonable grounds, revoke permission to hold such outside employment. The general principles to be followed by the City in permitting or restricting such outside employment shall be: a. The need for mentally and physically alert electric utility employees. b. Insulating employees from potential conflict of interest situations. c. Maintaining efficiency unimpaired by other employment, recognizing the nature of the job requiring electric utility employees to be available for emergency duty twenty-four (24) hours a day. Section 7: Supervisor Employees- It is understood that supervisory employees not covered under this Agreement shall not perform work within the jurisdiction of the Union except in the case of an emergency, such as a customer outage when life or property is endangered, and the complementary of regular employees is temporarily reduced by reason of absence of any employee due to illness or other legitimate reasons, or where the work load is temporarily increased, or for purposes of instruction or training. Section 8: Uniforms, Protective Clothing and Devices- If an employee is required to wear a uniform, protective clothing or use any type of protective device, such article shall be provided, maintained and cleaned by the City. Replacements shall be provided by the City upon surrender of the article, at no cost to the employee, reasonable wear excepted. In the first month of the start of this agreement, the City shall pay $900 to each bargaining unit employee for the employee to purchase or repair of protective footwear, such as steel -toe boots. Lost articles or damage to articles due to negligence shall be reimbursed to the City by the employee. The City shall also pay new hires in the bargaining unit $900 for the same purchase. The City shall provide a safe place for the storage of such articles. Failure of an employee to wear such required uniform, protective clothing or boots, or use such protective device as prescribed by the City shall be cause for disciplinary action as set forth in Article XI hereof. Note: The Internal Revenue Service characterizes such allowances to employees for clothing and footwear as taxable. Accordingly, the City must report the value of this benefit to it. Section 9: Response Time Requirement- All new regular employees shall establish their residence within twelve months employment, to within thirty (30) miles of the Service Center (90 N Mountain Avenue). The response time radius of thirty (30) miles is for the purpose of enabling a prompt response when called for emergency duty. ARTICLE XV- CLASSIFICATIONS- WORK RULES— SAFETY Section 1: Classifications and Descriptions- The general classifications of labor which shall be recognized throughout this Agreement, shall be those set forth in "Appendix A". Other classifications may be added as the need arises by mutual agreement between the parties. Section 2: Work Rules- The following work rules shall apply to the general classifications listed below: a. On jobs having a Lead Working Line Installer, workers are not to take orders, directions, or accept the layout of any job from anyone, except such Lead Working Line Installer. If such Lead Working Line Installer is required to be absent from the job for an extended period of time, a replacement shall be designated by the City. 18 b. All work on transformers in the field (except testing) shall be done by Line Installers. Shop repairs on transformers may be done by other qualified personnel. c. Switching of circuits outside substations shall be done by Line Installers. Switching of circuits inside substations shall be done by Meter Relay Technician or Line Installers. d. Installation and maintenance of all direct burial underground electrical circuits, both primary and secondary, and of outdoor pad mounted transformers used in this type of installation, shall be done by regular line crews. e. All framing and erecting of poles or towers and stringing of wire, shall be done by Line Installers, assisted by Ground persons and Line Truck Operators when required. f. Stubbing of poles may be done by Ground persons, under the supervision of a Line Installer. g. Employees, while working on transmission line structures or other towers at a height of seventy-five (75) feet or more above ground or its equivalent, such as a building roof, shall receive one (1) hour's additional pay at regular straight time for each hour worked at such height. This shall not apply to the erection of new steel towers or to the original installation of hardware and conductor on transmission lines prior to energization. Employees relieved from duty because of weather conditions shall be paid until returned to headquarters. If an employee does not return to headquarters, they shall be paid only for time worked. If employees report for work on a regular shift and it is mutually agreed between the supervisor and the crew Lead Working Line Installer that weather conditions are such that they cannot work, they shall be paid for one (1) hour at the straight time rate. When such is deemed to be in the public interest, crews may be requested to work regardless of weather conditions. Time not worked because of adverse weather conditions shall not affect vacation or sick leave accrual. i. Apprentices shall be indentured under the Oregon State Law and Plan of Apprenticeship to learn the trade under the direct supervision of a line installer. An apprentice shall be given the opportunity upon the successful completion of three (3) years' experience to qualify themselves as a line installer by written examination. Upon so qualifying, they shall be reclassified to line installer status. Section 3: Safety Rules- Electrical Workers Safety Rules as promulgated by the Oregon State Workmen's Compensation Board, and as amended from time to time, are hereby adopted and incorporated as a part of this Agreement as is fully set forth herein, and routine safety meetings shall be continued. a. When working on live lines over 750 volts phase to phase, it shall be the practice to have a Line Installer assisting each Line Installer on such lines. b. No worker shall be required to work on energized lines exceeding 5,000 volts unless it is done by qualified Line Installers using approved tools of the "hot stick" variety. c. In the interest of safety and in order to ensure continuity of electric service, the employee shall promptly report any unsafe conditions noted in connection with the City's facilities. 19 ARTICLEXVI- HEALTH, WELFARE AND RETIREMENT Section 1: Health and Welfare- The City and employees agree on the following cost -share arrangement for health benefits: Beginning January 1, 2023 Employees agree to pay 10%, and the City will pay 90% on health care premiums. There are 2 plans to choose from, $1500 deductible, base plan Copay H, or a buy up plan of $500 deductible, Copay F, with the difference being the responsibility of the employee. Willamette Dental with Ortho or Delta Dental III with Ortho. Section 2- The Employee Health Benefits Advisory Committee shall be repurposed as a Labor Management Committee and shall include (1) representative of the IBEW Electrical Union. The Committee shall meet at least once per year for the purpose of discussing City wide issues including health insurance benefits along with other items. The City agrees to continue providing the following additional fringe benefits: (a) Life Insurance- employee ($20,000 with AD&D) and dependent coverage ($1 ,000). (b) Long Term Disability Insurance- employee only. (c) City paid reimbursement for physical fitness as described in the City of Ashland Wellness Program. Note: The dollar value of this benefit is taxable; it is reported on Form W-2. In the event that any of these programs change or are updated, the City agrees to provide the IBEW written notice of the change with as much advance notice as possible, and an opportunity to negotiate the impact of the change. Section 3: Retirement - a) The City agrees to maintain its existing Retirement Plan, subject to the terms and provisions thereof, as it applies to regular employees in the bargaining unit. In accordance with statute, for qualified retiring PERS members, the City will report the sum of accrued but unused sick leave to PERS. b) Pursuant to ORS 238A.355 the City will assume, pick-up and pay the employee contribution required by PERS for all employees covered by this Agreement at a uniform rate of 6%. Employees may also elect to make additional employee contributions to their IAP account, in the amount equal to the amount credited to the employee pension stability account, under ORS 238A.355 this additional contribution may not be paid by the City. Section 4: Medical Coverage for Retirees- Any employee hired prior to July 1, 2005, and retiring during the term of this contract with twenty (20) or more years of full-time service with the City, shall be eligible for a one time contribution into their HRA/VEBA account in the amount of $3,612.00 ($60.20/month for 5 years) to assist with healthcare costs in retirement. Section 5: Deferred Compensation- The City agrees to contribute up to $50.00 per month in matching funds per member enrolled in a City deferred compensation program (currently ICMA or ING). This program is at the option of the member and contingent upon a minimum $15.00 per month contribution paid by the member. Section 6: Mercy Flights- The City agrees to pay the premium for household membership in Mercy Flights for Air Ambulance transportation service. Employees shall have the option to upgrade his or her membership to the Combined Air and Ground Ambulance membership by paying the 20 additional amount by payroll deduction. Note: The dollar value of this benefit is taxable; it is reported on Form W-2. Section 7: HRA/VEBA- The City agrees to contribute 3% of salary into the Health Reimbursement Arrangement/Voluntary Employee's Beneficiary Association (HRA/VEBA) monthly. ARTICLE XVII- WORKERS COMPENSATION Section 1: Worker's Compensation- All employees will be insured under the provisions of the Oregon State Worker's Compensation Act for injuries received while at work for the City. Section 2: Supplementary Payment- Compensation paid by the City for a period of sick leave also covered by Workers Compensation shall be equal to the difference between the Workers Compensation pay for lost time and the employee's regular pay rate. ICLE XVIII- LIABILITY INSURANCE The City shall purchase liability insurance as permitted by ORS 30.282 for the protection of all employees covered by this Agreement against claims against them incurred in or arising out of the performance of their official duties. The premium for such insurance shall by paid by the City. ARTICLE XIX- SAVINGS CLAUSE AND FUNDING Section 1: Savings Clause- Should any provision of this Agreement be subsequently declared by the proper legislative or judicial authority to be unlawful, unenforceable, or not in accordance with applicable statutes or ordinances, all other provisions of this Agreement shall remain in full force and effect for the duration of this Agreement. Such bargaining shall be conducted according to ORS 243.698. Section 2: Funding- The parties recognize that revenue needed to fund the wages and benefits provided by the Agreement must be approved annually by established budget procedures and, in certain circumstances, by vote of the citizens of the City. All such wages and benefits are therefore contingent upon sources of revenue and, where applicable, annual voter budget approval. The City has no intention of cutting the wages and benefits specified in this Agreement because of budgetary limitations, but cannot and does not guarantee any level of employment in the bargaining unit covered by this Agreement. The City agrees to include in its annual budget request amounts sufficient to fund the wages and benefits provided by this Agreement, but makes no guarantee as to passage of such budget request or voter approval thereof. ARTICLE XX- TERMINATION & REOPENING This Agreement shall be effective as of the 1st day of July, 2022 and shall remain in full force and effect until the 30th day of June, 2025 and shall terminate all prior Agreements and practices and concludes all collective bargaining during the term of this Agreement, provided however that: This Agreement shall be automatically renewed from year to year thereafter unless either party shall notify the other in writing not later than 180 days prior to the expiration or subsequent anniversary date that it wishes to modify this Agreement for any reason. Such notification shall include the substance of the modification and the language with which such desired modifications are to be expressed. In the event that such notice is given, negotiations shall begin not later than 21 sixty (60) days after said notice. This Agreement shall remain in full force and effect during the period of negotiations. City of Ashland, Oregon By: Joe Lessard, City Manager Date: APPROVED: Ashland City Council By: Date: International Brotherhood of Electrical Workers, Local Union 659 By: Jon Flegel, Business Manager Date: 22 "APPENDIX A"- CLASSIFICATIONS WITHIN BARGAINING UNIT General Foreman 116% Lead Working Line Installer 111 % Meter Relay Technician 109% Line Installer Line Installer/Service Person Apprentice Line Installer Electrician 100% Line Truck Operator Electric Meter Repairer 100% Electric Warehouse Person Lead Telecommunications Technician Telecommunications Technician Groundperson Connect -Disconnect Meter Reader Mapping Specialist Communications/Head-End Technician Tree Trimmer Foreman Tree Trimmer/Arborist Tree Trimmer 23 "APPENDIX B"- 2022 to 2025 IBEW ELECTRICAL SALARY SCHEDULE Position Current Wage 7/1/202 t 2% Increase for Journeyman 7/1/2022 7/1/2023 7/1/2024 Hourly 4% 4% 3% General Foreman (116% of Line Installer Rate) $59.0751 $61.3138 $63.7663 $66.3170 $68.3065 Lead Working Line Installer (111% of Line Installer Rate) $57.5205 $58.6709 $61.0178 $63.4585 $65.3622 Meter Relay Technician (109% of Line Installer Rate) $56.4841 $57.6138 $59.9184 $62.3151 $64.1845 Line Installer/Serviceman $51.8203 $52.8567 $54.9710 $57.1698 $58.8849 Line Installer $51.8203 $52.8567 $54.9710 $57.1698 $58.8849 Apprentice Line Installer 15' 6 months (70% of Line Installer Rate) $36.2742 $36.9997 $38.4797 $40.0189 $41.2194 2nd 6 months (73% of Line Installer Rate) $37.8288 $38.5854 $40.1288 $41.7339 $42.9860 V 6 months (76% of Line Installer Rate) $39.3834 $40.1711 $41.7779 $43.4490 $44.7525 4`h 6 months (80% of Line Installer Rate) $41.4562 $42.2853 $43.9767 $45.7358 $47.1079 51h 6 months (84% of Line Installer Rate) $43.5290 $44.3996 $46.1756 $48.0226 $49.4633 61h 6 months (90% of Line Installer Rate) $46.6383 $47.5711 $49.4739 $51.4529 $52.9965 Electrician (1) (100% of Line Installer Rate) $51.8203 $52.8567 $54.9710 $57.1698 $58.8849 Electric Meter Repairer (100% of Line Installer Rate) $51.8203 $52.8567 $54.9710 $57.1698 $58.8849 Line Truck Driver $38.6523 $40.1984 $41.8063 $43.0605 Tree Trimmer $41.1442 $41.9671 $43.6458 $45.3916 $46.7533 Tree Trimmer/Arborist $44.4274 $45.3159 $47.1286 $49.0137 $50.4841 Tree Trimmer Foreman $47.7106 $48.6648 $50.6114 $52.6359 $54.2149 Connect -Disconnect (2) $35.0256 $36.4266 $37.8837 $39.0202 Electric Warehouse Person $35.0256 $36.4266 $37.8837 $39.0202 LD Telecommunications Technician (3) $32.9187 $34.2354 $35.6049 $36.6730 Groundperson, Meter Reader, Connect -Disconnect 1It6 months $15.5564 $16.1787 $16.8258 $17.3306 2"d 6 months $20.0418 $20.8435 $21.6772 $22.3275 3'd 6 months $24.4399 $25.4175 $26.4342 $27.2272 41h 6 months $28.8414 $29.9951 $31.1949 $32.1307 Thereafter $33.2505 $34.5805 $35.9637 $37.0427 Telecommunications Technician (3) 1116 months $14.6678 $15.2545 $15.8647 $16.3406 2"d 6 months $18.8971 $19.6530 $20.4391 $21.0523 3`d 6 months $23.0366 $23.9581 $24.9164 $25.6639 4116 months $27.1939 $28.2817 $29.4129 $30.2953 Thereafter $31.3512 $32.6052 $33.9095 $34.9267 24 Mapping Specialist 1116 months $28.1659 $29.2925 $30.4642 $31.3782 Next 12 Months $29.7675 $30.9582 $32.1965 $33.1624 Next 12 Months $31.3871 $32.6426 $33.9483 $34.9667 Next 12 Months $33.0250 $34.3460 $35.7198 $36.7914 Thereafter $34.6808 $36.0680 $37.5108 $38.6361 Communications/Head-End Technician (3) 1It 6 months $34.5338 $35.9152 $37.3518 $38.4723 Next 12 Months $35.8936 $37.3293 $38.8225 $39.9872 Next 12 Months $37.3430 $38.8367 $40.3902 $41.6019 Thereafter $38.8280 $40.3811 $41.9964 $43.2563 PLEASE NOTE: Hourly rates are accurate to 4 decimal places. Monthly figures are approximate, actual earnings may vary. 25 "APPENDIX C"- CERTIFICATION PAY Upon request of the City for an employee to be certified and maintain certification. Maximum increase of 5% per employee. 1) Supervisory Electricians License increased by 2.5% and/or Electrical Inspectors License increased by 2.5%. 2) Connect -Disconnect to be increased by 2.5% for duties primarily centered around meter reading devices. 3) Telecommunication Technicians trained in fiber splicing shall receive a 5% increase when performing work involving splicing of Fiber Optics, minimum time for upgrade will be four (4) hours. 4) 2.5% increase for Line installers for a Line Clearance Arborist Certification. 5) 2.5% increase for employees for an ISA Certified Arborist. 6) 2.5% increase for employees for a Crane Certification. 7) 2.5% increase for employees for certifications identified by our Wildfire Mitigation program. 8) 2.5% increase for Journeymen for a Substation Tech Certification. 9) 2.5% increase for Meter Relay Journeymen for state of Oregon Electrical License, IBEW Journeymen Lineman, IBEW Substation Tech. 10) 2.5% increase for Electricians or Meter Relay Tech with state of Oregon CDL. 11) 2.5% increase for completion of NWPPA Operations Line worker and Substation series courses. 12) 2.5% increase for Warehouseman for completion of NWPPA operation supply chain coarse. 13) 2.5% for Drone certification, drone operator shall be an IBEW position. 26 SCOPE OF COLLECTIVE BARGAINING "Wages, hours of work, and working conditions" JUST CAUSE STANDARD FOR DISCIPLINE 1. Forewarning of rule and consequences. 2. Reasonable rule. 3. Thorough investigation. 4. Fair and objective investigation. 5. Preponderance of evidence. 6. Consistent. 7. Punishment fits the offense. WEINGARTEN RIGHT TO REPRESENTATION 1. Investigatory interviews. 2. Employee reasonably believes discipline may result. 3. Employee must request representation. 4. Employer may: a) grant request b) discontinue interview c) offer employee choice of 1) interview without representation or 2) no interview 5. 24-hour advance notice of subject of interview and 24 hours to confer with the Union. PAST PRACTICE Must be: 1. Clear and 2. Consistently followed and 3. Followed over a reasonably long period of time agreed to by both parties 4. Shown by the record to be mutually accepted by the parties. Used to. - (a) interpret ambiguous contract language; (b) establish wages, hours of work or working conditions not in the contract Clear contract language always takes precedence over past practice (with advance notification). 27 Council Business Meeting August 16, 2022 Summary of IBEW Clerical/ Technical, Lineman Labor Agreements and Agenda Item Resolution No. 2022-26 Clarifying Certain Employment Conditions Fiscal Years 2022- 2025 From Sabrina Cotta Deputy City Manager/ Acting HR Director Contact sabrina.cotta@ashland.or.us 541-552-2106 SUMMARY The current labor agreements between the City of Ashland and the IBEW Clerical/Technical & Lineman employees and Resolution No. 2021-18 Clarifying Certain Employment Conditions for Management and Confidential Employees for Fiscal Year 2021/2022 expired on June 30, 2022. These three agreements represent around 62% of the City's workforce (-151 individuals). Two tentative agreements and an updated resolution are brought before Council for consideration today. Group Membership IBEW Clerical 40 IBEW Electrical 17 Management, Confidential, Non -Represented 95 Fire 30 Police 22 Laborers 41 PREVIOUS COUNCIL ACTION On July 19t', 2022 staff briefed the City Council on the status of labor negotiations under Executive Session under ORS 192.660(2)(d). BACKGROUND AND ADDITIONAL INFORMATION Adjustments to pay and benefits is an essential tool for the retention and recruitment of talented staff. The City has had 25 resignations since January 1, 2022 and continues to struggle to fill essential positions. Ensuring pay and benefits are attractive will keep the City a competitive employer in the region as well as ensure the City has the staff needed to provide essential services. The agreements reached in bargaining and edits suggested in the Management resolution regarding wages and employee cost -share on health benefits represent an understanding of the employees of the financial constraints the City faces while recognizing that inflation and cost of goods and services continue to create a strain on our workforce. Per the U.S. Bureau of Labor Statistics as of July 2022 the Consumer Price Index for All Urban Consumers has increased 9.1 percent over the last 12 months. This is the largest 12-month increase since the period ending in November 1981. Page 1 of 4 CITY OF -AS H LA N D FISCAL IMPACTS Fiscal Year 2023 2024 2025 General Fund Impact Non -Rep $374,158 $389,205 $466,127 Fire $184,000 $191,000 $199,000 IBEW Clerical $100,000 $104,000 $108,000 Total $658,158 $684,205 $773,127 Utilities Electric Fund Impact Lineman $90,167 $93,773 $96,586 Clerical $4,800 $4,992 $5,142 Non -Rep $19,700 $20,488 $21,103 Total $114,667 $119,253 $122,831 Street Fund Non -Rep $3,100 $3,224 $3,321 Clerical $4,800 $4,992 $5,142 Total $7,900 $8,216 $8,462 Water Fund Non -Rep $10,000 $10,400 $10,712 Clerical $8,000 $8,320 $8,570 Total $18,000 $18,720 $19,282 Wastewater Fund Non -Rep $9,000 $9,360 $9,641 Clerical $4,000 $4,160 $4,285 Total $13,000 $13,520 $13,926 Stormwater Non -rep $2,000 $2,080 $2,142 Clerical $5,200 $5,200 $5,200 Total $7,200 $7,280 $7,342 Telecommunication Fund Clerical $5,000 $5,200 $5,356 Non -Rep $13,000 $13,520 $13,926 Total $18,000 $18,720 $19,282 Page 2 of 4 CITY OF A5 H LA N D Fiscal Impact Compunding $ 3, 000,000 $ 2, 500,000 $2,000,000 $1,500,000 $1, 000,000 $500,000 $0 1 2 3 ■ Total Impact COLA ■ Longevity VEBA FY 22-23 $937,294 FY23-24 $1,815,907 FY 24-25 $2,789,801 Structural changes identified and approved by City Council on May 23, 2022 has assisted staff in identifying offsets for the increase in funding needed for compensation changes within the General Fund which will see the largest impact. The fiscal impact on other funds can be absorbed within current rates structures due to the health benefit cut and vacancy savings. With the upcoming budget season, staff will conduct a full evaluation of ending fund balance, staff vacancies and budget reductions to incorporate future fund impacts into the next biennium budget. Cumulative Cost v. Savings General Fund Y1 Y2 Y3 Cost ($660,000) ($1,345,000) ($2,120,000) Vacancy Savings $780,000 $800,000 $800,000 Benefits reduction $150,000 $150,000 $150,000 Ca rryove r f ro m FY1 $270,000 ($125,000) ($1,170,000) STAFF RECOMMENDATION Staff recommends that the City Council authorize the City Manager and Mayor to sign the three-year contracts, ratifying the tentative agreements reached in negotiations with the IBEW Technical/ Clerical Union and IBEW Lineman Union as well as repeal and replace Resolution 2021-18 with Resolution 2022-26. ACTIONS, OPTIONS & POTENTIAL MOTIONS I move to approve the three-year labor agreement with the IBEW Clerical/Technical union, the IBEW Electrical Union, and Resolution 2022-26 and repeal and replace Resolution 2021-18 of the same title and authorize the City Manager to sign the three-year agreements. Page 3 of 4 CITY OF -ASHLAND Attachments: Attachment 1: PERS Background and Calculations on Pick-up v. No Pick-up Attachment 2: Compensation and Benefits Comparisons to Other Entities Page 4 of 4 CITY OF AS H LA N D Council Business Meeting- Attachment 1 August 16, 2022 Item PERS Background & Calculations on Pick -Up v. No Pick-up From Sabrina Cotta Deputy City Manager/ Acting Human Resources Director Contact Sabrina.cottana,ashland.or.us 541-552-2106 SUMMARY Since 2014 the City has paid almost $11 million into PERS UAL. As of June 30`h, 2020 the City's proportionate share owed to PERS UAL is $46,512,316. This number is driven by actuarial and historic investment loss within the system. The City currently pays more in PERS UAL than in normal retirement. The payment into the UAL will continue regardless of employee count. City of Ashland PERS and PERS UAL 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 17-18 18-19 19-20 20-21 21-22 2-2-23 ■ PERS ■ PERS UAL BACKGROUND AND ADDITIONAL INFORMATION Currently the employee portion is at 6% of wages and across the state most local governments have "picked -up" the employee share in lieu of wage increases. This "pick-up" has become a standard in collective bargaining agreements. Some entities have transitioned to employees paying the 6%. One notable transition has been the State of Oregon which transition the two biggest public employee unions in 2017. In exchange for employees paying into PERS the state gave employees a 6.95% raise with the goal of leaving the net employee pay unchanged. In the long run this change will cost the state (the employer) more money as an increase in wages triggers an increase in anything calculated off of wages such as overtime and differential pay, workman's compensation, accrual buyouts, Medicare, FICA and the salaries used in pension calculations. This transition did nothing to help offset the PERS UAL. Currently in our region Jackson County, Medford, Grants Pass, Central Point and Talen all pay the PERS Pick -Up. While each employee will different when it comes to compensation and benefits (see fiscal examples), if the city Page 1 of 4 CITY OF -ASHLAND were to transition employees following the state model of leaving the employee whole this would trigger an on average increase of $456,680 in personnel costs annually due to the increase in items triggered by a wage increase as discussed above. If the City were to transition employees without addressing the idea of leaving net employee compensation unchanged and remove this portion of compensation from the current compensation and benefit package the City would save on average $1 million dollars. The process of transitioning the employees of Ashland out of their current benefit of the City paying the PERS pick- up would require the renegotiation of 5 contracts as well as transitioning the group of Management, Confidential and Unrepresented employees. Trying to remove a benefit without an offer to replace that benefits value would most likely trigger the unionization of Parks and Recreation Employees. One can does not bargain in good faith coming to the table with the sole purpose of removing a benefit. Transitioning employees to paying PERS pick-up would entail the City providing additional benefit to cover the loss of value in compensation that the employee picking up the PERS pick-up would incur. Page 2 of 4 CITY OF -ASHLAND FISCAL EXAMPLE: NO SALARY ADJUSTMENT FOR EMPLOYEE PERS PICK-UP Current cost Budgeted 21-22 Impact to City only on PERS 6% Savings to the City Rates Requirement Category (No salary adjustmentto Employee) Employee A - Lowest Paid Negotiated Salary 44,208.00 44,208.00 6.20% Federal Requirements FICA 2,741.00 2,741.00 1.45% Federal Requirements Medicare 641.00 641.00 Flat Federal Requirements Hearth Care 19,584.00 19,584.00 Flat Negotiated Ober Health Benefits 903.00 903.00 1-5% Stafe Requirements Workers Comp 955.00 955.00 8% State Requirements PERS 3,537.00 3,537.00 13.26% State Requirements PERS UAL 5,862.00 5,862.00 6% Negotiated PERS Pickup 2,652.00 - (2,652.00) 2% Negotiated HRA VEBA 884.00 884.00 Flat Negotiated Deferred Comp 600.00 600.00 82,567.00 79,915.00 (2,652.00) Employee B - Highest Paid Negotiated Salary 205,529.00 205,529.00 6.20% Federal Requirements FICA 12,743.00 12,743.00 1.45% Federal Requirements Medicare 2,980.00 2,980.00 Flat Federal Requirements Hearth Care 19,495.00 19,495.00 Flat Negotiated Ober Heath Benefits 2,016.00 2,016.00 1-5% State Requirements Workers Comp 164.00 164.00 8% Safe Requirements PERS 16,442.00 16,442.00 13.26% Stafe Requirements PERS UAL 27,253.00 27,253.00 6% Negotiated PERS Pickup 12,332.00 - (12,332.00) 2% Negotiated HRAVEBA 4,111.00 4,111.00 Flat Negotiated Deferred Comp 600.00 600.00 303,665.00 291,333.00 (12,332.00) Employee C - Public Safety Negotiated Salary 99,107.00 99,107.00 6,20% Federal Requirements FICA 6,145.00 6,145.00 1.45% Federal Requirements Medicare 1,437.00 1,437.00 Flat Federal Requirements Hearth Care 22,350.00 22,350.00 Flat Negotiated Ober Health Benefits 2,835.00 2,835.00 1-5% Stale Requirements Workers Comp 2,350.00 2,350.00 12.37% Stab' Requirements PERS 12,260.00 12,260.00 13.26% State Requirements PERS UAL 13,151.00 13,151.00 6% Negotiated PERS Pickup 5,946.00 - (5,946.00) 2% Negotiated HRAVEBA 1,982.00 1.982.00 Flat Negotiated Deferred Comp 600.00 600.00 Flat Negotiated Mercy Flights 70.00 70.00 - Flat Negotiated Overtime 18,000.00 19,080.00 1,080.00 168,233.00 162,217.00 (4,866.00) Employee D - Average Negotiated Salary 71,777.00 71,777.00 6.20% Federal Requirements FICA 4,450.00 4,450.00 1.45% Federal Requirements Medicare 1,041.00 1,041.00 Flat Federal Requirements Hearth Care 19,495.00 19,495.00 Flat Negotiated Ober Hearth Benefits 5,040.00 5,040.00 1-5% State Requirements Workers Comp 57.00 57.00 12% State Requirements PERS 8,714.00 8,714.00 13.26% Stafe Requirements PERS UAL 9,527.00 9,527.00 6% Negotiated PERS Pickup 4,307.00 - (4,307.00) 2% Negotiated HRAVEBA 1,436.00 1,436.00 Flat Negotiated Mercy Flights 70.00 70.00 Flat Negotiated Deferred Comp 480.00 480.00 126,394.00 122,087.00 (4,307,00) Page 3 of 4 CITY OF -ASH LAN D FISCAL EXAMPLE: SALARY ADJUSTMENT FOR EMPLOYEE PERS PICK-UP Rates Requirement Category Current cost Budgeted 21.22 Impact to City only on PERS 6% Increase in cost to the City Employee A - Lowest Paid Negotiated Salary 44,208.00 46.860.48 2,652.48 6.20% Federal Requirements FICA 2,741.00 2,905.00 164.00 1.45% Federal Requirements Medicare 641.00 679.00 38.00 Flat Federal Requirements Health Care 19,584.00 19,584.00 - Flat Negotiated Other Heath Benefits 903.00 903.00 - 1-5% State Requirements Workers Comp 955.00 1,012.00 57.00 8% State Requirements PERS 3,537.00 3,749.00 212.00 13.26% State Requirements PERS UAL 5,862.00 6,214.00 352.00 6% Negotiated PERS Pickup 2.652.00 - (2,652,00) 2% Negotiated HRA VEBA 884.00 937.00 53.00 Flat Negotiated Deferred Comp 600.00 600.00 82,567.00 83,443.48 876.48 Employee B - Highest Paid Negotiated Salary 205,529.00 217,861.00 12,332.00 6.20% Federal Requirements FICA 12,743.00 13,507.00 764.00 1.45% Federal Requirements Medicare 2,980,00 3,159.00 179.00 Flat Federal Requirements Health Care 19,495,00 19,495.00 - Flat Negotiated Other Health Benefits 2,016.00 2,016.00 - 1-5% State Requirements Workers Comp 164.00 174.00 10.00 8% State Requirements PERS 16,442.00 17,429.00 987.00 13.26% State Requirements PERS UAL 27,253.00 28,888.00 1,635.00 6% Negotiated PERS Pickup 12,332.00 - (12,332.00) 2% Negotiated HRAVEBA 4,111.00 4,357.00 246.00 Flat Negotiated Deferred Comp 600.D0 600.00 - 303,665.00 307,486.00 3.821.00 Employee C - Public Safety Negotiated Salary 99,107.00 105,053.00 5,946.00 6.20% Federal Requirements FICA 6,145.00 6,513.00 368.00 1.45% Federal Requirements Medicare 1.437.00 1,523.00 86.00 Flat Federal Requirements Health Care 22.350.00 22,350.00 - Flat Negotiated Other Health Benefits 2,835.00 2,835.00 - 1-5% State Requirements Workers Camp 2,350.00 2,491.00 141.00 12.37% State Requirements PERS 12.260.00 12,995.00 735.00 13.26% State Requirements PERS UAL IF 13.151.00 13,930.00 779.00 6% Negotiated PERS Pickup 5.946.00 - (5,946.00) 2% Negotiated HRAVEBA 1,982.00 2,101.00 119.00 Flat Negotiated Deferred Comp 600.00 600.00 - Flat Negotiated Mercy Flights 70.00 70.00 - Flat Negotiated Overbrre 18,000.00 19,080.00 1,080.00 168,233.00 170,391.00 3,308.00 Employee D -Average Negotiated Salary 71,777.00 76,084.00 4,307.00 6.20% Federal Requirements FICA 4,450.00 4,717.00 267.00 1.45% Federal Requirements Medicare 1,041.00 1,103.00 62.00 Flat Federal Requirements Health Care 19,495.00 19,495.00 - Flat Negotiated Other Health Benefits 5,040.00 5,040.00 - 1-5% State Requirements Workers Comp 57.00 60.00 3.00 12% State Requirements PERS 8,714.00 9,237.00 523.00 13.26% State Requirements PERS UAL 11 9,527.00 10,089.00 562.00 6% Negotiated PERS Pickup 4,307.00 - (4,307.00) 2% Negotiated HRA VEBA 1,436.00 1.522.00 86.00 Flat Negotiated Mercy Flights 70.00 70.00 - Flat Negotiated Deferred Comp 480.00 480.00 - 126,394.00 127,897.00 1,503.00 Page 4 of 4 CITY OF ASHLAND Council Business Meeting- Attachment 2 August 16, 2022 Item I Compensation and Benefits Comparison to Other Entities I From I Sabrina Cotta I Deputy City Manager/ Acting Human I Resources Director I Contact I sabrina.cotta a ashland.or.us 541-552-2106 I CiTMMARV The City of Ashland is comparable to other cities in the region in the benefit package that is offered to employees both in types of benefits offered and in percentage of total compensation. The Human Resources Department has gathered information regarding the benefits offered by other municipalities and what percentage benefits comprise total compensation. The percentage of total compensation the benefits comprise is dependent upon salary. Please see the example of budgeted salaries provided below for details. The City of Ashland's benefit package ranges between 26% and 42% of total compensation. This percentage of compensation has been found to fall within the percentage of total compensation found in other cities polled. ADDITIONAL INFORMATION EXAMPLE: Percent of Benefits to Total Compensation City of Ashland Percent of Benefits to Total Compentation Salary Overtime FICA Medicare Health Care Other Health Benefit Workers Comp PERS PERS UAL PERS Pickup HRA VEBA Deferred Comp Mercy Total Benefit Costs Based on Budgeted FY 22 costs Employee A 205,529.00 12,743.00 2,980.00 19,495.00 2,016.00 164.00 16,442.00 27,253.00 (27,253.00) 12,332.00 4,111.00 600.00 Employee B 74% 44,208.00 58% 2,741.00 641.00 19,584.00 903.00 955.00 3,537.00 5,862.00 (5,862.00) 2,652.00 884.00 600.00 70,883.00 26% 32,497.00 42% Employee C Employee D 71,777.00 61% 99,107.00 18,000.00 117,107.00 68% 4,450.00 1,041.00 19,495.00 5,040.00 57.00 8,714.00 9,527.00 (9,527.00) 4,307.00 1,436.00 70.00 480.00 44,610.00 38% 6,145.00 1,437.00 22,350.00 2,835.00 2,350.00 12,260.00 13,151.00 (13,151.00) 5,946.00 1,982.00 600.00 70.00 55,905.00 32% Total Compensation 276,412.00 100% 76,705.00 100% 116,867.00 100% 173,082.00 100% Page 1 of 2 CITY OF -ASHLAND Benefits Percentage of Total Compensation Comparison city Percentage Ashland 26% - 42% Pendleton 28% - 45% The Dalles 29% - 33% Central Point 33% - 45% Roseburg 30% - 45% Benefit Comparison Examples Ashland Pendleton $1500/$4500 deductible base plan/ $500/$1500 buy -up 90/10 split 1700/$3400 deductible plan 100% coverage for employee, 80% for families $1400-$2900 contribution to HSA Delta & Willamette with ortho Delta & Willamette with ortho HRA VEBA 2%-3% HRA VEBA offered for vacation hours over cap Deferred Comp- $50 match Deferred Comp- 50% match up to 1% of salary 11 holidays 15 holidays Up to 100k life insurance 10k life insurance Ashland The Dalles $1500/$4500 deductible base plan/ $500/$1500 buy -up 100% premium for employee and 85% for 90/10 split dependents. $250/$500 deductible $2,250/$4,500 max out of pocket and $500/$1,000 deductible $3 500/$7 000 max out of pocket Delta & Willamette with ortho Pacific Source Dental with Ortho HRA VEBA 2%-3% Premium split on medical premiums 50% employee's share goes into VEBA; Comp Time over 80 hours up to 40 hours goes into VEBA; Sick Leave over 600 hours goes into VEBA; and unused Executive Leave balance goes into VEBA. Deferred Comp- $50 match Deferred comp offered, no match 11 holiday s Unknown Up to 100k life insurance 10k life insurance Ashland Roseburg $1500/$4500 deductible base plan/ $500/$1500 buy -up 90/10 split Pays 100% of dental visions and life. Majority of Health care premium. 1500/3000 base plan, includes HSA contribution from City. 500/1500 buy up plan Delta & Willamette with ortho Delta and Willamette with ortho HRA VEBA 2%-3% 5% of salary -police/ IBEW/Unrep- 700/1000/1300 on covera a tier Deferred Comp- $50 match Deferred Comp- 1 % match 11 holidays 10 holidays Up to 100k life insurance 25k life insurance +lon -term disability at 60% Page 2 of 2 CITY OF ASH LAN D Council Business Meeting August 16, 2022 I Agenda Item I City Manager salary adjustment following performance review by the City Council From I Sabrina Cotta I Deputy City Manager / Acting HR Director j I Contact I Sabrina.cotta@ashland.or.us; 541-552-2106 I SUMMARY City Manager Joseph L. Lessard has successfully completed his first six -months of employment with the City of Ashland. Per his Employment Agreement, "Employee may advance to the next step of the salary schedule (currently $14,304.22 per month/$171.651.00 annually) after six (6) months of employment with successful performance as determined by the City Council." This agenda item is for the City Council to approve advancement of the City Manager from step 3 to step 4 of the pay schedule per the Employment Agreement. The City Council may also temporarily adjust the pay of its direct report employees for out -of -class or acting -in -capacity work in line with temporary adjustments for previous City Administrators. PREVIOUS COUNCIL ACTION In the May 2020 Special Election, the Citizens of Ashland passed a Charter amendment creating the position of City Manager effective January 1, 2021. Approval of the City of Ashland Employment Agreement between Joseph L. Lessard and the City of Ashland is dated December 17t', 2021. Mr. Lessard began working as City Manager for the City of Ashland on January 3, 2022. The City Council conducted the Manager's six-month performance review in executive session at the July 19, 2022, City Council Business Meeting. Following the review, Mayor Akin announced that the City Council found the City Manager had successfully completed his six-month performance review and had met or exceeded job performance expectations. ACTIONS, OPTIONS & POTENTIAL MOTIONS I move 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 of the City of Ashland. STAFF RECOMMENDATION The City Manager's compensation adjustments are at the discretion of the City Council based on performance evaluation results and workload. FISCAL IMPACTS Funding for the suggested City Manager pay adjustment from step 3 to step 4 is budgeted and available in the FY2022-23 Administration Department budget of the City of Ashland. The advancement from step 3 to step 4 in the corresponding compensation classification will increase the City Managers pay by $681.17/month ($8,174.00/year), a 5% increase. REFERENCES & ATTACHMENTS City of Ashland Employment Agreement — City Manager, January 3, 2022 Administrative Policy No. 2019.10.03: Compensation for work out of classificaiton Page 1 of 1 C 1 T Y OF -ASH LAN D CITY OF ASIU A1tiID EMPLOI MENT AGREEMENT CITY MANAGER 'rHIs EMPLOYMENT AGREEMENT ("Agreement"), is made and entered into this 3`' day of January 2022, by and between the City of Ashland, an Oregon municipal corporation ("City"), and Joseph L. Lessard ("Employee"). RECITALS A, The City desires to employ the services of Employee as the City Manager of the City of Ashland; and B. It is the desire of the City to establish certain conditions of employment for Employee; and C. It is the desire of the City to: (1) secure and retain the services of Employee and to provide inducement for Employee to remain in such employment, (2) to make possible full Nvork productivity by assuming Employee's morale and peace of [Hind 1sith respect to future security, (3) to art as a deterrent against malfeasance or dishonesty for personal gain on the part of Employee; and (4) to provide a just means for terminating Employee's services at such time as Employee may be unable fully to discharge Employee's duties due to disability or when City may ntlter}vise desire to terminate Employee's services; and D. Employee desires to accept employment as the City Manager of the City of Ashland and to begin his employment on January 3. 2022, AGREEMENT Now therefore, the City and Employee hereby agree as follows., Section 1. Duties and Ethical Commitments. A. The City hereby agrees to employ Joseph L. Lessard (-Employee") as the City Manager of the City of Ashland, and Employee agrees to perform the f e ions and duties of the City Manager specified in the Ashland City Charter, the Ashland Municipal Code, and thejob description for the position, and to perform such other legally and ethically permissible and proper duties and functions as the Mayor and/or the City Council, shall from time -to -time assign. The City Manager shall devote his full time to the performance of his duties except as specifically permitted by Subsection 2.C. of this Agreement. 13. Employee shall be the chief executive and administrative head of the City and shall faithfully perform Employee's lawfully prescribed and assigned duties uhth reasonable Page 1 of g: Fmpioywent Agreernentwith Joseph Lenard For City Manager care, diligence, skill, and expertise. Employee shall not be required to accept the City's assignment of any duties outside ofthe scope of those stipulated in the Ashland City Charter, the Ashland Municipal Code, and the job description for the position of the City Manager and customarily performed by persons holding the role of City Manager in the absence of Employee's express written consent to such assignment. The City may not reassign Employee to another position in the absence of Employee's express written consent to such assignment. The City shall not unreasonably interfere. with Employee's performance of such duties. C. Except as may be provided otherwise by the Ashland City Charter, the Ashland Municipal Code and other applicable law, or the City's agreement with any other person, Employee shall have the authority to establish internal rules and procedures which the Employee deems necessary for the efficient and effective operation of the City. D. The City expects Employee to adhere to the highest professional standards. The Employee shall not endorse candidates, make financial contributions, sign or circulate petitions, or participate in fundraising activities for individuals seeking or holding elected office, nor seek or accept any personal enrichment or profit derived from confidential information or misuse of public time. The City shall support Employee in keeping these commitments by refraining from any order, direction or request that would require Employee to violate the International City Manager Association (ICMA) Code of Ethics. The ICMA Code of Ethics are attached hereto as Exhibit "A" and incorporated herein by this reference. Neither the Mayor, the City Council, nor any iadirzdual member thereof shall request Employee to endorse any candidate, make any financial contribution, sign or circulate any petition, or participate in any fundraising activity for individuals seeking or holding elected office, nor to handle any matter of personnel on a basis other than fairness; impartiality, and merit. Section 2. Effective Date; Term. A. Nothing in this Agreement shall prevent limit, or otherMse interfere with the right of the City, as provided in the Ashland City Charter, to terminate the services of the City Manager at any time,, subject only to the provisions set forth in Section 11, "Termination and Severance Pay," of this Agreement. Except as specifically provided in this Agreement, Employee shall serve. at the pleasure of the City without any requirement to demonstrate cause for dismissal. B. Nothing in this Agreement shall prevent, limit, or otherwise interfere �Nith the right of the Employee to resign at any time from his position with the City, subject only to the provisions of this Agreement. C. Employee agrees to begin his employment with the City on January 3, 2022 (the "Effective Date") and to remain in the employ of the City and not become employed by any other employer until this Agreement is terminated. This provision shall not restrict Employee from using vacation leave or administrative leave for teaching, consulting, or rage 2 of 8: Employment Agreement with Joseph Le=M for City Manager other activities provided these activities do not conflict with the regular duties of the Employee and are approved in writing by the City Council. D. In the event Employee v6shes to voluntarily resign his position during the term of this Agreement. Employee shall be required to give the City not less than thirty (30) calendar days' prior written notice of such intention, unless such notice is waived by the Mayor, with the consent of the City Council. Employee will cooperate with the City in every way with the smooth and normal transfer of his position to any newly appointed individual. Section 3. Salary. Beginning January 3, 2022, the City agrees to pay Employee a monthly salary at Step 3 of the City's salary schedule (eurrently $13,623.05 per month/8163.477.00 annually). Employee may advance to the next step of the salary schedule (currently $14,304.21 per mouth1S171,651.00 annually) after six (6) months of employment with successful performance as determined by the City Council. The City agrees to annually increase the monthly salary and/or other benefits of the City Manager in the same percentage as may be accorded to other Management and Confidential Employees of the City. This Agreement shall be automatically amended to reflect any salary or benefit adjustments that are provided or required by the City's compensation policies_ Section 4. Performance Evaluation. Tice Mayor and City Council shall review and evaluate the perfartnanee of the Employee at least once annually. Employee shall receive a written copy of the performance evaluation and be provided an adequate opportunity for the Fmployee to discuss the details of the evaluation. The City agrees to provide Employee a reasonable opportunity to cure all substantive criticisms, complaints, and suggestions with respect to Employee's performance of his duties and services pursuant to this Agreement. Section 5. Hours of Work; Administrative Leave. It is recognized that Employee must devote a great deal of time outside the normal office hours to the business of the City, and to that end Employee will be allowed to take compensatory time off as Employee shall deem appropriate during normal office hours, so long as the business of the City is not adversely affected. Work in excess of forty (40) hours per week is deemed part of the professional responsibility for which the Employee shall not be paid overtime. In recognition of the extra hours required of the City Manager, Employee shall receive eighty (80) hours of Administrative Leave in July of each year, beginning in July of 2022, as set forth in the City's Management Resolution. Employee will receive. forty (40) hours of Administrative Leave on the Effective Date of this Agreement. Administrative Leave shall be used before June 30 each year or it shall be deemed forfeited. Page 3 of & Employment Agitement with Joseph Ussard for City Manager Section 6. Automobile Allowance. Employee's duties regtute that Employee shall have the use of a motor vehicle at all times during employment with the City. The City shall provide an automobile allowance of $400.00 per month for the use of said motor vehicle for travel. Employee shall also receive reimbursement for mileage at the IRS mileage rate in effect at the time for any travel beyond fifty (50) miles from the City of Ashland. Employee shall be responsible for paying for insurance. operation, maintenance, and repairs of the motor vehicle. Section 7. Health Insurance, Sick Leave, and other Benefits. A. Except as modified by this Agreement, Employee shall be entitled to receive the same retirement, health insurance, vacation, sick leave benefits, holidays; and other ffinge benefits and working conditions as they now exist or may be amended in the future, as apply to Management and Confidential Employees, as set forth in the City's Management Resolution in addition to any benefits enumerated specifically for the Employee in this Agreement. Employee shall accrue vacation leave at the rate set forth in Subsection 6.1.3 of Resolution No. 2021-18 (14 hours for each MI calendar month of service) for the first year of employment beginning on the Effective Date of this Agreement and at the rate set forth in Subsection 6,1.4 of Resolution No. 2021-18 after thefirst full year of employment (16 hours for each full calendar months of service). Additionally, the City will provide forty (40) hours of vacation leave and forty (40) hours of sick leave on the Employee's first days of work. Sick leave shall accrue without limit: however, Employee vv-ill not be entitled to receive any form of compensation for unused sick leave upon leaving employment with the City. Employee wrill be required to use at least eighty (80) hours of vacation leave annually. B. Except as otherwise specifically provided in this Agreement. the Employee shall be entitled, at a minimum, to the Ifi hest level ofbenefits that are enjoyed by or offered to Management and Confidential Employees of the City as provided in the City's Management Resolution. Section 8. Housing Assistance. At Employees option, the City agrees to either: a.) reimburse Employee for the actual cost of any rental housing used asby Employee as a residence in an amount of up to S2500.00 (two thousand five hundred dollars) during Employee's first six (6) months of employment with the City; or b.) provide the City -owned property known as the Hardesty House to Employee for Employee's use as a residence for a period not to exceed twelve (12) months beginning on the Effective Date of this Agreement. The use of the Hardesty House shall be provided at the 2022 local Fair Market Rent set for two -bedroom houses of $1195.00 (one thousand one hundred and ninety-five dollars) per month. Employee may rent storage space at the Hardesty House property for Employee's household items or other belongings for a period not to exceed twelve (12) months from the Effective Date for a monthly rental rate of $100.00 (one hundred dollars). If Employee elects to use the Hardesty House as either a residence or as storage space, Employee shall be required to execute a waiver of liability and release of claims 'loth the City prior to such use. Page 4 of 8: Lmployment Agreement with Joseph Lessard for City Manager Section 9. Memberships and Professional Development The City hereby agrees to budget and to pay the professional dues and subscriptions of Employee for his participation in up to three (3) national, state, and local associations and organizations necessary for Employee's continued professional growth and advancement, and for the good of the City. The City agrees to budget for Employee expenses to attend the annual ICMA, Oregon City/County Managers Association (OCCMA) and Oregon League of Cities conferences. Expenses include registration fees, lodging, meal. expenses, and mileage as set forth in Section G (or airfare). If sufficient. funds are available and budgeted, the City also agrees to reimburse Employee in an amount not to exceed $2,000.00 (two thousand dollars) annually for registration fees, lodging, and other necessary travel and subsistence expenses of the Employee when he represents the City at additional conferences, for trainings or seminars, or official business meetings that serve the City's interest and are reasonably necessary to provide for the Employee's professional advancement. Membership on any national or state government commission or committee shall be subject to the approval of the City Council. Section 10. Professional Liability and 13onding A. The City agrees that, to the maximum extent permitted by law, it shall deend, hold harmless, and indemnify the Employee from and against any costs, expenses, demands, claims, suits, ac&ns, or awards incurred in connection with or arising out of an alleged act or omission occurring in the performance of the Employee's duties in his official capacity, provided the incident arose while the Employee was acting within the scope of his duties. B. The City shall bear the full cost of any bonds that Employee is required to obtain by any law, or ordinance. Section 11. Termination and Severance Pav A. For the purpose of this Agreement, termination shall occur when. 1. The City terminates the Employee in accordance with the Ashland City Charter. the Ashland Municipal Code, or a City personnel policy. 2. If the City, its citizens, or the legislature acts to amend any provision of the Ashland City Charter, the Ashland Municipal Code, or enabling state legislation pertaining to the role, powers, duties, authority, or responsibilities of the Employee's position and such change substantially alters the City's form of government, the Employee shall have the right to declare that such amendments constitute termination. 3. if the Employer reduces the base salary, compensation, or any other financial benefit of the Employee, unless such reduction is applied in no greater percentage than the average reduction oral] department heads, sooh action shall constitute a breach of this Agreement and will be regarded as a termination. 4. If the Employee resigns following an offer to accept resignation, conveyed in Pane 5 of 8: EmpioYment Agmment with .iossph Lessard for City Manager writing or during a Council Business Meeting or an Executive Session, by the Employer that is representative of the majority of the governing body that the Employee resign, then the Employee may declare a termination as of the date of the offer. 4. A breach of any provision of this Agreement by the City Nvbich is not cured within thirty (30) calendar days after written notice from Employee describing the conduct that constitutes a breach. 5. A breach of any provision of the Agreement by the Employee is not cured within thirty (3 q) days of written notice from City describing the conduct that constitutes a breach. Employee's refusal to comply with a directive that violates the ICMA Coae of Ethics shall in no event be deemed as conduct that constitutes a breach of contract. B. In the event Employee is dismissed by the City during the term of this Agreement, and Employee is not being dismissed for any reason set forth in Subsection A.1, Subsection .4L5., Subsection C, or Subsection D of this Section 11, the City agrees to offer- Employee a severance agreement. Such severance agreement shall not be unreasonably withheld. The amount of severance pay to be offered to Employee in the severance agreement shall be equal to twelve (12) months of the Employee's monthly base salary at the time of dismissal during the first two (2) years of employment. The amount of severance pay to be offered to Employee in a severance agreement shall be reduced to an amount equal to nine (9) months of the Employee's monthly base salary at the time of dismissal beginning in year three (3) of his employment and shall be further reduced to an amount equal to six (6) months of the Employee's monthly base salary at the time of dismissal beginning in year four (4) of his employment with the City. In addition, the severance agreement offered to Employee will require the City to continue to pay the employer portion of the premiums for medical and dental insurance coverage through the end of the month the Employee's severance pay is intended to cover or until the last day of the month in which Employee obtains employment with altemative insurance whichever occurs earlier. As a condition of the severance agreement, the Employee will he required to fully release the City, its officers, representatives, insurers, and .employees from any and all claims arising from employment with the City and the separation of employment. C. Employee will not be eligible to receive the severance agreement described in this Section 11 if Employee breaches any provision of this Agreement, or if Employe neglects his duties or engages in any act of misconduct in the performance of duties on behalf of the City. The term "misconduef' includes misappropriation, dishonesty, breach of trust, insubordination, neglect of duty, failure to perform duties in a manner that is consistent with applicable law, or failure to correct performance deficiencies identified in vtTiting by the City Council after a reasonable opportunity, as determined by the City, to correct the deficiencies; committing any violation of City policies or standards that the City deems a serious violation; or engaging in other acts or omissions demonstrating a Page 6 of B: Employment Agreement %4rith Joseph Lessard for City Manager disregard for the interests of the City. The term "m isconducf' also includes engaging in criminal acts or in any other off -duty behavior that the City views as impairing the Employee's ability to effectively perform the Employee's duties or as materially jeopardizing the reputation of the City. D. Employee will not be eligible to receive the severance agreement described in this Section 1 l if Employee, in accordance with applicable law, is dismissed due to a disability that prevents Employee from performing the duties of the position. Section 12. Amendments to Agreement. City may, upon agreement with the Employee and by wfi ten amendment to this Agreement, fix such other terms and conditions of employment from time to time, as it may determine relating to the performance by Employee, provided such terms and conditions are not inconsistent or in conflict with the provisions of this Agreement. Section 13. Moving and Relocation Expenses The City will pay the expenses associated «pith moving Employee's household to the City of Ashland and will reimburse the actual costs associated with the move in an amount not to exceed S20,000 (hventy thousand U. S. dollars). Moving expenses include packing, moving, storage costs, unpacking, and insurance charges for moving and storing Employee's household goods. Moving expenses may also include actual lodging and meal expenses and mileage costs for moving two personal automobiles and shall be reimbursed at the current IRS allowable rate while the Employee is in transit, Moving expenses may also include actual lodging, meal expenses. and mileage (or airfare) for travel between the cities of Ashland and Austin, Texan for the Employee and his spouse for purposes of securing a residence in Ashland or for managing Employee's household relocation to Ashland from Austin, including oversight of final arrangements for Employee's vacated Austin housing. Due to the shortness of time available to Employee to relocate to the City of Ashland before the Effective Bate of employment; Employee shall be allowed to use compensatory leave for travel between the cities of Ashland and Austin and for moving Employee's personal automobiles. The provisions of this Section 13 shall be in addition to any reimbursements due to Employee for expenses incurred on behalf of the City for Employee's final employment selection interview trip to Ashland from November 30 to December 6, 2021. Section 14. Other Terms and. Conditions of Employment. The Employee is subject to all personnel policies of the City and the City's Management and Confidential Employees Resolution except to the extent that they are inconsistent with an express provision set forth in this Agreement. In the event of any conflict between the terms, conditions, and provisions of this Agreement and the terms or provisions of the City's personnel policies, including the City's Management and Confidential Employees Resolution, the terms of this Agreement shall take precedence. Page 7 of 8: Employment Agreement with Joseph Lessard for City Manager Section 15. PERS Pick-up. The City shall enroll the Employee into the Public Employees' Retirement System (PERS) at the first permissible opportunity. Employee contributions to PERS shall be "picked up" by the City. Employee shall not have the option of receiving money designated for retirement contributions and directly making the contribution to PERS_ Section 16. SeverabUity. If any term or provision of this Agreement is held by a court of competent jurisdiction to be illegal or in conflict with the laws of the State of Oregon, the validity of the remaining portions of the Agreement shall not be affected, and the rights and obligations of the parties shall be construed .and enforced as if the Agreement did not contain the particular term or provision_ Section 17. Complete Agreement This Agreement constitutes the entire understanding between the City and Employee and supersedes all prior agreements, representations, and understandings between them. whether oral or in writing. No supplement, modification or amendment of this Agreement shall be binding on the City unless it is set forth in writing and signed by the Mayor and approved by the City Council. Likewise, no waiver of any provision of this Agreement shall be valid unless set forth in writing and signed by the Mayor and approved by the City Council. Dated this 1104 day of 12021. Ju Gary Miiliiman d V* City Manager Pro T em Accepted this 177 r hday of Dt"-tt��bc-r ,202 1 , e /-,✓1 :. J seph d Employee Page 8 of 8: Empiovment Agreement %Ath Joseph Lessard for City Manager CITY OF AS H LA N D ADMINISTRATIVE POLICY LAST MODIFICATION: 11/18/2019 Policy No. #2019.10.03 ORIGINATING DEPARTMENT: Administration SUBJECT: Compensation for work out of classification PURPOSE: To create a consistent City standard for situations when added compensation is granted for work outside of regular job classification. This policy applies to all exempt and hourly employees not covered by a collective bargaining unit. Employees covered by a collective bargaining contract will be paid according to the terms of that agreement. STATEMENT OF POLICY: The City of Ashland recognizes that the needs of the organization change over time and during organizational change, existing staff may be required to perform duties in addition to, or outside of, their regular work assignment. In such cases, the City will recognize added responsibility with added compensation in two ways: Temporary Extra Duty Pay or Out -of -Class/ Acting - in -Capacity pay. TEMPORARY EXTRA DUTY PAY When compensation is requested for significant work tasks assigned in addition to a City employee's existing job duties for a period of longer than 30 work days. Significant work tasks are job duties that another City employee would be paid to perform due to the specialized knowledge or skill needed. Significant work tasks would not include work that could be performed by an untrained temporary worker, higher volumes of the employee's normal work, or backlog created by an employee's unsatisfactory performance. Temporary Extra Duty Pay may be granted to an employee or employees who absorb those "significant" work tasks on a temporary basis. Examples of applicable situations include but are not limited to: a position vacancy that remains unfilled, an unforeseen absence of a regular employee, time - sensitive legal mandates, special projects, or other unforeseen staffing shortages which necessitate work to be accomplished by existing staff in addition to their normal job duties. Temporary Extra Duty Pay of up to 2.5%/hour may be granted when an employee is assigned significant additional tasks in addition to their normal workload for a specific period of time greater than 30 days. Work tasks to be compensated must be clearly defined in -writing by a supervisor and endorsed by the Department Head in consultation with Human Resources as the most efficient means of carrying out the work. Temporary Extra Duty Pay will be reflected on the Personnel Action Form of the receiving employee(s) and will be subject to monthly review by the Department Head for a period up to (6) six months. Temporary Extra Duty Pay is intended to compensate an active employee for additional work performed and will not be paid during periods of paid time off (sick, vacation, comp or admin leave). If a holiday ADMINISTRATION DEPARTMENT/PERSONNEL Tel: 541-552-2110 As East Main Street Fax: 541-735-5311 2900 Ashland, Oregon 97520 TTY: 800-735-2900 www.ashland.orms ACAMtlS-t RA a' VE KM. f:Y - Compensation for vvork out of classification 2 falls during a time Extra Duty Pay is assigned, it will apply for the holiday. Temporary Extra Duty Pay will be evaluated by the City Administrator and Human Resource Director at six months. In no case shall an employee receive Temporary Extra Duty Pay for more than six months without specific written authorization from the City Administrator. OUT -OF -CLASS (OOC) or ACTING -IN -CAPACITY PAY (AIC) Existing employees may be required to perform work in a higher job classification while still remaining in their current job classification. The City recognizes the added duties and responsibilities by paying Out - of -class pay or Acting -in -Capacity Pay. Out -of -Class or Acting -in -Capacity assignments are also temporary in nature. They require an employee to fill a higher job classification on a temporary basis, along with additional significant work tasks. Employees receiving OOC or AIC shall receive additional compensation of 5%/hour above their base compensation or the first step in the salary range of the higher position they are filling, whichever is higher. Compensation for OOC or AIC will only be provided if assignment is preauthorized and the employee substantially performs the work of the higher job class for a duration exceeding 10 workdays. There is no retroactivity for OOC or AIC pay, it must be established before the employee fills the higher job classification. Examples of when the City may elect to pay OOC or AIC pay include but are not limited to: vacant positions that have a legal or operational requirement to be filled, during emergencies, or other circumstances when a critical staffing need can most effectively be met by moving an existing employee into that position on a short-term basis. Authorization for OOC or AIC Assignment A request for OOC or AIC Assignment should be made in writing and submitted to the Human Resources Director and City Administrator for approval. The request must include the following elements for consideration: • Employee's current job classification and pay rate • Rate of pay being requested (the first step in the higher pay range or 5% whichever is greater). • Why is the employee being asked to perform work at a higher level? Or, what are the current staffing conditions that initiated this request for the employee being asked to perform work at a higher level? • How long will the employee be performing work out of class? Appointments into a higher job class will be broken out into two separate categories: Short -duration OOC or AIC Assignments: Appointments into a higher job class intending to last 30- days or less will be noted on the employee's timesheet and payment of the higher rate will only apply to active workdays and paid holidays. Any accrued paid leave (sick, vacation, comp or administrative leave) will be paid at the employee's regular rate of pay. Long -duration OOC or AIC Assignments: Appointments into a higher job class for more than 30-days will be noted on the Employee's Personnel Action Form. OOC or AIC Appointments longer than 30- '.DAA1 •1,3TR 1TRIE POLITY-- Compensation for vrork out of classification days will result in a temporary override to the employee's pay grade, and he/she will be paid at the higher payrate for the entire appointment to include all paid time off including vacation, sick, compensatory time, administrative leave, and holidays. All other compensation, benefits or accrual rates stay at the level associated with the employee's regular job classification. OOC and AIC appointments are intended to compensate current City employees who fill a dual -role on a temporary basis, OOC and AIC appointments are not intended to last longer than 6-months. A formal review of job tasks and employee classification must be conducted within 6-months. Requests to extend an OOC or AIC assignment beyond 6-months must be made in -writing to the City Administrator. Any changes to the duration of the appointment, wage or other conditions must be pre -approved by Human Resources and the City Administrator through a change to the employee's Personnel Action Form. Approved: Date: 1( Zz �g Kelly Madding, City A ministrator Reviewed as to Form: �--� Date: �v Dave Lohman, Cit Attorney Council Business Meeting August 1, 2018 Agenda Item Resolution 2022-27 Establishing a Policy for Commemorative Flags at City Facilities From Douglas M. McGeary Acting City Attorney Contact Doug. mcgearyCcDashland.or.us; 541-552-2091 SUMMARY The City Council adopted a resolution on May 4, 2021, that included the proclaiming of Juneteenth as an annual day of municipal commemoration. As part of its commemoration the City Ashland currently flies Juneteenth commemorative flags on the Plaza near City Hall, and at the Council Chambers/Ashland Police Department on East Main Street. This item is to establish a City policy for flying commemorative flags at City Facilities by adding it to the current City policy for pennants on City property or in public rights -of -way. The proposed policy clarifies that flags or pennants displayed on City property or in public rights -of -way are intended as an expression of the City's official sentiments. Commemorative flags or pennants on City property may only be authorized by the City Council and is governmental speech as defined by U.S. Supreme Court rulings. The City's flagpoles and street poles are not intended to be a forum for free expression by the public. The use of flagpoles and street poles are for commemorating or recognizing important national, state or local individuals, events, or community priorities. Flags or pennants will not advertise or promote commercial products or services, or religious, political or unofficial social viewpoints, nor promote or advertise gambling. The City will not use its flag poles, street poles or other facilities to sponsor the expression of a third party. The policy designates that commemorative flags are to be flow on City flagpoles at the Plaza near City Hall, and at the Council Chambers/Ashland Police Department. It authorizes the City Manager to procure appropriate and commercially available flags to be flow at the authorized locations for the following City Council authorized commemorative days/periods: • Martin Luther Kina. Jr. Day — U.S. National Holiday; Third Monday of January each year • Cesar Chavez Day — U.S. national day of commemoration/observance; March 3 1 ' each year • Juneteenth — U.S. National Holiday; June 19'h each year • Pride Month — City of Ashland commemoration/observance; month of June each year • Indigenous Peoples Day — Oregon State and U.S. national day of commemoration/observance; Second Monday in October each year • Pride and Our Community Day — City of Ashland commemoration/observance; TBD annually (Second Saturday in October each year) ACTIONS, OPTIONS & POTENTIAL MOTIONS Approve Resolutions 2022-27 establishing the City of Ashland's policy for commemorative flags and pennants to be displayed at City facilities and in public rights -of -way and designating approved days or periods of commemoration. Page 1 of 3 C I T Y O F -ASHLAND STAFF RECOMMENDATION Staff recommends adoption of the commemorative flag and pennant resolution. FISCAL IMPACTS It is anticipated that adding additional flag commemorative dates at the Plaza near City Hall, and the Council Chambers/Police Station on East Main Street will require nominal expenditures to purchase flags, assuming the selected commemoration days are limited in number and have commemorative flags that are recognized as appropriate for the intended use that are readily available commercially for purchase. POLICIES. PLANS & GOALS SUPPORTED Resolution 2021-01, Section LB proclaiming Juneteenth as an annual day of municipal commemoration. BACKGROUND AND ADDITIONAL INFORMATION The issue of use of the city's flags and pennant policy has arisen again after a recent Supreme Court of the United States (SCOTUS) ruling, Shurtleff v. City of Boston, 596 U.S. (2022). The Shurtleff case concerned the city of Boston's practice of allowing the public to fly flags on city poles but in this particular case the city denied a Christian group from flying a flag on Constitution Day. The group claimed its purpose for flying their flag was "to enhance the understanding of the country's Judeo-Christian moral heritage". The case went up through appeals evaluated under Establishment Clause doctrine despite the complaint presenting only a First Amendment free speech violation. SCOTUS simply agreed with the plaintiff that "the city's lack of meaningful involvement in the selection of flags or the crafting of their messages leads us to classify the flag raisings as private, not government, speech". As noted, Shurtleff's issues of speech were also conflated with issues involving the I' Amendment Establishment Clause pertaining to religion. Although not dealt with directly by the majority in Shurtleff, the issue was discussed in a concurring opinion that later appeared as underlying authority in the majority in a subsequent case, Kennedy v. Bremerton School District, 597 U.S. (2022). The Kennedy case now interprets the Establishment Clause much more strictly to protect religious expression. This is an important development because the city will need to develop flag and banner policies that take both these new interpretations for free speech and religious expression into account. Boston apparently did not have a well -established policy limiting the use of its flagpoles. Public entity policies, including for the City of Ashland, will need to establish clear rules of what flags are to be presented on their poles and when. To that end the city will want to differentiate between government speech and public forum. The more liberal a policy that the city applies to allow use of their flag poles (or a showing of a lack of "meaningful involvement in the selection of flags or the crafting of their messages"), the more it will be subject to a Boston outcome under Shurtleff: That is, under Shurtleff, a policy and practice that allows public speech use of its flag poles cannot be restricted to only those uses dictated or supported by the city. Allowing public speech use of city flag poles means that any and all public speech uses must be tolerated and allowed. Review Of Current City Pennant Policy & Guidelines The city's current pennant policy appears to comply or fall within the meaningful involvement in the selection of flags or the crafting of their messages and the related Kennedy restrictions on government activity effecting the public's use of city property. The pennant policy can be updated to include Page 2 of 3 CITY OF -ASH LAN D commemorative flags at city facilities. It specifically states that "[p]ennants may not advertise or promote commercial products or services, or religious, political, or social viewpoints," hence the rules are intended to remain neutral by simply eliminating content. However, Kennedy and other recent decisions of SCOTUS have shown that the court is beginning to interpret strictly against, government action particularly related to those which inhibit or injure the free practice of religious expression. The city's policy restricts displays in specific areas or places which affect aesthetics and safety. They provide criteria for sizing, permanence, manner of displays, and maintenance which again all remain neutral and relate to important government interests to protect against litter, aesthetic degradation, and overall health concerns. With pennants, the ordinance again appears content neutral and design oriented, and yet detailed enough to craft a message for public purposes while establishing criteria to steer away from promoting particular personal or singular information messaging. In this regard, the city appears to be establishing a "meaningful involvement in the selection of flags or the crafting of their messages" which the majority in Shurtleff agreed was necessary despite a concurring opinion that picked at the edges as the Shurtleff decision that touched on First Amendment religious concerns. Resolution 2022-27 proposes to expand the current pennant policy to include commemorative flags at City facilities or on its flag poles for governmental speech that avoids an unintended consequence of creating a policy or practice that creates a private forum that would, in turn, obligate the city to allow any and all other private speech uses at city facilities or flag poles. REFERENCES & ATTACHMENTS Attached: Resolution 2022-27 — Resolution Establishing Commemorative Flag and Street Pennant Program Standards, Draft - Aug. 12, 2022 Page 3 of 3 C I T Y O F -ASHLAND DRAFT - Aug. 12, 2022 RESOLUTION NO.2022-27 RESOLUTION ESTABLISHING COMMEMORATIVE FLAG AND STREET PENNANT PROGRAM STANDARDS RECITALS: A. Whereas, the citizens of Ashland have a strong history of community engagement in local, state and national issues; and B. Whereas, it is appropriate for the City of Ashland to reflect its community engagement by appropriately commemorating important individuals, events, and social priorities; and C. Whereas, it is important that commemorations by the City of Ashland comport with established legal norms for the expression of governmental speech; and D. Whereas, the City Council wishes to establish policies for use of City facility flag poles and for street pennant displays in its public spaces, including rights of way, for governmental speech recognized by the City of Ashland; and NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ASHLAND, OREGON, RESOLVES AS FOLLOWS: SECTION 1. Commemorative Flag and Street Pendant Program Standards Established Commemorative Flag and Street Pennant Program Standards are hereby established for the City of Ashland as contained in this resolution. SECTION 2. Program Overview The intent of the City of Ashland Flag and Street Pennant Program is to commemorate and express community values, add color and excitement to the city's streetscape, promote the general economic interests of the community through the promotion of cultural and seasonal activities that enhance the economic viability and overall vitality of the community. The display of flags, pennants or any other similar objects on city property is symbolic and intended as an expression by the City, and therefore the City seeks to establish clear guidelines regarding the display of flags or pennants on City facilities that is fully intentional as to control of the message and a reflection of particular city -endorsed values or causes. - 1 CITY OF ASHLAND Unless otherwise specifically provided, the use of the term "flags or pennants" will hereafter refer to all ceremonial or commemorative or informational flags and pennants or banners discussed herein and the reference to either a flag, pennant or banner is a reference to and is equally applicable to each descriptor. SECTION 3. Program Scope & Eligibility Criteria Eligible flags or pennants are those that, through the application process, match the above stated overall philosophy of the Program. Flags or pennants displayed are intended as an expression of the City's official sentiments. The City's flagpoles and street poles are not intended to be a forum for free expression by the public. Flags or pennants will not advertise or promote commercial products or services, or religious, political or unofficial social viewpoints, nor promote or advertise gambling. The City will not use its flag poles, street poles or other facilities to sponsor the expression of a third party. A request for a display of flags or pennants shall be supported by at least two members of the City Council who may place it on a City Council meeting's agenda for consideration by the Council. All requests to display flags or pennants must be listed as a "Regular Item" on the Council agenda. Council must present requests to display flags or pennants at least ninety (90) days prior to the date requested for their display. A Council resolution authorizing the display of flags or pennants must be approved by a majority vote of the City Council and will direct staff to ensure that the flags or pennants comply with this policy as herein provided. • With the exception of the Downtown Zone, eligible entities for requests are limited to governmental agencies, including the Ashland School District and Southern Oregon University or the City of Ashland, including its approved designee's, such as the Ashland Chamber of Commerce. • Eligible entities in the Downtown Zone include governmental agencies, as well as recipients of Economic and Cultural Development Grants from the City of Ashland. The City of Ashland, and no other entity, may place small pennants on pedestrian scale light poles on the downtown plaza and may place such pennants for a term exceeding two months. • In addition to official holidays, "official social viewpoints" will be those associated with or commemorative of national, state, regional or municipally recognized and respected events, priorities, or persons. • Permit applications by eligible entities must be submitted 60 days prior to the requested installation date with permit review and approval completed by the City Manager a minimum of 30 days in advance of the installation date. Exceptions may be made to the policy concerning the approval timeline by the City Manager at his/her discretion. _2 CITY OF -ASHLAND • Installation of pennants is limited to the pennant zones displayed on the City's Pennant Placement Zone Map. The zones are associated with arterial (major) streets and proximity to major commercial, educational and cultural districts and are designated as follows: ❖ Downtown Zone ❖ North Ashland Entrance Zone ❖ South Ashland Entrance Zone with Exit 14 overpass ❖ Siskiyou Educational Zone A/4th Street Zone Winburn Way Zone SECTION 4. Fla2 and Pennant Content Criteria With respect to commemorative flags alone, the following are proclaimed as official commemorations of respected events, priorities, or persons: • Martin Luther Kina, Jr. Day — U.S. National Holiday; Third Monday of January each year • Cesar Chavez Day —U.S. national day of commemoration/observance; March 31' each year • Juneteenth — U.S. National Holiday; June 19'h each year • Pride Month — City of Ashland commemoration/observance; month of June each year • Indigenous Peoples Day — Oregon State and U.S. national day of commemoration/observance; Second Monday in October each year • Progressive Pride Day — City of Ashland commemoration/observance; TBD annually (generally in October each year) The City Manager will identify and purchase flags for official commemorations from funding available for such use to be flown at city facilities that are appropriate to honor the occasion and that are generally commercially available. In the event a flag is not commercially available, the City Manager may find reasonable alternatives. Commemorative flags will be flown only at the following locations: • City Hall Plaza • City Council Chambers/Ashland Police Department Pennants must contain some graphic element (photo, illustration, etc.) and may not consist of only text. Pennants may not include the following: • Phone numbers • Web addresses • Directives (turn left here, etc) • Business names/logo's The pennant material and graphic content color palette does not include neon or other overly bright colors. Refer to the Street Pennant Guidelines for suggestions and recommendations for maximizing the aesthetic and communication impact of the _ 3 CITY OF -1SHLAND proposed pennant(s) SECTION 5. Pennant Installation Street Pole Options There are two types of poles and one other location where pennants may be installed; the large overhead street lights (cobras) and the shorter pedestrian scale light poles (Sternbergs) and the fence on the Exit 14 overpass. The A St/4th St Zone is limited to small pennant installation (see pennant construction specifications for details), while all other zones allow only large pennant installation. Many of the larger streetlights are fitted with double horizontal brackets for pennant installation. Others do not have the necessary brackets for hanging pennants. Approved permit requests for pennant installation on poles without existing brackets may include a onetime bracket purchase by the applicant and installation fee and will require 4 to 6 weeks prior to installation for ordering and installing the new brackets. Pennant Duration Although the city continuously reserves the right to limit the duration of any flag or pennant display as it deems reasonable or in the city's interest, the Downtown Zone Map contains two designated locations for short term pennant installations (less than two months) with the remainder reserved for long term installations (greater than six months). All other zones allow only long term installations. The Downtown Zone is also limited to a maximum of three unique pennant messages at any time to maintain visual compatibility throughout the zone. The short term event permit holder is responsible for the removal and reinstallation of the existing pennant in their approved location and any coordination required to accomplish the task. The City of Ashland reserves the right to exclude specific pole locations for certain periods of time for other non -pennant City/Community Uses, such as holiday decorations. Installation/Removal Requirements Installation and removal of the individual pennants are the responsibility of the permit holder. Any contractor hired to install/remove pennants must meet the pre -qualification requirements of the City of Ashland Public Works Dept and may be required to obtain Oregon Department of Transportation (ODOT) lane closure permits depending on the location and method of installation/removal. Pennants must be removed by the applicant on or before the expiration date of the permit. Applicants may be charged with removal costs if not removed by the date listed on the permit and may not be eligible for future pennant installation approval. Pennant Construction Specifications -4 CITY OF ASHLAND There are two approved pennant sizes: a larger size for the overhead street lights and a smaller size for the pedestrian scale lights. Pennant installation must be consistent with the street light type, i.e. a small pennant will not be approved to be installed on the large overhead street light. Large Pennant Size -136" in height, 48" in width, 4" pockets for connection with bracket * • Small Pennant Size - 36" in height, 18" in width, 2" pockets for connection with bracket * *See the City's Street Pennant Guidelines for illustration details All approved pennants shall be manufactured/constructed to withstand wind gust at 201bs per square inch using large format ink jet printing on two sides of heavy duty material approved and listed for indoor/outdoor use. A listing of pennant manufacturers used by previous pennant applicants will be generated and maintained by the City of Ashland for future applicant reference. Maintenance Standards Pennants must at all times be maintained in a visually appealing manner, which is the sole responsibility of the permit holder. Pennants in disrepair must be maintained, replaced, or repaired. An individual pennant is defined as in disrepair when it is loose, frayed, torn, fallen, discolored or faded The City, at its discretion, may contact permit holders requesting they repair or remove pennants that are not adequately maintained. Additionally, the City has the authority to remove any pennants that it determines pose a safety risk to the public, with our without prior notice, with costs of such actions being billed to the applicant. Application Information The Applicant must have Commercial General Liability (CGL) Insurance with minimum limits of $500,000 per occurrence, $1,000,000 aggregate. By endorsement, the CGL policy shall name the City of Ashland, its agents, directors, officers, employees and volunteers as additional insureds. The additional insured endorsement must provide primary and non-contributory coverage. A certificate of insurance with the additional insured endorsement must be provided and approved by the City of Ashland prior to banner installation. An application fee of $125 is due at the time of permit application submittal and will be refunded if the permit is not approved. The bracket purchase and installation charge (if applicable) will be collected prior to issuance of the permit and is not required at the time of submittal. Permit applications are required to be submitted 60 days prior to the requested installation date. Permit review shall be completed by the City Administrator (or designee) within 30 days of submittal, providing the applicant time to arrange an approved installer and obtain right of way permits if required prior to the requested installation date. - 5 CITY OF -ASHLAND Upon approval, the applicant will be notified by phone or e-mail and be required to sign an agreement with the City of Ashland. Application Submittal Requirements 1. Complete Street Pole Pennant application (attached) 2. Certificate of liability insurance 3. Color copy/rendering of the proposed pennant graphics 4. Application Fee Mail the completed packet or deliver to: City of Ashland — Administration 20 East Main St Ashland, OR 97520 Applications can also be submitted by e-mail to administration@ashland.or.us SECTION 6. 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. Reviewed as to form: Doug McGeary, Interim City Attorney Julie Akins, Mayor - 6 CITY OF -ASHLAND Council Business Meeting August 16, 2022 Agenda Item Chamber of Commerce Agreement for Travel Ashland Marketing From Joseph Lessard City Manager Contact Joe. lessard(aD-ashland. or. us; 541-552-2103 SUMMARY The City has historically provided funds to the Chamber of Commerce for its Visitor and Convention Bureau (under the Travel Ashland program) to assist in promoting the City of Ashland to potential visitors. This agreement is to continue this service in the amount of $446,338.00 for FY2022-23. ACTIONS, OPTIONS & POTENTIAL MOTIONS 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. STAFF RECOMMENDATION City staff recommends City Council approval of the agreement for Travel Ashland marketing services through the Ashland Chamber of Commerce. FISCAL IMPACTS Funding for this agreement is from the City of Ashland's Transit Occupancy Tax. Funding for this agreement is available within the City Council adopted 2021-2023 Biennium budget. BACKGROUND AND ADDITIONAL INFORMATION As a long-standing pillar of Ashland's economy, tourism acts similarly to more traditional traded sector activity in that dollars from outside the community are brought in and circulated locally to the benefit of local businesses, and the community. The Ashland Chamber of Commerce provides tourism marketing for the City of Ashland through its Visitor and Convention Bureau, as Travel Ashland programming. Tourism marketing is targeted at drawing visitors traveling more than fifty (50) miles from the City of Ashland who stay overnight in the city. This marketing includes advertising, publicizing, distribution of printed materials, marketing events and festivals, conducting strategic planning, visitor center management, and research necessary to stimulate tourism development. In providing services and conducting work under the visitors marketing agreement, the Chamber shall emphasize through its Visitor and Convention Bureau (VCB) activities that highlight and showcase: • Ashland as a high -quality destination in the winter, spring, and fall as well as the summer; • Ashland as a destination for visitors of all ages, including families with young and school - aged children; • Ashland as a destination for visitors at all levels of the economic spectrum; • Ashland as a center for cultural, social, and intellectual pursuits; and Page 1 of 2 CITY OF -ASHLAND • Ashland as a center for high quality outdoor recreational opportunities. The proposed agreement for FY2022-23 has been updated to include the requirement to develop program goals and performance measures intended to provide tourism tracking information and support analytics on the success of the marketing efforts. Once developed, quarterly and annual reports will include the goals and performance measures information (see attached Draft Agreement for Services Between the City of Ashland and the Ashland Chamber of Commerce, item 9 under section D. Tasks to be Accomplished by the Chamber Through Its VCB, and Section E. Required Reporting). REFERENCES & ATTACHMENTS • Travel Ashland City Grant Annual Report, FY2020-2021 • Draft Agreement for Services Between the City of Ashland and the Ashland Chamber of Commerce for FY2022-23 Page 2 of 2 CITY OF AS H LA N D ASHLAND The Ashland Chamber of Commerce is pleased to present the City Grant report for our efforts with Travel Ashland (Ashland Visitors and Convention Bureau) for the FY 2020 -2021. The Ashland Chamber has been producing a report annually to the City on behalf of our tourism promotional efforts since the first grant was received in 1982. The Ashland Chamber is the umbrella organization that administers the grant to promote tourism for Ashland. A dedicated staff and budget, Travel Ashland Director and industry professionals who serve on the Travel Ashland Committee create and manage the programs, projects and events. The Chamber, in collaboration with Travel Ashland, enhances the efforts and greatly magnify what the tourism program creates. As the following report details, Travel Ashland launched an in-depth visitor research and analysis study, completed in April of 2021 that validated one of the largest shifts in Ashland's visitor base. Findings from the study served as the foundation to the launch of a new brand for Ashland, launched in December of 2021. Travel Ashland produced a seasonal visitor guide to meet the pivotal demands of our industry and best showcase each season. We worked with regional and statewide partners to further and strengthen alignment to be most effective. Ashland was very fortunate to rebound faster than many other destinations in Oregon as can be seen in the following report. While promoting safe and responsible travel through the pandemic and the emerging new visitor with current changing protocols and variants, Travel Ashland continues to promote year-round visitation. With the new brand, Travel Ashland is implementing a new strategic direction following the launch to target new personas, with broader interests. The work through the years has not only grown our economy but has increased our tax base and employment. Please review the Executive Summary in the report for highlights of the pivotal efforts and promotional program along with detailed description of Travel Ashland's scope of work throughout the report. We are proud, not only of our efforts promoting tourism over the years but for crucial work of the Chamber to enhance and improve our economy beyond what is included in the City Grant report. Our strong partnerships include our state and federal legislators and staff, private and non-profit key leaders, business owners and the City which continue to grow as we collectively address issues and challenges. In 2020 and 2021, these relationships and efforts were imperative to our ability to provide ongoing support as we evolved through the pandemic and its impact on our businesses. Their resiliency and ability to adapt, survive, restructure and rethink the way they did business will enable Ashland's economy to emerge stronger than ever. From the beginning of the pandemic and even into 2022, we provided assistance and guidance, access to resources, new programs and campaigns in an ever changing, unchartered world. Together with our businesses, we have pivoted, adapted and focused on solutions through a very challenging time that continues to have a changing landscape. Beyond the continued assistance and support provided to businesses directly, in November of 2021, the Ashland Chamber embarked on an Economic Development and Diversification strategy for Ashland with local and regional partners. The Ashland Chamber continues to pursue and receive regional, state, federal and private sector grants to create programs specific for our businesses to help them be more resilient. We conceived and launched a very successful Language of Business campaign in summer of 2021. We are enhancing our Emergency Preparedness efforts and launched an online Tool Kit to assist businesses in Fall of 2021. We will continue to create and manage Ashland's beloved community events as we are able to do so. The Ashland Chamber is a unique and nimble organization that works to serve the interests of our community, improve the economy, enhance our quality of life and support local business. With over five hundred diverse members, representing thousands of employees, the Chamber promotes the entire community. We believe by working collectively we are successful. It is with appreciation that we present the enclosed report and stand ready to continue to be a partner in Ashland's success. Sandra Slattery Gary Blake Ashland Chamber of Commerce and Travel Ashland 110 East Main St. • PO Box 1360 • Ashland OR 97520 • (541) 482-3486 • Fax: (541) 482-2350 ashlandchamber.com • ODA - Oregon Destination Association - Current Vice President and Board Member, Katharine Cato serves representing Southern Oregon in the statewide discussion on issues such as lodging taxes, funding, visitation trends • ORLA- Oregon Restaurant & Lodging Association Workforce development issues continue to be a central challenge for most industries, including tourism and hospitality. ORLA and Travel Oregon are looking at what a partnership might be in tackling the workforce development challenges of 2022 and beyond with the goal of strengthening strategies to be supported and implemented by DMOs at the community level. • Regional DMO's (Destination Marketing Organizations): o Travel Medford o Discover Klamath o Travel Grants Pass • OACVB- Oregon Association of Convention & Visitor Bureaus • Rogue Valley Vintners and Rogue Valley Wine Country - Current Board Member, Katharine Cato. The Rogue Valley's organization that promotes wine in the Rogue Valley AVA and the Applegate AVA. A new wine club coming in 2022 along with a strengthening in the identity and collaboration of the wine in our region. • Oregon Film and Television Office and Film Southern Oregon • OTIC- Oregon Tourism Information Council • OTTA- Oregon Tour and Travel Alliance • NTA- National Tour Association • IFWTW- International Food & Wine Travel Writers • BATW- Bay Area Travel Writers • Oregon State Parks and Recreation Scenic Bikeway Committee • Federal Agencies: o The Nature Conservancy o Bureau of Land Management o United States Forest Service o ODOT • We value our Local Partners and work with them to support them, collaborate and expand our success: Jackson County - bicycle and pedestrian, roads and parks divisions; Ashland Parks and Recreation; Ashland Forest Resiliency Project (now AFAR); Ashland Independent Film Festival; Stay Ashland; Ashland Gallery Association; Britt Festival; Oregon Shakespeare Festival; Southern Oregon University; International Mountain Bike Association; Rogue Valley Mountain Bike Association; Siskiyou Velo Club; Rogue Valley Growers and Crafters Market; Klamath Bird Observatory; Scienceworks Hands On Museum and Mt. Ashland Ski Area. Crisis Communication: Ashland Chamber and Travel Ashland have longstanding partnerships with legislators, representatives, regional and statewide organizations that are key to be able to rely on during not only the impacts of wildfire the past few years but as we collectively navigated the impacts of COVID in 2020. These crises showed the strength of our partnerships as we worked forward towards solutions. In terms of fires, www.smokewiseashland.com launched as a result Of collaboration of our Fire Prevention Task Force that supported businesses, employees and residents. Through the COVID crisis, Travel Ashland and the Ashland Chamber engage in regional and statewide strategy building weekly calls hearing and reporting on the impacts and how we move through the COVID crisis. 8 Regional and Statewide Tourism Programs The Travel Ashland director, Katharine Cato serves on the Travel Southern Oregon Board of Directors and is the current President. Travel Ashland has had a continued presence at the regional tourism table since its inception. After decades of deliberation Siskiyou Welcome Center opened for Labor Day Weekend 2019 with a regional gala opening including partners from around the region with collaborative efforts from Travel Oregon, Travel Southern Oregon and local DMO's and attraction. It is open daily until 7pm in the summer and 5pm in the winter. It is staffed by employees of Travel Southern Oregon and managed by TSO under contract with Travel Oregon. The welcome center is located at the ODOT Siskiyou Safety Rest Area along the northbound 1-5 corridor, near mile post 12 south of Ashland. The welcome center serves as a respite for travelers coming from the Siskiyou Summit, the highest pass on 1-5 between Canada and Mexico. Additionally, it provides an opportunity for visitors to learn about and be inspired by Oregon. The center is staffed by experts offering concierge -style guest service. Oregon State Welcome Centers Travel Oregon operates staffed welcome centers at key entry points around the state. These welcome centers are an essential part of a visitor's experience and provide in -person engagement with Travel Oregon's brand. They are able to offer this efficient and extensive program thanks to critical partnerships with Oregon Parks and Recreation Department, ODOT, Oregon Travel Experience, Seaside Visitors Bureau, Port of Portland, and the Port of Morrow. OREGON GOVERNOR'S CONFERENCE ON TOURISM Each year, outside of COVID, Travel Oregon hosts the Oregon Governor's Conference on Tourism in a different part of the state. For more information on Regional programs visit: www.southernoregon.org/industry For more information on Statewide programs visit: www.industry.travelorecion.com VISITFLORDA Manitoba * RHDDE olsT xnnoas TASK —_ __ ARIZONA � J3 OKLAMOMA r ruenTo r' . NEYADA' *� RICO IO�ERS V.,\ r •e. -�,..� I`NY U.5. 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MON DALLAS ®4 �� 8 , f HENUNICKS 5A osf -ftiet-'v l SFr Now" x • MYRTI[ 6lACH •OtO.+° w , RO70RU,4 —�= sttxtwu � "ro,,,,Y..,a YGtIQkVIIDQ¢ Vi4rT ..... ...... ���', �� jt;A:�lt}�}uxrr,v .. miles —rx+rR Cl '" Augustineldo�= © 1-1"' simpleview, , ® theatktrtsgroup ® NIcringCorson tw PAR RENOWNED INDUSTRY WORK In addition to our custom work for destinations and the The State of the greater travel, tourism and hospitality industry, since March AmlrlunTr"*r' 1 5", Destination Analysts has conducted the Coronavirus Traveler Sentiment Index Studyr'x, a weekly survey of ae�ei •"� " n .- *S American travelers that provides timely insights into their .rg;SEo,°e feelings and behaviors and gauges the pandemic's changing impact on travel as a lifestyle priority. f We also conduct The State of the American Traveler" and r The State of the Global International irovelerrM—the industry's premier studies for tracking traveler sentiment and global IMNMNaa¢�RNyfln destination brand performance —as well as the annual The 0 CVB and the Future of the Meetings Industry Study for the des greater meetings industry. Our work is used by both the US Travel Association and Destinations International and is cited by numerous media, including CNN, Forbes, The New York Times, The Wall Street Journal, and USA Today. Destination�AnMatyls 8 12 LEAD RESEARCH TEAM The following are bios for each member of the Destination Analysts lead research team. Erin Francis -Cummings — President & CEO A go -to expert resource in the destination marketing industry, Erin Francis -Cummings has spent the last nearly two decades studying travelers from across the globe and translating their evolving, complex and fascinating behaviors and opinions into marketing insights for Destination Analysts' 170+ clients. Erin has designed research strategy and facilitated consumer research for some of the world's greatest destination brands, including Bermuda, the Fiji Islands, California and Florida. Erin currently serves on the international Board of Directors for the Travel and Tourism Research Association and is a frequent speaker for U.S. Travel, Destinations International and at several other industry events. Prior to leading Destination Analysts, she held advertising and marketing management roles at Amtrak and the San Francisco Travel, and holds a Bachelor's degree in political science from the University of California Los Angeles. LEAD RESEARCH TEAM Dave Bratton — Founder and Managing Director Dave Bratton is a widely respected DMO industry thought leader. Dave is well known for his creative approach to market research and with rigorous, carefully -designed programs. Dove's work has been recognized with several awards, including being named as one of HSMAI's 25 Most Extraordinary Minds in Sales and Marketing. Prior to founding Destination Analysts, he spent a decade pioneering new tourism research techniques and digital marketing for the San Francisco Convention and Visitors Bureau as Director of Marketing and Research. Before coming to the travel industry, he worked as an economist for the United States Department of Commerce, Bureau of Economic Analysis in Washington, D.C. and was a contributor to the noted journal, Survey of Current Business. Dave holds a Bachelor of Science in Economics from Iowa State University and a Master of Arts in Economics from the University of Arizona. Destination 0 Ana lyst s 00 YOUR RESEARD Kimberly Vince -Cruz — Vice President Having spent the last decade conducting market research for destinations, the travel trade and meetings industry, Kim directs and implements the vision of all Destination Analysts' research studies. Kim brings a wealth of experience to our clients — overseeing project launch, data collection and analysis for all research projects, from visitor profile and in-depth brand research to ROI and conversion studies. Kim is a sought resource in the industry for her expertise in DMO website usability, audience profile, onalytics and conversion, and was recognized as one of California Travel Association's "30 And Under" Tourism Emerging Leaders. She holds a Bachelor of Arts in American Studies and Ethnicity with a minor in Spanish from the University of Southern California. Destination 4 Analysts 00 YOUR RESEARcr 13 LEAD RESEARCH TEAM Myha Gallagher — Senior Director of Research As Destination Analysts' Senior Director of Research, Myha thoughtfully designs and manages the implementation of Destination Analysts' suite of research services. With nearly a decade of experience deeply analyzing quantitative and qualitative data on leisure travelers, meeting planners, DMO stakeholders and tour operators, she is incredibly effective at distilling actionable insights and marketing intelligence that support our clients' missions. Her creative flair and graphic design skills also guide the visual story -telling and layout of Destination Analysts' report deliverables. Myha holds a Bachelor of Science in Biology from California State Polytechnic University, Pomona. LEAD RESEARCH TEAM Melissa Elkins — Director of Research The former Director of Research for the Arizona Office of Tourism, Melissa brings her thirteen years of highly - skilled tourism research practice to her servicing of Destination Analysts clients. Melissa plays an instrumental role in managing the multiple components of each research project, for both quantitative and qualitative efforts. Prior to joining Destination Analysts, Melissa spent a year working with the Wyoming Office of Tourism, launching and managing the organization's expansive tourism research programs. In her nine years at the Arizona Office of Tourism, she led the annual strategic segmentation analysis of AOT's target audiences and pre/post campaign research efforts. Melissa has served as a board member for the Greater Western Travel & Tourism Association and holds a Bachelor's degree in Business Administration from the University of New Mexico. David Reichbach — Senior Director of Anolytics & Data Security David Reichbach is a highly regarded information privacy attorney, who oversees the analysis, retention and security of data collected in Destination Analysts' diverse research programs. With his BS in Engineering, Mathematics and Statistics from the University of California, Berkeley and a passion for technology, David brings his specialization and skills to Destination Analysts' quantitative studies with extensive experience in data segmentation and analysis. With his JD from the University of San Francisco, David is also highly valued by Destination Analysts' clients for his leadership in qualitative research, including focus group moderation and user experience research. David is a frequent speaker on technology's role in tourism insights at travel industry events. Destination 4Ana lysts DO YOUR RESEARCh Chingun Gonzorig — Research Manager As Destination Analysts' Research Manager, Chingun plays an instrumental role in collecting, cleansing and analyzing data for use in Destination Analysts' reporting. Most recently, Chi managed the data collection, data analysis and report development for Destination Analysts 2019 The State of the International Traveler study. His professionalism, tenacity, and optimism are essential in the punctual execution of Destination Analysts' research studies. Chingun's Bachelor of Science in Communication Studies from San Jose State University allows for detailed and timely communications with Destination Analysts' clients, as well as his critical analysis of data that results into actionable marketing insights. Destination 0 Analysts Da YOUR RESEARCF 14 LEAD RESEARCH TEAM Stefanie Thompson — Field Research iManager t Stefanie has overseen the field research to support comprehensive visitor profile studies on behalf of Visit St. Pete/Clearwater, Nashville Convention & Visitors Corporation, Visit Big Sky and Visit Ludington, as well as numerous special event and festival attendee and economic impact studies. Mytho Vo — Field Research Manager Mytho has overseen the field research to support comprehensive visitor profile studies on behalf of the Los Angeles Tourism & Convention Board, Visit West Hollywood, Santa Monica Travel & Tourism, Visit Napa Valley, Visit Santa Barbara, Nashville Convention & Visitors Corporation and the Greater Louisville Convention & Visitors Bureau. Destination 4 Ana lysts 00 ICUR RESEA110- 4 'J� Destination A n a l y s t s Travel Ashland 15 J RESEARCH OVERVIEW & B ECTIVES ♦ 3a,. l �3:,.. jj This report presents the comprehensive findings of a visitor research $analysis study conducted on behalf of Travel Ashland. This research was specifically designed to consist of both quantitative and qualitative research methodologies —Survey of Leisure Travelers in Key Markets and In -Depth Interviews with Domestic Leisure d ' Travelers —to fulfill the following objectives: v u • An exploration of traveler behaviors and motivations ` - _, ::sue.. • An analysis of key target personas: families, Wine Travelers, Culinary Travelers, Outdoor Adventul•ers, arts and culture travelers and younger travelers e, x An exploration of the new seasonality that is driving travel consideration to Ashland • An analysis of competitive markets and evaluation of new market potential • Identification of new ways Travel Ashland can leverage the destination's assets • Analyze current, relevant secondary data A., • Assess the data collected to provide Travel Ashland with important insights to drive marketing dec' ions, strategic direction and ultimately a refresh of the Travel Ashland brand RESEARCH METHODOLOGY Survey of Leisure Travelers in Key Markets Destination Analysts and Travel Ashland worked closely together to develop the questionnaire for the Survey of Leisure Travelers in Key Markets. The survey was then distributed to travelers in the following domestic markets: Oregon (excluding Ashland), Seattle, WA, Sacramento/Redding, CA, San Francisco, CA and Los Angeles, CA. Once the survey was finalized, it was then distributed online via global sample provider Dynata/Research Now/Survey Sampling International. The survey sampling plan and collection breakdown by market is outlined in the data table presented to the right. f N': Domestic Markets Oregon (excluding Ashland) 332 Seattle, WA 300 Sacramento/Redding, CA 301 San Francisco, CA 302 Los Angeles, CA 304 TOTAL N=1,539 Destination 4 is RESEARCH METHODOLOGY Survey of Leisure Travelers in Key Markets (continued) In order to complete the full survey, respondents must have met the following screening requirements: • Adults age 18+ • Annual household income of S40,000+ • Took at least one overnight leisure trip to a destination 50 miles or more away from home in the past 2 years • Expects to take at least one overnight leisure trip to a destination 50 miles or more away from home in the next 12 months The survey was fielded from January 8— 26, 2021. In total, 1,528 completed surveys were collected. Note: All data collected from individual markets has been weighted to be representative of the overall population of households in each market. RESEARCH METHODOLOGY In -Depth Interviews with Domestic Leisure Travelers To support quantitative findings from the Survey of Leisure Travelers in Key Markets, Destination Analysts conducted one-on-one in-depth interviews with domestic leisure travelers via online video conference. This qualitative research allowed for a deeper, richer exploration of travelers' interests, motivations and perceptions, particularly in relation to visiting Ashland. Each of the travelers interviewed represent high potential visitors to Ashland. In total, 10 travelers who live in the following markets participated in a 45-minute online interview: • Oregon (excluding Ashland) • Seattle, WA • Sacramento/Redding, CA • San Francisco, CA • Los Angeles, CA Destinanon 0 r. 1 _ Above: Screenshot of the online interview enAronmern from the moderator's perspective. Destination0aral -!s 6 17 KEY CHARACTERISTICS • On average, leisure travelers took 5.6 overnight leisure trips in the past two years. One quarter of them (24.9%) visited Ashland in the past three years, averaging 3.3 trips to the destination in that time frame. • Despite COVID-19, the majority (63.9%) of leisure travelers are ready to travel or are already traveling, underscored by their plans to take an average of 3.4 trips in the next 12 months. L E CURE �/ Half or more describe traveling as time to spend time with their family (56.4%) and find destinations with smalf, walkable downtowns very appealing (50.4%). A wide range of outdoor recreation motivates almost as many (45.0%) to travel. The top three attributes, almost equal in , for selecting pacific Northwest destinations are -. 1, a welcoming TRAVELERS a4nospher.� (82.7%), and - (82.2%). Three-quarters of leisure travelers add fuur mare lectures:ures: weather (77.0%), dining (74.8%), a chance to (74.5%), and affordability (73.1%). • According to leisure travelers, Ashland well on most of those key Important attributes. tops the list (71.7%), followed All survey respondents. by a walkable downtown(69.1%). A - (67.5%), a chance to 'get (64. 1%), and outdoor recreation (63.5%) round out the top halt -dozen highest rated features. weather (55.9%), afford- (54.4%), (52.7), rank 1,539 COMPLETED SURVEYS. lower, but are still rated highly by over half. • Competitively, Ashland has no threatening challengers in the arts & culture sphere. It almost triples second -place Healdsburg (44.6%vs. 16.8%) The summary at right details key as "best" far that experience, of five possible destinations. However, of the four other types of experiences, with admittedly tough competitors, Ashland lags most of the other destinations on wineries (13.6%), dining (11.8%), outdoor adventure (7.9%), and family fun (5.7%). characteristics of all Leisure Ashland has strong drawing power for leisure travelers and that indicates a good prognosis for attracting tourists. Most (75.8%) view Ashland Travelers surveyed. as welcoming (the second -most important attribute), almost two-thirds (62.4%) find Ashland's attractions and things to do appealing, and half (49.0%) expect to visit in the next threeyears. • Key for visiting Ashland are led by its small, walkable downtown (78.8%), proximity to rivers and lakes (72.5%), award winning cuisine (71.3%) and culinary festivals (70.1%), uncrowded hiking/biking trails (67.9%), and music/art/cultural events (65.7%). The Oregon Shakespeare Festival (57.8%) and unique wines/wineries (55.7%) also lure more than half. • Ashland needs broader awareness and famitiarity. Nearly a third (29.9%) do not feel they know enough about Ashland, its biggest hurdle. Additionally, one in four cites personal safety (23.4%), never hearing about it (22.3%), and being too far from home (21.4%) as leading deterrents. • Reaching potential travelers and inspiring them to visit requi a strong internet presence. Top digital resources include online searches (45.1%), travel review websites (38.0%), and social media (37r 19/. friends/family; 30.5% general). • Off-line, aside from direct contact with friends/family (47.3%) for travel ideas, this audience will most commonly turn to print magazine articles, travel -related TV shows and television programs to get ideas on where to travel. LEISURE TRAVELERS 44/w t!y ate Destination §Analysts 0O YOUR RESEARCH Gender Marital Status r: Female: 42.7% Married/partnered: 74.7% Male: 51.8% 0 Single: 24.1 % Non-binary:0.7% Children under 18: 19.6% Average number of overnight leisure trips in Average Age: 46.6 Ethnicity the past two years �i •rA Millennials or younger: 37.0% Caucasian: 77.3% 4D Gen Xers: 27.6% Non -Caucasian: 22.7% Boomers or older: 35.4% © Household Income Education $119,631 College Graduate: 77.0% Average number of overnight leisure trips planned in the Top States of Origin Top MSAs 4D next twelve months • California: 72.2% Los Angeles -Long Beach, CA: 27.5% Washington: 14.4% 0 San Francisco -Oakland, CA: 14.5% Oregon: 13.2% Seattle -Everett, WA: 10.8% LEISURE TRAVELERS Psocicapc kp s. Spending time with my family is - 56.4% important to why I travel Destinations with small, walkable downtowns are very appealing to me - 50.4% Having access to a wide range of outdoor recreational activities motivates _ 45.0% me to travel I'm attracted to travel destinations known for their culinary scene 38.6% A destination's arts and culture scene influences my decision to visit 38.0% 1 will go out of my way to visit a destination if I know it has unique 30.1% wineries 0% 25% 50% 75% 100% M;N n p Are Ready to Travel or o OV Already Traveling Destination 10,Analysts DO YOUR RESEARCH Scenic beauty M 83.3% Welcoming atmosphere M 82.7% Safety (pandemic safety protocols) 82.2% Weather 77.0% Restaurants and dining 74.8% Chance to "get away from it all" 74.5% Affordability 73.1 % Accessible/convenient location 1 70.8% Walkable downtown 70.1 % Historic sites/attractions 1 69.7% Easy to gel to 1 69.1 % Outdoor recreation activities - 59.3% Off the beaten path ambiance 54.2% Family -friendly activities 52.7% Museums/art galleries - 52.3% Shopping - 48.4% Independently -owned accommodations 40.0% Wineries 39.5% Theatre/performing arts 37.3% Winter recreation activities 35.5% 0% 25% 50% 75% 100% 19 LEISURE TRAVELERS &Ward' G'o�rpetitive Stuatior Ashland, OR - 44.6% Healdsburg, CA . 16.8% Lake Tahoe, CA 16.3% Bend, OR . 14.4% Sun Valley, ID , 7.9% 0% 25% 50% 75% 100% Lake Tahoe, CA - 53.7% Bend, OR . 19.5% Sun Valley, ID ■ 11.8% Healdsburg, CA . 9.3% Ashland, OR ' 5.7% 0% 25% 50% 75% 100% Healdsburg, CA 29.3% Lake Tahoe, CA 29.3% Bend, OR . 18.6% Ashland, OR ■ 11.8% Sun Valley, ID ■ 11.0% 0% 25% 50% 75% 100% LEISURE TRAVELERS 57 aµeMMW94W Visited Average Number Ashland in the of Trips to Ashland Past 3 Years in the Past 3 Years Likelihood to Visit Ashland in the Next 3 Years (Top 2 Box Sco, %'Likely' o, "Very likely") 49.0% Familiarity with Attractions and Things to See and Do in Ashland (rop 2 so. s<o,.-°c-Famnlor or'V.,ytamiuc,-1 39.2% Appeal of Attractions and Things to See and Do in Ashland (Top 2 Box S<o ,e . "Appealing" o, "Very appealing") 62.4% Consider Ashland to be Welcoming (Top 2 B.. Sco,a-°.ro`W elcominy" o, "Very welcom ng') 75.8% Destination XAnalysts DO YOUR RESE-CH Lake Tahoe, CA - 45.9% Bend, OR 19.2% Sun Valley, ID . 16.9% Healdsburg, CA . 10.1 % Ashland, OR , 7.9% 0% 25% 50% 75% 100% Healdsburg, CA - 45.0% Lake Tahoe, CA ■ 15.0% Bend, OR ■ 14.0% Ashland, OR ■ 13.6% Sun Valley, ID ■ 12.4% 0% 25% 50% 75% 100% Destination 41,Analysts co loll I-Ap- Scenic beauty 71.7% Walkable downtown 69.1% Welcoming atmosphere 67.5% Chance to "get away from it all" 64.1 % Outdoor recreation activities 63.5% Restaurants and dining 62.1% Easy to get to 61.9% Accessible/convenient location 61.4% Independently -owned accommodations 58.6% Family -friendly activities 57.9% Off the beaten path ambiance 57.6% Weather 55.9% Theatre/performing arts 54.4% Affordability 54.4% Safety (pandemic safety protocols) 52.7% Historic siles/attractions 50.7% Shopping 49.5% Museums/art galleries M 45.0% Wineries = 44.7% Winter recreation activities 43.5% 0% 25% 50% 75% 100% 20 LEISURE TRAVELERS 5e /dea1&Maacl Tp January 04.9% February 5.4% March 9.9% April 12.8% May - 21.1% June 31.5% July 32.4% August 31.2% September - 24.1% October 14.4% November 5.7% December 5.2% 0% 10% 20% 30% 40% 50% (20 67.% 30.7% 1.9% Car Air Bus Days & Nights They Would Spend in Ashlai 3.6 I 1 I I Days .�. 0 .�. ., Nig3.hts 4 4 4 Hotel 72.6% Bed & breakfast,inn'motel 28.3% Vacation home or other rental 23.1 % Resoa 20.9% Lodge/cabin 16.1 % Spouse or significant other 72.3% Children under 18 33.2% Friend(s) 22.0% Other family members 13.4% LEISURE TRAVELERS /flat.Lei�g,&MaKd Small, walkable downtown Proximity to rivers and lakes Award -winning restaurants and chefs Culinary and Food festivals Uncrowded trails for hiking and biking Music, art and/or cultural events Conveniently located near Interstate 5 The Oregon Shakespeare Festival Unique wines and wineries Skiing, snowboarding and other snow sports don't know enough about it Personal safety concerns never hear anything about it Too far from home No friends fomily in the area Lack of personal vacation time Personal financial reasons Doesn't fit the types of travel experiences I'm into Too hard to convince my friends'family to go Not enough to do there 78.8° o 72.5 % 71.3% 70.1 % 67.9% 65.7% 61.4% 57.8% 55.7% 37.8% 29.8% 23.4 % 22.3 % 21.A% 18.6% 16.1 % 15.0 % 13.6 % 1 1.4% 1 1.0% Online searches 45.1% Travel review websites 38.0% Friends/Family via social media 37.1 % Social media 30.5% Online travel agencies 26.3% Online video 23.4% Magazine article -online 21.9% Online advertising 20.2% Travel planning opps 17.7% Newspaper article -online 16.3% Blogs 10.8% Email newsletter(s) 10.3% Podcasts 7.2% Other 9.7% 0% 40% 80% Destination 4 Ana tys t s oovaue ar cn Dine in local restaurants - 62.7% Shopping - 43.9% Visit local parks - 43.7% Family -friendly activities - 38.9% Hiking 36.4% Visit farmers markets 35.8% Visit museums 31.5% Attend theatre 30.6% Visit wineries 30.3% Biking/cycling 18.1% Nightlife/bars 16.8% Kayaking/rafting 15.6% Skiing/snow boarding 06,9% 0% 40% 80% 1r 6 � 60V Average Daily Spending While in Ashland Destination 0Analysts 0o roue ersuncu Friends/Family (direct contact) 47.3% Magazine article -in print 31.9% Travel -related TV shows 29.1 % Television progrom(s) 26.3% Travel books 24.4% Travel brochures 22.6% Newspaper article -in print 18.8% Films/movies 17.3% Advertising -in print 15.7% Travel businesses 14.9% Travel agencies -traditional 0 11.6% Billboards E 8.8% Radio programs) - over the air 7.7% Radio progrom(s) - streaming 7.4% 0% 40% 80% � O� lm6hlh� Average Number of Months In Advance They Would Start Planning Travel 21 CALCULATING ASHLAND'S VISITATION INDEX An average index score of 70 points or above (on a 100-point scale) defines a High Potential Visitor. A visualization of this index calculation is shown below: (A x B x C)/1.25 = INDEX Likelihood to take a Appeal of things to Familiarity with things Leisure Trip to Ashland in the next the, X see and do in Ashland to see and do in Ashland Score threein (On o 5-Point Scale) (On a 5-point scale) (On a 5-point scale) on a 100-Point 1.25 Scale HIGH POTENTIAL VISITORS BY SEGMENT Destination X Ana;y s I s High Potential Visitors by Segment % of each segment that received aVisitation Index Score of 70 or higher 40% 30 % 20% 15.9°% 10% , 1* 0% - Totnl 31.6% 25.0°.6 Families Wine Culinary Outdoor Ads & Travelers Travelers Adventurers Culture Travelers 21.29i6 22�3% onI j Boomers or Gen Xers Millennial, older or younger Destination A,i ,:, -. 22 HIGH POTENTIAL VISITORS: ATTRIBUTES IMPORTANT TO DESTINATION SELECTION vs. ASHLAND'S RATINGS Figure: Attribute Importance to Selecting Destinations in Pacific Northwest vs. Ashland's Ratings of High Potential Visitors —Important or Very Important —Good or Very Good 100% 92.0% 90.4°/. 90.34'0 90.1°/. 90.2% 90.6 %88,<<ie 90% 85.5% 85.1 % 86.3% 87.1% 85.2% 857°/ 85J°/a 81b% 822°/, 0.6% 80% 77"°r `82782T./.83.3°.b 70° 0 745% 74.8% 77.04'e 9.1 % 69J°/ 70.1 °/. 70.8% 73.1 60% 59.3% 50% 52.3% 52.7% 54,2% 40% 48.4% 30% 354% 37.3% 39.5% 40.0% 20% Le-W-Plnhnt Mail Brp°ftart e ° 6 \�.°'Q°4 \` ± o° , oo `\.m, �° C�Ocr' c`O o`o ai l °O 1o�c0 °yc \�5 �\ o�• 1 �Qo i°O ° F,o ° oo a o P o °i °�•'. otm c9 gc° `,00° 0 �+• o �p�+° d,n'° a, P°ra °x •O i�Qo aee n I Think carefully abcal kw you mix ily approach sele:titg the planes y sir for le.wre in the Paal,c Itorlhwesl region. In general, how imporranl are e 6 of sk follo i,, ro kw you selecr the places yp° v irb please use the smle below wlwre'1'eywis'Vcry wimportum'and'S'eywla'Very Important'ro a �swer foreach.2.Please°se the scale below whara'1'egwis'Very poor'osd'S'e<Iwh'Very yaW'to evalwte each attrlb­of Ashland a place to vi sit ro risil for leisure n°vel. Even if you are uMamiliar will. Ashlaal, please answer basal on year <urrenl pe.ceplions. Base. All re poMems. 1,539 completed ser.eys. THE ASHLAND DESTINATION BRAND The "lightning round" during the in-depth interviews specifically captures top -of -mind reactions to Ashland. And these top -of -mind reactions highlight the ideal visitors for Ashland and the destination's strengths, which are again tied to arts & culture and nature. Outdoor enthusiast Active and enjoys outdoors Health -conscious traveler Nature lover Someone who likes nature and theatre Explorer Anyone Something for everybody Enjoys small towns Snowboard Enjoy outdoor activities Explore Visit wineries See different areas, not just downtown Visit the museum Soak in the art Be outside a lot Mountains Local art galleries Outdoor activities of Ashland Food and shopping Local river and mountains Visit the local community Shakespeare festival Go to theatre Destination Y Analysts Destination 4t, t 22 F*3 RESEARCH OVERVIEW & OBJECTIV This executive summary presents the key insights that emerged from a Survey of Owne4 Audiences —part of a larger Visitor Research & Analysis study —conducted on behalf < Travel Ashland by Destination Analysts. The primary objective of this study —to collect data on Ashland's recent visitors and mo customers —is supported by learning about these visitors who are currently engaged w destination, including: • Perceptions of Ashland • Trip details and in -market behaviors Motivators to generate repeat visitation to Ashland Marketing messaging that will most resonate with Ashland's owned audience • Demographics and psychogrophics • Visitor point of origin Destination n A n a l y s t s Travel Ashland 24 RESEARCH METHODOLOGY Destination Analysts worked closely with the Travel Ashland on developing and designing the questionnaire for this study, otherwise referred to as the Ashland Survey of Owned Audiences. Travel Ashland's partners then distributed the survey to its own consumer database.F The following five Travel Ashland partners and key tourism businesses distributed the survey to their consumer lists: • Momentum River Expeditions • Mt. Ashland Ski Area • Neuman Hotel Group • Oregon Shakespeare Festival • Weisinger Family Winery RESEARCH METHODOLOGY Given this approach of surveying owned audiences, it should be noted that survey respondent! not the typical nor average visitor to the destination (e.g., the average visitor who could poten be surveyed in -market via an in -person intercept survey approach). Rather, recent visitors sure, for this study are those who are currently engaged with Travel Ashland's key partners. In order to complete the full survey, respondents must have met the following screening require • Adults age 1 8+ • Must currently live outside of Ashland Recent visitors were identified as those who visited Ashland between 2018 — 2021. Non -visitors, comprised of lapsed visitors who traveled to Ashland more than three years ago those who have never visited Ashland, answered the brand -related questions within the survey. 25 DATA COLLECTION In total, 5,771 completed surveys were collected between January 22 and March 5, 2021. Of the 5,771 completed surveys, 5,158 surveys, or 89.4 percent, were from recent visitors who took a trip to Ashland within the past three years. 178 surveys, or 3.1 percent, were from non -recent visitors who live outside Ashland and did not visit the destination within the past three years. The remaining 435 surveys, or 7.5 percent, were from Ashland residents who completed the demographic questions, as well as a few brand -related questions within the survey. The breakout of all completed surveys collected by respondent type is presented in the chart at right. DATA COLLECTION Breakout of All Completed Surveys Collected by Respondent Type: Ashland Resit 7.5 Non -recent visitors, 3.1 The following is a breakout of completed surveys collected by each Travel Ashland partner. Momentum River Expeditions 2,006 611 Mt. Ashland Ski Area 11,978 98 Neuman Hotel Group 55,221 1,021 Oregon Shakespeare Festival 50,345 3,956 Weisinger Family Winery 2,147 85 TOTAL 121,697 5,771 Recent visitors, 89.4 Destination 4 Analysts Destination 0r, illdI I 26 OWNED AUDIENCES !,c/% t� a,.e Gender Female: 65.0% Mole: 33.1 % Non -binary: 0.4% Average Age: 63.8 tr w� Millennials or younger: 6.8% Gen Xers: 14.4% Boomers or older: 78.8% © Household Income l 24,730 Top States of Origin California:42.8% Oregon: 34.6% Washington: 13.7% Marital Status 0 Married/partnered: 76.2 % Single: 1 9.9% Children under 18: 9.3% Ethnicity Caucasian: 77.3% Non -Caucasian: I A.2% Education College Graduate: 89.8% Top MSAs 0 Portland, OR -WA: 19.0% San Francisco -Oakland, CA: 16.3% Seattle -Everett, WA: 8.0% OWNED AUDIENCES Psfclw��gplics A destination's arts and culture scene influences my decision to visit 63.4% Destinations with small, quaint downtowns are very appealing to me 61.1 Spending time with my family is important to why I travel 41.7% I'm attracted to travel destinations known for their culinary scene 3 6. 1 Having access to a wide range of outdoor recreational activities motivates 33.5% me to travel I will go out of my way to visit a destination if I know it has unique wineries ■ 17.1 % 0% 25% 50% 75% 100% on p O Are Ready to Travel or Already Traveling Destination40 Analysts DO YOUR RESEARCH Average number of 4D overnight leisure trips in the past two years 4DAverage number of overnight leisure trips planned in the next twelve months Destination X Ana lysts DO YOUR RESEARCH Scenic beauty 1111111111111111111111193.5% Welcoming atmosphere 89.9% Safety (pandemic safety protocols) 89.0% Restaurants and dining 1 85.3% Walkable downtown 85.1 % Theatre/performing arts 1111110 82.0% Chance to "get away from it all" 72.4% Historic sites/attractions 70.3% Weather - 67.1% Affordability - 65.6% Museums/art galleries 64.3% Off the beaten path ambiance 55.9% Accessible/convenient location - 55.2% Outdoor recreation activities 54.2% Easy to get to 52.4% Independently -owned accommodations 48.4% High -end amenities/services 31.8% Shopping 31.6% Wineries 27.1% Family -friendly activities 26.0% Winter recreation activities = 12.6% 0% 25% 50% 75% 100% 27 8Z puol4sV u! 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wolf AoMo Ia6„ of aauoq:) %L'Z8 184100M %6'Z8 uo!Iwol lua!uanuo:l/alglssao°V %6'Z8 of laB of Asog %6'E6 al04dsow&o Su!wo°IaM %E'1,6 Bululp puD sluolnolsaa %4'S6 Alnoaq D!uaDS %6'96 s41D Bulwlopad/a11oa41 %9'L6 uMolu Mop algolloM %S'S6 Bay I.. c,.A,,o 6uiwoaleM. •/.—��n +ug Z doll Bu!wo"eM aq of puolgsV 1ap!suo:) %L'L6 (fiu.I add. 41-A„ io 6.,—ddy, a o�,on jog Z d°1) puolgsV D! 00 puo aaS 01 Ssul41 puo suo!po,µV to loaddV %Z'88 c,-A.,o—9sd-1) puol4sV u! 00 puo aaS 01 sBul41 puD su Olpw44V 441M /4!JD!I!w Dd %S'Sb I �iaA i ti-A. ,o , —111 %—n Yos Z doi) sl"A E PON 241 ul puo141V PMA 04 P004!la4!1 S1DaA £ P"'d a4l u! s1DOA S IsOd puol4sV of sdl11 jo 041 U! pu0l4sV iagwnN OBo18AV POIMA 0 sISA euy0u01jew;soo �7�D�ld p ��%s ���1 I1 S3:)N3i(3nv 43NMO OWNED AUDIENCES f{sMoc( The Oregon Shakespeare Festival Small, walkable downtown Music, art and, or cultural events Award -winning restaurants and chefs Uncrowded trails for hiking and biking Culinary and food festivals Proximity to rivers and lakes Conveniently located near Interstate 5 Unique wines and wineries Skiing, snowboording and other snow sports Personal safety concerns Too for from home Personal financial reasons Lack of personal vacation time Too expensive Too difficult to travel to Too hard to convince my friends/family to go No friends/family in the area Not enough to do there Doesn't fit the types of travel experiences I'm into 93.1 % 90.6 % 82.1 % 76.0% 53.8 % 52.9% 44.1 % 40.7% 38.8% 6.9R/c 43.5% 22.7 % 10.8 % 10.3% 8.7% 6.3 % 4.0% 3.9% 2.6% 1.2% Theatre 'performing arts scene Mass distribution of the COVID-19 vaccine Flexible cancellation policies for lodging,'accommodaiions Business operational practices in response to COVID-19 Number of coronovirus cases in Ashland Attraction and hotel stay package deal Online searches 58.3% Friends/Family via social media 41.1 % Travel review websites 34.9% Magazine article -online 31.3% Newspaper article -online 29.1% Email newsletter(s) 27.1% Social media 20.5% Online advertising ■ 11.9% Online travel agencies ■ 11.0% Travel planning apps ■ 9.7% Online video ■ 8.6% Blogs 1 5.7% Podcasts 1 4.6% 0% 50% 100% THE DESTINATION SELECTION PROCESS Destination OAnatysts 00 VaUR RFSFr PLH 81.9R/ 71.3 % 67.7% 1 58.9% 50.6% 33.4 % Friends/Family (direct contact) 68.4% Magazine article -in print 50.6% Newspaper article -in print 37.5% Travel books 33.7% Travel -related TV shows 27.9% Television program(s) 22.8% Travel brochures M 22.1% Films/movies 20.9% Advertising -in print 15.7% Radio program(s) - over the air ■ 11.7% Travel businesses ■ 8.8% Travel agencies -traditional 1 5.5% Radio program(s) - streaming 1 5.4% Billboards 1 1.6% 0% 50% 100% Destination selection is very much tied to individual traveler interests and motivations. Travelers look for different things for a leisure trip based on their passions/interests, travel portner(s), and life -stage (age/children). Most have a desire for a variety of activities, relaxation, and affordability to appeal to not only themselves, but their travel companions as well. With Ashland's variety of experiential offerings, and provided that more awareness about the destination brand is generated, the destination is uniquely positioned to attract more visitors. Small towns have a favorable image that Ashland can capitalize on. High potential visitors clearly see me value and benefits of visiting small towns. Small towns are associated with easy navigation, fewer/smaller crowds, less expensive, slower pace, more relaxing, more welcoming and a more authentic, natural feel. COVID-19 clearly affects travel and travel planning. The pandemic brings an aversion to flying and some general resistance to overnight travel. The pandemic creates reticence to dining out or being in crowded areas. Some noted challenges in finding open attractions during recent past trips. That said, those who have traveled, or feel ready to travel, find that the first trip builds confidence. As seen in Destination Analysts weekly Coronavirus Travel Sentiment Index Study, as well as through other qualitative research conducted, the pandemic will continue to be top -of -mind in planning travel. This should be considered as Travel Ashland develops future marketing. Destmationot.r 4 -:s 18 THE ASHLAND DESTINATION BRAND In general, High Potential Visitors express positive opinions about Ashland: Culture and nature are largely associated with the Ashland destination brand. Both past visitors and non visitors focused on Ashland's beauty, outdoor assets, and arts and culture in describing the city and its strengths. In addition, these High Potential Visitors value Ashland's small-town feel, warmth, and friendliness - Wineries, wine bars, museums, coffee shops, parks, unique shopping, and the walkable and interesting downtown add further appeal. A few participants acknowledged a "hippie-ish" motif, which for some builds a deeper interest in exploring Ashland. WHAT SETS ASHLAND APART "I searched online for places to visit in Oregon and Ashland appeared as a top 10 small arts and culture town." Destination4Ans:vvs 20 Past Ashland visitors and non -visitors shared Ashland's unique value proposition and the destination's attributes that distinguish it from other leisure travel destinations, which range from arts & culture to being a close-knit community. The following summarize what travelers feel set Ashland apart from other places. • The culture. Visitors come for the Oregon Shakespeare Festival and enjoy the food and "quaim" and "charming" ambiance. • Great place to explore. Ashland offers a collection of museums, a walkable downtown, local shops, and friendly, laid-back people. • Lots to do, yet warm and inviting. Ashland locks the intensity of some high -end ski resorts, which can be perceived as a positive. • Wide array of things to do in quiet peaceful scenery. Ashland gives visitors the ability to explore and visit year-round for seasonal activities. • Easily accessible things to do. Ashland is a blend of nature and small town, offering wineries, hiking, and bodies of water. • Ashland is a magical place. It has a relaxing, free spirit, home -in -the -mountains vibe. It's fun, laid-back and hippie -like. • Ashland is a little, big city. It has the amenities of a big city, such as shopping and great restaurants while also being surrounded by nature. • Ashland gives the impression of close community. Everyone seems to know each other, and locals are perceived to be friendly and welcoming. Destination# Analysts 152 30 SEVEN MESSAGING ESSENTIALS: MOTIVATING TRAVELERS TO VISIT AND/OR STAY LONGER 1.) Communicate the ease of travel to Ashland. Convince potential visitors that the distance is worth the effort and if at all possible, make the transportation options easy. Direct air service development will especially entice farther markets to visit Ashland more frequently. Additionally, show ways that travel can be unique (train options), economical and/or simple to plan. 2.) Demonstrate that there is more than enough to do. Show visitors engaging in the many activities and experiences in Ashland. This may ultimately communicate "there is so much to do that can fill a long trip." 3.) "Come for the Shakespeare, stay for the trails." The focus on the Shakespeare festival draws many visitors, but potential visitors could very well be unaware that Ashland offers miles of scenic trails and other outdoor recreation. Destination # Ana t y 515 SEVEN MESSAGING ESSENTIALS: MOTIVATING TRAVELERS TO VISIT AND/OR STAY LONGER 4.) Balance Ashland between nature and arts & culture. The destination excels in both; it would be easy for one to overwhelm the otter. 5.) Position Ashland — both as a leisure destination, as well as geographically. Ashland can potentially serve as a base camp for exploring the larger area and encourage visitors to expand their length of stay. 6.) Acknowledge COVID-19 and the measures Ashland is taking to ensure health and safety. From the numerous qualitative and quantitative research studies Destination Analysts has conducted over the past year, it's clear that COVID-19 has impacted travel planning and the places travelers choose to visit. Illustrating how the city and its tourism community is addressing the situation will likely go o long way in getting travelers to consider Ashland. 7.) Show that Ashland can be economical. Visitors can experience Ashland without "breaking the bank." However, this message should be balanced with luxury options for those who like to "splurge on travel." Destination 4 Ana ty 5t s 31 The legacy of tourism's impact and resilience Travel Ashland, since its inception thirty-nine years ago has collected industry knowledge through research and depending upon the need, plans accordingly, in collaboration with our business partners, the most effective marketing promotions to meet the demands we hear. This strengthens and validates our direction as well as expands our market reach. It is important to note in these rapidly changing times we have particular strength that we are nimble and flexible to react to market changes and constantly adapting our marketing efforts to reflect those trends. Travel Ashland annually analyzes the Food and Beverage tax collections and the Transient Occupancy Tax collections. We chart the data and look for strengths and weaknesses in seasonal fluctuations. This tells us when we need to promote and target areas that need focus. Despite the pandemic, tourism remains a key driver to Ashland's economy and locally we have been fortunate to have rebounded much faster and stronger than the rest of the state of Oregon. Statewide, Oregon tourism endured the pandemic with $6.5 billion in total spending that directly generates more than 92,300 jobs. Tourism generates $967 million in state and local tax revenues. In Southern Oregon there are over 12,000 tourism related jobs. In Ashland, over 3000 jobs are fueled by the visitor spanning Arts, Entertainment, Recreation, Lodging and Restaurants. Employment, quality of life and the success of Ashland's economy is directly dependent upon tourism. This can be shown not only from historical data with growth in the lodging and food & beverage tax revenues year over year but also through the growth of the number of tourism related business and jobs. Tourism has contributed to the increase of jobs, payroll and wages. Retail expansion and growth of local businesses along with the revitalization of the Historic Railroad district catering not only to a local but visitor clientele is fueled by a strong visitor base. The number of jobs has fluctuated through the pandemic largely because of OSF's closure but with strong visitation maintaining even through 2020 and then exceeding 2019 revenues in 2021, jobs exist however staffing them is the current challenge. The hospitality industry provides full time and part time jobs for people, including students who can hold part time jobs enabling them to afford and obtain higher education. Transient Occupancy Tax by Fiscal Year 3 500k G 3 000k O v :;; 2 500k O O 2 000k d O C 1500k C a 1000k Z N a 500k ci � o N O° O ~ �Qt, Q� Oh�fJ��01 10��C� �ti°1� 1�4�:L"1p�Atih y�4�1�ti111ti�1�ti,) f> O11 ,io° ,yo°b�o° ry°o �,y°° ' �° ti° ti° ti° �° z° ti° �° ti°ti PIP 32 3 500k Food and Beverage by Quarter 3 OOOk 2 500k 2 OOok 1500k I OOOk 500k 0 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 • 1 • 4 2 3 �y The above data was sourced from ashland.or.opengov.com and the City of Ashland finance department as of January llth, 2022. The above graphs reflect the most current data available including tax receipts collected through June 30th, 2021. Therefore, these graphs do not reflect data or impacts between July 2021 and January 2022. Tourism's Resilience Noted in the charts above and below, the pandemic greatly affected Ashland's tourism in the very early months of March and April 2020. However, Ashland rebounded faster than most of the state with visitors seeking the small town of Ashland and the drive market exponentially expanding even as early as summer 2020 being "only" 50% down from 2019 in TOT revenue though some saw their best year ever such as wineries and rafting companies. Fall 2020 TOT was 28% down from 2019, again, most other areas in the state have even yet to regain that visitation with the exception of the Coast. Winter of 20-21 was within 5% of pre -pandemic TOT revenues followed by Spring 2021 which was 25% down from 2019 TOT revenues. • IMIBIK 18/19 to 19/20 I IUM 1 • 18/19 to 20/21 19/20 to 20/21 Q1 Jul ,Au ,Set 1,227,996 -1% 01 Jul ,Au ,Set 1,215,870 -52% -52% Q1 Jul ,Au ,Set 590,833 Q2 Oct, Nov, Dec 596,145 1% Q2 Oct,Nov,Dec 597,296 -27% -28% Q2 Oct,Nov,Dec 434,940 Q3 Jan,Feb,Mar 338,542 -27% 03 Jan,Feb,Mar 244,266 -5% 25% Q3 Jan,Feb,Mar 324,813 Q4 A r,Ma ,June 960,041 -80% Q4 A r,Ma ,June 192,571 -25% 375% Q4 A r,Ma ,June 722,235 18/19 to 19/20 18/19 to 20/21 19/20 to2021 u ,Set 777,103 6% Q1 Jul ,Au ,Set 833,132 -20% -25% Q1 Jul ,Au ,Set 628,134 MQ2v,Dec K(Oct, 682,523 5% Q2 Oct,Nov,Dec 713,596 22% 26% Q2 Oct,Nov,Dec 534,633 b,Mar 588,899 9% Q3 Jan,Feb,Mar 540,144 -19% -12% Q3 Jan,Feb,Mar 477,038 ,June 811,053 49% Q4 A r,Ma ,June 420,544 5% 51% Q4 A r,Ma ,June 847,771 Food & Beverage reflects visitor spending but also includes the regional day traveler as well as local spending showed resilience with 25 - 26 % of revenues down in Summer and Fall 2020 respectively. Winter 20-21 showed 12% less revenue collection despite closures due to the pandemic, however in Spring of 2021, F&B revenues returned to pre -pandemic levels, exceeding 2019 by 5%. 33 2021 as a whole has exceeded 2019 numbers for industries such as retail, lodging including retaining and increasing their nightly room rates as well as wineries, outfitters and restaurants. Anecdotally, we saw the strongest December we have ever seen with the increase in visitation coupled with the new OSF holiday show welcoming OSF playgoers in the off-season resulted in higher revenues than expected for many businesses who projected losses of 80%+ finished the year stronger than originally forecasted in June of 2020. Travel Ashland's Past Research Findings There has been an inherent value for visitors in Ashland's downtown. This past research also concluded that the inherent value of the downtown was closely tied to the Oregon Shakespeare Festival. With the recent and variance in closures, we have seen growth in properties outside of the downtown. Visitors value the downtown lodging and proximity to our amenities. This underscores the importance of the commitment and investment to keep our downtown's physical structure and ambiance vibrant, well maintained and welcoming. Over the past two decades, we have conducted extensive research to better understand the strengths and weaknesses of the geographic layout of our accommodations through BR&E (Business Retention and Expansiosurveys, ongoing visitor profile and lodging analysis studies that were conducted by Rebecca Reid, Independent Research consultant. January - March has consistently had the greatest opportunity to grow with the lowest occupancy. While we prioritize this quarter with targeted campaigns and promotions, we are very nimble to adjust as we have seen much needed promotion throughout the year, not just in the off season. Given Travel Ashland's new brand and the publishing of the Winter Visitor Guide along with Mt. Ashland joining the Indi-Pass program, we look forward to continuing to grow this season with new events and new reasons to visit. • Spring and Summer travel can vary and are seeing market shifts. Through our past research, results show variance in occupancy based on how each year unfolds whether summer travel is affected by wildfires, poor air quality, intentional avoidance of the busy season and now COVID. With the current shift towards a new, first time visitor, we are researching emerging trends taking into account new demographics, spending and travel preferences. • Over the past decade, we have seen increasing trends such as the last-minute traveler, with a shorter decision- making window that affects how we market to them, offering incentives to choose Ashland. Last minute decisions are often made using online tools hence why we must constantly be in front of the visitor, digitally, directly and in print. Wildfires and poor air quality have affected travel. We saw this even more so with the devastating Almeda and Obenchain fires affecting perception of visiting Ashland. Travelers want transparency, timely and accurate information when planning their trips. 2019 Travel Southern Oregon's Wildfire and Visitor Perception Study As a follow up to the summer smoke filled days of 2018, Travel Southern Oregon, along with regional partners such as SORCE, Travel Ashland and the Coraggio Group embarked on a survey for visitors to see the impact of the wildfire smoke on their travel plans, behavior and outlook. Travel Southern Oregon's Wildfire & Visitor Perception Study was released in April 2019. The visitor study, which begun back in October of 2018, presents tourism partners with valuable data from recent summer visitors about the way wildfire smoke has impacted the visitor perception of Southern Oregon as a travel destination. The findings were heartening with 85% of respondents planning to visit Southern Oregon in the future. The results showed that there is visitor interest in shoulder seasons, the ways smoke impacts vacation plans and much more. There was also a major difference in the type of visitor comparing Klamath Basin and Crater Lake to the Rogue Valley and Ashland visitor. View full report here: https:lldrive.google.com/file/dIlFaRvC80CNe9trWlq AfEHOJGgMymenUR/view. 34 Who is Travel Ashland and what do we do? For thirty-nine years, the City of Ashland and the community have relied on Travel Ashland (Ashland's official Destination Organization) through an annual grant, to promote Ashland as a unique year-round, travel destination, to visitors traveling from more than 50 miles away and those staying overnight. Travel Ashland's work effectively uses dollars received through the grant and fosters strategic partnerships with public and private sectors to promote and engage the tourism industry and visitors. In 2020, we began a much needed, robust Visitor Research and Analysis Study to look at the evolving Ashland visitor, changing trends and how we can best leverage our assets. The overarching goal is to create a steady visitor volume year-round, increasing times with lower occupancy. The goal is to deliver an unmatched travel experience that engages the visitor, encourages repeat visitation, converts visitors into potential residents and services groups, tours and conferences. Attracting outdoor travelers, culinary and food enthusiasts and those with cultural interests, Ashland has become a desirable destination whose amenities are fueled by the visitor population. Travel Ashland has significantly increased the TOT and F&B revenues to nearly 3 million EACH year with a % million dollar increase alone in just three years. We saw a major dip in revenue collections due to the pandemic, Ashland has recovered faster and stronger than most other destinations in the state. Tourism revenues support businesses in retail, lodging, food and beverage, attractions and subindustries who serve those businesses. Though we saw an impact of COVID due to travel and safety restrictions throughout 2020 and into 2021, we saw resiliency and responded accordingly to the visitor who continued to come explore Ashland, as a rural destination with world- class amenities such as our wine industry and outdoor experiences. We see increased visitation continuing into 2022. This is not a short term bump post onslaught of the pandemic. Travel Ashland produces, manages and distributes the tools that visitors use to make their travel plans such as Travel Ashland's social media channels on Facebook, Instagram and Twitter. Travel Ashland's newly refreshed website, www.travelashiand.com guides visitors effectively within the site to serve them the most relevant information in the fewest clicks in mobile, tablet and desktop versions. Travel Ashland pivoted to produce the 2021 Spring/Summer Visitor Guide and then expressed the new brand though the Winter Visitor Guide for Winter 2022. The Visitor Guide showcases tools such as a calendar, maps, Itinerary ideas, reasons to make Ashland their next travel destination. The digital version of the Guide can be downloaded for free. The Ashland Map Guide provides wayfinding and access to Ashland's recreation and outdoors including Lithia Park, the Ashland Watershed, the City of Ashland and Parks. Free digital version available on all sites and www.avenzamaps.com Travel Ashland manages the visitor center and Plaza information kiosk serving tens of thousands of visitors year-round, with the exception of 2020 and 2021 due to COVID. We operate the Travel Ashland Advisory Committee made up of tourism industry representatives from lodging, restaurant, outdoor outfitters, wine industry, retail, theatre and attractions. This advisory committee assesses each season's visitation and provides input to planning campaigns and programs that Travel Ashland carries out. Travel Ashland attracts, promotes, services and supports groups, tours and conferences through collaborative partnerships, with 35 the exception of years with impacts due to COVID. We serve as a sounding board to the tourism industry, members and businesses, providing support, guidance and facilitating opportunities to grow together depending upon the issue, the partner or timing. Travel Ashland and the Chamber produce major events when we are able to including the Festival of Light Celebration, the Fourth of July and the Children's Halloween Celebration, with the exception of years we could not due to COVID. Travel Ashland also supports many community events with partners such as SOPride, Mt. Ashland events, Ashland Gallery Association, AIFF, OSF, Britt and outdoor partners. Travel Ashland and the Chamber provide educational workshops and seminars as well. Tourism promotion is a key element of the City of Ashland Economic Development Strategy and is the front door for economic development inquiries. Travel Ashland Leadership: The Travel Ashland Advisory Committee is made up of members from different areas of the tourism industry from lodging, restaurant, outdoors, culinary, wineries, retail, theatre, museum and attractions. Under the advisory direction of the committee and Chair, Katharine Cato, Director, executes the strategic direction, promotions, campaigns, project and programs with support from Chamber staff. Hiram Towle, General Manager for Mt. Ashland Ski Area served as Past Chair 2018 - 2021 lead Travel Ashland through the majority of the pandemic through October 2021. Pete Wallstrom, owner of Momentum River Expeditions began as Travel Ashland Chair November 2021. Pete Wallstrom Momentum River Expeditions Current Chair Hiram Towle General Manager for Mt. Ashland Ski Area Past Chair 2018 - 2021 Katharine Cato Director Travel Ashland 36 The new Ashland brand invites visitors to 'Live your daydreams' substantiated by the recent Visitor Study findings, the new brand includes targeting lifestyle personas, interests by season with a fresh verbal and visual identity that is approachable and appealing. The new Ashland brand story: As Travel Ashland was nearing the completion of the Visitor Study, knowing this would be the foundation for our rebranding, we created an RFP for the Destination Brand and Organization Identity. We interviewed and vetted 6 firms with input from our Travel Ashland 10-person committee including Chamber Liaison Councilor Gina DuQuenne. We arrived at 3 final proposals and chose Intently Collaborative out of Bend. The choice was based on building a new strategic brand platform using the recent Visitor Study, an effective measurement system with metrics, key performance indicators, as well as, fostering a valuable partnership that provided complimentary skills to our team. Their innovative strategic approach combined with their creative ability and experienced guidance for implementation is what we are most excited about. The goal is to ensure voice and overall image of Ashland that reflects all that Ashland has to offer and resonates with each persona. Ashland's new visitor brand platform was a project that included four phases. The discovery phase was an in-depth information gathering process. In addition to intake from the Travel Ashland team, time was spent reviewing the in-depth visitor study, existing website and social media analytics, conducting 18 Stakeholder interviews with members of the tourism business community, Ashland Parks and Recreation and volunteer organizations and detailed brand & competitive audits. Stakeholder interviews conducted during Discovery Phase of Rebranding Project are below. Intently Collaborative also interviewed each member of the Travel Ashland Advisory Committee: • Don Anway & Karolina Lavagnino - Neuman Hotel Group Management • Bob Hackett - Travel Southern Oregon Executive Director and former OSF Marketing Director • David Schmitz - OSF Executive Director • Michael Black and Mike Gardiner - Ashland Parks and Recreation Director and Commission Chair • Dionne Irvine - Irvine & Roberts Vineyards Owner • Pam Hammond - Paddington Family of Stores co-owner • Lisa Beam - Skout, Pie & Vine, Burrito and Falafel Repulics • Bob Horton - Ashland Chamber Volunteer • Dana Preston and Dana Welsh - Ashland Chamber Staff • Scott Malbaurn - Schneider Museum of Art Executive Director • Bryant Helgeland - Ashland Mountain Provisions • Casey Botts and Martin Stadtmueller - Rogue Valley Mountain Bike Association • Torsten Heycke - Ashland Woodland Trails Association 37 Feedback from these interviews were incorporated into the Discovery Synthesis, including a summary of feedback which will be used for consideration as part of the data collection of the Economic Development Diversification Study that kicked off December 2021. Travel Ashland Destination Brand Positioning and Organizational Creative Identity Proposal prepared by IntentlyCollaboratke Our Philosophy Data + Strategy Fundamental to our approach, we utilize data to help define your audience personas, determine targeting tactics, select media channels and define KPIs. Intently Co. Creative and strategic partners on a mission to share our branding and marketing expertise with brands that view business as a vehicle for good. Through a customizable and collaborative approach, we empower intentional brands to positively impact the world. Creative + Brand We build brands for the market the business serves and creative built around audience insights and needs. This enables us to deliver the right message, with the right visual, at the right time. 38 How We Work Listen Collaborate We approach every project by We consider ourselves to be part of listening first, acting second. This your team and your insights and applies to how we partner with our knowledge are crucial to the clients as well as how we think of success of the project. We don't strategy. We take the time to get to believe in silos and celebrate the know your needs as well as the unique perspectives the full team market. provides. How we do this: How we do this: • Data/Analytics First . Working sessions + Workshops • Audience centered design and . Transparent roadmap strategy . Weekly status updates • Stakeholder interviews and full brand immersion Who we are Dena DeRose Sam Berliner Co-founder + CMO Co-founder + CCO Dena's career has been focused on helping businesses reach their targets through a strategic approach to marketing. Dena started her media career with Dow Jones Local Media and ultimately served as the local advertising director for the Mail Tribune and Ashland Tidings. As a local and corporate level director for large media companies, Dena has developed marketing strategies utilizing traditional media and highly targeted digital media for clients on local and regional levels. Throughout her career Dena has collaborated with clients in many industries including destination, tourism and lifestyle travel brands. Having relocated to Bend for work and now skiing Bachelor and riding the high desert trails, the Rogue Valley will always hold her heart as the place where she learned to kayak, challenged herself in the Spring Thaw and most importantly had her daughter. Support Our projects don't end with an individual deliverable but a system that works. To us, success is our clients knowing how to use the tools, strategy and assets we create. A solution is only as good as the ability to implement it. How we do this: • Program + Tool recommendations • Guidance on workflows • Training and education throughout the project and after. Sam is an award winning advertising creative. She began her career working at a global agency in NYC working on national ad campaigns. Upon moving to Austin, she shifted her focus to working at small to midsize agencies growing both her branding and digital design experience. Sam is happiest when collaborating directly with client teams and developing custom solutions that work for them. She brings her vast experience working in both B2B and B2C marketing and branding to every project and has experience working with associations, hospitality and lifestyle brands. When she isn't geeking out over strategy and branding with her sister, Sam loves going on hikes with her corgi Oliver and catching all the live music she can in Austin, TX. Ashland will forever hold a special place in her heart as it is where she broke her first bone mountain biking down Mt. Ashland. 39 Intently Collaborative While Intently Collaborative is a newly formed company, it is not a new partnership. As founding partners we share more than a love for branding and marketing, but are also sisters. What started as a pipe dream became a partnership in consulting and evolved into the boutique agency Intently Collaborative. With a combined 30+ years of experience in Advertising and Marketing we have set out to use our experience to partner with brands and businesses we believe in. Deliverables by phase Our Extended Family We work with a network of consultants in order to leverage the best talent for each client. These are the partners we have selected for the Travel Ashland project based on their industry experience and specialty. Jocelyn Fide Lori Samocha Senior Copywriter Senior Copywriter Kathryn Dreier Monica Miller Senior Designer Production Designer Discover Brand + Competitor Audits Brand Immersion Stakeholder interviews Analytics + data audits Audience Development Envision Brand Workshop Workshop Synthesis Brand Platform + Audience Snapshots Visual Identity Moodboards Develop Logo Redesign Set Visual Identity (photo/graphic style) Verbal Identity (voice and tone) Messaging examples Implemeni Guidelines Systems + Workflows Marketing Templates Campaign planning and deployment 40 Discovery Synthesis Findings Positioning Structure includes who we are, what we offer, for whom we do it, how we do it and why we're different. Why Introduce visitors to Ashland through arts, wine, culinary experiences and outdoor adventure A strong economy is a great sign of a healthy community and creates longevity Sustain our community, businesses, and uniqueness Promote tourism as the key economic driver of Ashland What Educate people on what Ashland offers Support local businesses and help strengthen the economy Bring more and diverse visitors to Ashland year round Promote Ashland as a visitor destination Inspire travelers to visit Ashland and engage with our tourism businesses How you are currently viewed • Arts and culture town • Small town with beautiful views • Home to OSF • Artsy town • Expensive • Off the beaten path • Summer destination • Open to some and not others I low There is something for everyone Provide opportunities for education and promotion Quaint downtown with nearby nature, parks, wineries and opportunity for outdoor adventure Charming small town with amenities generally found in larger city without the issues of a larger city Work with top notch influencers invite them to Ashland so that they can experience Ashland and they will do the work for us Uloxv you want to be viewed A town that has something for everyone Small town feel with plenty to do Year round destination Diverse small town Destination for outdoor activities • A place for families to visit • Small town getaway for families and urban professionals • Outdoor attractions and wine country 41 Expression Differentiators Bend, OR Known for the outdoor adventure, a walkable and bikeable town, proximity to Mt. Bachelor, and over 700 miles of maintained mountain bike trails. Benefits • Outdoors • Breweries • Mountain biking • Skiing Barriers • No wine/vineyards • Weather & road conditions Lake Tahoe, CA Tahoe has something for everyone as it has two sides with unique attractions. An outdoor enthusiast destination and close to a major airport. Benefits • Outdoors • Most skiing • Mountain biking • All about that lake Barriers • Bad traffic • Weather & road conditions Key takeaways All the colors are very rich which can be rounded out and balanced moving forward no matter what is chosen for the final palette The imagery on the site is often hidden by overlays or is small. There is an opportunity to really showcase (visually) all that makes Ashland great Creating an icon system for categories of activity and experience will be less overwhelming than relying on image thumbnails or lists The clever tagline may lean too Shakespeare for some or fall completely flat for others Leveraging more of Ashland's personality can make the content more engaging and welcoming Sun Valley, ID Sun Valley is known more for winter experiences, a down-to-earth feel, and it's unique and star-studded history as the country's first winter resort. Benefits • Outdoor adventures • Skiing • Historical destination • Hot springs & spas Barriers • Weather & road conditions • No wine/vineyards Healdsburg, CA As part of Sonoma Valley, Healdsburg is primarily known for its wineries. It skews older, and while they have outdoor attractions, they are less on the adventurous side. Benefits • Wine & cuisine • Arts • Outdoor experiences • Scenery Barriers • No skiing • Sonoma snobbery 42 1I� =1 , f l • Bend and Tahoe are doing a better job at creating a more appealing brand for all ages. They do a good job of showing personality without alienating visitors Key that might not fit their main base Takeaways • Bend, Tahoe and Sun Valley lead in creating easy to use trip planners on their websites and feel user friendly • Bend has the most unique and authentic voice, but the bar is low for reflecting any area's personality and welcoming travelers via messaging Competitive • Ashland Bend • Lake Tahoe Sun Valley • Healdsburg Attributes Exclusive Accessible Unique Genuine Enriching Uplifting Immersive Welcoming Categories Accessibility Year -Round Easy To Get To Variety Convenient Consistent Welcoming Personality Modern Creative Vibrant Tailored Calm Quaint Family -Friendly Artsy Humble Outdoorsy Relaxing Down -To -Earth Active High -End Genuine Healthy Fun Cultured Adventurous Laid Back Open -Minded We want visitors to feel... Relaxed I want to visit Ashland Stimulated Fulfilled Welcomed Happy Community Reconnected with nature OELEMENTS Service Progressive Responsible Community Stewardship Sustainability Detail -Oriented Safety Reliable Inclusivity Professional Preservation Responsive Refreshed Safe Comfortable Exploratory Authentic Excited Curious Hip 44 What we heard "Ashland has a sense of place" " People living here are arts/culturally minded individuals. You're with your tribe." "A genuine legacy that has " (;harming small town with amenities evolved naturally over time" generally found in larger cities." "Be part of our story" "Access to artisans/trails; "Year round biodiversity " activities/opportunities" " I believe we need to be innovative so that Ashland remains relevant." "Quiet badasses and humble talent" What we heard From Stakeholders Quotes from Interviews "A wonderful small community with some of the best culinary/culture you would typically find in bigger cities" -Dionne Irvine "There's something magical about it" -Dana Welsh "Coming from a bigger city, I would say the culinary scene is underwhelming" "There needs to be more affordable options and a focus on creating more fun stuff for families" -Bob Horton "Regional draw is huge" From Travelers Quotes from the Ashland Visitor Research Survey 2021 • "Ashland is warm, welcoming, and inviting" • "I can see Ashland as a hidden gem - a small town with big city experiences and lots of activities" • "Ashland is an outdoor activities town; you can experience a lot of things all -in -one" • "Theres a lot of natural beauty and it's not terribly overwhelmed by people" "Small, friendly, walkable town with easy access to wine, trails and adventure with culture" From Reviews Reviewed travel sites and comment threads "Tourism is the main lifeblood of Ashland and people wont be coming if they can't breathe the air." -Trip Advisor "Astounding park with lots to explore. Absolutely wonderful to visit in the fall and get lost in the many trails and vibrant colors"-Google Review "The natural surroundings are ideal for adventure, or just marveling out the window" -Vogue "A great community with a lot of artistic flare, style and cuisines" -Yelp 46 How we position Ashland Ashland is a true destination Year-round travel four seasons of activities for travelers Convergence of interests or geological formations Undiscovered a hidden gem that surprises and inspires people to come back Unfolding legacy be a part of our story as it grows Magical escape a friendly place where you will be welcomed by locals and feel inspired Brand Opportunity Delivering on your aspirations What do you need to do to attract your desired visitors and the reality of what is possible Telling the full Ashland story What you need to do to showcase the breadth of activities, accomodations, and attractions Leading with Ashland hospitality What you need to do to invite and welcome the travelers you want to have visit your beautiful community 46 The Envision phase encompassed the Brand Workshop with the Travel Ashland Committee, exploration of visual identity and the building blocks of the audience snapshot. The Development phase is where the brand identity came to life. Multiple work sessions, explorations brought them to where we are today. Lastly, the implementation phase began with the launch of the new brand on December 14th, 2021. The implementation phase will continue over the next year to rollout. The brand launch included travelashland.com and social channels going live with the brand along with a regional media push and release of their Winter Visitor Guide showcasing the new brand. The new, effective, strategic marketing direction includes targeted, timely campaigns and messaging to the brand's established lifestyle personas showcasing the seasons and spectrum of experiences and interests. J� ASH LAN 0 a O O O Q 09 travelashland • Following Ashiana. O,gcn ... travelashland Live your daydream in Ashland...Moming coffee in the mountain mist. White -knuckle rapids in the raft. Sunset strolls through the vineyard. Tear -stained cheeks in theater seats. In Ashland, you can catch up with, and Five out your daydreams one unique itinerary at a timel kliveyourdaydreams We present to you Gtravelashland 's new brand and updated websitel «TravelAshland0regon #TravelAshland sbasecampAshland ksouthernOregon #Southern0mgonlove #TravelSouthernOregon +tTravleOregon r W hattodo i nSouthemOregon eexploreOregon evisitOregon C7 Q IV Q ® Liked by mrsdebfed and 48 others OAdd a comment... 00- ■ • SP were.sw. 4w)ova.pwwr• n �w.ra.. Narno cah. M ►.11MnWn rrwt NMt�MR)k rlDar MCe q6 AYYr rKp tlu9rrrrr M.M'F0 %- 14M.0 OMNf rn IMMC rN'a 1n 4YWn0. yw mn aenw..m rw we anra+aa..� - w r.+w.•erw«r �..�. ualsv rra.a.nen uw. QQ l� �. an ♦.e. r:L.. a 1b O car.rw. 0 sw. Mm rererarn . IC04f QRN rou.cn \1'Nmf FY Myrl MIN P7n '.YNI My • ne.rra pnUaWy4rY. o den' Ir Mµ O�Or rL Mp. •- 47 BRAND PLATFORM OVERVIEW 'r PLATFORM CORE IDENTITY Establishes the core Identity of the brand including its Mission, Values and Offerings. It establishes the uniqueness of a brand and how it delivers on its promise. ELEMENTS BRAND EXPRESSION Brings the brand identity to life by establishing both the visual identity and the voice of the brand. Voice/tone of brand Boilerplate messaging Logo, colors, fonts, imagery Graphics, iconography APPLICATION BRAND MATERIALS Creation of systems and templates to communicate the brand and services offered. This includes but is not limited to: Website Sales materials + Marketing automation Marketing templates + Social assets Messaging frameworks 48 Access to Nature Ashland immerses travelers in nature with easy and nearby access to mountains, forests, and rivers. Brand Pillars Access to Nature Ashland immerses travelers in nature with easy and nearby access to mountains, forests, and rivers. Hiking and mountain biking trails accessible from downtown parks Biking, winter sports, and rafting access all within a 30-minute drive • Short drive to experience Crater Lake National Park • Scenic drives with beautiful seasonal landscapes BRAND PLATFORM Something for Everyone With a lush landscape and year-round events, Ashland has thousands of itineraries for travelers of all interests. Something for Everyone With a lush landscape and year-round events, Ashland has thousands of itineraries for travelers of all interests. Year-round outdoor activities and nature access Farm -to -table dining experiences with seasonal harvests Renowned global wine destination with 70 varietals • A year-round roster of theater, performing arts, and other cultural events Modern Amenities Ashland offers small-town quaintness with performing arts, upscale dining, and culture you expect from a big city. Modern Amenities Ashland offers small-town quaintness with performing arts, upscale dining, and culture you expect from a big city. Variety of lodging with modern amenities Award -winning chefs and unique restaurants • World-renowned theater performances Progressive university setting with diverse student body Homegrown Hospitality From local food and wine to unique B&Bs, Ashland's hospitality is steeped in the area's rich culture, landscape, and history. Homegrown Hospitality From local food and wine to unique B&B's, Ashland's hospitality is steeped in the area's rich culture, landscape, and history. History as a destination has created unique travel culture • Gateway to over 100 local wineries and 200+ vineyards Local, farm -to -table dining, breweries, and more Variety of only -in -Ashland scenery, landscapes, and experiences 49 i Lifestyle Personas The entry point to their travel and the type of travel they are looking for. Quick Escapes Destination Friends Family Getaways Wanderers Interest Categories Interests/Experience will vary by persona types Lifestyle Personas Quick Escapes These travelers are interested in a nearby destination with minimal preparation —get in the car and go! This also includes people passing through the area who get delightfully sidetracked in the heart of Ashland. Destination Friends These travelers love to meet up in fun and interesting places that have enough things to do to keep the entire squad busy. A diversity of activities is key, and they'll catch up later at a winery, brewery, restaurant, or their shared rental. Family Getaways There comes a time when every family needs to get out and explore or get some overdue rest and relaxation. They need options: activities for the kids, places for parents to chillax, and lodging that loves the family dog as much as they do. Interest Groups as identified in the Visitor Study Wine & Culinary A day at the wineries to an evening of culinary delight makes Ashland the perfect weekend foodie escape. Average Age: 42.7 Millenial or younger: 47% Gen Xers: 32% Top attributes in importance: Welcoming; scenic beauty; safety/pandemic; wine; dining Arts & Culture Exploring the beauty of Ashland through the arts, theater and scenic views. Average Age: 43.5 Millenial or younger: 451% Gen Xers: 30.2% Top attributes In Importance: Welcoming; scenic beauty; safety/pandemic; museums & art galleries; theater; vineries Family Fun Flexibility and variety so they can go at their own pace with the whole family. Average Age: 40 Millenial or younger: 51.8% Gen Xers: 42.27. Top attributes in Importance: Family -friendly activities, welcoming atmosphere, scenic beauty, affordability, convenience, dining and weather Wanderers Be it outdoor adventures or cultural exploration, these nomads love to take in new places and come from all walks of life. They are looking for interesting lodging and easy access to the experiences that have captivated their wanderlust. Outdoor Enthusiasts Basecamp for their adventure all year long to ramp up and wind down. Average Age: 43.7 Millenial or younger: 44.4% Gen Xers: 30% Top attributes In Importance: Welcoming; scenic beauty; safety/pandemic; outdoor adventure; winter recreation 51 AUDIENCE Demographics Values Quick Age 25 - 55 . Lodging near activities Income 75k+ Escapes GEO Driving distance from . Multiple dining options Ashland: central Oregon, Last-minute planning Portland, Seattle/Tacoma, Bay area Interest Groups Goals Lifestyle These travelers are interested • Wine &Culinary one-of-a-kindexperience at a moment's notice in a nearby destination with Arts & Culture • Quick getaway to immersive destination minimal preparation —get in outdoor Enthusiasts the car and go! This also • Get out of the smoke or into the snow includes people passing through the area who get delightfully sidetracked in the heart of Ashland. Marketing opportunities • Last-minute marketing based on weather —no smoke, new snow, better weather than home • Local events with available tickets • Wine releases AUDIENCE Demographics Values Destination Age 25 - 55 Activities for various interests Friends Income 75k+ GEO Anywhere in the northwest Dining reservations Cocktail, beer and wine experiences like and tastings pairings Interest Groups Goals Lifestyle These travelers love to meet Wine &Culinary Accommodations comfortable for friends lodging together up in fun and interesting Arts & Culture Create memories places that have enough things to do to keep the entire Outdoor Enthusiasts Balance of relaxation and adventure squad busy. A diversity of activities is key, and they'll catch up later at a winery, brewery, restaurant, or their shared rental. Marketing opportunities • Highlight diverse opportunities for varied interests • Stay and experience packages (eg., hotel and spa or hotel and ski) • Pairing entertainment, adventure and dining a c v z m 52 AUDIENCE Family Getaways Lifestyle There comes a time when every family needs to get out and explore or get some overdue rest and relaxation. They need options: activities for the kids, places for parents to chillax, and lodging that loves the family dog as much as they do. AUDIENCE Demographics Age 30 - 55 Income 100k+ GEO Anywhere in the northwest but focus on driving distance from Ashland Interest Groups • Young families • Intown to unwind • Outdoor Enthusiasts Values • Kids feel welcome • Family friendly casual dining options • Indoor and outdoor activities within a 90-min drive Goals • Activities the family can do together or divide by skill level • Create memories • Stress free meals and outings Marketing opportunities • Varied terrain on Mt Ashland for the expert and beginner • Kid friendly exhibits at Schneider museum and (of course)ScienceWorks • Family friendly lodging and dining near biking, parks and Crater Lake Demographics Values Wanderers Age 25 - 55 • Eclectic and special lodging Income 50k+ • Place to park the camper van GEO Anywhere in the northwest but focus on driving distance • One -of -a -kind dining and entertainment experiences from Ashland Interest Groups Goals Lifestyle Be it outdoor adventures or • Wine & Culinary . Experience world class culina & wine pairings P ry P 9 cultural exploration, these • Arts & Culture . Attend special events unique to the area nomads love to take in new places and come from all . Outdoor Enthusiasts • Try new adventures walks of life. They are looking for interesting lodging and easy access to the experiences that have captivated their wanderlust. Marketing opportunities • Showcase bed and breakfast and historic hotel lodging • Unique spa experiences like Ashland Springs and Chozu bath house • World class river experiences, opening week at OSF, Cabaret theater 53 Winter Experiences by Lifestyle Quick Escapes Wine & Culinary Wine tasting in the Applegate or Upper Rogue; sitting around a firepit; a cozy refined meal at Beasys or Peerless Arts & Culture Local music on a weekend night; an exhibit at the Schneider Museum and a stroll through the galleries Outdoor Enthusiasts Take advantage of a big snow on Mt. Ashland and wrap the day with a casual meal downtown Family Fun An day of shopping and an evening of checking out the lights downtown after a casual dinner. Destination Friends Wine & Culinary Espresso from Luna and a shuttle ride to Mt. Ashland; meet for cocktails at Alchemy and then dinner at Hearsay. Arts & Culture Relax at Chozu and the Tea Room by day and catch dinner and a show at Oregon Cabaret Outdoor Enthusiasts Choose your own adventure of the day- maybe a backcountry tour or a day riding chairs. Wrap the day with a flight at Caldera and soothe your adventure muscles with a spa day. Family Getaways Wine & Culinary Pick up some local wine, cheese and produce for a feast and family game night at your rental. Beer tasting for the adults at Caldera while the kids enjoy their great kids food selection. Arts & Culture Take in a ScienceWorks exhibit one day and the Schneider Museum the next. Outdoor Enthusiasts Family Ski trip to Mt. Ashland Family Fun Bundle up for a Farm Tour at Willow -Witt Ranch. When the snow piles up, a day of sledding at Table Mountain Snow Park Wanderers Wine & Culinary Explore a different wine region each day, Ashland, Upper Rogue, The Applegate. Arts & Culture Experience an exhibit at the Schneider Museum, a show at Cabaret and OSF. Outdoor Enthusiasts Take a six pack and a picnic to Grouse Gap; wrap your skitour with Bloody Mary's at the Mt. Ashland Lodge. Snow shoe with a ranger at Crater Lake and bring back a Pie from Becky's. Family Fun Bundle up for a Farm Tour at Willow -Witt Ranch. 54 Image Logo, colors, fonts that usually make up one of the first impressions of the brand BRAND ELEMENTS Style Voice Tone Imagery, graphic elements, Expression of The way a brand photography treatments, a brand's communicates to iconography all help express personality its audience(s), the brand's personality. through its which flexes to fit messaging. the situation Message All the statements a brand makes about itself and its values Al VERBAL IDENTITY How We Sound And What We Say VOICE am TONE \' OVERVIEW BRAND PERSONALITY Voice Expression of a brand's personality through its messaging. OVERVIEW Voice who we are Tone how we sound Messaging what we say MESSAGE l fir" ;I ACCESSIBLE We engage with travelers lending our local expertise to help improve their experiences. GENUINE We stay true to Ashland, accurately representing amenities, attractions, and culture. UPLIFTING We invite people to visit and help inspire the memorable experiences that bring them back. WELCOMING We celebrate all people and are working hard to make our community a safe place for everyone. so Morning coffee in the mountain mist. White -knuckle rapids in the raft. Sunset strolls through the vineyard. Tear -stained cheeks in theater seats. In Ashland, you can catch up with and live out your daydreams, one unique itinerary at a time. ASHLAND ASHLAND OREGON 57 ASHLAND ASHLAND ASHLAND WNf4P .. • ASHLAND ASHLAND e;4 SPRING VISUAL IDENTITY Icons Experiences Represent the core experience categories based off the visitor study There is a set available for light backgrounds and dark backgrounds New categories may be established in the future but should continue to use the cold as an accent color and the light and mid blue as the primary circle color. All new icons should follow the some monoline style and be built at a 2-3px line weight before being converted to filled shapes. Culture + Arts Wine + Outdoor Family Fun Culinary Enthusiasts II - O OE6Q O II - O O, O 58 VISUAL IDENTITY IconsMt. Ashland Winter Events Seasonal iN • These are the winter icons that were featured in the winter visitor guide • When creating seasonal icons, try to represent various types of experiences Hot cocoa snow Activities you can have in Ashland to speak to various audience groups. For examples, highlight outdoor activities, cultural/arts, food and culinary rather than just one type of experience. VISUAL IDENTITY IconsWellness Getaways Trails Shopping Categories nRn Category icons will mostly be used for itineraries and feature callouts to help Access to visitors plan their trips. They follow the Mountain Biking cocktails wine Nature same monoline style of outlined icons with two colors. Will be the most robust library of iconography that continues to build out. At times icons will need to be simpler Beer Food stay coffee when they are created for plotting on maps but can be more detailed when I I I used to call out listings and features in marketing materials. 59 BRAND APPLICATION Ac From Fall Foliage to Farm Fresh ASHLAND From Downhill to Downtown From Plays to Playtime 1 Plon yow Tqo From Rivers to Vineyards 67 Travel Ashland's has fostered the growth and visitor experiences collaboratively with partners that showcase Ashland's culture, culinary and outdoor offerings. Evolving Cultural offerings Ashland, compared to many other destinations, saw the greatest change in its visitor base of 350,000 with the temporary omission of a third of its visitors, who traditionally come to see plays at the Oregon Shakespeare Festival. Even in recent years, Ashland had started to see a preview of those changes due to wildfires, smoke and poor air quality. Culture and theatre have been the historical reason approximately 120,000 visitors seek Ashland as their travel destination. Over the past decade the Ashland visitor has been evolving, with a declining OSF audience that is aging and a growing number of outdoor adventure and culinary travelers that skew younger. The Ashland visitor and industry became less reliant on OSF's playgoer when they were absent in 2020 and partially 2021. This was a significant acknowledgement to the strength of the other reasons visitors come to Ashland. Biggest shift: Historically, a third of this visitor base has been playgoers to OSF which is why their profile has been an integral part of the demographic and behavior driving the Ashland visitor as well as shaping how visitor related businesses cater to them. Their traits include staying 5 days, seeing 60 3+ plays, traveling over 100 miles, with incomes over $100K, highly educated from CA, OR and WA and a median age of 55 - 74. With 85 days of wildfire smoke in 2018, OSF moved or canceled 26 performances and in their response to anticipated poor air quality in 2019, chose to retrofit their outdoor performances to the Ashland High School therefore limiting capacity to 400 down from 1200 seats, though they had been running at approximately 80% capacity in recent years. In 2020 and into 2021, due to COVID, OSF did not hold performances for the season, forcing a massive acknowledgement to businesses dependent upon the OSF playgoer that they must diversify. In 2021, OSF reopened with a summer show, Fannie in the Allen Elizabethan Theatre along with offering a variety of online streaming performances to keep their audience engaged. The community, businesses and visitors were delighted to have a new option for the holidays to the It's Christmas Carol at OSF to coincide with the efforts of promoting the holidays and it was indeed a success they sold 90% of their tickets. They sold half the house intentionally to keep their patrons distanced. They have announced their 2022 season including 7 shows from April through July. There are many other cultural reasons visitors are drawn to Ashland. Through our Visitor Research and Analysis Study, we found visitors are not just coming for one reason or experience, but they are coming to experience a multitude of experiences and therefore spend more time and engage with more of the amenities Ashland offers. Performing arts beyond OSF - OSF has been the platform for many other theatres to grow, some of which attract both visitors and locals. The Oregon Cabaret and neighboring Camelot Theatre both reopened offering shows and selling out in many cases. Heritage - With a growing interest in visitors seeking out historic locations and trips guided by heritage, there is a warranted avenue for Ashland to explore in attracting more heritage travelers with alignment from regional partners. Music - With our proximity between Portland and San Francisco, we have the ability to attract more musicians and performances that create a visitor draw. As we continue to grow in notoriety for music, we are looking at opportunities to partner more with entities such as Britt, Oregon Center for the Arts and Rogue Valley Symphony. Visual arts - Ashland galleries, artists, markets and the creative community draw visitors from all over the world to Ashland. Shopping - Visitors are drawn to Ashland for an authentic, shopping experience, forming relationships with independently owned shops and store owners who create retail experiences for them that are memorable. Given the changing visitor demographics, we have been and continue to assess how it is affecting retails trends in product demand and spending. Ashland's thriving Culinary Scene The number of culinary travelers, wine enthusiasts and agritourists have increased year over year- being drawn to our emerging wine country, award -winning chefs, innovative restaurants, breweries and food artisans coupled with the unique destination of Ashland. This segment of our visitor base ranges in age, demographics and markets on the West coast, primarily the Bay Area, Northern California and lately including Portland, Seattle, Eugene and Bend. We have observed younger travelers and their travel patterns to be year-round spanning the four seasons. Refer to the Visitor Study data on page 33. 61 Culinary events, as they have occurred in the past, have driven visitation in the off-season and throughout the year. Regionally, with the formation of Rogue Valley Vintners and Rogue Valley Wine Country identity, signifying southern Oregon as a wine destination synonymous with a southern Oregon vacation, there is an anticipated trajectory of growth in attracting more wine enthusiasts to our region of all ages. Another regional example is the Rogue Valley Food Trail, launched in 2020, a collaborative effort with Travel Oregon, Travel Southern Oregon, Travel Ashland and local partners that showcases itineraries highlighting agritourism - farms, food artisans and onsite experiences throughout the Valley. Travel Ashland has worked with founders of Ashland On A Plate since its inception, serving on the Advisory committee to collaborate and collectively promote Ashland's culinary scene. As a DMO, our role is to inspire travelers and connect them to experiences. The current state of Ashland On a Plate is merging up into the Rogue Valley Vintners organization as their missions align. The possibility for AOAP to grow into Rogue on a Plate is very likely but yet to be seen. By hosting culinary travel writers and influencers, the Ashland culinary scene is being noticed and written about through multiple media channels and gaining more followers on social media channels. Ashland's outdoors Ashland has always attracted outdoor travelers to experience its trails, mountains, lakes and rivers. Given Ashland's unique location at the convergence of the Cascade and Siskiyou Mountain ranges and proximity to the Pacific Crest Trail, Ashland is an ideal basecamp for adventure. With the backdrop of the Ashland Watershed, Mt. Ashland and accessibility to trails and regional terrain, Ashland has been growing as an outdoor destination in recent years. What sets Ashland apart from destinations such as Bend is that Ashland is a mountain town with unmatched cultural and culinary amenities such as Rogue Valley Wine Country, over 100 restaurants and the arts. By attracting the responsible outdoor adventure traveler, we sustain Ashland's quality of life and thus attract a future, active workforce. The outdoors has been the leading reason new visitors are coming to Ashland. With the past visitor economy comprised of a third of the visitor base attending plays at OSF, their characteristics were traditional, older, loyal and predictable with long-term booking windows. With OSF closed in 2020 and into 2021, many businesses, partners and our organization saw more younger visitors, many here for the first time for new reasons such as recreation, exploring the outdoors, tasting wine and seeking culinary experiences. Their travel plans spanned from short term weekend trips to Ashland without much future planning to the road trip visitor traveling parts of the country. Into 2022 we saw the sustained growth of the outdoor adventure coming to Ashland. Handlebar, the new bike shop with a coffee bar in downtown Ashland is an example of how visitor interests can drive business growth. It is exciting to have new energy in the downtown. For over a decade, Travel Ashland has been enacting that outdoor message and invitation to visitors to educate them on reasons to enjoy Ashland beyond the Oregon Shakespeare Festival, not just this year with their closure, that we will continue to do. As a community and as businesses, we have an opportunity to welcome, attract and build relationships with outdoor adventure travelers who are coming to Ashland. 62 Our outdoor partnerships and work to showcase Ashland's outdoors include: • With partners like Mt. Ashland and the Ashland Forest Resiliency project along with Rogue Valley Mountain Bike Association, Ashland Devo and Ashland Woodland Trails Association, Ashland's trails and assets are maintained through effective stewardship practices and encouraging responsible recreation. These assets and easy access along with little "ego" enable Ashland to grow as an unmatched outdoor destination for runners, hikers and riders. Travel Ashland serves as the Lead Proponent, and drove the effort to get the official designation for the Cascade Siskiyou Scenic Bikeway (CSSB), one of 14 Scenic Bikeways in Oregon and was designated by the Oregon State Parks and Recreation commission on June 25th, 2015. Of the thousands of proposed miles, the Scenic Bikeway committee reviews, less than half is recommended. The route begins at Garfield Park on East Main, travels up the Green Springs Hwy 66, over Hyatt and Howard Prairie and back down Dead Indian Memorial Road to Garfield Park, totaling 52 miles. The Scenic bikeway has seen an increase in ridership. When weather is conducive, The Up and Down Bike Event each July commemorates the route welcoming over 100 riders. Official signage has been installed along the route to create awareness for riders. • As the Destination Organization, Travel Ashland continues the effort on creating more Bike Friendly Businesses and awareness for the positive economic impact of cycle tourism which brings $400 million to Oregon and nearly $40 million to Southern Oregon annually (Travel Oregon). Partnerships include Oregon State Parks and Recreation, Ashland Parks and Recreation, Jackson County and Ride Oregon in this effort. Ashland's visitor is diversifying and there is new data on the outdoor traveler - the mountain biker. Mountain biking is one of the fastest growing sports in the country and is the current number one user of public lands in the country. The average mountain biker spends $491 for a weekend visit to a destination. (source: IMBA) Ashland is currently shuttling over 3,000 riders per year up into the Ashland Watershed. 63 Image and Video Serving as a Destination Organization, a Chamber of Commerce as well as an Economic Development entity requires our consistent responsibility and response to all media inquiries and providing images of Ashland upon request that are published in stories, coverage and articles. Ashland Chamber and Travel Ashland contract with local photographers and influencers to continually refresh the portrayal of Ashland's experiences, seasons and amenities that are then published through our digital channels, publications, material and social channels. In Spring 2018, we contracted with a local photographer to create "moments of Ashland" that included a family in the park, shopping at the Farmer's market, eating at local eateries, the friendly vibe Ashland with young folks eating together and wine tasting. By creating these scenes, young visitors can see themselves here and are more likely to visit. In 2019, we captured "Ashland Fall moments" with some of the members from the cast of the Oregon Shakespeare Festival's production of Hairspray. The goal was to develop content for social channels, publications, the new Travel Ashland website in addition to promotions. The photos showcase diversity, the Railroad District, shopping, dining and happy people. We worked with Illustrated Sandwich production company to gain both footage and imagery following along their journey through Ashland as they enjoyed Noble, Peerless Restaurant, Alchemy and Hearsay. In 2020, we strengthened our connection with our outdoor partners such as Rogue Valley Mountain Bike Association, Mt. Ashland and others to build up the content and assets we have that showcase our trails, active lifestyles and outdoor adventures experiences. The culmination of this can be seen on our social channels as well as our websites. We will continue to expand our content to include the various outdoor experiences and also portray the new post -pandemic world we are entering into and how to best exemplify that. The library of b-roll, footage and finished videos Travel Ashland and Ashland Chamber produce continues to grow to meet the demand of how we sell Ashland to the visitor but also how we build the brand of Ashland's seasons and promote major events. Whether it is 5 second,15 second, or 2 minutes videos, we have the capacity by contracting with talented partners to help us deliver the Ashland brand. Housing the most current videos on our site to further inspire visitors to plan their trip is our ever -arching goal. To express the new brand for Ashland and portray the look and feel of the brand, photography and video will be dreamy and bright and it reflects the colors of the seasons. Images have energy and action where folks can see themselves there including all races, sexual orientation and interests. As we roll out the brand, staff will be curating video and photo shoots to showcase each season, interest and target each of the personas identified in the brand - the Quick Escapes, Destination Friends, Family and Wanderers again with representing diversity in an authentic, real way for Ashland. 64 Em Opt ,�..r i VISUAL IDENTITY Showcase all types of people that make up the community and that pass through but always stay authentic to your environment and how you represent your community to future visitors Showcase people experiencing Ashland rather than looking to camera. They should feel natural in their environments and never overly staged. It is okay to include imagery from the person's perspective or from behind the subject so the viewer feels like they are there with them PH0I00RAPHY VISUAL IDENTITY PHOTOGRAPHY Places PHOTOGRAPHY Showcase the unique beauty and layered landscape of Ashland Balance showcasing wider landscape images with more intimate spaces through close up shots Showcase Ashland through various seasons to highlight its beauty throughout the year Include businesses and destinations when showcasing "places" and when possible, show people enjoying the space n�n� M1 � •�wll r 68 VIWALIDEMM PHOTOGRAPHY LIGHTING / STYLE . Natural Lighting when possible Should feel bright and uplifting with a dreamy aesthetic Limit color usage and avoid overly vibrant colors that might vibrate When selecting imagery, photos that use light and composition to create a dreamy feel are prefered. Future photoshoots should aim to tell the story of the togline; communicating Ashland is a place to escape to your dreams no matter what they might be. Select images that have colors that represent the season you are in or showcasing PI10TO I-1 IY Digital Channels Social i Travel Ashland's social channels on Facebook and Instagram have become even more important throughout the impacts of the pandemic. Channels reach new audiences and continue to broaden followers by engaging photography, showcasing partners and sharing a collective message to inspire visitors to love and visit Ashland. Our effective social media and digital plan is crucial in delivering relevant information and inspiration towards the seasonality of Ashland and new reasons to visit. We contract with social media consultant Lanessa Pierce, (What to Do in Southern Oregon) who executes the social media plan and editorial calendar established by staff. Soeiai Media Analytic: Key takeaways • Facebook Page followers have increased every month since tracking is available in February 2019 • Facebook Likes have also increased every month since tracking is available in February 2019 • From FY 2019/2020-FY 2020/2021 Page followers increased 5.45% and Likes 8.23 % • From FY 2020/2021- FY 2021/2022 (as of end of December) Page followers increased 4.12% and Likes 3.65% • Inviting User Generated content over the next year perhaps through contesting will bring increased awareness to the page and the brand • The top posts were from a variety of topics- keeping posts varied helps with the reach and page traffic • In the next year boosting posts that have similar qualities of past popular posts with specific audiences will improve page traffic and brand visibility • Top age range reached on Instagram 35-44 29.3% of audience; 69.5% women • Instagram engagement has increased in all engagement categories over the last 90 days • Instagram Posts out perform Stories in regards to reach 69 Top Posts on FB Top posts on FB Enjoy Outdoor Dining at Restaurants and Wineries throughout Ashland Smithfields Restaurant and Bar outdoor space is divine Spring Shows off The Magic of Ashland A Favorite Past time of visitors and locals alike is visiting Lithia park Did you know the movie Coraline is set in a fictionalized version of Take a serene walk along Calle Guanajuato to find beautiful display of public art by local artists all along the way. Lithia Park Fall color Did you know that in the winter Ashland skating Top Posts on IG Top posts on IG Belle Fiore Day Dream In Lithia Park in the snow Queens Tea Service Ice Rink MT Ashland Hikes in Ashland Date Reach 12/07/2020 2,300 3/19/2021 1,400 4/20/2021 1,200 6/5/2021 1,200 7/5/2021 2,100 9/29/2021 1,134 10/23/2021 1,500 11 /16/2021 2,300 Date Reach 12/30/2021 3,612 12/27/2021 3,173 11/14/2021 2,373 11 /17/2021 2,187 2/8/2021 1,562 9/6/2021 1,505 70 NEW Brand social templates: �ltp8• (d4t[ti d9dVIUM 11 jji www.travelashland.com - ASHLAND Ashland's travel destination website Cozy up together all season ASHLAND 0000 er#art VVirtter� _ - ,: r r Recreatio ^ ? ' discover a winter; wonderland Winter Recreation Destination organization's websites play a key role for visitors when researching and planning travel. An informed website serves as an effective tool in decision -making by providing accurate and current content and compelling messaging. As found in our recent Visitor study, visitors rely on a destination to provide accessible information, travel resources and trip inspiration. Hence the value of investing and continually optimizing our site with new information and fresh photography. 71 Launched in 2020 as a stand-alone visitor site, separate from Ashland Chamber's site that features local, community and member related content, www.travelashiand.com served as a relevant tool for visitors during the early stage of the pandemic when everyone was online and the world was dormant dreaming of travel. Upon the launch of the new brand, in December of 2021, the site was refreshed with the new brand colors, logo and look and feel. The work continues to infuse the new brand into each page of content and will be finished in the coming months. As people land on the Ashland Chamber site, the Visit Button directs them to the Travel Ashland site for visitor information. Website Analytics Key takeaways • Data tracking began in March or 2020 so when we look at comparisons we are looking at average by month since we can't get a true annual YOY comparison. Link to data by month. • Average monthly pageviews, users and session all increased from fiscal year 2019/2020 to 2020/2021 and YTD FY 2021/2022 is trending up to 42% YOY and is pacing to exceed that improvement. • December 2021 is up 272%over the previous year and by almost 2k pogeviews over the previous month. This is promising as December is when the new brand was reflected on the site. • While bounce rate was up and session duration and pages per session were dawn in 2020/2021 vs 2019/2020 the changes were minimal and inconsequential. • While bounce rate was up and session duration was down slightly in 2021/2022 compared to the previous year the YOY gap is even smaller and pages per session has stabilized. Additional site optimizations is expected to improve these areas. • The top two pages after home pages changes from year to year, with Cycling appearing twice with the longest time on site. Also, interesting to note is the appearance of the Ashland 4 Kids page ranking in the top three in the current fiscal year • Behavior flow after homepage shows where users navigate to after the homepage. The first year of the site we see Getting Here which changes to Outdoor for the next two years. This is in alignment to what the Visitor Study told us about our emerging traveler. AdI.2020•.1••2I62M: • P•2p1•w• Jrt le»• JO31L lei& • Pop le zoo Im In— 2 M On MM pmnnM=0 Da.nEw MM Jw MI N.—M , _MI br=I V,M, JM• Metrics by Year 2021/2022 vs 2020/2021 Averages by month 2021/2022 2020/2021 Change Change Pageviews 3,764 2,650 1,114 42.01 % Users 1,545 1,120 426 38.00% Sessions 1,824 1,285 539 41.92% Bounce Rate 63.17% 62.53% 0.64% 1.02% Session Duration 1:40 1:41 -0:0035 -0.58% Pages per session 2.06 2.05 0.01 0.35% 72 Behavior Flow Top Pages 2019/2020 • Home Page PV 1,705 27.30% of total Time on pg 1:15 • Cycling PV 362 5.80% of total Time on pg 4:47 • Getting -here PV 283 0 4.53% of total Time on pg 1:31 Top Pages 2020/2021 • Home Page PV 9,919 31.19% of total Time on pg 1:04 • Cycling o PV 1,627 5.12% of total Time on pg 3:58 • Outdoor PV 1,249 3.93% of total Time on pg 1:37 Top Pages 2021/2022 (through Dec 21) • Home Page PV 5,242 23.21% of total Time on pg 1:11 • Wineries PV 1,081 4.79% of total Time on pg 2:35 • Ashland 4 Kids PV 985 4.36 % of total Time on pg 2:38 *Where users go after the Homepage 2019/2020 • Pg: Getting Here • Visits after HP: 151 • Through traffic" 50.30% 2020/2021 • Pg:Outdoor • Visits after HP: 310 • Through Traffic 63.80 2021/2022 • Pg:Outdoor • Visits after HP: 253 • Through Traffic 64.40% *The most singular visited page users navigate to from the homepage "PErcent of traffic that goes on to at least a third page and Implementing the new Ashland brand With the launch of the new brand in December 2014, www.travelashIand.com was refreshed, social channels were updated to reflect the new brand and their was an regional industry splash of media, digital and radio messaging initiated. Looking forward, the new brand will be implemented through an effective marketing plan. The plan includes targeting each defined persona of the brand, with each season and each interest group based on their values, demographics, goals and marketing opportunities. This is done with consideration of each persona. Each month, paid digital media will be deployed with optimization of paid digital display, social and search campaigns, review of key performance indicators, objectives and metrics along with the creation of ad sets for each persona and interest group. Media channels will be adjusted to optimize performance. Media channels include a robust programmatic display of targeted digital ads, Google Search engine optimization, Google ads and targeted campaigns per season to best express the brand including a social media editorial calendar that mirrors these campaigns, the new annual visitor guide and www.travelashland.com along with PR and media efforts. Live your daydreams in Ashland. Vision: Ashland is a modern mountain community that offers �P outdoor adventurers, foodies, families and culture seekers a beautiful destination to pursue their passions through year-round ASHLAND nature access, a spectrum of events and homegrown hospitality. Brand promise: Ashland provides a year-round destination for fir; e�nu� dvdwlm travelers to pursue their passions. Brand Pillars: Access to Nature, Something for Everyone, Modern Amenities and Homegrown Hospitality. 73 Lifestyle Personas: Quick Escapes - these travelers are interested in a nearby destination with minimal preparation, get in the car and go! They value lodging nearby activities, last-minute planning and multiple dining options. Their interests groups include wine and culinary, arts and culture and outdoors. Marketing opportunities consist of wine releases, last-minute marketing based on weather, clear skies and better weather than home. Family getaways, these travelers want to get out and explore but the destination needs something fun for kids but also for the parents - fun and ease to visit. Interest groups include young families, in town to unwind and outdoors. They value kids feeling welcome, family friendly dining and short drives. Marketing opportunities include kid friendly terrain whether biking or skiing, family friendly lodging and fun events. Destination Friends - these travelers love to meet up in fun and interesting places that have enough things to do to keep an entire squad busy. A diversity of activities is key and they will catch up later at a winery, brewery, restaurant or their shared rental. They value dining reservations, various activities and access to them along with unique pairings of food and drink to experience. Marketing opportunities include pairing entertainment with adventure and dining along with stay packages that include a variety of experiences. Their goal is to have a balance of relaxation and adventure. Wanderers: be it outdoor adventures or cultural exploration, these nomads love to take in new places and come from all walks of life. They are looking for interesting lodging and easy access to the many experiences that have captivated their wanderlust. They value eclectic and special lodging, a place to park their camper van perhaps, and one -of -a -kind dining and entertainment experiences. Their goals including trying new adventures, not just being one track, but rather an omnivore of activities and attending special events. Marketing opportunities include showcasing world class river experiences, unique spas, historic lodging, heritage sites and inspiring or interactive culture they can learn from. Campaigns Below are examples of campaigns in the reporting fiscal year as well as the new brand expressed just prior to launch in Winter 2021-2022. Bay Area News Group Digital Campaign March - September 2020 Prior to our rebranding, Travel Ashland created a 6-month campaign targeting San Francisco, Sacramento and Redding with the Bay Area News Group. The campaign investment was $5,000 per month that included a quantum digital ad campaign combined with a Google ads search campaign. Continually optimizing our destination in search with Google is inherently important, takes time and investment. The message for this campaign was inviting visitors to explore, discover and taste in Ashland targeting the outdoor adventurer, wine and culinary travelers in the geo area with HHI $100K+. The monthly goal was 375,000 impressions which totals 1.5 million for 4 months. This campaign garnered 6.9 million impressions for 4 month nearly 5x the goal. The programmatic campaign that used predictive modeling was able to build upon itself retargeting as it continued to be more effective the longer it ran. Top key words were: what to do, things to do, wineries, hiking, dining, travel to Ashland, trails and biking. 74 The campaign also produced above -industry conversion rate of 41% from ads to www. travelashland.com . Conversions include requests of our guides, phone calls, email inquiries and action on our targeted webpages. "Flexitive Design Praview 300.200 C 320.500 72800 C 910a90 v SEE WHY ~�� iI m..r ti.rr.oa 300.000 C NW Travel Digital Travel Network November 2021 Includes: Digital targeted ads, E-newsletter blast feature and feature on www.nwtravel.com Featured article provided by Travel Ashland with digital ads: Live your daydreams in Ashland this winter Ashland has four seasons of magical moments - come find yours this winter. Over one million lights adorn the downtown, inviting you to taste, sip, relax and soak in the festive ambiance. High above the city, Mt. Ashland glistens with fresh snow, welcoming you and your family with easy -to - access winter adventures. From the shopping and cocktails to the tranquil trails, you are invited to come experience the magic. Savory winter delights Ashland's wine and culinary scene invites you to taste our flavors at over 100 restaurants. Sip local at one of our tasting rooms with humble winemakers ready to share their varietals with you. Enjoy pampering yourself at one of Ashland's spas, followed by shopping at our unique retailers, and round out the day with an unforgettable dinner and wine pairing. Snow angels and pirouettes If it is the outdoors you crave, Ashland provides snowcapped hills and Mt. Ashland for skiing, snowboarding, and backcountry beauty. Families can enjoy the ice rink in Lithia Park or a day on the mountain. With a great kid's menu and the widest selection of local brews and guest taps, Caldera Brewing Company makes everyone feel at home. A bright, musical world For over 25 years, Ashland has celebrated the season by lighting and decorating the town. This year, you can also enjoy the new Winter Soundwalk. Produced by Rogue World Music, the experience includes 8 art installations coupled with music from around the world. Each installation showcases how cultures embrace the changing of the seasons. Self -guided via a QR code download, this socially -distanced activity adds a new element of culture to town. Just your scene Whether it is a weekend road trip or a friend's getaway, there is a seat waiting for you at a theatre in Ashland. For the first time ever, both the Oregon Cabaret and Oregon Shakespeare Festival have holiday shows running through the end of 2021. Beyond theatre, the Schneider Museum of Art on Southern Oregon University's campus has a repertoire of exhibits that, along with Ashland's art galleries, make a winter stroll around Ashland a visual delight. Outdoor fun, local wine, upscale dining, and world -class performances - the magic is in the mix this winter in Ashland. Snow Capped Peals to Downtown Lights Ashland has something, for everyone. Plan your getaway Travelashland.carn Snow Capped Peaks to Downtown Lights Travelashland.com Ashland has something for everyone. y t:, - ..:% 76 Media Coverage and Hosting Writers Travel Ashland welcomes and hosts influencers, travel writers and tourism industry partners that provide connections and coverage for Ashland from a third party perspective that engages their readership and diverse audience. This requires partnership collaboration and staff time that includes building itineraries, customizing experiences and showcasing Ashland based on their story focus. It also includes hosting them while they are here, guiding them through their itinerary and spending time with them to share the in-depth knowledge only our staff has. In addition, this initiative encompasses developing content including images and stories to build upon brand and differentiate Ashland as a unique destination. Industry relationships: Travel Ashland and Ashland Chamber have had valuable partnerships with organizations such as Society of American Travel Writers (SATW) and the International Food and Wine Travel Writer Associations (IFWTWA) for over three decades. These partnerships have resulted in hosting notable writers, both returning and new that reach a highly desired audience. Travel Ashland active media partners include Rogue Valley Vintners, Neuman Hotel Group, Travel Southern Oregon and Travel Oregon, all of whom rely on Travel Ashland to best support each media trip, recommend the Ashland component of a trip or host an aspect of their visit. These media trips result in blogs, articles, features and stories that reach a dedicated audience. Examples of features garnered by hosting writers we welcomed as part of a collaborative effort include: Seattle Post Intelligencer. Where to sip and celebrate wine country this fall in Oregon, Arizona, California. The Seattle Post- Intelligencer is an online newspaper and former print newspaper based in Seattle, Washington, United States. The newspaper was founded in 1863 as the weekly Seattle Gazette, and was later published daily in broadsheet format. Seattlepi. com is read by about 4 million readers per month, including about 1 million readers in the Seattle area • https://www.lonelypianet.com/articles/best-places-to-visit-in-oregon EDITORIAL PROFILE/ BACKGROUND Leading travel media company and the world's number one travel guidebook brand, providing inspiration and information on almost every destination in the world. Covers travel news internationally. UVPM 1,689,687 Oregon EDITORIAL PROFILE/BACKGROUND Travel Weekly (circ. 37,000/141,800 monthly website visitors) was established in 1958 and written for U.S. travel agents, tour operators, corporate travel executives, and travel industry suppliers. Covers airline, lodging, packaged travel, tourist - focused rail and cruise industry news. Also covers news from major regional and national travel agencies and agent networks, as well as travel agent trade associations Electric Blue: Circling Crater Lake http://ambergibson.com/Magazine%20PDFs/ Hem is pheresOctober2021.pdf MEDIA DESCRIPTION: Hemispheres (circulation 562,038) was established in 1973 to serve airline passengers on United Airlines' national and international flights. Covers global business, finance and political news, cultural trends and customs, travel and vacation ideas and entertainment and lifestyle updates. • https://www.oars.com/blog/san-francisco-road-trip-southern-oreaon-to-scenic- highway-one-loop/ 77 The OARS blog averages 60+k visitors per month, with an email list of 50k+ and their social following is 100k+. Alex Pulaski's visit for his story in The Oregonian (daily newspaper, circulation 122,064). The link to the story can be found here if you have an account with The Oregonian: Southern Oregon's cool waters provide late summer respite from pandemic Groups, Tours and Conferences We observed major shifts in group travel prior to the pandemic that are noted below. Due to travel restrictions and travel sentiment halted due to the pandemic as of March 2020 and the inability for OSF to operate, this put further impacts upon groups booking. While the majority of group travel has not yet returned, we did start to see small groups returning to Ashland in 2021. The outlook for 2022 is stronger with more interest in groups and conference returning to gathering. We work closely with our partners frequently to stay abreast of the booking trends. We believe group travel will return as Ashland is a viable group travel destination. Below is a summary of Travel Ashland's role within the group, tour and conference industry. Travel Ashland plays a key role in developing and sustaining group business to Ashland through outreach, collaborative planning with partners such as Oregon Shakespeare Festival and Neuman Hotel Group, promotional efforts and fulfillment with groups, tours and conferences. Ashland serves as an ideal destination for groups and conferences of all sizes from thousands to small seminars because of its amenities and proximity to major markets. Through Travel Ashland's strong partnership with Travel Oregon and Travel Southern Oregon, Ashland welcomes many types of tours and tour operators expanding their Oregon product and itineraries with its location on Interstate 5 coupled with its unmatched visitor amenities. Travel Ashland is engaged in the process of bidding with groups and conference planners, writing letters of support, consulting and actively recruiting as well as welcoming and servicing group, tours and conferences. Ashland annually welcomes different sizes and types of groups such as associations, school, youth groups and travel industry representatives. Many religious groups, alumni and medical associations annually convene in Ashland. We field inquiries of groups and tours that seek planning advice, logistical recommendations such as transportation, accommodations, dining options, itinerary building and venues. Travel Ashland and group partners promote staying longer, returning and inviting significant others and family. 78 Publications It requires staff time to write, design, build, produce and distribute these quality publications. Partners depend upon these publications to attract potential employees, customers and businesses such as the Oregon Shakespeare Festival, Asante Ashland Community Hospital and Southern Oregon University. While we grow the experience on our digital platforms and outreach, the Ashland visitor demographic continues to demand and expect printed material in the tangible form to hold and be inspired by. The printed piece is something that cannot be replaced by a webpage. There was an increased demand for all our Guides that we continue to see. Visitors continue to request our visitor guide and map guide as a useful tool for wayfinding and destination information. i Travel Ashland's '"C Visitor Guide Ashland Visitor Guide Spring/Summer Visitor Guide 2021 *The most requested publication in Certified Folder Display's Southern Oregon circuit. In 2021, we shifted to a 2-part series of the Ashland Visitor Guide to represent the current seasons and be nimble towards our upcoming rebranding. The first edition showcased Spring and Summer. The Winter Visitor Guide expressed the new brand and was published in December 2021 upon the launch of the brand. The Visitor Guide is our primary response piece to all visitor inquiries. Visitor related businesses use the Guide to inform and educate their clients and customers. It is an effective tool for marketing tourism with a distribution of 60,000 that is designed in house. It is mailed as a response piece to all online and phone inquiries and provided to all walk-in inquiries. It is annually distributed at Portland International Airport, all Oregon State Welcome Centers and Chambers/Visitor Bureaus and trade shows. It is distributed to all groups visiting Ashland, within all travel writer welcome bags, recreation event goodie bags, all lodging properties, restaurants, members and advertisers in addition to realtors. Showcasing the annual events, food, lodging, shopping, fine arts, museums, maps, entertainment and outdoor recreation that Ashland offers, it is a complete picture of what the Ashland experience is. Tools include maps, itineraries and travel information, The PDF version can be downloaded online from www.travelashiand.com. In addition to robust staff distribution throughout Ashland and the Rogue Valley, Travel Ashland contracts with Certified Folder Display to reach over 250 locations spanning from Roseburg to Crater Lake, Klamath and Josephine counties. Plans to return to an annual guide for Spring 2022 are underway. 79 ASHLAND Winter 2022 © aiegon s,wtesyeare:e.l:vu, Find your holiday spirit in Ashland ll mby Iv3n'Irq o na N d ��Im ;I:�emenyre;,°„`�o.aenY;�"tom;gym ma„� niH4ram IM1e worm Blew or the Ilgnn augnnut:mvn, In :ne nmllnn yn,l nrp greewn 1.vn lenl al sh.laebnq morry nl tnn nr,.gl� nt w*ore vuu cv. h-, "hm worvtlww noa;no ntleponU V ownoa, mer.11y m.i,, reotly m :�-m w� m�ry Romer b •e�mro. asM acfes:ibk waeteno getowav ro. •wcPty. 0 �Ing, re nr g v rang In. me vmsn o cr rl lne RrpunVvnllpy Winter Events FestlVal of light CRiebratlan r 19m througi, Ja�uc•y npw moigm..+w, ar.,Pley ene.uym..nlene Fllst Fto.t C.I btodon R.v oa.. xov.ne.r roar x unb... yuvl Rogue World Mu.iC. WWI, Sou n Jan ary 6m Your local mountain playground bntl's NIO .-cbyPen mog O,d v era .uI, oemg. o,a aPv:-oountry ursbrgN.ut'Av vl�.s untl tM1at'v aura tv to war nrpnln sh. �.rven.tZ ee.Rbr. b.ginn.ry re eauelene act ebmentl erye pane s�aryo,� �n ronge� rorrypvni ms'.M1 wnerane coxaM sbyou mounmin rangev converge on the b'MscbGeThk mwn: mem de News in every mP of vl. • nJ spannlrg my e.toruf nolnn�bm mnnog5m sS�etrynu nbrior,�l fwesl u�J Ina Roque Volley The Living fir. Doing Business Guide was last produced in 2019. It is the primary economic development marketing piece for Ashland. The purpose of this annual publication is to provide accurate and substantive information on the Ashland community to help guide decisions for local business development and relocation for prospective businesses and residents. Significant work is done annually by staff to showcase the depth of our community including quality of life, community values, visitor amenities, demographic and economic data all done in an engaging graphic format. Many visitors use this publication to consider converting to residents Of Ashland. Ashland's amenities are highlighted along with the strength of Ashland's ever-growing tourism industry. Following Ashland Chamber's current Economic Development diversification study, the next edition of this publication will be considered. Grand Award for Communications Excellence, July 2009 given by ACCE (American Chamber of Commerce Executives) - the premier national organization for Chamber Executives. This is the highest national award that can be given in the nation for Chamber publications competing with some of the largest cities in the country. Content: Each year, this publication is revised to reflect the current 500+ Chamber membership, efforts and themes surrounding Ashland lifestyle, economy and its businesses. The Guide is annually critiqued by the ESC (Economic Sustainability Committee) with staff. Growth in Demand and Distribution: We have seen an increase in the demand for this publication 80 from individual requests to increased needs from local realtors, both in print and online. It is used in recruitment and distributed at Asante Ashland Community Hospital, Providence Medford Medical Center (Medford and Portland), Asante, Southern Oregon University and the City of Ashland along with medical offices, lodging properties, members and advertisers. *We saw major increase in demand and relocation inquiries both through direct requests and the need for realtors to use this publication as a tool. Many were seeking a rural location, exiting metro areas through the pandemic. We acknowledge the continued housing inventory shortage in our region but feel our role in promotion and education continues for both residential and commercial relocation. Ashland Map Guide Demand has increased for the Ashland Map guide with Ashland welcoming more outdoor adventurers interested in hiking, biking and exploring Ashland. The Ashland Map Guide is a trusted tool to provide accurate information on trails in and around Ashland. The Ashland Chamber & Travel Ashland partnered with AFR (Ashland Forest Resiliency) to create this collaborative, educational, free Map Guide to foster stewardship and create awareness for the history of fire, our source for drinking water and the balance of recreational uses in the Ashland Watershed. We contracted with Lea Richards, GIS analyst for City of Ashland to build the maps. Editorial, image collection, layout and graphic design was done by Katharine Cato and Dana Welsh, in house at the Chamber & Travel Ashland. 25,000 copies were printed and distributed from 2014 - 2016. In 2018, we produced 50,000 to meet the growing demand. The 5th edition, published in July of 2019 included updated Watershed, City Street and Lithia Park maps. NEW in 2019, Travel Ashland partnered with Rogue -River Siskiyou National Forest Service to enable the Ashland Watershed map to be geo-referenced, digitized and available on www.avenzamaps.com so when a user is out on the trail, they can see their location. In 2021, 50,000 more copies were produced to meet increased demand with updated maps. Other maps included in past editions have included the Cascade Siskiyou Scenic Bikeway, Crater Lake National Park, Table Rocks Hiking Trails and the Mountain Lakes. The map is distributed and used by real estate offices, outdoor stores, groups, tours, retailers, public libraries, REI, the Rogue Valley International Airport, hotels, outfitters, retailers, SOU, Medford Visitor Center, cycling shops and more. New in 2021, the Ashland Map Guide and Visitor Guides can be found at the kiosk in the Mt. Ashland parking lot in the summer. The Map Guide can be found on www.travelashiand.com as a downloadable PDF, www.avenzamaps.com or in print at the Chamber/Travel Ashland office. 81 Travel Ashland Events Festival of light - annual holiday season event to attract visitors • Creating Magic for Ashland during the holidays: For the 2020 and 2021 due to COVID-19 restrictions, we could not hold the parade or festivities however with sponsorship and collaboration we were able to light the town with over one million lights and have the town decorated with the historic lanterns, wreaths, bows and snowflakes. • 2021 proved to exceed both 2020 and even 2019 numbers in terms of visitors, revenues and traffic for retailers, restaurants and lodging partners. With OSF having their first holiday show ever, It's Christmas, Carol, combined with fresh snow and the opening of Mt. Ashland, there was great synergy to the winter, far exceeding what 2020 looked like and returning to past revenues. • In 2019: "Find your Holiday Spirit in Ashland"- 27th annual event drew over 15,000 attendees for the Grand Illumination. Kicking off the day after Thanksgiving through New Year's, this promotion's success results in increased business year over year each December in retail, lodging and restaurants and provides a unique holiday destination. • Exploring future opportunities: We have started planning for 2022 and creating the best essence of the event which could possibly include a holiday procession leading to the lighting of the town. We are surveying our local businesses and partners to gather their feedback and exploring all options as to how to best showcase Ashland and welcome everyone for the holidays knowing December has grown year over year. • Travel Ashland's holiday promotion and Festival of Light historically invites families and the regional traveler to Ashland during the months of November through January. With lodging packages, events and celebrations, Ashland attracts visitors not only from Southern Oregon, but from Northern California as well as Central Oregon. Seethe Campaign section for winter promotions including the holidays and Festival of Light. 82 The legacy of Travel Ashland's Ashland Culinary Festival Celebrating Southern Oregon's food, drink, talent and creativity Travel Ashland, with the Ashland Chamber, promotes Ashland as a year- round paradise with an award -winning culinary scene, rich culture and epic outdoors. As part of that, the Ashland Culinary Festival ran from 2007 through 2019. It began as a way to showcase the bounty of Southern Oregon during the fall, to increase visitation after OSF closes, inviting culinary locals and visitors to taste, enjoy and learn about all things culinary. The Ashland Culinary Festival put Ashland on the map in the culinary and beverage world being home to 4 Iron Chef Oregon Winners. In 2020 due to the pandemic, we were unable to continue the event. In 2021 due to staffing as well as evolving trends, Travel Ashland and Chamber staff decided to convert the dollars spent on this event into year-round culinary promotion that could reach a bigger audience throughout the year. Evolving culinary event trends: We listened and heard quite clearly that collectively consumers, chefs and the industry were more interested in smaller, curated events where they could learn and taste as opposed to attending a show. The concept of hands-on workshops, online cooking classes, and the sharing of recipes and best practices is more attractive. During the 13 years of the Ashland Culinary Festival, consumers very much enjoyed the structure of the event and different facets they could enjoy. Looking forward, it made the most sense to shift event dollars towards an increased effort in promoting Ashland's wine and culinary offerings that we already invest a significant effort into. • Given the challenges that the pandemic imposed upon restaurants, it was also clear that trying to produce an event amidst closures, staffing issues and varying business was not favored. Instead, Travel Ashland and the Chamber's role is and always has been to best support our businesses in the best light. Vendor hesitation also played a part in having to make the hard decision to forego the event. Over the 13 years, it grew a four -day, destination festival. The Top Chef Dinner honored the legacy of talented chefs that have won the Top Chef competition, where 12 chefs competed each year for Top chef honor. Four of these top chefs have gone on to take the Iron Chef Oregon title at the Bite of Oregon's Iron Chef Competition in Portland. This elevates Ashland not only state-wide but nationally in terms of what types of Chefs we produce here and underscores Ashland as a culinary destination. The Mixology competition provided a platform for bartenders to show their skills and build camaraderie while showcasing local ingredients used to make the specialty cocktail. As a member organization, the Ashland Chamber alongside Travel Ashland supports the growth of the food and beverage industry through workshops, conferences and providing a venue such as this event to network and partner. Over 12 bartenders competed. The largest attendance ever occurred in 2019 welcoming over 400 people. The Top Chef competition put the spotlight on local chefs and gave the restaurants an opportunity to share small bites and gain exposure. We also saw restaurateurs discovering new wines to add to their menu or new artisans to collaborate with. The local farms and their 83 contributions for the ingredient table that the chefs use gave the audience a way to see how to produce to compliment the secret ingredient. • The workshops provided culinary education with something new each year from Biodynamic - Organic Wine Education, to Texas Beef Brisket, Winter and Dried Fruit Desserts and CBD infused Bitters. Southern Oregon is best exemplified through the vendors that surround the room. Over 40 vendors shared their samples, gift ideas, award -winning wineries, breweries and distilleries educate guests on their practices. Administration and Operations Staff Travel Ashland staff is comprised of a professional Director with shared costs of a graphic designer, webmaster, event coordinator, volunteer coordinator and contracted event staff. Travel Ashland is the destination organization for Ashland with direct linkage to Travel Southern Oregon and Travel Oregon. The staff executes the brand marketing messages, and working closely with the Travel Ashland Committee develops all promotions, outreach, travel industry tours and creates and markets events. The staff responds to all local, visitor and relocation needs daily by phone, website, and in office when possible. In addition to serving as Ashland's welcome center, we operate the Plaza Information booth (May - October). In summer 2020 and 2021, we were not able to operate our Plaza Information booth. We were able to reopen our office in July of 2020 with a small volunteer support for our front desk. Our office hours are Monday through Friday loam - 3pm. The staff, in the past has, trained and overseen over 200 volunteers that help operate the Plaza Information Booth serving over 15,000 visitors and the front desk at the office. Volunteers are a key part of all the events we manage with assistance in planning, preparation, set up, execution and cleanup of events. They answer questions, support the staff's work, provide wayfinding and information for visitors, residents, businesses and those considering relocation. We have immense gratitude for these volunteers (primarily Ashland residents) who generously give their time, expertise and love of Ashland showing deep community pride. In -House Printing Besides our large printing runs of publications, Travel Ashland prints smaller jobs in-house which saves time, money and maintains an authentic brand. Producing these materials, in addition to the graphic design and coordination, is a significant part of promoting tourism that takes staff time. For every event and promotion Travel Ashland produces, there is a repertoire of printed materials that there is a continued demand for. This includes brochures, signage, monthly calendars, advertising, rack cards, enter to win entries and correspondence to name a few. In conserving energy wherever possible, we use online communication, processing of requests and fulfillment of these printed materials to communicate the message and engage participation. 84 Postage is a necessary cost to meet the demand of our ever-increasing lead generation and visitor requests. Postage enables our office to respond to all inquiries received from emails, walk- ins, phone calls and referrals. We maintain a high level of customer service by corresponding via first- class mail to each inquiry, mailing them brochures specific to the visitor needs. The personal touch of a hand addressed envelope and timely receipt of information introduces a potential visitor or future resident to Ashland and engages them. This includes solicitation and outreach to meeting planners, tour operators, travel writers and bulk distribution to other visitor centers across the west. as Ashland Chamber of Commerce Revenue and Expenses - Combined Activities For the Year Ending June 30, 2021 CITY GRANT Visitor & Convention Bureau CHAMBER COMBINED TOTAL Budget Actual Budget Actual Budget Actual Revenue VCB tourism grant $521,328 $521,338 $ 521,328 $ 521,338 Membership Dues $130,000 1 $112,648 130,000 112,648 Advertising Revenue 278,500 41,890 278,500 41,890 Sponsorships 166,000 71,456 166,000 71,456 Other Income 8,500 8,500 Use of Contributed facilities 30,000 30,000 30,000 30,000 Grants-COVID support/donations 80,500 1 156,300 80,500 156,300 Total Revenue 521,338 521,338 685,000 420,794 1,206,328 942,132 Expenses 1 Tourism Research 75,000 79,500 75,000 79,500 Marketing rebranding 50,000 50,000 Website/social media 10,000 5,346 3,000 2,679 13,000 8,025 Regional Marketing/Events 60,000 43,435 32,000 8,611 92,000 52,046 Conferences/workshops 26,000 4,332 26,000 4,332 Photofile/Graphics 3,000 5,000 3,000 5,000 Travel & Marketing Shows 15,000 8,331 15,000 8,331 Winter marketing - F&W, FOL 54,000 44,045 48,000 25,086 102,000 69,131 Region/state dues 6,000 15,202 9,000 6,829 15,000 22,031 Printing 21,000 12,658 31,000 10,000 52,000 22,658 Hospitality/Recognition 12,S38 375 21,000 0 33,528 375 Payroll costs/taxes/benefits 220,000 220,000 370,000 200,943 590,000 420,943 Accounting 7,500 9,667 18,000 13,833 25,500 23,500 Equip, Rent, Purch, Storage 6,000 8,626 6,000 9,736 12,000 18,362 Postage 18,000 9,025 6,000 185 24,000 9,210 Office Supplies 4,S00 1,245 4,000 2,441 8,500 3,686 Office Maintenance 4,800 2,972 5,500 2,403 10,300 5,375 Telephone 4,000 5,483 4,500 5,802 8,500 11,285 Use of Contributed Facilities 30,000 30,000 30,000 30,000 Other expenses/fees/taxes 31,000 21,243 31,000 21,243 Business Oregon Grant Exp 40,000 56,028 40,000 56,028 Total Expenses 521,338 520,910 685,000 400,151 1,206,328 921,061 Net Surplus (Deficit) I - 428 - 20,643 t 21,071 Travel Ashland (VCB) Advisory Committee Members Committee Member. Don Anway Michael Biggs Vicki Capp Graham Sheldon Julie Gurwell Ariel Sherman Pete Wallstrom Michael Stringer Hiram Towle Paula Muncaster Walker Katharine Cato Anne Robison Business: Neuman Hotel Group, Oregon Tourism Commission Peerless Hotel & Restaurant Stay Ashland/ Iris Inn Stay Ashland/ Ashland Creek Inn Hearsay Restaurant, Lounge & Garden Weisinger Family Winery Momentum River Expeditions (Chair 2022) Mt. Ashland Ski Area Mt. Ashland Ski Area (Chair 2018-21) Oregon Shakespeare Festival Director/ Chamber Marketing The Crown Jewel/Board Liaison 2020-2021 Ashland Chamber Board of Directors Board Member. Gary Blake Deena Branson Mary Gardiner Sheila Clough Julie Gurwell Eric Hansen Debra Ingram Elijah Katkin Jac Nickels Meiwen Richards Anne Robison Larry Steiner Eric Weisinger Business: Recology Ashland Branson's Chocolates (President) Southern Oregon University (Past President) Asante Ashland Community Hospital Hearsay Restaurant, Lounge and Garden True South Solar First Interstate Bank Brickroom Architectural Design Works Inc. (Secretary/Treasurer) Honorary Life member The Crown Jewel Edward Jones Weisinger Family Winery 87 ASHLAND Ashland Chamber of Commerce / Travel Ashland (Visitor & Convention Bureau) 110 East Main Street • PO Box 1360 • Ashland OR 97520 Katharine Cato • katharine@ashiandchamber.com • (541) 482-3486 ext.106 ashlandchamber.com • travelashland.com Destination Analysts March 29, 2022 To Whom it May Concern: Destination Analysts is honored to be Travel Ashland's tourism research partner. Destination Analysts is a full -service market research company specializing in yielding actionable marketing intelligence for the travel, tourism and hospitality industry. We provide destination marketing organizations with a breadth of insights, from the comprehensive understanding of target audiences to ROI analysis and economic forecasts. Since March 2020, Destination Analysts has been conducting an ongoing traveler sentiment study to track how Americans think, feel and behave when it comes to travel. Destination Analysts' also conducts The State of the International Traveler —the industry's premier study for tracking traveler sentiment and global destination brand performance and The CVB and the Future of the Meetings Industry, the go -to study for anticipated trends for the meetings and event industry and how CVBs can best support meeting planners. In Destination Analysts experience working with Travel Ashland, the organization values its mission to inspire, welcome and serve year-round visitors to Ashland and supports the destination's tourism -related businesses through marketing programs and actionable research insights that benefit the local tourism community by creating consumer awareness of Ashland as a desirable destination. Having conducted the Ashland Visitor and Research Analysis study in 2021, Destination Analysts and Travel Ashland worked closely together to design a comprehensive research program to profile the destination's visitors and potential visitors, identify high value traveler segments and personas, explore seasonality and year-round travel consideration to Ashland and explore ways in which Travel Ashland can leverage the destinations assets. In addition to understanding visitors and potential visitors, the data from this research study supported Travel Ashland in making actionable marketing decisions, guiding strategic marketing direction and in refreshing the Travel Ashland destination brand. Please feel free to reach out with any questions or comments about Destination Analysts letter of support for Travel Ashland. Warm regards, �Amwt Vince Gum Kimberly Vince -Cruz Vice President Destination Analysts kimberly(d)destinationanalysts.com March 24, 2022 To Whom It May Concern: This letter is in support of continued monetary support of the Travel Ashland group and Chamber of Commerce. I have been involved in the steering committee of this group for many years, and my business has been a chamber member for decades. I have seen a great many contributions to the community as well as my business directly tied to their efforts. During the pandemic they greatly helped the city navigate the ever -changing new normals of tourism. From helping implement outdoor seating, mask mandates, and PPE support. They were a stable resource during a time of complete instability. And most importantly the efforts begun a year ago or more to reevaluate our tourism draws as a city and rebrand Ashland have now born fruit. The change in how we market ourselves is epic and a massive change. Bringing on board the professional design and implementation firm has given us an approach and a look and feel that befits such a great city. We are extremely well positioned to react to our new normal as well as being highly nimble and able to shift quickly as things change. The team has shown a willingness to listen to their customers and provide what we need. They deliver extremely well from community events like the Holiday events and parades (which are coming back!), to more constant day to day efforts. In short, I see the value of dollars invested with them as extremely high. I encourage you to support them with your choices for how to allocate what I know are limited resources. Thank you, Graham Sheldon, Owner Ashland Creek Inn r �MolVIP'NT HI\ 1 R 1 XI -I III I11\I Dear Ashland City Council, I am writing in support of Travel Ashland and all it does. I started Momentum River Expeditions about 18 years ago. And a big part of our current health and growth is because of the work of groups like Travel Ashland. joined the Travel Ashland board a few years ago and recently became the Chair. I could not be happier with the work they have done and the work that we are doing now. Tourism in Ashland provides us with amenities and a quality of life that we would not have without the business and the diversity of thought and background that travelers bring to the area. Ashland's `big city amenities in a small town" and overall vibrancy is the reason I moved here. And it would not be possible without a healthy tourism economy. Done right tourism and outdoor tourism can be a huge part of a vibrant and sustainable community. Travel Ashland has been amazing at promoting Ashland overall but navigating and fostering the current moves to diversifi our tourism industry has been particularly impressive. At some point before I began working with them, they began setting the foundation to build and promote outdoor tourism in the area. That decision was almost prescient with where we are now with outdoor tourism and Covid. There has been huge growth in people wanting to get outside and Travel Ashland was instrumental in setting the foundation to take advantage of that. It is a perfect example of the saying 'luck happens when preparation meets opportunity'. Change is almost always difficult, and Travel Ashland has also done an incredible job of navigating the changes that come with diversifying our tourism economy - by fostering both the new opportunities and helping strengthen our long running core opportunities. When things are changing many people want to dig in and resist change, or on the other end, want to get rid of everything that came before in the name of change. Travel Ashland recognizes we are stronger (and more fun!) with the new and the established. Navigating this is not easy, but Travel Ashland has done an incredible job. In this vein, recently Travel Ashland began a big rebrand. I think of good rebrand as, not as much of a change, but more of an addition and remodel to fit the time. A chance to refresh the way we communicate with potential visitors and with the community - basically fit the message to the current time and current needs. In this case Ashland already is known for its amazing theater and food scene, that has been and always will be one of the core parts of Ashland. Now we have an opportunity to strengthen what we are already known for, and also add what many of us know makes Ashland truly unique - That mix of theater and food with the trails, rivers, and mountains that are literally right outside our homes. And, we also have a huge opportunity to become more resilient and more sustainable by spreading visitors out over all seasons rather than in just a few intense months, and to get a wider range of visitor types. There are very few places like Ashland and the rebrand will help tell that story. I am extremely excited about it. Finally, as a small business owner, I know that even the best run small business has limited time and resources outside of running the business. Strong and nimble public/private partnerships are key to having a vibrant and healthy community and healthy small businesses. Entities like Travel Ashland help small businesses and the community come together and compete with bigger towns and industries. Without effective groups like Travel Ashland we would end up with only giant companies that have the resources to have full teams working on things like marketing and lobbying. Building a community cannot be done alone and I have worked with and am a part of many organizations that help to bridge that private/public divide and advocate for healthier and more vibrant communities and Travel Ashland is among the very best and most effective. Kind Regards, Pete Wallstrom Owner — Momentum River Expeditions Chair of Travel Ashland Momentum River Expeditions World -Class Adventure Travel & Rafting Trips: Oregon, Northern California, Idaho, Alaska, and beyond... 3195 E. Main St 92, Ashland, OR 97520 www.MomentwnRiverExi)editions.com Call 541 488 2525 info rLMomentumRiverEsoeditions.com MT ASHLAND PO BOX 220 ASHLAND, OREGON 97520 MTASHLAND.COM P (541) 482-2891 F (541) 482-3644 INFO@MTASHLAND.COM March 13, 2022 Members of the Ashland City Council, As General Manager at Mt. Ashland Ski Area, the former Chair of the Travel Ashland Committee, and a current member of the Ashland Chamber of Commerce Board of Directors, I would like to take this opportunity to offer my full support of Travel Ashland. The quality of the work that has been produced by Travel Ashland reflects the keen local knowledge the staff and committee have. It is so important that we keep the voice of Ashland local. To farm it out to a far -away consultant or contractor is to risk losing the local knowledge and passion that drives the authenticity and effectiveness of our city's invaluable outbound marketing messages. The Ashland visitor profile has undergone a significant shift in recent years. Travel Ashland's staff has done an excellent job surveying those visitors and validated trends we have seen developing at the ski area in recent years. Armed with this new information, they successfully underwent a rebranding process that produced a striking new logo and promotional materials that will appeal to the new visitor. Fortunately, thanks to the hard work of Travel Ashland, we have a solid set of resources to attract these new visitors, encourage them to stay longer, and help diversify and enhance Ashland's economy. Mt. Ashland looks to visitors from outside of Ashland and the Rogue Valley to help us grow our revenue streams while also continuing to offer a great experience for our committed local guests. Travel Ashland has helped us as we spend marketing dollars outside of our community to "sell the full Ashland story." We joined the Indy Pass partnership this year and this has helped us attract new visitors from far outside of our region. Our strong relationship with Travel Ashland helps us tell the complete story of the value and quality of the experiences offered here. Simply put, without strong partners like Travel Ashland, our business would suffer. We rely on Travel Ashland to effectively promote our community as a great place to visit, no matter the season. Therefore, we request that the Ashland City Council make every effort to ensure Travel Ashland's success in the coming year by fully granting this year's funding request. Thank you for considering the profound positive impact Travel Ashland has on Mt. Ashland and the rest of our community. Your support of Travel Ashland undergirds the current and future success of our entire community Warm Regards, VW Hiram Towle General Manager Mt. Ashland LOCAL MOUNTAIN FUN SINCE 196y ;cFu, NEUMAN HOTEL GROUP March 28, 2022 To: Ashland City Council I am writing this letter as support for Travel Ashland. I have been working with Travel Ashland for over 16 years and have seen huge growth and benefits. Over the years we have partnered with Travel Ashland to inspire and welcome visitors to Ashland and Southern Oregon. I currently serve on the Travel Ashland Advisory Committee where I have served for many years which also provided me the opportunity to serve as the Chair of the committee for multiple years. During this time, we identified the importance of diversifying our visitors and creating the three pillars of culinary, outdoors, and culture. These pillars helped Ashland to position itself to attract many new customers during the recent years including during the pandemic. In the last year I have worked with Travel Ashland to complete the visitor study and the rebranding project which has led to a new brand promoting Ashland. I am excited about the new platform to bring Ashland forward while continuing to build resiliency of tourism. With the new brand, Travel Ashland is positioned to partner with different markets to create awareness and position Ashland as a year-round destination. I have also been fortunate to serve on the Economic Diversification steering committee which has allowed me the opportunity to help plan for future economic development in Ashland. We all know of the important role that tourism plays in the economy of Ashland. I am excited to continue to build tourism but also look for ways to diversify the economy too. Please feel free to contact me with any questions or if you need any additional information Sincerely, v A B6n Anway Chief Operating Officer Neuman Hotel Group 212 East Main Street, Ashland, Oregon 97520 NeurnanHotelGroup. c om OREGON DESTINATION ASSOCIATION March 28, 2022 Ashland City Council 20 East Main St Ashland, Oregon 97520 Dear Mayor Akins and Ashland City Council, On behalf of the Oregon Destination Association (ODA) and our local and regional Destination Organizations (DOs) from across Oregon, it is my privilege to attest to the vital role Travel Ashland serves in helping to sustain the local economy and community quality of life for the residents of Ashland. Travel Ashland is your proven boots -on -the -ground organization providing tourism promotion, destination management and stakeholder business support. Travel Ashland's work is leveraged widely by industry partners, generating visitation and fueling local tax revenues which directly reduce the tax burden on local residents. Continuing to invest in Travel Ashland has never been more critical as you look for partners to help southern Oregon recover from the devastation of wildfires and COVID-19. Just to touch on a few key programs that demonstrate the effectiveness Travel Ashland, and how your community DO set a standard of program excellence: • Travel Ashland led the industry with visionary research through a visitor impact study and branding project, developing the platform to support Ashland's resiliency. • Travel Ashland positions Ashland as a unique travel destination promoting outdoors, culinary, wine and culture targeting the outdoor traveler in key markets such as the greater Bay Area, Redding, Sacramento, LA, Seattle, Portland, and Eugene. Telling the story of Ashland to new audiences to drive off-season travel, thereby dispersing the seasonal impacts of visitation. • Travel Ashland's service to the community is augmented by the leadership role the organization plays at the Regional and Statewide level. These connections provide Ashland with the tools and relationships to leverage their market outreach with partners to create awareness and position Ashland as a competitive year-round destination. Pent-up demand for travel post -pandemic will be strongest in leisure and drive markets. Ashland is ideally positioned to benefit as a desirable destination offering an abundance of activities and open spaces. Travel Ashland is dedicated to positioning the destination to its fullest potential, and the funding partnership with the City of Ashland is critical to this vision. Thank you for your consideration and support for one of Oregon's key Destination Organizations. )Sincere y, Alana Hughs n Managing Director ODA / A Leading Voice for Oregon's Tourism Industry 61470 Tam McArthur Loop / Bend, OR 97702 %III// j TRAVEL SOUTHERN OREGON DO SOMETHING GREAT March 27, 2022 City of Ashland Mayor Julie Akins 51 Winburn Way Ashland, OR 97520 Dear Mayor Akins and Council, As the state's regional tourism office for Southern Oregon, our work is to support tourism -related businesses and the Destination Marketing Organizations (DMOs) they work with to optimize the positive economic impact to communities in Southern Oregon. The last two years have been tumultuous to our industry, and as the City Council reviews the budget and contract for Travel Ashland we hope you'll fully support their continued efforts —and recognize the significant successes that Travel Ashland has accomplished in spite of the challenging Covid environment. Having worked in the OSF Marketing Dept. from 1998-2017, and collaborated with Travel Ashland for as many years, the work they do matters to the health of your community. With renewed focus on the need for sustainable and equitable contributions from the tourism economy in communities, Travel Ashland has been a partner that embraces this work and puts the health of the Ashland community at the forefront of its work. Katharine Cato currently serves in our leadership as President of the Travel Southern Oregon Board. Most significantly in this past year, Travel Ashland's visitor study and branding project met the challenges of profound changes to the Ashland economy head on. The newly launched brand - and the platform to bring Ashland tourism forward building resiliency - shares a vision of Ashland as a destination that goes well beyond its traditional home to OSF. It truly positions Ashland as an outdoor recreation and wine & culinary destination that is a true-to-life differentiator in the crowded space of destination marketing.. Stable and ample funding needs to stay in place for this work to continue. For every dollar invested in Oregon tourism marketing 8 dollars come back in visitor spending. As we see signs of tourism economic activity increasing, now is the time to keep investing in this key area of economic impact for the city of Ashland. Sincerely, Robert Hackett Executive Director Travel Southern Oregon bob@southernoregon.org 541.326.2640 Dear Honorable Ashland City Councilors, Please accept this letter of strong support for Travel Ashland. I continue to be impressed with the quality, effectiveness, and efficiency of the work Travel Ashland does, and I see the great benefit to my business as well as to the economy of Ashland. As a member of the Travel Ashland Advisory Committee, I get to see firsthand how Travel Ashland, with its limited budget, leverages the experience and perspectives of diverse business leaders in the community to build an organization which accomplishes more than do many larger Destination Marketing Organizations. As such, Travel Ashland couldn't be more in touch with and responsive to the local tourism business community. Behind the scenes, TA also has leveraged the latest in online marketing technology - measuring effectiveness, learning more about our audience, and adjusting marketing campaigns in real time. This past year I also got to see the development and implementation of a rebranding project aimed at refocusing Travel Ashland's messaging and audiences. From conception to completion, this project was outstanding. At the outset, the right outside partners were chosen to implement the project, and after much input from community members, the project was successfully launched. I think you will agree with me when I describe our new Travel Ashland logo and marketing materials as beautiful - a real home run for our town. Furthermore, they clearly position Ashland as a town with many more diverse activities and assets than just the Oregon Shakespeare Festival, ensuring the health of our tourism industry for the future. Building diversity of audience, as well, was always a key aspect of the new branding and messaging, aligning with the values of our town. Our town, climate, and the world are changing, and Travel Ashland is a role model for the pivoting and flexibility necessary to support Ashland's economy. Finally, the proof is in the pudding. As a retail shop owner, I see the results of Travel Ashland's hard work. The past few years has seen a dramatic shift in the types of visitors coming to Ashland, and I credit Travel Ashland for continuing to bring people to town even with OSF not giving performances. In fact, even without OSF, I feel as though more and more people are visiting Ashland, and exploring all the wonderful businesses and activities Ashland has to offer - these are the kinds of visitors that benefit a wider variety of sectors in our town, spreading dollars to more businesses. Thanks so much for your work, and I hope you too will continue to support Travel Ashland, for the health of our local economy. Yours, Anne Robison The Crown Jewel Jewelry and Gifts With Meaning Shop online: www.thecrowniewel.net facebook: facebookAdewel instagram: Ca.the crown jewel ashland and (a.crownieweliville Ashland/Billing/Shipping Address 266 E Main St Ashland, OR 97520 541-488-2401 Jacksonville Street Address (no mail) 165 E California St Jacksonville, OR 97530 541-899-9060 SCHNEIDER MUSEUM of ART March 23,d, 2022 RE: Letter of support, Travel Ashland Dear Ashland City Council: Please accept this letter of support for the work conducted by Travel Ashland. The Schneider Museum opened its door in 1986 and quickly became recognized as a gem of the University campus and an effective tourism draw for the City of Ashland, a city which is widely recognized an arts and cultural destination. Of our annual 14,000+ visitors, 49% come from 50+ miles away. The recent energy and symbiotic relation the museum established with Travel Ashland has become essential for the museum's sustainability and growth. Travel Ashland does the work, keeping their fingers on the pulse of current tourism trends happening nationally and internationally. Travel Ashland has provided like-minded professional connections to allow collaboration and team work in the community. The professionalism and expertise I have witnessed through our communications with Travel Ashland have always impressed me and now helps guide the museum's advertising and marketing output. The positive and effective partnership and connection between the work Travel Ashland does to inspire, welcome and serve visitors to Ashland year-round and the Schneider's visitor draw has sincerely strengthened what we do. It provides confidence for our tourists who come to Ashland seeking reprieve as well as fulfilling excitement and engagement. The new branding project and the newly launched brand is testament to the extraordinary work facilitated by Travel Ashland. I had the pleasure to be part of the sounding board of this work in which Travel Ashland graciously carried that process through every little step and nuance in order to get a unanimous YES for the final design. As a whole, the City of Ashland and Ashland tourism is building crucial resiliency needed to keep our community thriving in both pandemic and endemic times. Travel Ashland's market outreach that the museum relies on, creates awareness and positions the museum and the City of Ashland as a year-round desirable destination. As masks come off and visitors seek out their next adventure, I have the utmost confidence in Travel Ashland's ability to communicate our greatest strengths. Best Regards, Scott Malbaurn Executive Director Schneider Museum of Art Direct: 541-552-8484 OREGON C E NTE RT°EARTS AT SOUTHERN OREGON UNIVERSITY CITY OF ASHLAND DRAFT - AGREEMENT FOR SERVICES between The City of Ashland and The Ashland Chamber of Commerce This Agreement for Services ("Agreement") is made by and between the City of Ashland, an Oregon municipal corporation ("City"), and the Ashland Chamber of Commerce, a domestic nonprofit corporation ("Chamber") for Fiscal Year 2022-23. RECITALS A. The Chamber has a Visitor and Convention Bureau that promotes the City of Ashland to visitors traveling from more than fifty (50) miles to Ashland and to visitors who stay overnight in Ashland. Promotion includes advertising, publicizing, distribution of printed materials, marketing special events and festivals, conducting strategic planning, visitor center management and research necessary to stimulate tourism development. B. The City has historically provided funds to the Chamber for its Visitor and Convention Bureau to assist in promoting the City of Ashland to visitors. C. The City wishes to provide funds to the Chamber for the Fiscal Year 2022-23. AGREEMENT A. TERM: This Agreement shall be effective retroactively to July 1, 2022, (the "Effective Date") and shall continue in full force and effect until and including June 30, 2023. B. CITY PROVIDED FUNDING: The City shall provide $446,338.00 (four hundred and forty-six thousand, three hundred and thirty-eight dollars) to the Chamber in equal monthly installments for the purpose of promoting tourism in the City of Ashland. This amount to be provided is based upon Ashland City Council Resolution 2021-03. Expenditures of the funds must meet the requirements of ORS 320.300 through ORS 320.350. C. SERVICES TO BE PROVIDED BY THE CHAMBER: In providing services and conducting any work under this Agreement, the Chamber shall emphasize through its Visitor and Convention Bureau (VCB) activities that highlight and showcase: • Ashland as a high -quality destination in the winter, spring, and fall as well as the summer; Page 1 of 6: Agreement for Services between the City of Ashland the Ashland Chamber of Commerce • Ashland as a destination for visitors of all ages, including families with young and school -aged children; • Ashland as a destination for visitors at all levels of the economic spectrum; • Ashland as a center for cultural, social, and intellectual pursuits; and • Ashland as a center for high quality outdoor recreational opportunities. D. TASKS TO BE ACCOMPLISHED BY THE CHAMBER THROUGH ITS VCB: 1. The VCB will develop and implement strategies to maintain current levels of tourism in the summer months and increase tourism in fall, winter, and spring. This strategy should rely on the best available research into visitor behavior and best practices in the convention and tourism industry. 2. The VCB will help the City leverage its investment into cultural and economic development activities by promoting the events, activities and performances sponsored by the City's Park and Recreation Department, City Band or groups that receive small grants from the City. 3. The VCB will provide accurate and timely information to potential visitors and on -site information about the community to people who are visiting and/or considering relocation. 4. The VCB will have an active multi -channeled marketing campaign to encourage and promote visits to the City of Ashland that reinforce the strengths of the community. 5. The VCB will market and promote festivals and events throughout the year that are intended to drive tourism or visitor economic activity within the City, including those provided by other recipients of cultural and economic development grants from the City. 6. The VCB will develop and implement specific marketing campaigns targeted at attracting additional visitors in the shoulder and winter season and extending the length of stays of visitors in the summer months 7. The VCB will develop and implement marketing strategies and campaigns that encourage return visits and that also provide accurate and updatable visitor profiles, both demographic and economic, to align with existing and potential new types of activities, events, campaigns, or festivals to encourage expansion and diversification of the visitor base and the local economy that supports it. 8. The VCB will continue to expand the utilization of social media and other emerging marketing and communication tools to effectively target and reach existing, returning and new visitors. 9. The VCB and City staff will jointly develop realistic program goals and performance measures intended to provide tracking information and analytics on the success of the above tourism marketing Tasks. The goals and performance measure results will be presented in the Required Reporting of this Agreement. E. REQUIRED REPORTING: The Chamber shall provide Performance Measure reports quarterly through the term of this Agreement and an annual written report to the Ashland City Council no later than January 31 on its previous calendar year's activities. The annual written report shall include the following: 1. A summary and analysis of the specific steps taken to perform the tasks set forth in this Agreement and their effectiveness in meeting City-VCB jointly adopted Performance Measure goals. The report will include recommendations for future adjustments to the tourism marketing and outreach efforts, including proposed updates to the Performance Measures and goals, and the supported festival and event activities. 2. Performance Measures. The quarterly and annual reports shall include goal and performance measure data analytics that indicate the effectiveness of each marketing activity in tourism Page 2 of 6: Agreement for Services between the City of Ashland the Ashland Chamber of Commerce promotion, including data that measures and analyzes the impact of the VCB efforts on the total collection of both transient occupancy tax and food and beverage tax, by quarter, in the grant year over the previous year. The reports shall also include data on occupancy levels, duration of stays and room rates in. local lodging establishments, by quarter, as available and shall work with the City and the tourism industry to improve the accuracy and accessibility of data over time. The reported information will include a comparative analysis of Ashland's tourism and lodging market against most likely competitor locations. 3. Information on the variety of specific promotion activities executed for the purpose of attracting visitors to Ashland and an evaluation of each activity for effectiveness or return on investment. Include samples of advertising emblematic of efforts to reach the visitors and markets described above and targeted within individual marketing strategies and campaigns. 4. The Chamber's analysis of the viability of new festivals, events, programs and activities that could support and expand tourism during the times of the year where capacity exists, including efforts the Chamber made to support other recipients of cultural and economic grants from the City. 5. Information on the activities by the Chamber conducted in cooperation with other organizations, businesses, and people to support the services and work required by this Agreement, including a calculation of leveraged volunteer and donation investment. F. GENERAL PROVISIONS: 1. Use of Funds. The use of funds provided by the City is expressly limited to the objectives identified in this Agreement. 2. Unexpended Funds. Any funds provided by the City to the Chamber that remain after the purpose for which the funds were provided or this Agreement expires or is terminated shall be returned to the City within thirty (30) days of completion, expiration, or termination. 3. Financial Records and Inspection. The Chamber shall also include the following documents in its annual report to the City: a) copies of its 501c letter, IRS non-profit status, and corporate bylaws; b) a list of its Board members, their occupations, and years on the Board; c) financial statements showing previous year expenses and revenues; d) current and projected budgets (total organization and individual programs funded by this grant). The Chamber's report shall show the relative share of City funds expended for any project compared to overall project funds. 4. Living Wage Requirements. If the amount of this Agreement is $24,050.68 or more, then Chamber is required to pay a living wage, as defined in Ashland Municipal Code Chapter 3.12, to all employees and subcontractors who spend 50% or more of their time within a month performing work under this Agreement. The Chamber is also required to post the notice attached hereto as "Exhibit A" predominantly in areas where it will be seen by all employees. 5. Default. If the Chamber fails to remedy any material breach of any. of Chamber's obligations under the terms of this Agreement within thirty (30) days of receipt of written notice from the City of the breach, or if Chamber fails to expend the funds provided or enter into binding legal agreements to expend the funds within twelve (12) months from the Effective Date of this Agreement, the City, by written notice of default to the Chamber, may terminate this Agreement and may pursue any Page 3 of 6: Agreement for Services between the City of Ashland the Ashland Chamber of Commerce remedies available at law or in equity. Such remedies may include, but are not limited to, termination of this Agreement, stop payment on or return of the funds, payment of interest earned on funds provided or declaration of ineligibility for the receipt of future awards by the City. 6. Amendments. The terms of this Agreement may not be waived, altered, modified, supplemented, or amended in any manner except by written instrument signed by the parties. Such written amendment will be made a part of this Agreement and subject to all other provisions. 7. Indemnity. The Chamber agrees to defend, indemnify, hold harmless, and save the City, its officers, employees and agents from and against any and all losses, claims, actions, costs, expenses, judgments, subrogation's, or other damages resulting from injury to any person (including injury resulting in death,) or damage (including loss or destruction) to property, of whatsoever nature arising out of or incident to the performance of this Agreement by Chamber (including but not limited to, Chamber's employees, agents, and others designated by Chamber to perform work or services relating to Chamber's obligation under this Agreement). However, the Chamber shall riot be held responsible for damages caused by the sole negligence or intentional misconduct of the City, its officers, employees, or agents. 8. Insurance. The Chamber shall, at its own expense, at all times during the term of this Agreement, maintain in force a policy or policies of comprehensive general liability insurance, including coverage for contractual liability for obligations assumed under this Agreement. The liability under each policy shall be a minimum of $2,000,000 per occurrence (combined single limit for bodily injury and property damage claims) or $2,000,000 per occurrence for bodily injury and $100,000 per occurrence for property damage. Liability coverage shall be provided on an 'occurrence" basis. The City of Ashland, including its officers, employees and agents shall be named as an additional insured. Endorsements acceptable to the City shall be filed with the City prior to the expenditure of any funds provided to the Chamber hereunder. The Chamber shall at its own expense provide Worker's Compensation insurance in compliance with ORS 656.017, which requires subject employers to provide Oregon Workers' Compensation coverage for all their subject workers. 9. Merger. This Agreement. constitutes the entire understanding between the parties. There are no understandings, agreements, or representations, oral or written, not specified in this agreement regarding this agreement. The Chamber, by the signature below of its authorized representative, acknowledges that it has read this Agreement, understands it, and agrees to be bound by its terms and conditions. 10. Notice. Whenever notice is required or permitted to be given under this Agreement, such notice shall be given in writing to the other party: by personal delivery, by sending via a reputable commercial overnight courier, or by mailing using registered or certified United States mail, postage prepaid, to the address set forth below: If to the City of Ashland: If to the Ashland Chamber of Commerce: Joseph L. Lessard Sandra Slattery, Executive Director 20 East Main Street 110 East Main Street Ashland, Oregon 97520 Ashland, Oregon 97520 11. Governing Law. This Agreement shall be governed by the laws of the State of Oregon without regard to conflict of laws principles. Exclusive venue for litigation of any action arising under this Page 4 of 6: Agreement for Services between the City of Ashland the Ashland Chamber of Commerce Agreement shall be in the Circuit Court of the State of Oregon for Jackson County unless exclusive jurisdiction is in federal court, in which case exclusive venue shall be in the federal district court for the district of Oregon. IN WITNESS WHEREOF the parties have caused this Agreement to be signed in their respective names by their duly authorized representatives as of the dates set forth below. CITY OF ASHLAND: Joseph L. Lessard, City Manager Date: ASHLAND CHAMBER OF COMMERCE: By: Printed Name: Title: Date: Page 5 of 6: Agreement for Services between the City of Ashland the Ashland Chamber of Commerce Exhibit A City of Ashland LIVING ALL employers described WAG E For all hours worked under a service contract between their employer and the City of Ashland if the contract exceeds $24,050.68 or more. Fcr all hours worked in a month, if the employee spends 50%, or more of the employee's time in that month working on a prciect or FTW per hour, effective June 30, 2022. The Living Wage is adjusted annually every June 30 by the Consumer Price Index. portion of the business of their employer, if the employer has ten or more employees, and has received financial assistance for the project or business from the City of Ashland vier $24,050,68-1 If their employer is the City c4 Ashland, including the Parks and Recreation Department. In ca l: ulatin g the living wage, employers may add the value of health care, retirement, 4401K, and IRS etioble cafeteria plans (including childcare) benefias to the employee's amount of wages. Note: For temporary and part-time employees, the Living Wage does not apply ,c +,-- firs, 1rd"0 hours worked in any calendar year. =or more details, please see Ashland Municipal Code Sec,ion 3.12.020. Call the Ashland City Manager's office at 541-488-6002 or write to the City Manager, C it , Hall, 20 East Fain Street, Ashland, OR 97520, or visit the City's website at www.ashland.or_us. Notice to Employers: This notce must be posted in areas where it can be seen by all employees. CITY OF ASHLAND Page 6 of 6: Agreement for Services between the City of Ashland the Ashland Chamber of Commerce Council Business Meeting August 16, 2022 Agenda Item First Reading of Ordinance 13.03.300 Amendments to add Standards for Small Wireless Facilities in the Public Rights -Of -Way From Douglas M. McGeary Acting City Attorney Contact Doug. mcgeary(a-ashland. or. us; 541-552-2091 SUMMARY The City Council is being asked to review the proposed ordinance amendments intended to guide the review and approval of small wireless facility applications (generally including and labeled 5G equipment) consistent with FCC regulations. PREVIOUS COUNCIL ACTION The City Council received a project update and presentation at the January 4, 2021, regular meeting. BACKGROUND AND ADDITIONAL INFORMATION The city has been approached by citizens with special concerns for present and an increasing demand for the deployment of telecommunication facilities within the city boundaries. Not only are there aesthetic concerns for these mechanical structures and components but some citizens have voiced concern over the technology and the unknown or disputed effects from radiation that emanate from these facilities. The city also recognizes that small wireless facilities are needed to deliver wireless access and capacity for adval technology uses including broadband, for first responder services to homes and businesses, and for health care, public safety and educational services providers within the city Whether negative effects from these facilities are factual or not, the city must still provide a safe and aestheticall; pleasing environment, which these facilities could potentially impact negatively. Thus, it is in the city's interest regulate for the sheer increase in numbers of these facilities in order to mitigate or avoid adverse visual impacts, encourage the deployment of infrastructure consistent with the surrounding built and natural environment, and preserve the City's historic and environmental resources to the extent feasible. Also important is to understand th Federal law prohibits state and local governments from imposing more restrictive regulations on small cell wirer facilities than imposed on other similar types of infrastructure (such as wireline communications or cable facility This means that state and local governments cannot prohibit the installation of small cell facilities in areas where similar types of infrastructure are allowed. Although many communities have historically handled wireless facility siting through the land use process, new FCC regulations effectively prohibit these procedures. As a result, the current best practice is to place new regulations for small wireless facilities within the public rights -of -way in the city's streets and highways code rat than its land development code. The city has adopted the model ordinance developed by the League of Oregon Cities to incorporate into the city's present AMC Chapter 13.02 PUBLIC RIGHTS -OF -WAY ordinance. Where further specificity is needed to guide placement and other aesthetic considerations, the city will adopt additional specific design guidelines periodically for Small Wireless Facilities by resolution to remain responsive to changi: laws and technology. Page 1 of 2 C I T Y O F -ASH LAN D FISCAL IMPACTS The City will collect fees for the review of small wireless facilities, as permitted by the FCC. The FCC has determined that the following fees are considered fair and reasonable: • $500.00 for non -recurring fees, including a single, up -front application for up to five small wireless facility sites, with an additional $100.00 for each additional small wireless facility site beyond the initial five sites • $1,000 for non -recurring fees for a new pole to support one or more small wireless facility • $270.00 per year for all recurring fees2 including any right-of-way access fee (e.g., encroachment permit) or fee for attachment to a municipality -owned structure in the public right-of-way STAFF RECOMMENDATION Staff recommends approval for first reading of proposed AMC 13.03.300 amendments for small wireless facility applications. ACTIONS, OPTIONS & POTENTIAL MOTIONS Alternative Motions: • I move approval for first reading of the AMC 13.03.300 amendments to include small wireless facility applications and advance it to second reading. • 1 move to decline approval of the AMC 13.03.300 amendments to include small wireless facility applications. REFERENCES & ATTACHMENTS Ordinance 13.03.300 Amendments for Small Wireless Facility Applications Page 2 of 2 CITY OF -ASH LAN D ORDINANCE NO. 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 Annotated to show ae'a�s-and additions to the code sections being modified. Deletions are bold Uned thFOugh and additions are bold underlined. WHEREAS, Article 2. Section 1 of the Ashland City Charter provides: Powers of the City. The City shall have all powers which the constitutions, statutes, and common law of the United States and of this State expressly or impliedly grant or allow municipalities, as fully as though this Charter specifically enumerated each of those powers, as well as all powers not inconsistent with the foregoing; and, in addition thereto, shall possess all powers hereinafter specifically granted. All the authority thereof shall have perpetual succession. WHEREAS, the City desires to encourage wireless infrastructure investment by providing a fair and predictable process for the deployment of small wireless facilities, while enabling the City to promote the management of the rights -of -way in the overall interests of the public health, safety and welfare; and WHEREAS, the City recognizes that small wireless facilities are needed to deliver wireless access and capacity to advanced technology, broadband and first responder services to homes, and businesses, as well as health care, public safety and educational services providers within the City; and WHEREAS, the City recognizes that the wireless industry needs small wireless facilities, including facilities commonly referred to as small cells, deployed in the public rights -of -way; and WHEREAS, the City further recognizes that the City must balance the benefits from small cell infrastructure with its aesthetic impact on the community in order to mitigate or avoid adverse visual impacts, encourage the deployment of infrastructure consistent with the surrounding built and natural environment, and preserve the City's historic and environmental resources to the extent feasible; and WHEREAS, the City intends to adopt a new code consistent with local, state and federal laws, standards and requirements. THE PEOPLE OF THE CITY OF ASHLAND DO ORDAIN AS FOLLOWS: SECTION 1. Chapter 13.02 PUBLIC RIGHTS -OF -WAY of the Ashland Municipal Code is hereby amended and by adding the following Sections as follows: Chapter 13.02 PUBLIC RIGHTS -OF -WAY Sections: • 13.02.010Definitions • 13.02.020jurisdiction • 13.02.030Scope of Regulatory Control • 13.02.040Right-of-Way Encroachment • 13.02.050Encroachment Permits • 13.02.060Standards and Conditions • 13.02.070Permit Issuance • 13.02.090Revocation of Permits • 13.02.100Removal of Encroachment • 13.02.110Liability 13.02.1300bligations of the City of Ashland • 13.02.200Appeals • 13.02.300 Standards For Small Wireless Facilities In The Rights -Of -Way. • 13.02.900Penalties I13.02.010Definitions r (1) For the purpose of Sections 13.02.010—13.02.200 in this chapter, the following mean: A. Encroach. The act of a private individual extending from their abutting private property into a public right-of-way, public easement or public property. B. Encroachment. Area in a public right-of-way, public easement or public property that is being encroached upon by a private individual. C. Encroachment Permit. A revocable permit granted by the Public Works Director to allow permittee to encroach upon a public right-of-way, public easement or public property where compliance with this chapter can be demonstrated. D. Person. Individual, corporation, association, firm, partnership, joint stock company, and similar entities. E. Public Easement. An easement granted to the City for a public purpose, including, but not limited to the purpose of installing or maintaining public or private utility infrastructure for the provision of water, power, heat or telecommunications to the public. F. Public Property. Real property owned by the City and open to the public for public use. G. Public rights -of -way. Include, but are not limited to, streets, roads, highways, bridges, alleys, sidewalks, trails, paths, public easements, and all other public ways or areas, including subsurface and air space over these areas. H. Public Works Director. The City Public Works Director or his/her authorized designee. I. Within the City: Territory over which the City now has or acquires jurisdiction for the exercise of its powers. (2) For purposes of Sections 13.02.300—13.02.200 in this chapter, the following mean: (A) "Antenna" means the same as defined in 47 C.F.R. ' 1.6002(b), as may be amended or superseded. The term includes an apparatus designed for the purpose of emitting radio frequencies (RF) to be operated or operating from a fixed location pursuant to Federal Communications Commission authorization, for the provision of personal wireless service and any commingled information services. For purposes of this definition, the term antenna does not include an unintentional radiator, mobile station, or device authorized under 47 C.F.R. Part 15. (B) "Antenna Equipment" means the same as defined 47 C.F.R. & 1.6002(c), as may be amended or superseded, which defines the term to mean equipment, switches, wiring, cabling, power sources, shelters or cabinets associated with an antenna, located at the same fixed location as the antenna, and, when collocated on a structure, is mounted or installed at the same time as such antenna. (C) "Antenna Facility" means the same as defined in 47 C.F.R. & 1.6002(d), as may be amended or superseded, which defines the term to mean an antenna and associated antenna equipment. (D) "Applicable codes" means uniform building, fire, safety, electrical, plumbing, or mechanical codes adopted by a recognized national code organization or state or local amendments to those codes that are of general application and consistent with state and federal law. (E) "Applicant" means any person who submits an application as or on behalf of awireless provider. (F) "Application" means requests submitted by an applicant (i) for permission to collocate small wireless facilities; or (H) to approve the installation, modification or replacement of a structure on which to collocate a small wireless facility in the rights -of -way, where required. (G) "City Structure" means a structure located in the rights -of -way within the City's jurisdictional boundaries that is owned, managed or operated by the City or any subdivision or instrumentality thereof, including municipal electric utilities. Includinn, but not limited to streetlights, traffic signals, utility poles, or building. (H) "Collocate" means the same as defined in 47 C.F.R. § 1.6002(g), as may be amended or superseded, which defines that term to mean (1) mounting or installing an antenna facility on a preexisting structure, and/or (2) modifying a structure for the purpose of mounting or installing an antenna facility on that structure. "Collocation" has a corresponding meaning. (I) "Day" means calendar day. For purposes of the FCC shot clock, a terminal day that falls on a holiday or weekend shall be deemed to be the next immediate business day. (J) "Decorative pole" means a city structure that is specially designed and placed for aesthetic purposes. (K) "Historic district" means a group of buildings, properties, or sites that are either: (1) listed in the National Register of Historic Places or formally determined eligible for listing by the Keeper of the National Register in accordance with Section VI.D.1a.i-v of the Nationwide Programmatic Agreement codified at 47 C.F.R. Part 1, Appendix C; or, (2) a locally designated historic district as of the effective date of this Chapter or in a locally designated historic district existing when an application is submitted. (L) "Permissions" means City authorized permits, agreements or licenses necessary for small wireless deployment. (M) "Person" means an individual, corporation, limited liability company, partnership, association, trust, or other entity or organization, including the City. (N) "Pole" means a type of structure in the rights -of -way that is or may be used in whole or in part by or for wireline communications, electric distribution, lighting, traffic control, signage, or similar function, or for collocation of small wireless facilities; provided, such term does not include a tower, building or electric transmission structures. (0) "Rights -of -Way" or "ROW" has the same definition as section (1)(G) in this Section. (P) "Routine Maintenance" means inspections, testing, repair, and modifications subject to Section 6409(a) that maintain functional capacity, aesthetic and structural integrity of a small wireless facility and/or the associated pole or structure. "Small wireless facilitv" means a facilitv that meets each of the following conditions Der 47 C.F.R § 1.60020), as may be amended or superseded: (1) The facilities (i) are mounted on structures 50 feet or less in height including the antennas, or (ii) are mounted on structures no more than 10 percent taller than other adjacent structures, or (iii) do not extend existing structures on which they are located to a height of more than 50 feet or by more than 10 percent, whichever is greater; and, (2) Each antenna associated with the deployment, excluding associated antenna equipment, is no more than three cubic feet in volume; and, (3) All other wireless equipment associated with the structure, including wireless equipment associated with the antenna and any pre-existing associated equipment on the structure, is no more than 28 cubic feet in volume; and, (4) The facilities do not result in human exposure to radio frequency in excess of the applicable safety standards specified in 47 C.F.R. 1.1307(b). (R) "Structure" means the same as defined in 47 C.F.R. & 1.6002(m), as may be amended or superseded, which defines that term as a pole, tower, or base station, whether or not it has an existing antenna facility, that is used or to be used for the provision of personal wireless service (whether on its own or comingled with other types of service). (S) "Wireless Infrastructure Provider" means any person, including a person authorized to provide communications service in the state, that builds or installs wireless communication transmission equipment, wireless facilities, but that is not a wireless services provider. (T) "Wireless Provider" means a wireless infrastructure provider or a wireless services provider. (U) "Wireless Services Provider" means a person who provides personal wireless services (whether or not it is comingled with other services). I13.02.020J urisd iction r As relates to this Chapter 13.02, the City has jurisdiction and exercises regulatory control over all public rights -of -way within the City under the authority of the City charter and state law. I13.02.030Scope of Regulatory Control A The City has jurisdiction and exercises regulatory control over each public right-of-way whether the City has a fee, easement, or other legal interest in the right-of-way. The City has jurisdiction and regulatory control over each right-of-way whether the legal interest in the right-of-way was obtained by grant, dedication, prescription, reservation, condemnation, annexation, foreclosure, or other means. A permit from the City authorizes an applicant to undertake only certain activities in accordance with this Chapter and does not create a property right or grant authority to the applicant to impinge upon the rights of others who may already have an interest in the rights -of -way. I 13.02.040Right-of-Way Encroachment r A. Prohibition. Except as provided in subsection © of this section, no person or entity may occupy or encroach on a public right-of-way without the permission of the City. The City grants permission to use public rights -of -way, by franchises, licenses, concessions and permits. B. Standard Forms. Franchises, licenses, concessions and permits for use of public rights -of - way shall comply with all ap licable requirements for occupancy or encroachment of such areas as set forth in AMC Chapter 13.03 and other applicable provisions of the Ashland Municipal Code. Franchises, licenses, concessions and permits shall be submitted on a City standard form franchise, license, concession, or permit template, together with required fees, if any. Such standard fees may be adopted and amended by resolution of the City Council. C. City Functional Items. The City of Ashland is not required to obtain permits or other City authorizations to place City utilities, facilities or other structures in the right-of-way, including "functional items" intended for public usage. City functional items include, but are not limited to, a City standard bench, water fountain, planter box, garbage receptacle, ash can, bike rack, bollard, publication box, or other functional items identified by resolution of the City Council. The City Council resolution shall identify functional items and establish minimum standards for such items. D. Donated or Loaned Functional Items. An abutting property owner together with the occupant may donate or loan to the City of Ashland a City standard functional item for use in an adjacent sidewalk permit area. Other persons or entities may also donate or loan functional items, for use in nonadjacent public areas. Items accepted on loan require insurance and a maintenance/hold harmless/indemnity agreement in a form approved by the City. Donated items do not require insurance or a maintenance agreement, but the donations must be accepted by the City to be eligible for placement. The City Manager is delegated authority to accept or reject donations and loans for purposes of this chapter, in the Manager's sole discretion. After demonstrated compliance with this section, the City Public Works Director may authorize in writing the placement of a donated or loaned City standard functional item, in locations meeting, at a minimum, the clearance requirement of AMC Chapter 10.6 or in approved locations shown on an adopted Downtown Sidewalk Usage Map. Items not strictly complying with minimum standards for such City functional items, e.., a decorative art bench) may be permitted through the public art process in AMC Chapter P. I A. (Ord. 3192 § 91, amended, 11/17/2020; Ord. 3137, amended, 2017; Ord. 3028, amended, 08/03/2010; Ord. 2989, amended, 11/01/2009) 13.02.050Encroachment Permits A. Permits Required for Encroachment; Exemptions. 1. Permits Required. It shall be unlawful for any person to do any of the following without first obtaining a encroachment permit from the Public Works Director: a. Erect or cause to be erected any structure, retaining wall, or fence in a public right-of-way, public easement, or public property, or b. Place or maintain any landscaping materials or any type of fill in, over or upon any dedicated public right-of-way, public easement or public property. c. Permits for a small wireless facility are subject to sections AMC Chapter 13.02:300 — 315. 2. Specific Exemptions. Certain encroachments are exempt from the permit requirement of AMC 113.02.02 . Exempt encroachments are those which would have a minor impact on the present or planned use of the public right-of-way, public easement or public property and those which are expressly exempted herein. The following encroachments are exempt encroachments as long as they do not create a vision clearance hazard as defined in AMC 18.68.02 : a. Mailboxes and their enclosing structures, b. Temporary signs and banners permitted by the Sign Code (AMC c. Guard/handrails along edges of driveway approaches, walks, stairs, etc. that encroach in public right-of-way, and d. Lawns, plants and approved street trees encroaching in public right-of-way that do not obstruct visibility for pedestrians, bicyclists and motorists. 3. Additional Exemptions. The Public Works Director may grant additional exemptions as long as the encroachment does not create a vision clearance hazard as defined in AMC 18.68.02 . B. Application and Fee Required. 1. Any person desiring to locate or maintain an encroachment shall submit an application to the Director of Public Works. The application shall include a description of the proposed encroachment and a scale drawing illustrating the nature and extent of the proposed encroachment and its relationship to adjoining properties. If the applicant is not the owner of the property that will be benefitted by the encroachment, the owner of the benefitted property shall also sign the application as a co -applicant. The Public Works Director may require an actual survey to determine the exact location of any public or private improvements that will be encroaching in the right-of-way. 2. A fee in the amount established by resolution of the City Council shall be paid at the time of the application. C. Review of Application. The Public Works Director shall conduct a review of the a lication for an encroachment permit to determine its compliance with the standards in AMC 113.02.06 , and the Public Works Director shall request comments from affected City departments, utility companies and agencies regarding the impact of the proposed encroachment. (Ord. 3040, added, 11/16/2010; Ord. 3028, amended, 08/03/2010; Ord. 3009, amended, 04/20/2010) 13.02.060Standards and Conditions r The Public Works Director may approve the issuance of an encroachment permit for an encroachment where compliance with the following standards can be demonstrated or specific findings are made that the standard is not applicable. The Public Works Director may attach any conditions to the issuance of the permit that are required in any applicable planning approvals or reasonably related to ensuring compliance with this section, or other applicable City codes. A. Standards for Approval. 1. Horizontal clearances of at least five (5) feet shall be maintained on all sides of all utilities including electrical power, communications, sewer, storm drain, and water. This distance shall be measured between proposed encroachments and existing or proposed utility lines, manholes, appurtenances, and fixtures, including but not limited to fire hydrants, above ground transformers, cabinets, and other structures. Clearances around water meters shall be at least one (1) foot behind and two (2) feet from the sides when measured from the outside edges of the box. A larger horizontal clearance may be required if utilities mandate larger clearances for specific structures; for example, additional clearance may be required in front of electrical cabinets and transformers. Requests by utility providers for larger horizontal clearances or additional conditions shall be considered for inclusion into the permit. The applicant shall pay for relocation of the existing utility lines, manholes, appurtenances, and fixtures if this standard cannot be met. 2. Vertical clearances between utilities and natural landscape materials or structures placed below or above those facilities shall be the distance required by the affected utilities. Conditions requested by the utility providers shall be considered for inclusion into the permit. 3. Proposed encroachments, improvements and temporary measures shall not cover, prevent access to, or block the flow of water into inlets, basins, ditches, or drainage ways Grading changes shall not otherwise alter the drainage patterns in the right-of-way without written approval of a grading and erosions control plan by the Public Works Director. 4. Sufficient space for off-street parking, loading, and pedestrian travel shall be maintained. The encroachment shall not result in a loss of area needed for parking, vehicular maneuvering, or pedestrian travel. 5. It is determined that the requested encroachment is consistent with the current use of the public right-of-way, easement or public property. B. Conditions. 1. When the Public Works Director determines that allowing the requested encroachment may subject the City to potential liability, a condition of permit issuance shall be the filing with the City Risk Manger of a policy of insurance and form of policy by an insurance company licensed to do business in the State of Oregon. The policy shall protect the City, its officers, agents, and employees, and the abutting property owners, lessees and tenants from any and all claims for injury or damage to persons or property that might result from the placing and/or maintenance of the permitted encroachment. The amount of the insurance policy shall be at least the limits of public body liability under the Oregon Tort Claims Act. The policy shall also contain a provision that the City Risk Manager shall be notified at least 30 days prior to any cancellation of such insurance. The permittee shall maintain the insurance for the term of the permit issued. Failure to maintain the insurance shall result in automatic revocation of the permit. 2. All work within the public right-of-way, public easement, or public property shall be consistent with engineering plans, profiles, specifications, and standards approved by the Public Works Director in accordance with City requirements. 3. The Public Works Director may place a limit on the time the proposed encroachment may be located in or on the right-of-way, public easement or public property. 4. To ensure that encroachments do not contribute to visual blight or create a safety hazard, conditions of permit approval may include a requirement that the encroachment be appropriately maintained. 5. The City may impose a charge for the use of the public right-of-way, public easement or public property. (Ord. 3040, added, 11/16/2010) 13.02.070Permit Issuance A. The Public Works Director may approve, modify and approve, or deny the application for an encroachment permit. B. Ministerial decisions do not require interpretation or the exercise of policy or legal judgment in evaluating approval standards. Ministerial decisions include, but are not limited to, site plan approval of building or other specialty permits and final subdivision and planned unit development plans where there are no material deviations from the approved preliminary plans. Because no discretion is involved, ministerial decisions do not qualify as land use or limited land use decisions. The process requires no notice to any party other than the applicant. The Public Works Director's decision is final and not appealable by any party through the normal land use process. Ministerial decisions may be appealed as provided in AMC 13.02.04 . (Ord. 3040, added, 11/16/2010) 13.02.090Revocation of Permits r All right-of-way, easement or public property encroachment permits shall be revocable by the City at any time such revocation would be in the public interest. No grant of any permit, expenditure of money in reliance thereon, or lapse of time shall give the permittee any right to the continued existence of an encroachment or to any damages or claims against the City arising from a revocation. Any permit issued under this section shall be automatically revoked if the permittee fails comply with any conditions of the permit, or fails to begin installation of the allowed encroachment within ninety (90) days after issuance of the permit unless an extension is requested prior to the expiration of the ninety (90) day period. (Ord. 3040, added, 11/16/2010) 13.02.100Removal of Encroachment r Upon revocation, the permittee or any successor permittee shall, at the permittee's own expense, remove the permitted encroachment within thirty (30) days after written notice has been provided by the City unless a shorter period is specified in the notice of revocation. If the permittee does not remove the encroachment and return the right-of-way, public easement or public property area to a condition satisfactory to the Public Works Director, the City shall do so and the permittee shall be personally liable to the City for any and all costs of returning the right-of-way, public utility easement or public property to a satisfactory condition, including the removal of structures and reconstruction of streets and/or pathways. If the permittee fails to pay the City for the costs incurred after the City bills permittee, the costs shall be imposed as a lien upon the property. Payment of such costs shall not prevent the City from pursuing any other remedy available at law or pursuing any other penalty. (Ord. 3040, added, 11/16/2010) 13.02.110L1abiliity r The permittee, and owner of the benefitted property if different than the permittee, shall be liable to any person who is injured or otherwise suffers damage by reason of any encroachment allowed in accordance with the provisions of this section. Furthermore, the permittee shall be liable to the City of Ashland, its officers, agents and employees, for any judgment or expense incurred or paid by the City, its officers, agents and employees, by reason of the existence of an approved encroachment. (Ord. 3040, added, 11/16/2010) 13.02.1300blipdons of the City of Ashland r The exercise of jurisdiction and regulatory control over a public right-of-way by the City is not official acceptance of the right-of-way for public access and does not obligate the City to open or improve any part of the right-of-way. Upon improvement of any public right-of-way to city street standards, the City shall accept by resolution the improvement and maintain and repair such improvement to the standard to which it has been improved. For purposes of nuisance -type ordinances imposing obligations upon property owners, (e.g. snow removal, weeds and noxious vegetation, sidewalk maintenance) the City shall be responsible for compliance with such ordinances in public rights -of -way adjacent to or abutting city -owned or controlled real property. (Ord. 3040, amended, 11/16/2010) 13.02.200Appeals r The Uniform Administrative Appeals Process outlined in AMCJ3 shall apply to all protests of encroachment permits. Failure to strictly comply with the applicable appeal requirements, including but not limited to the required elements for the written notice of appeal, time for filing of the notice of appeal, and payment of the applicable appeal fee, shall constitute jurisdictional defects resulting in the summary dismissal of the appeal. The Hearing Officer's decision is final and not appealable by any party through any land use process. The Hearing Officer's decision may only be appealed through a writ of review proceeding in Jackson County Circuit Court. (Ord. 3137, amended, 2017; Ord. 3040, added, 11/16/2010) 13.02.300 Standards For Small Wireless Facilities In The Rights -Of -Way. Where otherwise not provided in or contrary to this subsection for Wireless Facilities, all other provisions of AMC 13.02 Public Rights of Way remain applicable. The city will adopt additional specific design guidelines periodically for Small Wireless Facilities by resolution to remain responsive to changing laws and technology. 13.02.301 Permitted Use; Application and Fees (A) Permitted Use. The following uses within the rights -of -way shall be a permitted use, subiect to compliance with the city's applicable design standards, administrative review only and issuance of a permit as set forth in this Chapter: (1) Collocation of a small wireless facility; and, (2) Placement of a new, modified, or replacement pole to be used for collocation of a small wireless facility. (B) Permissions Required. Except as otherwise provided in this Chapter, no person shall place any small wireless facility described in Section NA) in the rights -of -way, without first filing an application for the facility and obtaining a city's hermit, license, or agreement. (C) Application Requirements. Application requirements and forms are subiect to AMC 13.02.050 (B) and (C). (D) Routine Maintenance and Replacement. An application shall not be required for: (1) routine maintenance; or (2) the replacement of a small wireless facility with another small wireless facility that is the same, substantially similar or smaller in size and weight and height. The City may require a permit for work within the right of way. Such a permit must be issued to the applicant on a non-discriminatory basis upon terms and conditions applied to any other person performing similar activities, regardless of technology. in the ROW. (E) The City shall have the right to employ qualified city staff or third -party RF engineer to conduct an annual random and unannounced test of small wireless facility installations located within the City to certify their compliance with all FCC radio-frequencv transmission power limits as they pertain to exposure of the general public at maximum operating power. The reasonable cost of such tests shall be paid by the Permittee. (1) In the event that such city or independent tests reveal that any small wireless is transmitting RF radiation or is contributing to RF radiation in excess of FCC exposure guidelines as they pertain to the general public, the City shall notify the Wireless Provider and all residents livine within 1500 feet of the small cell installation(s) of the violation, and the Wireless Provider shall have forty-eight (48) hours to brine the SCF(s) into compliance. Failure to bring the SCF(s) into compliance and the City shall have the right to require the removal of such installation(s), as the City in its sole discretion may determine is in the public interest. (F) Information Updates. Any amendment to non -material information contained in an application shall be submitted in writing to the City within thirty (30) days of the chanee. (G) Application Fees. Application fees shall be set by resolution, but in no case shall fees exceed the following: (1) $500 for up to the first five small wireless facilities in the same application, with an additional $100 for each small wireless facility beyond five in the same application, or fees that are (1) a reasonable approximation of costs, (2) those costs themselves are reasonable, and (3) are nondiscriminatory. (2) $1000 for the installation, modification or replacement of a pole together with the collocation of an associated small wireless facility in the rights -of -way that is a permitted use in accordance with this Chapter, or fees that are (1) a reasonable approximation of costs, (2) those costs themselves are reasonable, and (3) are nondiscriminatory.) 13.02.303 Action on Administrative Permit Applications On Wireless Facilities (A) The City must process all applications on a nondiscriminatory basis and may deny an application subiect to this Chapter if the proposed small wireless facility or new, modified, or replaced pole: (1) Fail to comply with AMC 13.02.060 Standards and Conditions. (2) Materially and demonstrably interferes with sight lines or clear zones for transportation or pedestrians; (3) Materially fails to comply with the Americans with Disabilities Act or similar federal, state, or local laws, standards and regulations regarding pedestrian access or movement; (4) Fails to comply with applicable codes, standards and regulations, including the City's design standards, or (5) Fails to comply with the provisions in this AMC 13.02.300 — 315. (B) The City must act on an application within the applicable shot clock and provide written notice to the applicant if the application is denied. The written notice shall state the reasons for denial, with reference to specific code provisions, ordinance, application instruction or otherwise publicly stated procedures on which the denial was based, and be sent to the applicant within five (5) days after the City denies the application or before the applicable shot clock expires, whichever occurs first. (C) Batch Applications. 13.02.305 Small Wireless Facilities in the ROW; Maximum Height; Other Requirements (A) Maximum Size of Permitted Use. Any wireless provider that seeks to install, modify, or replace facilities on a pole in the rights -of -way that exceeds the height limits contained in Section 13.02.010(2)(R), shall be subiect to applicable requirements. (B) Decorative Poles. Subject to this code and applicable design standards, a wireless provider is permitted to collocate on or replace a decorative pole when necessary to collocate a small wireless facility; provided that any such replacement pole shall, to the extent feasible, replicate the design of the pole being replaced. (C) Historic District. Small wireless facilities or poles to support collocation of small wireless facilities located in Historic Districts shall be designed to have a similar appearance, including coloring and design elements, if technically feasible, of other poles in the rights -of -way within 500 feet of the proposed installation. Any such design or concealment measures may not be considered part of the small wireless facility for purpose of the size restrictions in the definition of small wireless facility. Will 13.02.307 Effect of Construction/Work Permit (A) Permit Duration. (1) A permit for construction granted pursuant to this Section shall be valid for a period of days after issuance unless the City agrees to extend this period for good cause, including but not limited to delay caused by the lack of commercial power or communications facilities, or by other events outside of the reasonable control of the wireless provider. (2) The installed facility is subiect to applicable relocation requirements, termination for material non-compliance after notice and a reasonable opportunity to cure, and an applicant's right to terminate a permit at any time. 13.02.309 Removal, Relocation or Modification of Small Wireless Facility in the ROW A. Notice. Notice of removal of encroachment is subiect to AMC 13.02.100. B. Removal or relocation of Facilities. If the City plans a project that would require utilities that includes small wireless facilities (together, the "parties") to remove or relocate their facilities that are located in the highway right of way, the city shall notify affected parties of the project in writing as soon as is practicable. The city will coordinate with the affected parties to discuss the proiect's scope, planning, design phase, costs, and schedule to minimize or eliminate costs to the public body and the parties. The city is not required to avoid or minimize costs to the parties in a way that materially affects performance of the proiect. C. Emergency Removal or Relocation of Facilities. The City retains the right and privilege to cut or move any small wireless facility located within the rights -of -way of the City in the event of an emereencv, as the City may determine to be necessary, appropriate or useful in response to any imminent danger to public health, safety, or property. If circumstances permit, the City shall notify the wireless provider and provide the wireless provider an opportunity to move its own facilities prior to cutting or removing a facility and shall notify the wireless provider promptly after cutting or removing a small wireless facility. D. Damage and Repair. The City may require a wireless provider to repair all damage to the rights -of -way directly caused by the activities of the wireless provider and return the rights -of -way to its functional equivalence before the damage pursuant to the competitively neutral, reasonable requirements and specifications. If the wireless provider fails to make the repairs within days after written notice, the City may affect those repairs and charge the applicable party the actual, documented cost of such repairs. E. Abandonment of Facilities. Any small wireless facility that is no longer in use shall be removed by the Permittee within 30 days of deactivation. 13.02.311 Collocation on City Structures in the ROW (A) Collocation on City Structures. Small wireless facilities may be collocated on city structures in the rights -of -way pursuant to this Chapter. No person will be permitted an exclusive arrangement or an arrangement which excludes otherwise qualified applicants to attach to city structures in the rights -of -way. A person who purchases or otherwise acquires a City structure is subiect to the requirements of this section. (b) Make -Ready. The rates, fees, terms and conditions for the make-ready work to collocate a small wireless facility on a pole owned or controlled by the City must be nondiscriminatory, competitively neutral, reasonable, comply with this Chapter and be subiect to the following: (1) The City or any person owning, managing, or controlling the poles owned by the City will provide a good faith estimate for any make-ready work reasonably necessary to make a specific city pole suitable for attachment of the requested small wireless facility, including pole replacement if necessary, within 60 days after receipt of a completed request. Make-ready work including any pole replacement shall be completed within 60 days of written acceptance of the good faith estimate by the applicant. (2) The City or any person owning, managing, or controlling the poles owned by the city shall not require more make-ready work than required to meet applicable codes or may be reasonably necessary to avoid interference with other attachments on the pole. Fees for make-ready work shall not include costs related to pre-existing or prior damage and non-compliance. Fees for makereadv work including any pole replacement shall not exceed actual and direct costs, or the amount charged to others for similar work and shall not include any revenue or Contineency based consultant fees or expenses of any kind. 13.02.315 Rates for ROW and Collocation on City Structures in the ROW (A) The recurring rate for use of the ROW and attachment of small wireless facilities to a City structure in the ROW shall be subject to the followine requirements: (1) Annual Rate. A wireless provider authorized to place small wireless facilities and any related pole in the rights-of-wav will pay to the City compensation for use of the rights -of -way and collocation on city structures in the ROW a rate that is based on (1) a reasonable approximation of costs, (2) those costs themselves are reasonable, and (3) are non-discriminatory. This rate, together with the one-time application fees, shall be the total compensation that the wireless provider is required to pay the city for the deployment of each small wireless facility in the ROW and any associated pole. The FCC's safe harbor rate is an aggregate annual rate not to exceed $270 per small wireless facility. This fee is subject to change (2) Payment Obligation Upon or After Facility Removal. A wireless provider may remove one or more of its small wireless facilities at any time from the rights -of - way and city structures in the ROW with the required permits. The wireless provider will cease owing the City compensation, as of the date of removal, for such removed facilities. I13.02.900Penalties r Any person who violates any provision of this Chapter is subject to Section 1.08.02 of the Ashland Municipal Code. In addition to other legal and equitable remedies available to the City of Ashland: A. Unless otherwise provided herein, violation of any section of this chapter AMC 13.0 is a Class II violation. B. A knowing violation of 113.02.04 is punishable of not more than 30 days jail and/or $500 fine. (Ord. 3137, amended, 2017) The foregoing ordinance was first read by title only in accordance with Article X, Section 2(C) of the City Charter on the day of July, 2022, and duly PASSED and ADOPTED this day of August, 2022. Melissa Huhtala, City Recorder SIGNED and APPROVED this day of August, 2022. Julie Akins, Mayor Reviewed as to form: Douglas M McGeary, City Attorney T' I i - p , Ov-(,,od ta I ttiu- TW2U'C- T�VOYI-o s I u a l-t+ 9AA's" =vy KC)55 Testimony of Ivy Ross to City Council on August 16, 2022 Greetings Councilors, it has been a long time since I have spoken here. I have just returned from a month traveling in North Carolina with my teens. While my birth state is beautiful, it is now covered in 5G towers, and I struggled with physical symptoms. I left there decades ago to create a life somewhere that I felt I could raise healthier children. Please help me, and let's work to avoid this in Ashland. Oregon for Safer Technology has asked to see the new ordinance revisions regarding small -cell wireless facilities. How do we gain access to this document? Where do we go to give our citizen input? I have learned that the Public Works Director may acquire the power to accept or deny any "encroachment permits" that are filed by wireless tech providers. This is a lot of power for one person to hold! Is this authority held by the Public Works Director complementary to the Ashland Planning Department or does it replace that authority? We would like to know more about this. Our next crucial question is this: Is it possible that the Public Works Director could approve wireless facilities without public notice, testimony, or the chance for public appeal? For the last four years, OST has been wondering if the city and our Councilors are truly aware of how deficient our current ordinances really are today. The best national attorney in wireless law, Andrew Campanelli, is available for hire as we've let you know. He has completed 7,000 cases in US cities over the last 30 years. He strongly recommends writing telecom ordinances from scratch instead of merely modifying old ordinances that were written before the latest tech was rolled out. Ashland could be like other western cities and hire him to do this work for us. Will the city please allocate a mere $8,500 to hire Campanelli? Would you allow his work if we raised the funds? This is a fraction of the cost of other city projects, for example, the $30k the City has just paid SOU to do a survey about how city funds are allocated. Lately, I have watched the Ashland government, the Ashland schools and SOU bend over backwards for new JEDI committees and policies (Justice, Equity, Diversity and Inclusion), I would ask the Councilors to provide citizens who suffer from Electromagnetic Sensitivity (EMS) the same 1ED1 opportunities. If you allow small cells and 5G into our city, there will be a significant portion of citizens who will be harmed, and many will not be able to go downtown or out in public here anymore. The burden for citizen protection is largely on this Council. Please include the needs of these residents in your ordinance plans! Remember, our advocacy group does not want to eliminate wireless services that are needed in our city. Our goal is to educate about the best ways to protect us from proven harm while still accessing these technologies. We must minimize dangerous wireless exposure levels while we still have the chance. Lastly, our leaders at OST KNOW that we can provide MUCH more help than these three minutes allow. My final question is: How and when can we have a Citizen Input Group about our Wireless Tech Ordinances? Thank you. August 17, 2022 From: James McGinnis To: Joe Lessard and Ashland City Council Dear Joe and City Council: Subsequent to the adoption of Ashland City Ordinance 9.40 the Ashland City Council modified the Conservation Commission charter to the Conservation and Climate Outreach Commission (CCOC), and created a new Climate Policy Commission (CPC). The City Council acted appropriately by establishing these two commissions based on the ordinance language. Until ordinance 9.40 is either modified or eliminated, it is codified that the ordinance must be adhered to. The July 22, 2022 "Resolution on City Advisory Committees — Request for Comment" memo proposes that a new "Climate and Environment Policy Advisory Committee (CEPAC)" be created, with the elimination of the CCOC and CPC. CEPAC responsibilities as outlined in the proposed resolution do not fully meet the language of ordinance 9.40. I recommend that City Council adopt the CEPAC responsibilities as outlined in the Climate Policy Commission recommendation to Joe Lessard: "The CEPAC shall be responsible for assisting the City in the following: i. Making recommendations on strategies, actions, and programs related to the implementation and updating of the Climate and Energy Action Plan in furtherance of its climate mitigation and adaptation goals and strategies per AMC 9.40, recognizing that the Council may also request advice on other environmental matters from time to time. Specifically, the Climate and Environmental Policy Advisory Committee shall: A. Develop recommendations for the City of Ashland's Climate and Energy Action Plan (CEAP) and any updates to the CEAP. B. Recommend modifications to benchmarks, targets, or actions contained in the climate plan as needed to incorporate the best available science and practices to achieve the City of Ashland's climate -related goals and targets. C. Manage a process for considering amendments and updates to the CEAP. D. Monitor and make recommendations on the implementation of the CEAP for the community and for City operations E. Periodically review progress toward achievement of the CEAP's Greenhouse Gases (GHG) and fossil fuels reduction targets. F. Recommend changes in City ordinances, administrative rules, and processes that facilitate or incentivize residents and businesses to reduce GHG emissions. G. Work to ensure that the CEAP incorporates long-term social, economic, and environmental goals. H. Work to ensure that the CEAP is socially equitable for all community members including low-income, young people, persons of color, the elderly, and those living with disabilities. L Consistent with City policies and procedures, educate and advocate for Ashland's Community Climate Recovery Goals. " Sincerely, James McGinnis 16 August 2022 To the City Council of Ashland, Oregon: The Ashland City Council must be congratulated on moving ahead with its revision of ordinances governing wireless facilities. This is indeed good news. And none too soon, Measurements taken a year ago in downtown Ashland showed then that, in Ashland, the intensity of electromagnetic frequency was in the high range, that is to say that maximum EMF levels at two of the five Ashland intersections would contribute to heart palpitations in the electrically sensitive. Because I talk to people all the time about the dangers of the unseen EMFs from wireless facilities such as cell towers, I hear people who are not electrically sensitive in Medford say they are acutely aware of intense EMFs in Ashland. Meanwhile, the prospect of the SOU Wireless Tower on Stadium Way continues to be a matter of concern. The proposed tower will stand 590 feet from Head Start, 655 feet from Walker Elementary School, 1400 feet from Ashland Middle School. Studies out of Germany and Israel show the chances of developing cancer when towers are within 1300 feet are two to three times as likely as when towers are more than 1,500 feet away. Closer to home, a study in San Diego documented the effects on students located 650 feet from cell towers. At the end of the two-year study, student cognition, fine and gross motor skills, spatial working memory and attention span were found to be seriously impaired. And, of course, we have cell towers almost on site at Bellview and Walker Schools. But if we cannot talk about health or the many many ills - sterility, weakened immune system, heart disease, etc - promoted by excessive EMF, nor about the dangers to children, whose smaller stature, thinner skulls, and developing systems are are especially vulnerable tonEMFs - and I can send you innumerable studies documenting such - we can mention other dangers. What the FCC cannot deny is that - Cell towers are electrical devices. Electrical devices can catch fire. When I asked the Ashland Fire Department if they had a protocol for fighting cell tower fires (we have three - how many -cell towers already in Ashland), I was told there is no protocol, other than to call and wait for the owner to come and turn off the power. Just this July, Seattle had a large cell tower fire in their Beacon Hill neighborhood. In March 2021, a pole holding a wireless device at Otay High School stadium in Chula Vista, California, caught fire, collapsed, and fell into the stadium seats. Fortunately, no one was in the stadium seats. Similar fires occurred in high schools is Newport News, Virginia, in in Grandview, Ohio, and in Thurston High School, whose information page has somehow disappeared. Cell towers are especially susceptible to lightning strikes, grounding rods notwithstanding. The National Lightning Detection Network found a 631 % increase in lightning strikes near a 1680 foot tower in Wisconsin compared to an area roughly two to five kilometers away. Obviously, the taller the tower, the greater the likelihood of attracting lightning strikes. Who is carrying the liability insurance against these risks? The City of Ashland? Southern Oregon University? The tower maintenance company? It does not have to be this way. We have the Ashland Fibre Network, with its great coverage. Cables can work with repeaters and allow cellular coverage. We can have it all and not harm our children nor the electrically sensitive. References 3 https://www.electrosmogprevention.org/public-health-alert/wifi-dangers/cell-towers- impact-student-brains-in-schools-new-study/ https://ehtrust. org/facts-about-ceI I-towe rs- at -school s/ https://ehtrust.org/cell-tower-safety-risks-fires-and-collapse/ https://eos.org/research-spotlights/antenna-towers-attract-additional-lightning-strikes C2µ6 vr� L */1 *r10$ V" �ee � Radio Frequency Radiation Measured in Ashland On June 12, 2021, two citizen scientists from Ashland's Oregon for Safer Technology (OST) measured radio -frequency radiation (RFR) levels in Ashland's five Main -Street intersections between Second and Water Streets. At each intersection, measurements were made in the north, east, south, and west directions at each of the four corners, NW, SW, SE, and NE. For each direction at each corner, two values of RFR power density in microwatts per square meter (microW / m2) were recorded: the highest average reading and the peak instantaneous reading. A summary of the measurements is provided in the letter to follow from Magda Havas, B. Sc, Ph.D., Professor Emeritus, Trent School of the Environment, Trent University, Peterborough, ON, Canada. Highest recorded values for Ashland have been entered in the Global EMF Monitoring Network and may be seen at the Web site created by Professor Havas, https: L/globalemf.net . Ashland's RFR score is in the high (red) range; and Professor Havas notes that maximum RF levels at two of the five Ashland intersections exceed 30,000 microW/m2, which can contribute to heart palpitations in those sensitive to RFR. The Building Biology Institute considers exposures above 1000 microW / m2 to be extreme for sleeping areas. Measurements were made with the Safe & Sound Pro -II RF meter at arm's length in the professional spatial sweeping motion. The main source of RFR in downtown Ashland is cell -phone -facility antennas mounted on building rooftops. OST Downtown Ashland RF Power Density Measurements (June 12, 2021) LOCATION Highest Average (µW/m Z) Peak Value (µW/mz) N E S W N E S W Intersection 1 NW 3200 4200 2500 1700 42,000 21,000 11,000 First& Main SW 4480 511 287 382 3,560 3,630 2,690 3,560 SE 3070 7330 4730 2870 25,600 62,200 53,700 31,200 NE 2200 2338 2200 1440 41,900 41,900 23,300 17,500 Intersection 2 NW 2000 1040 1540 2000 20,300 6,200 14,400 15,600 Pioneer & Main SW 1620 1080 1700 1300 1,540 10,400 12,600 7,330 SE 1890 1560 1350 3230 22,900 16,200 22,100 18,900 NE 1400 1600 1400 1300 5,200 2,000 10,800 12,600 Intersection 3 NW 1890 980 1400 2200 14,400 7,100 5,450 13,700 Oak & Main SW 185 104 142 149 3,420 1,350 1,820 3,490 SE 236 137 236 511 3,700 1,510 4,480 4,700 NE 2650 1200 720 500 23,700 11,700 12,100 10,500 Intersection 4 NW 307 172 212 175 10,000 13,300 5,450 6,090 Water & Main SW 6700 2520 1440 3420 50,200 51,900 54,500 47,400 SE 2800 4780 5450 7830 97,000 41,900 63,200 90,800 NE 130 126 110 120 2,000 1,260 2,040 970 Intersection 5 NW 737 1600 3000 1780 5,190 13,300 15,100 9,860 Second & Main SW 1280 683 637 1070 7,460 460 5,280 8,500 SE 647 269 470 923 3,170 3,120 2,920 5,370 NE 1750 1890 2790 1850 13,900 34,900 21,400 13,500 �R\O�eS ... one meot4re�� a c o S s ° 3 Am e August 111, 2021 To Whom it May Concern, On June 22, 2021, a Citizen Scientist (KM) monitored radio frequency radiation (RFR) in Ashland, Oregon between the hours of 12 —1:30 pm. Monitoring was at street corners along Main Street at five intersections between First and Second Street. Note: This monitoring is part of the Global EMF Monitoring Network and the results are available at globalEMF.net. The highest average and maximum values were recorded (Table 1) and these data are then summarized as the highest average value, the median value and the maximum value (Table 2) for comparative purposes with either other locations or the same location over time. Table 1. Radio frequency radiation monitored along Main Street at five intersections on June 22, 2021. The values each represent the average at all four corners at each intersection. Intersections along Main Radio Frequency Street; Ashland, Oregon Radiation (mitroW/m2) Number & Name average maximum 1 First St 4,480 41,9W 2 Pioneer St 2,000 22,900 3 Oak St 2,6S0 23,700 4 Water St 6,700 97,000 5 Second St 1,750 13,900 Table 2. Tabulation of radio frequency radiation in Ashland Oregon along Main Street for mapping. Radio Frequency Radiation RF Code (mitroW/m2) average` median maximum RF Code 6,700 23,700 97,000 8 amber red red • highest average recorded To provide some context, the numbers are color -coded (based on the traffic light analogy) for quick interpretation of the data. The following color -code is used: Green: less than 1000 microW/m2 [this is the Salzburg guideline for outdoor exposure] Amber: between 1000 and 10,000 Red: between 10,000 and 100,000 [this is the Russian guideline] Black: above 100,000 Note: the FCC guideline is 10,000,000 microW/m2; this guideline does not include biological effects other than heating and is one of the least protective guidelines globally. The final Radio Frequency Code for Ashland, Oregon along Main Street is an 8. This "code" goes from 3 to 12 with 3 representing communities that are "green" for all their readings and 12 representing communities that are entirely "black" (i.e. average, median, and maximum values are all black). Placing additional RF transmitters on or near this location will result in higher levels of radio frequency radiation. Levels at 30,000 microW/m2 can contribute to heart palpitations in those who are sensitive to this radiation. The maximum RF levels at 2 of the 5 intersections already exceed this level. Please let me know if you require more information. Sincerely, Magda Havas, B.Sc., Ph.D., Professor Emeritus, Trent School of the Environment, Trent University, Peterborough, ON, Canada.