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2024-07-16 Council Meeting
Council Business Meeting Agenda ASHLAND CITY COUNCIL BUSINESS MEETING AGENDA Tuesday, July 16, 2024 Council Chambers, 1175 E Main Street Live stream via rvtv.sou.edu select RVTV Prime. HELD HYBRID (In -Person or Zoom Meeting Access) Public testimony will be accepted for both general public forum items and agenda items. Please complete the online Public Testimony Form. Please submit your testimony no later than 10 a.m. the day of the meeting. I. CALL TO ORDER a. Land Acknowledgement" II. PLEDGE OF ALLEGIANCE III. ROLL CALL IV. MAYOR'S / CHAIR OF THE COUNCIL ANNOUNCEMENT V. APPROVAL OF MINUTES a. Minutes of the June 17, 2024 — Study Session Meeting b. Minutes of June 18, 2024 - Business Meeting VI. SPECIAL PRESENTATIONS a. SOREDI Presentation VII. CITY MANAGER REPORT City Manager Report a. City Manager Report July 16, 2024 Vill. PUBLIC FORUM 15 minutes — Public input or comment on City business not included on the agenda IX. CONSENT AGENDA a Approval of Liquor License for Science Works Museum X. PUBLIC HEARING a. Resolution 2024-20 Updating the Buildable Lands Inventory b. Second Reading - ORD 3240 An Ordinance for Right of Way Vacation for a Portion of Fern Street XI. UNFINISHED BUSINESS a. City Manager & City Attorney Search Update XII. NEW BUSINESS a. Committee Workplan Update b. Recommendation from SERJAC XIII. ORDINANCES, RESOLUTIONS AND CONTRACTS Page I of 2 PRAL Waa Pane 1 nf 931 Iral Council Business Meeting Agenda enda a. Budget Supplemental - Revenue Recognition for Parks and Fire Department XIV. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS XV. ADJOURNMENT In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Manager's office at 541.488.6002 (TTY phone number 1.800.735.2900). Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title 1). * Items on the Agenda not considered due to time constraints are automatically continued to the next regularly scheduled Council meeting [AMC 2.04.030.(D)(3)] ** LAND ACKNOWLEDGEMENT We acknowledge and honor the aboriginal people on whose ancestral homelands we work — the Ikirakutsum Band of the Shasta Nation, as well as the diverse and vibrant Native communities who make their home here today. We honor the first stewards in the Rogue Valley and the lands we love and depend on: Tribes with ancestral lands in and surrounding the geography of the Ashland Watershed include the original past, present and future indigenous inhabitants of the Shasta, Takelma, and Athabaskan people. We also recognize and acknowledge the Shasta village of K'wakhakha - "Where the Crow Lights" - that is now the Ashland City Plaza. ***Agendas and minutes for City of Ashland Council, Commission and Committee meetings may be found at the City website, ashlandorepon.gov. Page 2 of 2 Pane 2 of 231 ASHLAND CITY COUNCIL STUDY SESSION MINUTES June 17, 2024 CALL TO ORDER Mayor Graham called the meeting to order at 5:30 p.m. Mayor Graham and Councilors Hyatt, Dahle, Bloom, Hansen, and Kaplan were present. Councilor DuQuenne appeared via Zoom. II. PUBLIC FORUM 15 minutes - Public input or comment on City business not included on the agenda Debbie Neiswander/Ashland - Neiswander spoke of prohibited camping violations on the night lawn from January through May. It is difficult to track who has been expelled as there is no case number on the citations, and there was also an individual who was expelled and submitted an appeal within the timeline but was still not allowed on the premises. Neiswander asked that these items be included in the Police Chiefs annual report. III. APD Annual Report Police Chief Tighe O'Meara provided a summary of the presentation (see packet). O'Meara corrected some information in the use of force section of the report: 10 of the 11 suspects, not nine as written in the report, were male with one female; and one of the suspects identified as Hispanic while the rest identified as white, which was information the Council previously asked to be included. Graham noted the trend of the use of force declining over the years while the number of police contacts is increasing and would like to see the data on that in the future. Kaplan asked if the use of force was spread throughout the department or focused on a few individual officers. O'Meara explained this kind of report could be pulled and emphasized the need for context related to officer assignment when interpreting this information. O'Meara spoke about the downtown Enhanced Law Enforcement Area (ELEA) put in place in 2012 to address chronically negative behavior in the downtown area. Graham asked O'Meara for a report to council in six months before taking up conversation about forming a new ELEA in the area around the new police sub -station. Bloom expressed appreciation for data that was broken down quarterly. Hansen asked what seasons showed higher criminal activity and O'Meara responded that Summer and Fall have higher incidents compared to Winter and Spring. O'Meara noted the overall downward trend in criminality within the downtown ELEA since 2023. O'Meara then presented a data set for incidents in the parks noting mostly ordinance Pane 3 of ?31 violations. Hyatt asked about the increase in ordinance violations in the parks and O'Meara noted to examine that in the next report. O'Meara continued his report covering camping ordinance enforcement, noting 80 ordinance violations,12 misdemeanor citations, and five people taken into custody. O'Meara expressed confidence that officers were not issuing misdemeanor citations or taking people into custody until after receiving more than two violation -level citations. Hansen asked if the population on the night lawn is remaining the same or changing. O'Meara provided his sense that there was less overall presence. Kaplan asked about the nature of the citations on the night lawn. O'Meara responded that the majority was for refusing to leave the night lawn when asked to do so after the allowed camping hours. Kaplan asked if officer discretion in issuing citations is monitored and O'Meara responded that every complaint is considered seriously by himself or another senior officer. Kaplan asked if the policy regarding the night lawn is working given the increase in citations. Graham noticed the increase in citations was during the rainy months and discussed how the decision to allow campers to stay longer due to rain was made. Dahle asked O'Meara about the consistency in discretion made by the department and for his feedback to Council on the effectiveness of the night lawn ordinance. O'Meara spoke of feeling confident the department has been consistent with applying discretion. O'Meara heard of frustration with a lack of consistency in early -morning decision -making (regarding campers being allowed to stay longer due to rain). He added that his officers have been consistent, but they are still learning how to best enforce the new ordinance. O'Meara continued his presentation by comparing activity at the Exit 14 area, which is generally trending up, to activity downtown, which is generally trending down. Graham asked if the recent addition of the new police sub -station and increase in police patrol on the East side was contributing to the recent drop -in activity there. O'Meara responded that could be a contributing factor, adding other factors include the closing of the 2200 Ashland Street shelter and/or the presence of Opportunities for Housing, Resources, and Assistance (OHRA). Kaplan mentioned this was helpful information and asked that it become available on the City of Ashland website. Hansen asked if volunteer police department presence has contributed to a decrease in crime. O'Meara spoke of no significant correlation. Graham appreciated that the report included time before the pandemic for a broad look at the trends. Graham asked if the provision for a lawn expulsion to be stayed during an appeal process was a question for the court and how communication is made between the court system and the officers. O-Meara clarified that the appeal officer is the City Manager and recalled an instance where an expulsion was made on a Monday, with an appeal filed on Friday which was ruled on that same day and was not granted. Graham asked if proper communication was in place between the City Manager's office and the Police in general as the City Pane 4 of 231 navigates this new ordinance. O'Meara spoke that the process regarding appeals of expulsions from public spaces such as parks is not new and has been in place for a long time. IV. Utility Billing Update Finance Director Mariane Berry and Deputy Finance Director Bryn Morrision provided an annual overview of utility billing (see council packet). Morrison spoke that staffing is now at capacity after losing nearly all staff in the summer of 2023. Graham asked about restricted in -person hours. Morrison spoke that since the department moved out of City Hall, the office space is currently limited, and that staff are still undergoing training. Graham asked if the long-term plan was for more open hours. Morrison responded that since phone lines have opened the in -person traffic has drastically decreased. Berry added that the facility use plan will help guide future plans and will include reviewing American Disability Act requirements. Hyatt asked if the current staffing level was sufficient to deliver the desired services. Berry spoke that the department is evaluating similar operations in other municipalities to consider options. A pending application for the Rural Energy Savings Plan (RESP) loan from the USDA, upcoming upgrades to the Tyler Munis system, and exploration of other available software are other factors that may influence the future organization of the department. Morrison spoke that internal functionality improved with scheduled upgrades to the Tyler- Munis system in December 2023, and that the next upgrade should improve the customer's experience. Morrison spoke that the current budgeted staffing level for the Utility Billing department is 4.75 FTE and it manages about 14,000 accounts over four utilities: Electric, Water, Sewer, and Internet (co -managed with Ashland Fiber Network). The department also administers conservation, solar, and assistance programs. Berry compared the City's utility administration to other similar municipalities and spoke of the option to outsource assistance programs to volunteer organizations. Hyatt clarified that other similar municipalities are running on 4-6 FTE while handling one to two utilities and outsourcing assistance programs. Berry compared other available software costs to consider how these would integrate with online billing. Graham asked how many customer service calls were about functionality of the existing software and if investment in more functional software would alleviate the need for more staff. Kaplan asked if the current system with its December upgrade and scheduled upgrade could handle on -bill financing and net -metering. Morrison spoke that the current system can handle the on -bill financing with staff training and the new upgrade could help the net -metering be less of a time -intensive process. Berry added that very few municipalities offered net -metering. Morrison presented the upcoming upgrade that will increase functionality of resident access. Dahle asked if this would allow payment for other types of charges. Morrison clarified that Parks has its own portal, but this could include other payments such as OLCC license endorsement fees. Pane ..9 of 231 Morrison summarized the Solar programs that the new system upgrade aims to automate. The Grandfathered Solar Program credits the utility account at current retail rate for unused Kilowatt-hours (kWh). The Roll Over Solar Program rolls over the unused kWh for future months and credited the utility account at the wholesale rate on March 31 for accumulated unused kWh. The Virtual Net Meter program allows Solar kWh generated at one location to be allocated to other locations and unused KWh are credited after March 31. Berry discussed the delinquent billing process which restarted March 2024 with large outstanding accounts that total $1.4 million over 777 accounts. Berry requested an update to Ashland Municipal Code 14.02 to clarify and streamline the delinquent processing. Sabrina Cotta added that staff's concern is around bringing individual delinquent accounts into a public hearing. Bloom asked if these delinquent accounts started during COVID. Morrison confirmed that is when the Governor's order was implemented to prevent pursuit of delinquent accounts. Graham spoke that staff did a great job letting customers know about resources for assistance with expenses. Dahle spoke about the need to review the AMC to limit what is reviewed in a public hearing. Kaplan asked about the timelines for changes to ORD 14.02 and Berry responded it would take about two months. Bloom asked if staff explored a forgiveness program and Morrison spoke of the long-term payment plan option that was not previously offered. Graham asked how much has been resolved since this process began in March. Morrison spoke that in the month of May, the department saw $127,000 come in from the effort. Graham clarified with Morrison that the 777 accounts mentioned earlier do not include those that have arranged for a payment plan. Kaplan asked if staff received the direction they needed. Berry asked for guidance if it was prudent to continue with the resident access software, and about the delinquent utility processing as discussed. Graham spoke the software selection seemed like an administrative decision. Kaplan spoke of trusting staff to make that decision, and asked when discussion would resume around assistance programs. Berry spoke of a current water -rate study and suggested coming back in the fall. Bloom spoke in favor of moving to discuss a forgiveness program to clear the backlog of delinquent accounts. Cotta clarified the delinquent account process is a regular process but was deferred for several years, which is why the volume is so high. Cotta added that a forgiveness program would be a larger discussion for the Utility Board. Graham spoke of continuing with the current plan of addressing delinquent accounts and then considering options if there are remaining amounts. Hansen agrees with Graham and is open to the conversation down the road. Hansen wants to share solar energy to help folks who have a hard time paying bills. Kaplan spoke of wanting to discuss the discount program, which could include a forgiveness program component. Graham extended her gratitude for all the work Utility Billing has completed and is looking forward to the new utility billing interface. Pane Fi of 231 V. ADJOURNMENT The meeting was adjourned at 7:25 p.m. Respectfully Submitted by: City Recorder Alissa Kolodzinski Attest: Mayor Tonya Graham PanP 7 nf 231 ASHLAND CITY COUNCIL BUSINESS MEETING MINUTES June 18, 2024 5:30 p.m. Executive Session Mayor Graham, Councilors Hyatt, Bloom, Kaplan, and Hansen were present. Items discussed were: 1. To review and evaluate the employment -related performance of the chief executive officer of any public body, a public officer, employee or staff member who does not request an open hearing pursuant to ORS 192.660 (2) (i) 6 p.m. Regular Business Meeting* CALL TO ORDER Mayor Graham called the meeting to order at 6:05 PM a. Land Acknowledgement** Councilor Hyatt read the land acknowledgement. II. PLEDGE OF ALLEGIANCE Mayor Graham led the pledge of allegiance. III. ROLL CALL Mayor Graham, Councilors Hyatt, Bloom, Kaplan, and Hansen were present. DuQuenne appeared via zoom. Dahle was absent. IV. MAYOR'S/CHAIR OF THE COUNCIL ANNOUNCEMENT The Ashland City Band is starting concerts in Lithia Park, Thursdays at 7 pm, from June through August. a. Celebrating Juneteenth Proclamation Mayor Graham read the proclamation into the record. b. Pollinator Week Proclamation Mayor Graham read the proclamation into the record. V. APPROVAL OF MINUTES a. Minutes of the June 3, 2024 - Study Session Meeting b. Minutes of June 4, 2024 - Business Meeting Councilor Hansen/ Hyatt m/s to approve the June 3, 2024, Study Session and June 4, 2024, Business Meeting minutes. Roll Call Vote: Councilor Hyatt, Bloom, Kaplan, DuQuenne, and Hansen, YES. Motion passed. Pane 8 of 231 VL SPECIAL PRESENTATIONS Vl CITY MANAGER REPORT The Interim City Manager Sabrina Cotta spoke that City Offices are closed on June 19, 2024, for Juneteenth. Bonsai Day is June 22, 2024, at the Ashland Japanese Garden. Cotta added that fire season began June 1, 2024, and encouraged residents to be prepared and know your evacuation zone. More information can be found on the City of Ashland Website. \/I PUBLIC FORUM Sixti Sattorfield/Ashland - spoke about a desire for a ceasefire resolution as a humanitarian issue. Rory Noone/Ashland - expressed support for a ceasefire resolution in Gaza. Expressed concern that Council meetings start with land acknowledgment of the people moved off this land while not supporting a ceasefire. Jessica Johnson/Ashland - Read an anti -war speech written by a former US army ranger. Sitka Moss/Trail - Dismayed about the double hypocrisy with the land acknowledgment and pledge of allegiance. Read the resolution she would like the city to sign. Paul Mozina/Ashland - Concerned that none of the public comments were responded to regarding the telecommunications ordinance. Mozina is concerned that this ordinance is in conflict with federal law. Jamie Powell/Ashland - Spoke in support of a ceasefire and would like the city to declare a stronger stance on the issue. The house recently passed a bill to start a miliary draft. Images posted on social media are normalizing genocide of brown people. Tony Foster/Ashland - Spoke in favor of a ceasefire resolution. The US House of Representatives passed a measure that would automatically enroll men 18-26 with the selective service system. We need a ceasefire resolution while on the brink of world war. Ancient Hatfield/Ashland - via zoom - Spoke of concern about the 255 days and over 37,000 confirmed dead in Gaza. Spoke about statistics concerning the atrocities in Gaza. Spoke of needing a ceasefire resolution now, as this has gone on far too long. DC CONSENT AGENDA a. Liquor License Approval for O'Berons b. Contract Awards for Chemicals Acquisition Councilor Hyatt/DuQuenne m/s to approve the consent agenda as presented. Roll Call Vote: Councilor DuQuenne, Hyatt, Kaplan, Hansen, and Bloom. YES. Motion passed. X PUBLIC HEARING Second Reading - ORD 3237 An Ordinance Relating to Amending AMC 2.28 to add the Department of Innovations and Technology (DoIT) Graham open public hearing. No comments. Closed public hearing Bloom/ Kaplan m/s approval of second reading of Ordinance #3237, An Ordinance Amending AMC 2.28 to add The Department of Innovation and Technology. Discussion: none Roll Call Vote: Councilor DuQuenne, Hyatt, Kaplan, Hansen, and Bloom YES. Motion passed. Pane q of ?31 b. Second Reading - ORD 3241 An Ordinance for Right of Way Vacation of a Portion of Meadows Drive Scott Fleury took the podium. Graham open public hearing. No comments. Closed public hearing. Kaplan/ Hansen m/s to approve Ordinance Number 3241, an Ordinance relating to the vacation of a portion of Meadows Drive. Discussion: none Roll Call Vote: Councilor DuQuenne, Hyatt, Kaplan, Hansen, and Bloom YES. Motion passed. c. Second Readings on ORD 3238, an ordinance adopting amendments to Chapters 15.04; 15.10; 15.16; 15.20; and 15.36 of Title 15 "Buildings and Construction" and ORD 3239 amending section 2.22.101 "Established Membership of the Building Board of Appeals" of Title 2 "Administration" of the Ashland Municipal Code. Brandon Goldman, Director of Community Development, provided a brief overview of Ordinance 3238 and Ordinance 3239. Graham asked if there were any changes to either ordinance since the first reading and Goldman stated there were not. Graham open public hearing for Ordinance 3238. No comments. Closed public hearing. Hyatt/ Kaplan m/s to approve Second Reading of Ordinance 3238, AN ORDINANCE AMENDING CHAPTERS 15.04; 15.10; 15.16; 15.20; AND 15.36 OF TITLE 15. Discussion: Hyatt thanked Goldman and his team. DuQuenne spoke that this is an overreach, unnecessary, and she will not support it. Roll Call Vote: Councilor Hyatt, Kaplan, Hansen, and Bloom YES. DuQuenne NO. Motion passed 4-1. Goldman provided a brief overview of ordinance 3239. Goldman added there has been an appeals board for several years, but with Covid it has not been operative. A list of candidates that apply for seats on this board will be presented to the Council if second reading is approved. Graham open public hearing for Ordinance 3239. No comments. Closed public hearing. Hansen/ Bloom m/s to approve Second Reading of Ordinance 3239, AN ORDINANCE TO AMEND SECTION 2.22.101, ESTABLISHED MEMBERSHIP OF THE BUILDING BOARD OF APPEALS, CHAPTER 2.22 Discussion: no discussion Roll Call Vote: Councilor Hyatt, Kaplan, Hansen, and Bloom YES. DuQuenne, NO Motion passed 4-1 kl. UNFINISHED BUSINESS a. City Manager Performance Review Graham spoke that the City Council in its executive session reached a consensus regarding Sabrina Cotta's successful performance review. Both parties agreed to modify her contract to provide additional compensation. Pane in of xi Bloom/ Hyatt m/s to acknowledge the Councils agreement that Sabrina Cotta has successfully completed her scheduled performance review process and accept modifications to Sabrina's employment agreement to adjust her compensation in alignment with the positive results of a performance review. Discussion: Bloom thanked Cotta for her dedication to the people of Ashland. Receiving a positive review in the face of the many challenges in her role speaks to Cotta's qualifications. Hyatt added her gratitude to Cotta for a job well done in stepping up when the Ashland community needed a City Manager. Cotta not only fulfilled those duties, but others consistent with her prior position, and other director -level needs. Kaplan echoed appreciation for Cotta's hard work. Hansen spoke that it is apparent that the tasks are being completed both in the Deputy and City Manager positions along with taking on new initiatives. DuQuenne spoke of her appreciation for the work Cotta's has done, for her diligence and resilience in her position, but does not support the new contract amending her compensation. Graham spoke of appreciation of a job well done in communicating with both the public and the Council and streamlining that transfer of information. Graham has noticed a shift in focus towards helping staff do their job and receive needed training. Graham spoke she is not a voting member of this body but is pleased with Cotta's performance and fully supports the motion. Roll Call Vote: Councilor Hyatt, Kaplan, Hansen, and Bloom YES. DuQuenne NO. Motion passed 4-1. Graham spoke about the process as referred to by Hansen as clumsy. The Council would not typically need three executive sessions for a review. There is a new policy for these reviews, and the Council needed to go back and ask for additional information. Moving forward, the Council expects this to typically be a two -session process. In the future there will be two opportunities a year, sometime in May and September, for the City Manager to bring concerns to the Council that the staff have, and for Council to communicate any concerns without waiting for an entire cycle. This will allow two opportunities for that feedback to go both directions. XII. NEW BUSINESS a. SERJAC Report and Recommendation This item has been moved to the July meeting, where all committee chairs will come speak to the City Council about their work plans. XII I. ORDINANCES, RESOLUTIONS AND CONTRACTS XIV. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS Kaplan shared the Homeless Services Master Plan Subcommittee has been meeting every two weeks with the final meeting planned for Thursday June 20, 2024, and expects a report to Council soon. Graham shared the Ad -Hoc Committee for 2200 Ashland Street has started to meet and will be incorporating the information from the Homeless Services Master Plan process. Pane 11 of 221 There is no meeting the first week of July due to the holiday, so the next meeting is in mid -July as scheduled and noticed on the City of Ashland website. XV. ADJOURNMENT Bloom/ Hyatt m/s to adjourn. All were in favor. The meeting adjourned at 6:47 pm. Respectfully Submitted by: Attest: City Recorder Alissa Kolodzinski Mayor Tonya Graham pane 1 ? of ?31 •ai City g p Mana er"s Report 7.16.2024 CITY MANAGER'S OFFICE: • Fourth of July festivities were coordinated with the Ashland Chamber of Commerce and multiple City departments, including: o City Manager's Office o Fire o Legal o Parks and Recreation o Police o Public Works • The staff is in the process of transferring archived City Records to Laserfiche. This will include files from Commission and Committee meetings prior to the launch of our new website. Laserfiche is accessible at ashiandoregon.gov/ArchivedCityRecords. • Since the launch of the new website on May 22 through July 1, we've had 34,628 new visitors, ashlandoregon.gov. The top five search terms include: o Daniel Meyer Memorial Pool o Lithia Park o Report & Arrest Log o Pool o Parking The top five page visits include: o Home page o Utility Customer Service o Daniel Meyer Memorial Pool o News o Pay (Pay... Ambulance Membership, Court Fine, Parking Ticket, Utility Bill) • The July 2024 City Newsletter is available at ashlandoregon.gov/StayConnected. • Staff are developing a new cyberthreat annex in the Emergency Management Plan. • As part of the City's Community Response Plan, we have purchased 10 air monitors for City buildings. The selection points were based on public access and the desire to spread the monitors over a wide geographic area. • Training for new incident command software, Tablet Command, Inc, will take place July 17 and 19, and will include staff from Fire and Police. • The City evacuation zone map has been expanded and is now integrated with the rest of Jackson County. Page 1 of 3 I4 Pane 13 of 231 inna City g p Mana er's Report COMMUNITY DEVELOPMENT: On July 2, the Public Arts Advisory Committee announced the installation of decorative crosswalk art at the entrance of Lithia Park. The artwork was installed by the Ashland Streets Division just in time for the Fourth of July Festivities. The artwork called, "Walking Upstream," was selected from five submissions received following a Call to Artists issued by the City. The artwork was chosen by a selection committee including members of the Public Arts Advisory Committee, Historic Preservation Advisory Committee, Transportation Advisory Committee, representatives from adjacent businesses and citizens at large. More information at ashlandoregon.gov. FINANCE: • The City received the GFOA (Government Finance Officers Association) Budget Award for the 2023- 2025 Biennial Budget. • Reminder of Utility Billing customer service hours: o By Phone Monday -Friday 8 a.m. to 4:30 p.m. o In Person at the Ashland Senior Center Mondays or Wednesdays, 9 a.m. to 1 p.m. I At The Grove on Fridays, 9 a.m. to 1 p.m. • Fiscal Year 2024 is coming to a close and staff are preparing for year-end work. • Rolling out Accounts Payable Workflow, a process improvement designed to automate and improve the payables process by minimizing errors, redundancies, lost invoices and so on. Implementation is in progress and the intent is to save time and reduce issues citywide and manage payables timely. FIRE: • The fire danger in Ashland increased to HIGH as of July 1. Additional restrictions are in place. Information at ashlandoregon.gov. HUMAN RESOURCES: On Tuesday, August 20,10 a.m. to Noon, will be the Anti -harassment Training make-up day for any staff that missed it prior. This is mandatory for staff who did not attend the training earlier this year. Elected officials are welcome to attend. • On August 20 and 21, a Supervisor Training will be held. PARKS & RECREATION: • APRC (Ashland Parks & Recreation Commission) has selected Rocky Houston as the new Director for Parks and Recreation. Rocky started July 15. • In the process of hiring a new Golf Course Manager. Second interviews have been held. The new manager will help spearhead improvements at Oak Knoll. • Amber Shroy is the new Administrative Assistant for the Recreation Division. She started July 1 and will work Mon, Wed and Fri at The Grove, and Tue and Thu at the North Mountain Park Nature Center. • Contracted with Architectural Resources Group to assist with the restoration of the Butler Perozzi Fountain in Lithia Park. Page 2 of 3 �r Pane 14 of 231 ••ka City Manager's Report PUBLIC WORKS: • As of July 1, all janitorial services for the City will be in-house. • Staff took part in an emergency preparedness class with our Emergency Management Coordinator. WHAT'S COMING UP in JULY? • The Daniel Meyer Memorial Pool is open for the season for open lap swim and evening programs. Visit ashlandoregon.gov/Swim for more information on the daily schedule and programs. • Ashland Folk Collective Summer Sounds on July 29, 6 to 9 p.m. in Lithia Park at the Butler Memorial Bandshell, featuring Blitzen Trapper. This free concert is aimed to unite the community and enhance Ashland's cultural scene. Enjoy food trucks, shaved ice and a beer garden. Details for this family -friendly event at ash la ndfolkcollective.com. • The City Band Summer Concert series is underway. The Band offers a free concert in Lithia Park every Thursday at 7 p.m. - Details at ashlandoregon.gov. • For a list of July programs, see the June City Newsletter, ashiandoregon.gov1StayConnected. Page 3 of 3 tr Pane 15 of 2,11 �� Council Business Meeting Date: July 16, 2024 Agend a Item [Approval of Liquor License for Science Works Museum From Alissa Kolodzinski, City Recorder Conta Ct alissa.kolodzinski@ashland.or.us SUMMARY This is a request for approval of a liquor license application for Science Works Museum 1500 E Main St. Ashland. POLICIES, PLANS & GOALS SUPPORTED AMC Chapter 6.32 Liquor License Review BACKGROUND AND ADDITIONAL INFORMATION This is an application for a New Outlet — Nonprofit Private Club FISCAL IMPACTS N/A SUGGESTED ACTIONS, MOTIONS, AND/OR OPTIONS Ashland Fire, Polie, and Planning support this application. I move to approve the liquor license for Science Works. REFERENCES & ATTACHMENTS 1. ScienceWorks OLCC application_Redacted Page 1 of 1 1" Pane 16 of 2,11 a ��y a �OI�C(,�y OREGON LIQUOR & CANNABIS COMMISSION LIQUOR LICENSE APPLICATION MMISstp Instructions 1. Complete and sign this application. 2. Prior to submitting this application to the OLCC, send the completed application to the local government for the premises address to obtain a recommendation. — If the premises street address is within a city's limits, the local government is the city. — If the premises street address is not within a city's limits, the local government is the county. 3. You can submit the application to the OLCC if: 1. You have WRITTEN documentation showing the date the local government received the application or; 2. The local government has provided you their recommendation. ALL forms and documents must be a PDF attachment 4. Email the PDF application that contains the local government recommendation or proof of submission to: OLCC.LiguorlicenseApplication@oregon.gov. 5. Do not include any license fees with your application packet (fees will be collected at a later time). When it's time to pay the license fee you must pay the full yearly fee for the current license year (the license fee will not be prorated). if you pay in the last quarter of your license year you must also pay the yearly fee for the next license year. License Request Options - Please see the general definitions of the license request options below. • New Outlet: The licensing of a business that does not currently hold an active liquor license. • Change of Ownership: The request to completely change the licensee of record at a licensed business. • Greater Privilege: The request to change from an Off -Premises to a Limited or Full On -Premises Sales license OR from a Limited to Full On -Premises Sales license. • Additional Privilege: The licensee currently holds an active liquor license at the premises and that same licensee would like to request to add an additional different liquor license type at that same premises location. Additional Information Applicant Identification: Please review OAR 845-006-0301 for the definitions of "applicant" and "licensee" and OAR 845-005-0311 to confirm that all individuals or entities with an ownership interest (other than a waivable ownership interest, per OAR 845-005-0311(6)) in the business have been identified as license applicants on this document. If you have a question about whether an individual or entity needs to be listed as an applicant for the license, discuss this with the OLCC staff person assigned to your application. Premises Address: This is the physical location of the business and where the liquor license will be posted. Applicant Signature(s): Each individual listed in the applicant information box on page 2 (entity or individuals applying for the license) must sign the application. If an applicant listed in the applicant information box on page 2 is an entity (such as a corporation or limited liability company), at least one member or officer of the entity must sign the application. Applicant/Licensee Representative(s): In order to make changes to a license or application or to receive information about a license or application by someone other than the applicant/licensee you must: -- Complete the Authorized Representative Form designating a person/entity to act on your behalf and submit with the application. For help with this application or any related documents or processes, email olcc.alcohollicensinp@oregon.gov. ana`ITnf 931 LIQUOR LICENSE APPLICATION Page 1 of 4 Check the appropriate license request option: 44�w Outlet 1 ❑ Change of Ownership 1 ❑ Greater Privilege I ❑ Additional Privilege Select the license type you are applying for. More information about all license types is available online. Full On -Premises ❑Commercial ❑ Caterer ❑Public Passenger Carrier ❑Other Public Location ❑For Profit Private Club (Nonprofit Private Club Winery ❑Primary location Additional locations: 02nd 03rd 04th 05th Brewery ❑ Primary location Additional locations: 02nd 03rd Brewery -Public House ❑ Primary location Additional locations: 02nd 03rd Grower Sales Privilege ❑ Primary location Additional locations: 02nd 03rd Distillery ❑ Primary location Additional tasting locations: (Use the DISTT form HERE) ❑ Limited On -Premises ❑ Off Premises ❑ Warehouse ❑ Wholesale Malt Beverage and Wine LOCAL GOVERNMENT USE ONLY LOCAL GOVERNMENT After providing your recommendation, return this form to the applicant WITH the recommendation marked below Name of City OR County (notboth) Please make sure the name of the Local Government is printed legibly or stamped below Date application received: Optional: Date Stamp Received Below ❑ Recommend this license be granted ❑ Recommend this license be denied ❑ No Recommendation/Neutral Printed Name Signature Trade Name Date OLCC Liquor License Applicatiorti�iev.A t5 n 10.$ 23} f ii 1 an LIQUOR LICENSE APPLICATION Page 3 of 4 TERMS • "Real property" means the real estate (land) and generally whatever is erected or affixed to the land (for example, the building) at the business address. • "Common area" is a privately owned area where two or more parties (property tenants) have permission to use the area in common. Examples include the walking areas between stores at a shopping center, lobbies, hallways, patios, parking lots, etc. An area's designation as a "common area" is typically identified in the lease or rental agreement. ATTESTATION -- OWNERSHIP AND CONTROL OF THE BUSINESS AND PREMISES • Each applicant listed in the "Application Information" section of this form has read and understands OAR 845-005-0311 and attests that: 1. At least one applicant listed in the "Application Information" section of this form has the legal right to occupy and control the real property proposed to be licensed as shown by a property deed, lease, rental agreement, or similar document. 2. No person not listed as an applicant in the "Application Information" section of this form has an ownership interest in the business proposed to be licensed, unless the person qualifies to have that ownership interest waived under OAR 845-005-0311. 3. The licensed premises at the premises street address proposed to be licensed either: a. Does not include any common areas; or b. Does include one or more common areas; however, only the applicant(s) have the exclusive right to engage in alcohol sales and service in the area to be included as part of the licensed premises. • In this circumstance, the applicant(s) acknowledges responsibility for ensuring compliance with liquor laws within and in the immediate vicinity of the licensed premises, including in portions of the premises that are situated in "common areas" and that this requirement applies at all times, even when the business is closed. 4. The licensed premises at the premises street address either: a. Has no area on property controlled by a public entity (like a city, county, or state); or b. Has one or more areas on property controlled by a public entity (like a city, county, or state) and the public entity has given at least one of the applicant(s) permission to exercise the privileges of the license in the area. OLCC Liquor License Application ft,( 0.2M3(f 2- LIQUOR LICENSE APPLICATION Page 2 of 4 APPLICANT INFORMATION Identify the applicants applying for the license. This is the entity (example: corporation or LLC) or individual(s) applying for the license. Please add an additional page if more space is needed. Name of entity or individual applicant #1: Name of entity or individual applicant #2: p ACC l Name of entity or individual applicant #3: Name of entity or individual applicant #4: BUSINESS INFORMATION Trade Name of the Business (name customers will see): (�' 11 nn Premises street address (The physical location of the business and where the liquor license will be posted): ` 1�� Cit Zip Code-: County: Busines phone num er- Business email: Business mailing address (where we will send any items by mail as described in OAR 845-004-0065i11.): City: State, Zip Code: coD p�64� h Does the business address currently have an OLCC Does the business address currently have an OLCC liquor license? ❑Yesl)M lL marijuana license? ❑Yes/tIlqo- APPLICATION CONTACT INFORMATON — Provide the point of contact for this application. If this individual is not an applicant or licensee, the Authorized Representative Form must be completed and submitted with this application. Application Contact Name: N @eJ'5'\RJ DI —a nn+c• lini.nr lironca i%nnlirn+innc orn rarnrAc OLCC Liouor License AwlicationfNevift-10W 231 LIQUOR LICENSE APPLICATION Page 4 of 4 Applicant Signature(s): Each individual listed in the applicant information box on page 2 (entity or individuals applying for the license) must sign the application. If an applicant listed in the applicant information box on page 2 is an entity (such as a corporation or limited liability company), at least one member or officer of the entity must sign the application. e Each applicant listed in the "Application Information" section of this form has read and understands OAR 845-006-0362 and attests that: 1. Upon licensure, each licensee is responsible for the conduct of others on the licensed premises, including in outdoor areas. 2. The licensed premises will be controlled to promote public safety and prevent problems and violations, with particular emphasis on preventing minors from obtaining or consuming alcoholic beverages, preventing over -service of alcoholic beverages, preventing open containers of alcoholic beverages from leaving the licensed premises unless allowed by OLCC rules, and preventing noisy, disorderly, and unlawful activity on the licensed premises. I attest that all answers on all forms and documents, and all information provided to the OLCC as a part of this application, are true and complete. Applicant na a Sig a r Date Applicant name Signature Date Applilcant name Signature Date Applicant name Signature Date. Applicant/Licensee Representative(s): If you would like to designate a person/entity to act on your behalf you must complete the Authorized Representative Form. You may submit the form with the application or anytime thereafter. The form must be received by the OLCC before the representative can receive or submit information for the applicant. Please note that applicants/licensees are responsible for aft Information provided, even If an authorized representative submits additional forms on behalf of the applicant. OLCC Liquor License Applicationp*h p.. 5&F ff 231 r"=, Council Business Meeting Date: July 16, 2024 Agenda Item Resolution 2024-20 Updating the Buildable Lands Inventory From Brandon Goldman, Director of Community Development Contact brandon.goldman@ashland.or.us SUMMARY Staff is requesting the City Council approve Resolution 2024-20 updating the City's Buildable Lands Inventory (BL presented for Council review. The 2024 BLI update provides an assessment of the capacity of land within the City Ashland and Urban Growth Boundary to accommodate future residential and commercial development. POLICIES, PLANS & GOALS SUPPORTED Ashland Comprehensive Plan Housing Element Chapter VI Goal (6.10.04): Forecast and plan for changing housing needs over time in relation to land supply and housing production. 1. Policy 22: Maintain a data base that includes, measurement of the amount of vacant land and land consumption, housing conditions, land use, land values, and any other pertinent information. Urbanization Element Chapter XII 1. Appendix A entitled "Technical Reports and Supporting Documents" State of Oregon Statewide Planning Goal 10 (Housing): Buildable lands for residential use shall be inventoried, and plans shall encourage the availability of adequate numbers of housing units at price ranges and rent levels which are commensurate with the financial capabilities of Oregon households and allow for flexibility of housing location, type, and density." Oregon Revised Statutes 197.296: Factors to establish sufficiency of buildable lands within urban growth boundary. BACKGROUND AND ADDITIONAL INFORMATION The City Council held a study session on June 3rd, 2024 to discuss the draft Buildable Lands Inventory (BLI). The BLI report is presented this evening for formal adoption by approval of Resolution 2024-20. The City's BLI was last updated in 2019. This inventory offers a comprehensive list of vacant and underdeveloped residential and commercial lands within the City's existing Urban Growth Boundary (UGB) and City Limits. It is important to note that the inventory does not imply that all identified vacant or partially vacant properties are currently available for development; rather, it indicates that these properties have the potential to be developed in the future. An ordinance presented and approved in 2011 (ORD#3055) amended Appendix A of the Ashland Comprehensive Plan to include the BLI by reference as a technical support document of the Ashland Comprehensive Plan's chapter on Urbanization (Chapter XII). This ordinance amendment directed that future updates of the BLI are to be approved by resolution of the City Council to account for land consumption through development and other changes in land supply. A new resolution adopting the 2024 BLI is to be presented to the City Council for consideration on July 16, 2024. The prior adopted Buildable Lands Inventories (adopted in 1999, 2005, 2011, and 2019) do not reflect development that has occurred subsequent to their adoption dates. The BLI currently presented (Exhibit A) reflects recent development and land consumption through December of 2023. This update of buildable lands provides an adequate factual basis to evaluate developable land availability within Ashland's Urban Growth Boundary and City Limits. Page 1 of 3 Pane 21 of 211 Irsi Council Business Meeting A buildable lands inventory (BLI) is an assessment of a city's development capacity. The BLI is used to assess if the Urban Growth Boundary (UGB) has enough land to meet the community's 20-year housing needs. The updated 2024 BLI document, and associated Geographic Information System (GIS) database, quantifies buildable areas for all tax lots within the City's UGB, including information regarding the following: • Capacity of each parcel to accommodate future residential dwellings or commercial development; • Cumulative buildable acreage by parcel, zoning and comprehensive plan designation; • Cumulative dwelling unit capacity by parcel, zoning and comprehensive plan designation. • Projected population growth; 1. 2022-2072 Coordinated Population Projection: Portland State University Population Research Center. • Household size and housing characteristics and residential housing need 1. 2021 Ashland Housing Capacity Analysis In combination with the Housing Capacity Analysis (2021), Housing Production Strategy (2023), this updated BLI allows the City to assess whether or not there exists a 20 year supply of buildable land to accommodate future housing and business development in consideration of zoning allowances, physical constraints, and expected residential and commercial growth. Using the spatial analysis tools in the GIS, the area of each individual parcel that was constrained by steep slopes (over 35%), flood zones (FEMA 100yr. floodplain), and impervious surface was calculated to better assess the likely level of future development on the property. The resultant figure was called `Net Buildable Acres' and informed an adjustment to the number of dwelling units that may be developed in the future. Key Findings: • Within the City limits there are 288 net buildable acres across all zones. There are 630 net buildable acres of land within the UGB out of a gross area of 985 acres. Over the last 13 years the city has consumed 10.2 acres per year. • In May of 2021, the City completed a Housing Capacity Analysis (FICA) which determined that Ashland has a demand for 858 new dwellings for the expected population increase over the next twenty-year period. • Within the City it is estimated that 1,407 dwellings can be accommodated. The area in the UGB is projected to be able to support an additional 1,303 possible dwellings for a total of 2,710 dwellings in the combined City Limits and UGB. Over the last six fiscal years the city has produced 90 dwellings units per year. • The 2024 BLI demonstrates that adequate land exists within the City -Limits and UGB to accommodate the number and types of residential units needed (Single-family & Multi -family) for the next 20 years . FISCAL IMPACTS Approval of the proposed resolution updating the Buildable Lands Inventory will have no financial impact to the City. Adoption of the BLI further provides a factual basis regarding land inventory information to support ongoing projects including an Economic Opportunities Analysis and Climate Friendly Area planning efforts. SUGGESTED ACTIONS, MOTIONS, AND/OR OPTIONS The Planning Commission reviewed the draft BLI report at a public hearing during their regular meeting on May 14th, 2024, and recommended approval of the attached Resolution adopting the Buildable Lands Update as presented. Staff recommends approval of the resolution updating the BLI technical document as presented. Recommended Motion: Page 2 of 3 Pane 24 of 2*11 vans Council Business Meeting I move to approve Resolution No. 2024-20 updating the City's Buildable Lands Inventory as a Technical Support Document of the Comprehensive Plan. REFERENCES & ATTACHMENTS 1. BLI_Resolution _2024-20 07162024 2. 2024 B L 1_Re port_07162024 3. 2024 B L I _M AP_07162024 Page 3 of 3 WWII Pane 25 of 231 RESOLUTION NO. 2024-20 A RESOLUTION ADOPTING AN AMENDMENT TO THE ASHLAND COMPREHENSIVE PLAN UPDATING THE BUILDABLE LANDS INVENTORY AS A TECHNICAL SUPPORTING DOCUMENT OF THE URBANIZATION ELEMENT. RECITALS: A. The City of Ashland (City), in accordance with ORS 197.296(2) is required to demonstrate that its comprehensive plan provides sufficient buildable lands within the urban growth boundary established pursuant to statewide planning goals to accommodate estimated housing needs for 20 years; and B. A comprehensive Buildable Lands Inventory is essential for a city to effectively plan for future growth, ensuring adequate land availability for housing, commercial, and industrial development to meet the community's needs and economic goals; and C. The City last updated the Buildable Land Inventory in 2019 and was approved by City Council Resolution No. 2020-01; and D. Land consumption by development within the City of Ashland that has occurred following the adoption of the 2019 Buildable Lands Inventory necessitates an update to accurately reflect the current inventory of land available for development, ensuring the city's planning efforts are based on the most current and accurate data; and E. The City, in accordance with Section 18.5.9 of the City of Ashland Municipal Code, initiated a Type III Legislative amendment to the City's Comprehensive Plan to update the City's Buildable Land Inventory and the official Buildable Lands Inventory Map; and F. The Buildable Land Inventory update does not amend any policies of the Ashland Comprehensive Plan, but only serves to provide a factual accounting of the City's buildable land inventory; and G. The Ashland Planning Commission conducted a duly noticed public hearing on May 14, 2024 at which time it reviewed the City staff report and Buildable Land Inventory; and H. The City Council approved Ordinance No. 3055 on November 15, 2011, directing that updates of the Buildable Lands Inventory, a Technical Report in in support of Chapter XII [Urbanization] of the Ashland Comprehensive Plan, may be approved by Resolution of the Council to account for consumption of land by development, and redevelopment, as reflected in the issuance of Building Permits by the City. THE CITY OF ASHLAND HEREBY RESOLVES AS FOLLOWS: Resolution No. 2024-XX Page 1 of 2 Pane 26 of 231 SECTION 1. The City of Ashland City Council does hereby accept, the 2024 update of the Buildable Land Inventory as set forth in attached Exhibit "A" for final consideration and adoption. SECTION 2. This resolution is effective upon adoption. This resolution was duly PASSED and ADOPTED this day of July 2024, and takes effect upon signing by the Mayor. Alissa Kolodzinski, City Recorder SIGNED and APPROVED this day of 52024 Tonya Graham, Mayor Reviewed as to form: Douglas M. McGeary, Acting City Attorney Resolution No. 2024-XX Page 2 of 2 Pane 27 of 231 CITY OF AS LAN D Buildable Lands Inventory • .ram � t '- ..�► "� ,.�.- Y r- 3 2024 Presented to the City Council for Adoption by Resolution 2024-20 on 7/16/2024 THIS PAGE INTENTIONALLY LEFT BLANK PaaP 29 of 211 EXECUTIVE SUMMARY..........................................................................................................1 INTRODUCTION........................................................................................................................1 SECTION 1: BUILDABLE LAND INVENTORY.................................................................... 2 LAND USE CLASSIFICATIONS....................................................................................................... 2 DEFINITIONS AND COMMON TERMS.............................................................................................. 4 LANDINVENTORY........................................................................................................................ 5 QUANTIFYING LAND AVAILABILITY & METHODOLOGY.............................................................. 5 BUILDABLELAND........................................................................................................................ 6 DWELLING UNIT ASSESSMENT................................................................................................... 12 CITYPROPERTY- PUBLIC USE.................................................................................................... 15 SECTION 2: DEMOGRAPHICS.............................................................................................. 16 AMERICAN COMMUNITY SURVEY(ACS)................................................................................... 16 POPULATIONGROWTH............................................................................................................... 17 POPULATION MAKEUP............................................................................................................... 18 PERSONS PER HOUSEHOLD........................................................................................................ 23 SINGLE FAMILY HOME SIZES..................................................................................................... 24 STUDENT POPULATION AND HOUSING....................................................................................... 25 SECTION 3: CONCLUSION, SUFFICIENCY OF LAND, HOUSING SUPPLY .............. 25 SUFFICENCY OF LAND................................................................................................................ 25 HOUSING PRODUCTION.............................................................................................................. 26 APPENDIX A —BUILDABLE LANDS INVENTORY MAP .................................................... I APPENDIX B — OREGON ADMINISTRATIVE RULES ...................................................... II Pane m of ?:11 Tables Table1 - Residential Density.......................................................................................................... 3 Table 2 - Total Net Buildable acreage (V&PV) City Limits.......................................................... 8 Table 3 - Total Net Buildable Acreage (V&PV) UGB alone......................................................... 8 Table 4 - Total Net Buildable acreage (V&PV) UGB & City Limits ............................................ 8 Table 5 - Total Net Buildable Acreage by Comprehensive Plan (V&PV) City Limits .................. 9 Table 6 - Total Net Buildable Acreage By Comprehensive Plan (V&PV) UGB alone ............... 10 Table 7 - Total Net Buildable Acreage by Comprehensive Plan (V&PV) UGB & City Limits.. 11 Table 8 - Total Net Buildable Acreage By City Zone (V&PV) City Limits ................................ 12 Table 9 - Potential Dwelling Units by Zoning Designation, City Limits ..................................... 14 Table 10 - Potential Dwelling Units by Comprehensive Plan Designation UGB & City Limits. 15 Table 11 — Table 2 from PSU Jackson County Coordinated Population Forecast 2022-2072..... 17 Table 12 - Ashland Housing Tenure, Comparison 2013-2017 vs 2018-2022 .............................. 23 Table 13 - HCA Forecast of demand of dwellings....................................................................... 26 Table 14 - Residential Production................................................................................................. 26 Table15 - Land Consumption...................................................................................................... 27 Figures Figure 1 — Potential Dwelling Units by Comprehensive Plan Designation .................................. 13 Figure 2 - Ashland Historic and Projected Population 1940-1972............................................... 18 Figure3 - Age Cohort over time................................................................................................... 19 Figure 4 - Ashland Population Pyramid........................................................................................ 19 Figure 5- Comparing Population Distribution by Age................................................................. 20 Figure 6 - Population by Age and Sex.......................................................................................... 20 Figure 7 - Population Distribution by Sex per Age Group........................................................... 21 Figure 8 - Ashland Population by Race/Ethnicity........................................................................ 22 Figure 9 — Comparing Ashland vs Jackson County Race/Ethnicity............................................. 22 Figure 10 —Comparing Household Size....................................................................................... 24 Figure 11 - Home Size (National, by region; US Census CHARS) ............................................. 25 Pane '11 of 931 Acronyms used in this Document: BLI Buildable Lands Inventory CFA Climate Friendly Area CFEC Climate Friendly and Equitable Community DLCD Department of Land Conservation & Development EOA Economic Opportunity Analysis FEMA Federal Emergency Management Agency GIS Geographic Information System HDR High Density Residential HCA Housing Capacity Analysis HPS Housing Production Strategy LDR Low Density Residential MFR Multi -Family Residential OAR Oregon Administrative Rule ORS Oregon Revised Statute PPH Persons per Household SFR Single Family Residential SR Suburban Residential UGB Urban Growth Boundary Pane .12 of 231 l<CITY OF ASHLAND 6egek 2024 Buildable Lands Inventory Executive Summary This technical document, and corresponding map, provides detailed information regarding the amount of buildable lands within the City and Urban Growth Boundary (UGB) as of the end of 2023. The process of conducting a Buildable Lands Inventory (BLI) is essentially an exercise in quantifying available land suitable for development within the City of Ashland's political boundary. Under statewide planning goals a BLI is utilized to assess whether the combined City Limits & UGB contain enough land to satisfy the community's twenty-year housing and commercial land need. The inventory should not be construed to mean all properties identified are presently "readily developable," but rather over the next fifty -years are likely to become available for development. In May of 2021, the City completed a Housing Capacity Analysis (HCA) which determined that Ashland has a demand for 858 new dwellings over the next twenty-year period. This Buildable Lands Inventory shows that the City of Ashland has the potential development capacity of 1,407 dwellings within the city limits, and an additional 1,303 possible dwellings possible within the UGB. This capacity exceeds the forecasted demand for new dwellings and demonstrates that there is sufficient buildable land for the projected demand over the twenty-year period. Introduction The purpose of conducting an update of the "Buildable Lands Inventory" (BLI) is to quantify the amount vacant and partially -vacant land available within the political boundaries of the City of Ashland (City Limits and Urban Growth Boundary). In combination with the Housing Capacity Analysis (2021), Housing Production Strategy (2023), a BLI allows a community to determine whether or not there exists an adequate supply of buildable land to accommodate future housing and business development. The BLI was last updated in 2019. The BLI is prepared in accordance with OAR 660-038-0060 requiring that cities maintain a buildable lands inventory within the urban growth boundary (UGB) sufficient to accommodate the residential, employment and other urban uses such as public facilities, streets, parks and open space needed for a 20-year planning period. The BLI is effectively an analysis of exiting development capacity. The use of the City's geographic information systems (GIS) enables the City to evaluate development potential using 4 basic steps: 1. Identify both developed and vacant properties throughout the City and Urban Growth Boundary. 2. Calculate development potential in terms of number of future single-family residential lots, multifamily housing units, and available commercial lands. 2024 City of Ashland BLI pg. 1 Panes'13 of 231 3. Identify development parcels that significantly underutilize their allowed (or proposed) development capacity; 4. Quantify physical constraints to development (steep slopes, floodplains, etc) to refine estimated development capacity on a parcel -by -parcel basis. If it is determined that future population growth, or economic development, will require more buildable land than is available, the community's governing bodies can make informed decisions, and implement appropriate measures to provide for the unmet housing and commercial land needs. As a companion document to the BLI the Housing Capacity Analysis provides data necessary to determine the mix of housing types will be needed to accommodate population growth and demographic changes. The City recently completed a Housing Capacity Analysis in 2021 and a Housing Production Strategy in 2023. In combination with this BLI, those documents will allow the City to assess whether the supply of available residential land is sufficient to accommodate each needed housing types through the 20-year planning period. In 2024-2025 the City will complete an Economic Opportunity Analysis update, which will forecast the demand for employment, commercial and industrial lands, This 2024 BLI will inform whether an adequate supply of land zoned for commercial uses is available to meet this forecasted demand. Section 1: Buildable Land Inventory A buildable lands inventory (BLI) is a state -required assessment of a city's development capacity, including the amount of buildable land available, and how that capacity can accommodate future housing. The BLI is used to assess if the Urban Growth Boundary (UGB) has enough land to meet the community's 20-year housing needs. The inventory does not indicate that all properties are immediately ready for development, but rather that they are capable of development. Land Use Classifications The BLI maintains an accounting of all lands within Ashland's Urban Growth Boundary (UGB) by Comprehensive Plan designation and by zoning designation within the city limits. Each City zone relates to a specific Comprehensive Plan designation as shown below. The BLI provides an assessment of buildable land for both the Comprehensive Plan and Zoning designations. Comprehensive Plan Zoning Suburban Residential Residential - Suburban (R-1-3.5) Single Family Residential Residential - Single-family (R-1-10, R-1-7.5, R-1-5) Low Density Residential Residential Low Density (R-1-10) Residential - Woodland (WR) Residential - Rural (RR) Multi -Family Residential Residential - Low Density Multiple Family (R-2) High Density Residential Residential - High Density Multiple Family (R-3) 2024 City of Ashland BLI pg. 2 PaC7P. �4 nf 2:11 Commercial Commercial (C-1) Downtown Commercial - Downtown (C-1-D) Employment Employment (E-1) Industrial Industrial (M-1) Health Care Health Care Services Zone (HC) Croman Mill Croman Mill District Zone (CM) includes various district zones (CM -NC, CM -MU, CM -OE, CM -CI, CM -OS) Normal Neighborhood Normal Neighborhood District (NN) includes various district zones (NN-1-3.5, NN-1-3.5 C, NN-1-5, NN-2) North Mountain Neighborhood North Mountain Neighborhood (NM) includes various district zones (NM-R-1-7.5, NM-R-1-5, NM-MF, NM-C, NM -Civic) Southern Oregon University Southern Oregon University (SOU) City Parks Various zones Conservation Areas Various zones The residential densities used to determine the number of dwelling units expected per acre of land for all zones and Comprehensive Plan designations is provided in Table 1. Table I - Residential Density R-1-3.5 MWWdl 7.2 units per acre Suburban Residential (SR), Townhouses, Manufactured Home R-1-5 & R-1-5-P 4.5 units per acre Single -Family Residential (SFR) R-1-7.5 & R-1-7.5-P 3.6 units per acre Single -Family Residential (SFR) R-1-10 & R-1-10-P 2.4 units per acre Single -Family Residential (SFR) R-2 13.5 units per acre Multi -Family Residential (MFR) R-3 20 units per acre High Density Residential (HDR) RR-.5 & RR-.5-P 1.2 units per acre Rural Residential, Low -Density (LDR) HC 13.5 (as R-2) Health Care WR Slope contingent Woodland Residential RR-1 0.6 units per acre Rural Residential, Low -Density (LDR) 2024 City of Ashland BLI pg. 3 Pane '15 of 231 Definitions and common terms The following definitions were used in evaluating land availability: Buildable Land Residentially and commercially designated vacant, partially vacant, and, at the option of the local jurisdiction, redevelopable land within the urban growth boundary that is not severely constrained by natural hazards, (Statewide Planning Goal 7) or subject to natural resource protection measures (Statewide Planning Goals 5 and 15). Publicly owned land is generally not considered available for residential use. Land with slopes of 35-percent or greater and land within the 100-year flood plain was not considered buildable in conducting this BLI. For the purposes of updating the Buildable Lands Inventory, "redevelopable lands" as defined below were not included as `Buildable Land". This is consistent with the methodology used in previous Buildable Lands Inventory's methodologies for identifying properties with additional development potential. Properties considered "Redevelopable" that otherwise had further development potential, were included instead in the "Partially Vacant" category in order to capture that net buildable land area. Residential Density The number of units per acre (density) for residential properties with development potential was determined by referencing the base densities established in the City's zoning ordinance. The density allowance coefficient (e.g. 13.5 dwelling unit per acre in the R-2 zone) was initially established to include accommodations for needed public facilities land, thus a "gross buildable acres"- to- "net buildable acres" reduction, specifically to accommodate future public facilities, has been omitted. Vacant Vacant lots were those parcels that were free of improvements (structures) and were available for future residential or commercial development. Alternative designations were assigned to those parcels that, although physically vacant, were not considered suitable for residential or commercial development. Vacant/Undevelopable = Unbuildable acres due to physical constraints including: 1) with slopes in excess of 35% 2) within the floodway 3) within the 100-year flood plain 4) in resource protection areas Vacant/Airport = Land reserved for Ashland Municipal Airport uses. Vacant/Open Space = land reserved as private open space Vacant/Parks = land reserved as public parks and open space Vacant/Parking = paved parking lots Partially Vacant Partially vacant lots were determined to have buildable acreage if the lot size was equal to, or greater than, the minimum lot size requirements set for residential density [in each zone]. In Commercially zoned lands, those parcels with additional undeveloped land area yet containing a 2024 City of Ashland BLI pg. 4 Pane 3F of 231 building on a portion of the property were likewise considered partially vacant. Collectively, these partially vacant parcels account for a considerable amount of Ashland's future land supply. For example, a five -acre parcel occupied by only one home is considered partially vacant, however the percentage of land that is available may be 80% due to the location of the existing home. Thus, in this hypothetical example, the partially vacant property would yield four acres of net buildable land. Redevelopable Redevelopable property is traditionally defined as property on which there are structures valued at less than 30% of the combined value of the improvements and the land. For example, were a building valued at $100,000 located on a property with a land value of $300,000 this property would be mathematically defined as re -developable: $100,000/($100,000+$300,000) = 25% Within Ashland, the high land cost relative to building valuations makes the above standard calculation method a poor indicator of future supply of land for housing and commercial land needs in our community. However, in mapping all such "redevelopable" properties utilizing the Jackson County Assessors Department's Real Market Values (RMV) for Land Value (LV) and Improvement Value (IV) the City was better able to identify many properties that were underdeveloped and more appropriately defined as "Partially Vacant". Land Inventory The City of Ashland contains a grand total of 4,258 acres within the City Limits. This is an increase of 7.9 acres from the 2019 BLI. This increase was associated with the Beach Creek Annexation and Subdivision which is the only annexation to have taken place in that time. The Urban Growth Boundary (UGB) contains a total of 4,732 acres. An area of 226 acres in the southwest corner of the city is inside the city limits but outside the UGB. For this reason, the combined total area of Ashland political boundaries is 4,958 acres. When dedicated public rights -of -way are removed, there remains 4,161 (84%) net acres within the City's urban area*. Public rights -of -way, parks/open space and civic uses accounted for 27.8% of the City's total gross acreage. The remaining land is classified as Residential (60.1%), commercial (11.4%), and industrial (0.4%). Quantifying Land Availability & Methodology The primary data sources used in order to determine the amount of land available within Ashland's UGB included: • 2019 Buildable Lands Inventory data and map • Jackson County assessor parcel data • Citywide Aerial photos (Nearmap June 2023) • City of Ashland GIS database (for building footprints, slope, flood, and impervious areas) • Ashland Building Permit data (July 1, 2019 through December 22, 2023) [this time series begins immediately after the data used for the 2019 BLI] `Within the City's Urban Area' includes both land within the City Limits and Urban Growth Boundary combined. If reference is being made to the UGB area exclusive of land within City Limits, we will refer to `UGB alone'. 2024 City of Ashland BLI pg. 5 Pane *17 of 231 Each of these data sources were used to closely examine properties designated as available and to identify physical or other constraints to future development. Properties were analyzed for their available buildable land, and to ascertain whether the property was suitable for further development. Building Permit data, current as of December 22, 2023, was paired in GIS to county assessor parcel data, along with the 2019 BLI's dataset. Because the present parcel configuration has changed since the 2019 BLI, and because building permits are frequently issued to a subdivision `parent parcel' before the new tax lot number has been created it is not a 1:1 match. By using definition queries those properties were able to be easily identified and thus reclassified accordingly. This method ensures an accurate accounting of lands represented as "vacant" in the Jackson County Assessor's records, but for which building permits had already been issued. In the 2024 BLI's GIS project, each parcel within the City and UGB has been categorized as one of the following: • Developed =D • Vacant = V • Partially -Vacant = PV • Undevelopable = UnDev In addition to the primary categories above there are several sub -types of vacant lands that were classified to indicate they are not available for future development such as Airport, Parks, Open space, parking lots, and other public or quasi -public land. In general, a vacant parcel from the 2019 BLI was classified as developed if there was an existing building, or a recent building permit issued, unless the property was large enough to be further subdivided, or otherwise able to support additional dwelling units due to multi -family zoning. If a property had previously been categorized as `partially vacant' in the 2019 BLI, it was evaluated to determine the number of additional dwelling units (or sub -dividable lots) that currently could be provided. Using the spatial analysis tools in the GIS, the area of each individual parcel that was constrained by steep slopes (over 35%), flood zones (FEMA 100yr. floodplain), and impervious surface was calculated to better assess the likely level of future development on the property. The resultant figure was called `Net Buildable Acres' and informed an adjustment to the number of dwelling units (Adjusted DU) in the tables provided in this inventory that present future dwelling potential. To verify the accuracy of the draft BLI map, staff conducted site visits to numerous areas throughout the City that had experienced significant development since 2019. The `ground truthing' and examination of an aerial photography, allowed for refinement of the BLI to appropriately represent the consumption of property within the City. Buildable Land Due to the careful reassessment of each individual parcel within the Urban Growth Boundary and City Limits, and the use of improved GIS spatial analysis tools, severe constraint areas not suitable for development were more readily identified and therefore this 2024 BLI provides a more accurate assessment than a simple calculation of density by area. The difference between 2024 City of Ashland BLI pg. 6 Pane '18 of 9:11 Gross Acreage and Net Buildable Acres in the tables below represents reductions in available land area due to severe physical constraints, developed portions of properties, and other constraints to development. In total, there are approximately 630 net buildable acres of land within the UGB that are developable (across all Comprehensive Plan designations) out of a gross area of 985 acres. When considering properties within the city limits alone there are 288 net buildable acres that are classified as developable across all zones. These data are shown in Tables 2 through 8. Tables 9 and 10 show the estimated number of dwelling units that could be supported by each zone / comprehensive plan designation in the City, the UGB, and the combined City & UGB. It is crucial to acknowledge the significant shifts in state law over recent years that have impacted local land use regulation. These legislative changes include mandating cities to permit duplexes and Accessory Dwelling Units (ADUs) without restriction`, enabling Middle Housing Land Divisionst, eliminating parking requirements I, allowing residential development on commercial lands§, and requiring the allowance of 'adjustments' to local regulations". Collectively, these changes provide the potential for thousands of additional dwellings beyond the numbers previously reported. It's important to note, however, that while these laws make it possible to add dwelling units such as duplexes or ADUs on all properties with a single-family home, the actual redevelopment of established neighborhoods to this extent is unlikely. Ultimately, the Buildable Lands Inventory (BLI) provides only a conservative estimate of the number of homes that could be constructed within Ashland's urbanizing area. Additionally, it should be noted that the Climate Friendly and Equitable Community (CFEC) rule making is still being implemented. The Climate Friendly Areas which will be created are required to accommodate 30 percent of the future population in areas with increased height allowances and no residential density limitations. When combined with the removal of off-street parking requirements this potentially opens substantial areas of existing paved parking to redevelopment. As yet there has been no associated change from the State to the established methodology prescribed for BLI's and no direction from the state in terms of if or how these changes are to be factored into BLI preparation. Ashland has opted to look at this BLI based on the prescribed methodology, relying on existing densities for residential zones without factoring in the anticipated - but yet to be completed - creation of Climate Friendly Areas. It is assumed that once Climate Friendly Areas have been established statewide, the ramifications of new middle housing rules fully understood, and the effects of eliminating parking mandates can be quantified through changes in development patterns that the methodology for conducting future BLI's will be updated. HB 2001 80te OR Leg — 2019 Regular Session t SB 458 811 OR Leg — 2021 Regular Session $ CFEC rulemaking Nov 2023 (OAR Division 8, Division 12, and Division 44). On March 6, 2024, the Oregon Court of Appeals ruled in City of Cornelius v. Dept. of Land Conservation finding in favor of the DLC and affirming the validity of the rules adopted by the commission 331 Or App 349. § HB 2984A 82°d OR Leg — 2023 Regular Session SB 1537 82°d OR Leg — 2024 Regular Session 2024 City of Ashland BLI pg. 7 Pane S9 of 231 The tables on the following pages show Vacant and Partially Vacant land by comprehensive plan or zoning designation. These data are shown in tables identical to the 2019 BLI for easy comparison. Table 2 - Total Net Buildable acreage (V&Piq City Limits BLI STATUS # of Parcels Gross Acreage Net Buildable Acres Vacant 304 224.8 139.2 Partially Vacant 308 243.8 149.7 Vacant/Airport 9 94.2 54.5 Vacant/UnDevelopable 78 236.7 0 Vacant /Open Space or Park 409 610.8 0 Vacant /Parking 77 20.7 0 Table 3 - Total Net Buildable Acreage (V&PV) UGB alone BLI STATUS Vacant # of Parcels Gross Acreage Net Buildable Acres 59 168.2 110.7 Partially Vacant 112 348.6 230.7 Vacant/Airport 1 21 per plan Vacant/UnDevelopable 8 8 0 Vacant /Open Space or Park 2 8.3 0 Vacant /Parking 3 1.8 0 Table 4 - Total Net Buildable acreage (V&Pi) UGB & City Limits BLISTATUS _ # of Parcels Gross Acreage Net Buildable Acres Vacant 363 393 250 Partially Vacant 420 592.4 380.4 Vacant/Airport 10 115.2 per plan Vacant/UnDevelopable 86 244.7 0 Vacant /Open Space or Park 411 619.1 0 Vacant /Parking 80 22.4 j 0 2024 City of Ashland BLI pg. 8 Pane 4n of ?:31 The following tables show the number of net -buildable acres by Comprehensive Plan Designations for City Limits, UGB alone, and total Ashland urban area (UGB & City Limits), and net -buildable acres by zoning designation for properties within the City Limits. Table S - Total Net Buildable Acreage by Comprehensive Plan (V&Pi9 City Limits CU11111PrZ1n7=1e Pl # of P Is Net uilda ' Commercial 18 10.8 Croman Mill 5 43.8 Downtown 7 0.4 Employment 33 48.3 HC 3 1.2 11DR 52 10.8 Industrial 3 5.4 LDR 46 15.1 MFR 108 21.2 NM 10 12.3 SFR 259 108.5 SFRR 3 2.5 SOU 1.8 Suburban R 1 0.1 Woodland 10 6.6 Totals 555 288.9 2024 City of Ashland BLI pg. 9 Pang 41 of 9`11 Table 6 - Total Net Buildable Acreage By Coniprehensive Plan (V&PV) UGB alone C # of Parcels Net Buildable Acr Airport 1 Per Airport Master Plan Commercial 3 4.4 Croman Mill 2 17.3 Employment 1 41.7 Industrial 3 9.2 MFR 5 21.1 Normal NBHD 27 69.7 NM 1 0.7 SFR 34 77.4 SFRR 33 94.1 Suburban R 5 7.5 Totals 111 343.1 2024 City of Ashland BLI pg. 10 Pane 42 of 231 Table 7 - Total Net Buildable Acreage by Comprehensive Plan (V&PT) UGB & City Limits Conwre.hensive Plan # of Parcels Net Built le Gross Acres Airport 10 Per Airport Master Plan 115.2 Commercial 24 15.2 25.3 Croman Mill 22 61.1 85.7 Downtown 8 0.4 2.9 Employment 89 90.0 136.7 HC 3 1.2 1.8 HDR 54 10.8 13.6 Industrial 6 14.6 16.3 LDR 46 15.1 38.7 MFR 115 41.3 63.5 Normal Neighborhood 14 12.4 20.5 NM 32 69.7 87.9 SFR 303 185.8 301.3 SFRR 48 96.7 157.9 SOU 3 1.8 2.3 Suburban R 6 7.5 8.0 Woodland 10 6.6 23.2 Totals 783 630.4 985.4 2024 City of Ashland BLI pg. 1 I Pane 4'1 of 9'31 Table 8 - Total Net Buildable Acreage By City Zone (V&Pi) City Limits ZONE # of Parcels Net Buildable Acres C-1 19 11.0 C-1-1) 8 0.4 CM 12 42.9 E-1 58 48.1 HC 3 1.2 M-1 4 6.3 NM 12 11.7 R-1-10 54 18.9 R-1-3.5 1 0.1 R-1-5 79 45.5 R-1-7.5 128 36.7 R-2 111 21.6 R-3 54 10.8 RR-.5 44 14.5 RR-1 3 2.5 SO 5 2.0 WR 11 6.8 Totals 612 288.9 Dwelling Unit Assessment Tables 9 & 10 on the following pages show the estimated number of dwelling units that can be developed on vacant and partially vacant land in the urbanizing area. Within the City it is estimated that 1,407 dwellings can be accommodated. This constitutes a reduction of 137 dwelling units from what was shown in the 2019 BLI. The area in the UGB is projected to be able to support an additional 1,303 possible dwellings for a total of 2,710 dwellings in the combined City Limits and UGB. 2024 City of Ashland BLI pg. 12 Pane 44 of 2'11 Additionally, it's worth emphasizing that recent changes in both local and state laws mandate the allowance of duplexes and Accessory Dwelling Units (ADUs) without the need for special permissions. These regulatory adjustments, along with other legislative efforts aimed at fostering housing development, have the potential to expand the capacity of land for accommodating more housing. This expansion relies on property owners and developers actively seeking to enhance densities through utilizing these measures. The estimated number of dwelling units assumes that upon remaining buildable lands within the City's commercially zoned properties, with mixed -use potential*, that such commercial properties will likely provide only 50% of the residential units that are otherwise permitted at the base densities. This 50% reduction was done at the Calculated Dwelling Unit stage of the analysis, and then further adjusted based on site constraints and existing development to estimate the number of Adjusted Dwelling Units. Ashland has experienced a history of mixed -use development on commercial lands given the strong market for housing. However, to provide conservative estimates of future housing on commercial lands the 50% reduction from permitted densities is intended to recognize that a number of commercial developments may not elect to incorporate housing into their developments as housing is not a requirement within the zones. This 50% reduction in expected production was also included in prior BLI updates (2011, 2019) and as such provides for ready comparisons between the documents. Efforts taken by the City to promote inclusion of mixed -use developments within commercially zoned lands along transit routes can function to accommodate more housing on such lands than is presently projected in this BLI. 800 700 600 500 400 300 200 100 0 n 9 X 1 1 250 AR OW 0 NP � �c�°�� \��e�� ZC• �O�' �O� �FP �� �oQ�a� ��Q� ��Q. J` a Q. \aces ■ Partially Vacant ■ Vacant Figure I — Potential Dwelling Units by Comprehensive Plan Designation E-1 with a residential overlay, C-1, and C-1-D 2024 City of Ashland BLI p (l. 13 Panes 45 of 2'11 Table 9 - Potential Divelling Units by Zoning Designation, City Limits Zone Permitted Density units per acre Calculated Dwelling Units (Gross acres x Density) Adjusted Dwelling Units C-1 30 538 162 C-1-D 60 172 48 CM Master Plan 88 E-1 15 936 251 HC 13.5 24 16 NM Master Plan 53 R-1-10 2.4 85 66 R-1-3.5 7.2 1 1 R-1-5 4.5 306 209 R-1-7.5 3.6 245 155 R-2 13.5 420 174 R-3 20 272 123 RR-.5 1.2 45 46 RR-1 1 4 3 SO Master Plan WR Slope contingent 12 Total 1407 2024 City of Ashland BLI pg. 14 Pane 46 of ?`I1 Table 10 - Potential Dwelling Units by Comprehensive Plan Designation UGB & City Limits Comprehensive Plan Commercial Calculated Dwelling Units Adjusted Dwelling Units 737 208 Croman Mill 237 243 Downtown 172 48 Employment 2085 272 HC 24 16 HDR 272 124 Industrial 79 N/A LDR 51 49 MFR 857 346 NM 114 53 Normal NBHD 607 474 SFR 1202 676 SFRR 363 146 SOU 2 N/A Suburban R 57 44 Woodland 7 11 Total 2710 City Property- Public Use Properties under public ownership are regarded as unlikely to be developed for additional residential uses because they are dedicated for public purposes such as public rights -of -way, parks, power substations, public works yards, or other public facilities. These city owned lands are therefore excluded from the inventory of vacant and partially vacant lands. That said, in the last year there have been discussions with both SOU and the school district regarding development of housing on SOU/School District land showing that there is an interest at every corner to address the housing crisis. 2024 City of Ashland BLI p`(T. 15 Pane 47 of 2*11 In the event the City determined a property was not needed for public uses, the City could proceed with disposition of the property through procedures set forth in Oregon Revised Statutes (ORS 270.100-140). At such time the property was no longer restricted for public use, it would then be added to the inventory of buildable lands provided it had further development potential. Municipalities in Oregon are currently authorized to provide transitional housing on public lands in the form of campgrounds within their urban growth boundaries for persons who lack permanent housing but for whom there is no available low-income alternative, or for persons who lack safe accommodations. House Bill 2916 enacted in 2019 expands the allowance for transitional housing campgrounds with the expressed intent that such housing is temporary and may include yurts, huts, tents, and other similar structures. Such temporary housing units on public property would not be considered permanent dwellings, and as such the potential for such campgrounds does not increase dwelling unit capacity of inventoried buildable lands. Section 2: Demographics Demographics is the statistical study of populations, including their size, structure, and distribution. It encompasses factors such as age, gender, ethnicity, income, education, and household composition. In the context of a town's population growth, demographics provide valuable insights into the underlying trends driving changes in population size and composition. To that end, both the Housing Capacity Analysis (HCA)(May 2021) and the Housing Production Strategy (HPS)(April 2023) have extensive analysis on demographics providing context on housing need*. These reports examine race, disability status, income, and other characteristics to help understand housing impacts on different groups. It is beyond the scope of the BLI to completely update all the demographic analysis that has previously been done in those recent studies, however both of those reports relied on the 2014-2018 and 2015-2019 American Community Survey (ACS). Since that time, the 2018-2022 5-year ACS data has become available, and the PSU population forecast has been updated as well. Therefore, we take this opportunity to update those data at a high level with regard to population, age, gender and race. American Community Survey (ACS) The American Community Survey (ACS) is an annual demographics survey program conducted by the U.S. Census Bureau. ACS estimates are period estimates that describe the average characteristics of the population and housing over the period of data collection. The 2018-2022 ACS 5-year period is from January 1, 2018 through December 31, 2022. These estimates cannot be used to describe what is going on in any particular year in the period, only what the average value is over the full period. The ACS, like any statistical activity, is subject to error, and those margins of error increase as the geographical area decreases, as such care should be used when interpreting the data to not confuse precision with accuracy. Housing Capacity Analysis pages 35-59, Housing Production Strategy pages 85-118 2024 City of Ashland BLI p��. 16 Pane 48 of 2�1 Population Growth Oregon's land use planning program relies on population forecasts as a primary tool for determining urban growth boundary (UGB) expansions and for crafting new land use planning policies. By estimating future populations based on historic and current trends, as well as assuming the likelihood of future events, population forecasts provide necessary information to help planners, public officials, private firms, and developers better understand the short and long term effects of population growth in local areas. In the recent past, Oregon law required counties to create their own population forecasts. This resulted in widespread inconsistencies in the forecast methods used. Additionally, the costs of creating a forecast kept some communities from updating their forecast on a regular basis. Therefore, the legislature passed a law (ORS 195.033) that assigned the forecast creation task to the Population Research Center at Portland State University (PSU). In 2015, the Land Conservation and Development Commission adopted rules (OAR 660-032) to implement the new law. Therefore, all data regarding population totals and estimates are from Population Research Center at PSU. The data is updated on a four-year cycle with Jackson County's report most recently released on June 30, 2022, and will be updated next in 2026. Ashland's certified population provided by PSU is 21,457 as of 7/l/2023 which reflects a 0.5% annual rate of change between 2020-2023. Table]] -Table 2 from PSU Jackson County Coordinated Population Forecast 2022-2072 Table 2. Historical and forecasted population and AAGR In Jackson County and its sub -areas - Historical Forecast AAGR AAGR AAGR 2010 2020 2010-2020 2022 2047 2072 2022.2047 2047-2072 Jackson County 203,206 223,259 0.99 228.380 276,013 318,713 0.8' 0 6" Larger sub -Areas Ashland 20,626 21,897 0.6;0 22,553 25,208 28,257 0.44,E 0.5'i� Shown above is a portion of Table 2 form the PSU Jackson County Coordinated Population Forecast 2022-2072. According to their projections Ashland's population within the UGB will increase to 24,963 in 2050 and continue to grow to an estimated 28,257 in 2072, with an average annualized growth rate of between 0.4 and 0.5%.1 For more information see: https://www.oregon.gov/lcd/about/t)ages/population-forecasts.aspx t Chen, C., Sharygin, E., Whyte, M., Loftus, D., Rynerson, C., Alkitkat, H. (2022). Coordinated Population Forecast for Jackson County, its Urban Growth Boundaries (UGB), and Area Outside UGBs 2022-2072. Population Research Center, Portland State University 2024 City of Ashland BLI pg. 17 Pang 4q of ?�1 PSU coordinated population forecast 30000 25000 20000 15000 10000 00000 5000 000000000000000 A o Ln o Ln o Ln o Ln o Ln o Ln o m o o m o Ln o Ln o m o Ln o V Ln Ln LD lD 1, n w w m m o o a i N N fn M V V' In Ln LD LD I, D1 D1 D1 D1 D1 Q1 at a1 01 D1 D1 O o 0 0 0 o O o o o O ri c-I c-1 a --I r-I r-I a --I c-1 a --I r-I t--I i-1 N N N N N N N N N N N N N N Actual — — — Forecast 2018-2068 — • -Forecast 2022-2072 Figure 2 - Ashland Historic and Projected Population 1940-1972 While Ashland is projected to grow the rate of growth is less than Medford and other surrounding communities, as such Ashland's projected share of the county population will decrease from 9.9% to 9% over the forecast period. In contrast Medford's share of the county population is projected to increase from 40.2% to 52.1% by 2072. This is because Medford grows at a faster pace than the other UGBs, taking a larger proportion of the county population growth. Ashland's historical and forecasted population are shown in Figure 2 including both the 2018- 2068 forecast as well as the 2022-2072 forecast for comparison. The 2022-2072 forecast show a larger expected population in the future than what had previously been forecasted. Population Makeup To examine the composition of Ashland's population, and how it is changing overtime, below are updates to a number of charts that were previously presented in both the HCA and HPS using updated 2022 ACS data*. Where possible all the following charts have been formatted in the same manner to the data presented in both the HCA and HPS for direct comparison. The City of Ashland is being affected by population and demographic trends that will have significant impacts on the housing needs of the future. Of most significance is the slowdown in population growth and changes in the age distribution of residents, including fewer children and higher numbers of seniors. In addition to these trends there continues to be an increase in diversity. The age distribution of a city is an important factor in determining current and future housing needs. An aging population generally signals the need for more senior housing, while growing numbers of children and young families would point to the need for more large family housing. As illustrated in figure 3, Ashland's collective population has been shifting older over time. The shifting age cohort line shows a significant increase in Ashland's residents that are 60 years or US Census ACS 5-year estimates 2018-2022 2024 City of Ashland BLI pg. 18 Panes ..Sn of 231 older as a percentage of the total population. This trend toward an aging population, is likely to continue into the foreseeable future. 0.35 0.33 0.31 0.29 0.27 0.25 0.23 0.21 0.19 0.17 0.15 age cohort as a perctenage of population 2010 2012 2014 2016 2018 2020 2022 < 19 —20-39 yr — 40-59 yr —60 + Figure 3 -Age Cohort over time. The `Sex by Age' Tables* allow an examination of the population make up. The population pyramid below as well as the following three charts are generated from these data. Ashland Population Pyramid 80 to 84 years 70 to 74 years 60 and 64 years 50 to 54 years 40 to 44 years 30 to 34 years 20 to 24 years 10 to 14 years Under 5 years (2,000) (1.8001 (1,600) (1,400) (1,200) (1,000) (800) (600) la. OM OF 200 400 600 800 1,000 1,200 1,400 1,600 1,800 2,000 2,200 Figure 4 - Ashland Population Pyramid The following charts are updates from demographic analysis that was conducted in the HPS. Figure 5, below, is an update of Exhibit 19 from the HPS (at 87). Once again, the trend of an aging population is showing with 34.7% of the COA population aged 60+. This compares to * U.S. Census Bureau. "Sex by Age." American Community Survey, ACS 5-Year Estimates Detailed Tables, Table B01001, 2022 2024 City of Ashland BLI pg. 19 Pan.. 51 of 2*11 29.3% of Jackson County, and 24.8% of Oregon who are 60+. By comparison the US average of the population aged 60+ is 16.8% showing that as a proportion of population Ashland is more than twice the national average for aged 60+. 40% 35% 30% 25% 20% 15% 10% 5% 26% Population Distribution by Age, Ashland, Jackson County, and Oregon 2018- 2022 24% 24% 23% 23% 25% 35% 29% 25% i 0% 1 1 1 1 1 1 L__-- 1 11 .A _ 1 1 ;.,--1 l under 20 20 to 39 40 to 59 60+ GAshland ©Jackson County ❑Oregon Figure 5- Con:paring Population Distribution by Age Figure 6 is an update of Exhibit 20 from the HPS (at 87). The data are very similar and show the expected pattern of a population that is aging with a notable decrease in population in the 20-39 age bracket, and in increase in 60+ especially among females. Population by Age and Sex, Ashland 2018-2022 25% 20% 15% 10% 5% 9% 11% 0% Linder 20 20 to 39 40 to 59 p Male 0 Female 60+ Figure 6 - Population by Age and Sex Figure 7 is an update of Exhibit 21 from the HPS (at 88). The percentage of female population has increased in each age group when compared to the 2015-2019 ACS data. 2024 City of Ashland BLI pg. 20 Pane 52 of 231 100% 90 % 80% 70% 60% 50% 40% 30% 20% 10% 0% Population Distribution by Sex for Each Age Group, Ashland 2018-2022 44% under 20 49% 20 to 39 ❑ Male p Female Figure 7 - Population Distribution by Sex per Age Group 49% 40 to 59 60+ The US Census Bureau collects and reports data on race and ethnicity in several categories. Individuals are asked to identify their race and whether they are of Hispanic origin, with the option to select one or more categories. The Census distinguishes between race and Hispanic origin, recognizing that Hispanic origin is an ethnicity and can be of any race. The main racial categories include White, Black or African American, American Indian or Alaska Native, Asian, Native Hawaiian or Other Pacific Islander, and Some Other Race. Respondents can also select multiple races or choose "Some Other Race" if their identity does not fit into the listed categories. Additionally, individuals are asked whether they are of Hispanic, Latino, or Spanish origin, which is considered separately from race. They can identify as Hispanic or Latino regardless of their race. The data table "Hispanic or Latino Origin by Race"` was used to create the following two charts. Figure 8 is an update of Exhibit 23 from the HPS (at 89) with the inclusion of error bars for the reported margin of error. As mentioned above, as the geography gets smaller the sampling error will increase. Figure 9 is an update of Exhibit 24 from the HPS comparing race and ethnicity between the City of Ashland and Jackson County. As was done in the HCS those reporting `white alone' are not shown in the charts because this makes up such a large percentage of the population in Ashland (86%) and Jackson County (81%). These percentages have not changed from those values reported in the HCS with the older ACS data. ' U.S. Census Bureau. "Hispanic or Latino Origin by Race." American Community Survey, ACS 5-Year Estimates Detailed Tables, Table B03002, 2022 2024 City of Ashland BLI pg. 21 PanP. S*1 of 2'11 COA Population by Race/Ethnicity 3000 2500 2000 1500 1000 500 369 51 93 90 141 0 T c..___ ._ ,,.� r 3 _,_ _ . Some other race Native Hawaiian American Indian Black or African Asian alone alone and Other and Alaska American alone Pacific Islander Native alone alone Figure 8 - Ashland Population by Race/Ethnicity 2, 56 1,Er4 Two or more Latino (any race) races Figure 9 below, an update of Exhibit 24 from the HPS (at 89), compares the racial makeup of Ashland and Jackson County. It's important to highlight that in this chart, the consultants who prepared the HPS chose to consolidate categories such as 'Some other race alone,' 'Native Hawaiian and Other Pacific Islander alone,' and 'American Indian and Alaska Native alone' into the category labeled 'some other race.' This consolidation was done due to the limited diversity in Ashland. To ensure comparability with the HPS, the same procedure is followed in this chart. Population Distribution by Race and Ethnicity, Ashland and Jackson County 4% 2% 1% 1% 1% 1% 0% Some other race alone Black or African American alone 2% 1% Asian alone OAsh Waco 5% 5% Two or more races: Figure 9 — Comparing Ashland vs Jackson County Race/Ethnicity 14% 10% Hispanic or Latino (of any race) These data show an increase in reporting of both `two or more races' (5% now an increase from 3%) and `Hispanic or Latino of any race' (10% now, an increase from 7%). Jackson County also showed virtually the same increase in `two or more races' and to a lesser extent with the Hispanic and Latino population (increase from 13% to 14%). The changes in the data of Asian alone, and `some other race alone' & `Black or African American alone' are very minor and not likely to be statistically significant when considering the margin of error. Jackson County as well Ashland are well below the national averages for several of these categories; `Hispanic or Latino (any race)' — 18.7%, Asian Alone — 5.7%, Black or African American alone = 12.1 %. In terms of `some other race alone' when grouping the data as discussed above we are in line with the national average of 1.2%. That said, when considering 2024 City of Ashland BLI pg. 22 Pane 54 of 9`11 the size of our geography, as well as the general lack of diversity care should be used when interpreting these data. Persons Per Household In the United States, there's been a gradual decline in the average number of persons per household over recent decades. The average household size has decreased as more individuals opt for living alone, delaying marriage, or having fewer children. This trend has continued in Ashland as well. Over the last five decades persons per household (PPH) in Ashland has dropped from 2.84 persons in 1970, to 2.36 in 1980, 2.07 in 2010, and 2.03 with the most recent 5-year ACS data. This compares to Jackson County at 2.43 PPH and Oregon at large 2.46 PPH'. This illustrates that Ashland has smaller household sizes than the region as a whole. These PPH numbers are combined totals including both owner and renter occupied units. When looked at individually renter -occupied household size is smaller (1.84 PPH) when compared to owner -occupied household (2.19 PPH). It is also worth noting that this trend is statistically significant in both renter and owner -occupied housing when compared to the previous 5-year datat showing that the trend to smaller household size is continuing. Table 12 - Ashland Housing Tenure, Comparison 2013-2017 vs 2018-2022 Ashland city, Oregon Label 2018-2022 2013-2017 Statistical Estimates Estimates Significance HOUSING TENURE Occupied housing units 10,120 9,719 Owner -occupied 52.8% 54.1% Renter -occupied 47.2% 45.9% Average household size of owner -occupied unit 2.19 2.02 Average household size of renter -occupied unit 1.84 2.11 Figure 10 is an update of Exhibit 22 from the HPS (at 92). The HPS chose to group three -person and four -or -more person households into a single category so we do the same here. One and two person households represent the largest segments of Ashland's housing market. Combined, these small households comprise 76% of owner households and 79% of renter households in Ashlandl. This compares to 79% owner and 74% renter in the 2019 BLI, however it should be noted that this has a margin of error of +/- 4%. Less than a quarter of all households within Ashland have 3 or more occupants which is much lower than both the state and county of 35% and 34% respectively. U.S. Census Bureau. "Average Household Size of Occupied Housing Units by Tenure." American Community Survey, ACS 5-Year Estimates Detailed Tables, Table B25010, 2022 t U.S. Census Bureau. "Comparative Housing Characteristics." American Community Survey, ACS 5-Year Estimates Comparison Profiles, Table CP04, 2022 t U.S. Census Bureau. "Occupancy Characteristics." American Community Survey, ACS 5-Year Estimates Subject Tables, Table S2501, 2022 2024 City of Ashland BLI pg. 23 Pane 55 of ?31 With regard to four -or -more person households, Ashland only has 10% households of this size. This is less than half of the county (20%), state (20%) and US average (22%). A large senior and student population within Ashland understandably increases the number of small one and two person households given these populations typically do not have children present in their homes. Houshold Size, Ashland, Jackson County, ORegon 2018-2022 100% 90% 22% 80% 34% 35% 70% 60% 4196 50% '` ` 37% 3796 40% .: 30% 20% 3�90 10% 29% 289� o°i - ..__ Ashland JaCo OR D 1-person household p 2-person household ❑ 3-or-more person household Figure 10 — Comparing Household Size Single Family Home Sizes The average size of single-family homes in the United States has generally trended upwards over the decades, propelled by factors such as suburbanization and increasing household incomes. This trend persisted until the late 2000s recession, during which economic uncertainty and changing demographics led to a shift towards smaller, more affordable homes. In recent years, there has been a divergence in housing preferences, with some buyers still favoring larger homes while others opt for smaller, more energy -efficient options. This shift reflects evolving preferences influenced by considerations such as sustainability, walkability, and affordability, particularly among younger buyers and urban dwellers. The Census Bureau's Characteristics of Households US Census Characteristics of Households (CHARS) data provides detailed information on housing characteristics, including the size of single-family homes. Figure 11 shows the Median size of new single family homes. Over the reporting period there has been a trend in larger and large homes peaking in 2014. Looking at recent building permit data the City of Ashland has seen a reduction in average SFR home size from a 2020 high of 2,317 sq ft and now averaging 1,550 in both 2022 and 2023 which reflects this recent trend to smaller home sizes seen nationally. 2024 City of Ashland BLI pg. 24 pane 56 of 7'11 Median Square Feet of Floor Area in New Single -Family Houses 2,600 2,400 2,200 2,000 1,800 1,600 1,400 1,200 1,000 111) 1� 11 1°' RIN �� %I, %1 %0 Ci I 0� oil oil 00 Oti 05 Oh 0^ O°' y '� yh y1 yLO o, by yoi yoi 1y ,y 1y 1y ,yo, 1y -� do 10 -o 10 ti� ,ti0 0'y0 ' 0 f) 'pyLOyLO LO '`O ' States east Midwest -South West Figure 11- Home Size (National, by region; US Census CHARS) Student Population and Housing Southern Oregon University (SOU) can accommodate up to 1,094 students in residence halls, 165 in apartments (with two reserved for faculty), and 9 in detached units. In spring of 2019, 763 students were in dormitories, with 146 in student apartments and family housing units. Presently, there's room for about 331 students in dorms and 28 households in apartments and family housing. When the 2010-2020 Master plan was adopted it predicted that enrolment would grow from a 2009 enrolment of 5,082 students to approximately 6,000 students by 2020. SOU's complete enrolment in fact exceeded 6000 in both 2017 and 2018 but has since seen a decline over to —5000 in recent years. The 2010-2020 SOU Master Plan proposed building new housing to replace old structures, limited increases on -campus residency, and maintain a compact campus exclusive of the development of McLoughlin Hall. While McLoughlin Hall, with 704 beds, was completed in 2013, the older Cascade Complex (692 beds) is subject to demolition, resulting in minimal net gain in housing capacity. Future plans include a student life zone near the campus core and potential faculty housing in a proposed Faculty Village. However, since the master plan hasn't been updated since 2010, it doesn't detail this additional housing capacity. Discussions of development of proposed senior housing complex have occurred, but no formal proposal has been made, so this BLI doesn't reflect a change in campus housing capacity. Section 3: Conclusion, Sufficiency of Land, Housing supply Sufficency of Land As mentioned above the city completed a Housing Capacity Analysis (HCA) in May of 2021. The primary indicator of future residential land needs is the projected population growth. In combination with changes in the number of people per household, and the assumed vacancy rates for housing units, these factors can predict the number of total housing units needed. 2024 City of Ashland BLI pg. 25 Pane .r,7 of 2'11 Shown at right is Exhibit 66 from the HCA Table 13 - HCA Forecast of demand of dwellings. showing the complete calculations for how the number of new required dwelling units Exhibit 66. Forecast of demand for new dwelling units, Ashland UGB, 2021 to 2041 was established. The HCA determined that Source: Calculations by ECONorthwest. Ashland will have demand for 858 new dwelling units over the 20-year period, variable New Dwelling Units with an annual avera e of Al dwAlin (2021-2041) g g units`. This was determined by first Change in persons 1,691 establishing the change in population over minus Change in persons in group quarters 58 the planning period from the official equals Persons in households 1,633 population forecast discussed above, minus Average household size 2.06 the change in persons in group quarters to New occupied DU 793 determine the number of people in times Vacancy rate 8.2% equals Vacant dwelling units 65 households. Then the average household g Total new dwelling units (2021-2041) 858 size (2.06 PPH) was used to find the Annual average of new dwelling units 43 number of new dwellings needed. Finally, the vacancy rate is then used to calculate the number of vacant dwellings to calculate the final number of dwellings needed over the twenty-year period. The 2024 BLI estimates that the City of Ashland has the potential development capacity of 1,407 dwellings within the city limits, and an additional 1,303 dwellings possible within the UGB. This exceeds the forecast demand for new dwellings and demonstrates that there is sufficient buildable land for the projected demand over the twenty-year period. Housing Production Monthly permit activity reports from the last six fiscal years are summarized in table 14 showing total and average residential units built per year (2017-2023). The present fiscal year is not shown as the year is not yet complete. It should be noted that this makes some of the current construction appear under -reported as 54 of the 70 units under construction at the Mid Town urban lofts were issued earlier this fiscal year. Additionally, it is worth noting that these data are recorded at the time of permit issuance rather than C of O which is important when considering the lag between the beginning of construction and when the housing unit becomes available to the market. Construction timelines for larger developments can often extend over multiple years. Table 14 - Residential Production Residential Units built per fiscal year 171 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 average total SFR 36 39 32 44 32 17 33.3 200 ARU 13 19 12 12 15 12 13.8 83 Multi -family 29 34 3 96 4 20 31.0 186 Mixed -Use 2 2 36 30 1 0 11.8 71 80 94 83 182 52 49 90.0 540 Between FY 2017-18 through FY 2022-23 200 Single Family homes were built for an average of 33.3 per year. When ARU's, Multifamily and Mixed -use development dwelling units are ` 2021-2041 City of Ashland Housing Capacity Analysis at 69 2024 City of Ashland BLI pg. 26 Pane �)R of 231 included the average number of dwellings produced over the period is 90 per year. This exceeds the annual average demand for new dwelling units calculated in the HCA. While past trends in housing production do not necessarily predict future production it is worth noting that over the last six years of data the lowest number of residential units produced (49 dwellings in FY 2022- 23) which exceeds the average annual demand of 43 calculated by the HCA. To better understand the city's land requirements, one approach is to analyze the total land utilized across different categories and compare it with the available land. For the Buildable Lands Inventory (BLI), we utilized building permit data, which was then matched with assessor lot data to outline land consumption annually and by zone. As illustrated in Table 15, the city consumed an average of 10.2 acres of land per year between 2011 and 2023. As stated above there are 288 net buildable acres within the city and a total of 630 net buildable acres of land within the combined city limits and UGB. Based on a consumption rate of 10.2 acres per year the urbanizing area has a surplus of land for the twenty-year planning period Table 15 - Land Consumption Historic Land Consumption per year 2011 2012 2013 2014 2015 2016 2017 2018.0 2019 2020 2021 2022 2023 Total NM 1 3.5 0.7 0.7 0.9 0.5 0.3 0.3 1.7 1.1 0.5 11 R-1-10 1 0.2 1.6 1.8 1.9 2.5 0.4 2.4 0.7 0.2 0.6 0.6 0.8 14.6 R-1-3.5 0.4 0.1 0.1 0.8 0.6 2 R-1-5 1.2 1.6 4.1 3.4 1.6 1.3 2.1 3.3 2.1 1.6 3 3.4 4 32.6 R-1-7.5 1.4 1.6 2.3 0.5 2.5 1.7 3 1.2 1.6 0.7 2.7 0.6 1.1 20.8 R-2 0.5 0.8 0.3 0.7 0.5 1.5 0.3 0.2 0.8 3.6 0.6 0.5 1.4 11.7 R-3 0.6 0.1 0.6 0.3 0.5 0.2 1.4 1.9 0.7 0.6 0.6 2.3 9.7 RR-.5 1.7 2.4 1.2 3.6 1.1 0.5 3.8 0.9 0.6 0.2 3.2 19.2 RR-5 0.5 0.6 1.1 WR 4.6 0.5 2.3 2.1 9.5 Grand Total 5.6 10.3 16 9 11.8 12.8 7.4 14.7 8 9 8.6 6.3 12.9 132.3 2024 City of Ashland BLI pg. 27 Pang 5A of 931 Buildable Lands Inventory CL c� O C 4) C C ca J 4) M m m I Q K Q. CL Q Appendix B — Oregon Administrative Rules OAR 660-038-0060 Buildable Lands Inventory (BLI) for Residential Land within the UGB A city must determine the supply and development capacity of lands within its UGB by conducting a buildable lands inventory (BLI) as provided in this rule. (1) For purposes of the BLI, the city shall classify the existing residential comprehensive plan and zoning designations within its UGB based on allowed density. The classification shall be based on either: (a) The allowed density and housing types on the comprehensive plan map; or (b) If the comprehensive plan map does not differentiate residential districts by density or type of housing, the applicable city or county zoning map, as follows: (A) For cities with a UGB population less than 2,500, districts shall be classified as follows: (i) Districts with a maximum density less than or equal to eight dwelling units per acre: low density residential. A city may classify a district as low density residential despite a maximum density of greater than eight dwelling units per acre if the majority of existing residences within the district are single- family detached and if the city has a medium density residential district as determined by subparagraph (ii); (ii) Districts with a maximum density greater than eight dwelling units per acre: medium density residential. (B) For cities with UGB populations greater than or equal to 2,500, districts shall be classified as follows: (i) Districts with a maximum density less than or equal to eight dwelling units per acre: low density residential. A city may classify a district as low density residential despite a maximum density of greater than eight dwelling units per acre if the majority of existing residences within the district are single- family detached and the city has a medium density residential district as determined by subparagraph (ii); (ii) Districts with a maximum density greater than eight dwelling units per acre and less than or equal to 16 dwelling units per acre: medium density residential, unless the district has been classified as low density residential pursuant to subparagraph (i). A city may classify a district as medium density residential despite a maximum density of greater than 16 dwelling units per acre if the majority of development within the district is developed at densities of between eight and 16 dwelling units per net acre and the city has a high density residential district as determined by subparagraph (iii); (iii) Districts with a maximum density greater than 16 dwelling units per acre: high density residential, unless the district has been classified as medium density residential pursuant to subparagraph (ii); (iv) A city may not classify as low density a district that allows higher residential densities than a district the city has classified as medium density. A city may not classify as medium density a district that allows higher residential densities than a district the city has classified as high density. (2) The city must identify all vacant lots and parcels with a residential comprehensive plan designation. A city shall assume that a lot or parcel is vacant if it is at least 3,000 square feet with a real market improvement value of less than $10,000. (3) The city must identify all partially vacant lots and parcels with a residential comprehensive plan designation, as follows: (a) For lots and parcels at least one-half acre in size that contain a single-family residence, the city must subtract one -quarter acre for the residence, and count the remainder of the lot or parcel as vacant land, and 2024 BLI pg. Panes 61 of 2`11 (b) For lots and parcels at least one-half acre in size that contain more than one single-family residence, multiple -family residences, non-residential uses, or ancillary uses such as parking areas and recreational facilities, the city must identify vacant areas using an orthophoto or other map of comparable geometric accuracy. For the purposes of this identification, all publicly owned park land shall be considered developed. If the vacant area is at least one -quarter acre, the city shall consider that portion of the lot or parcel to be vacant land. (c) The city shall exclude the following lots and parcels from the BLI for residential land: (A) Lots and parcels, or portions of a lot or parcel, that are designated on a recorded final plat as open space, common area, utility area, conservation easement, private street, or other similar designation without any additional residential capacity. (B) Lots and parcels, or portions of a lot or parcel, that are in use as a school, utility, or other public facility, or are dedicated as public right of way. (C) Lots and parcels, or portions of a lot or parcel, which are in use as a non-public institution or facility, including but not limited to private schools and religious institutions. The excluded lots and parcels or portions of lots and parcels may not include vacant or unimproved lands that are owned by the non-public institution or facility. (4) The city must determine the amount and mapped location of low density, medium density, and high density vacant and partially vacant land in residential plan or zone districts within the city's UGB. (5) The city must, within the city limits: (a) Identify all lots and parcels within a residential district that are developed; (b) Identify all portions of partially vacant lots and parcels within a residential district that are developed with residential uses; (c) Calculate the total area of land identified in (a) and (b); (d) Calculate the total number of existing dwelling units located on the land identified in (a) and (b); and (e) Calculate the net density of residential development on the land identified in (a) and (b). (6) For lots and parcels that are split: (a) Between a residential and a non-residential comprehensive plan designation or zoning district, the BLI shall include only the area that is residentially designated or zoned for purposes of determining lot and parcel size or development capacity. (b) Between two different types of residential comprehensive plan designations or zoning districts, the BLI shall include each portion of the parcel separately for purposes of determining lot and parcel size or development capacity. 2024 BLI pg. iii Pane 62 of 231 -- euqu 5. IS jarnl . o U84S � elo Pref I `•� is U� ` � . _ � - \ I N66 ` r- r rtl /J) * C M r Council Business Meeting Date: Julv 16. 2024 Agenda Item Second Reading - ORD 3240 An Ordinance for Right of Way Vacation for a Portion of Fern Street From Scott Fleury, Director Contact scott.fleury@ashland.or.us SUMMARY Before the Council is a request to approve an ordinance for the vacation of a portion of the public right of way. The right of way in question is a portion of Fern Street between South Mountain Avenue and Elkader Street. This is an un-improved non maintained right of way that basically provides for driveway access to adjacent lots on Fern Street. J � ` I Area to be vacated 1 4 1 I I ( i 48 ?N 14 I 1 F E R N S T R E E T 1 — N 87477J' M - M 46' ♦ M�UlyT1T j4AP$ !N 11Rif CLkMyL' 1 - r.o n a i 1 fMSL10l1S- - ►,1lll W Aft= • I-Vrl ^rov'rX'r UPW 1 rAsrs" ro arh9w I" A:1 /4NCnS tr PARC_`E''L 2 I ~ PARC'El,.• �) p _ 7,9Js " !7 I 1 r r.?r9 Sa " ' o e r4rrmorrr cr�r I I I 0 J n � h, ,„ ( ' ll � 1 B9'4I �' M' 0910• � _ riNfrflOM L1VC � ! ..w.. Q W1.4 S W42,231 POLICIES, PLANS & GOALS SUPPORTED City Council: 4. Evaluate real property and facility assets to strategically support city mission and goals. BACKGROUND AND ADDITIONAL INFORMATION The City of Ashland was approached by an adjacent property owner on Fern Street about the City initiating the vacation of the unimproved and non -maintained section. City Management informed the resident the City could move forward with the process to vacate the right of way through initiation by the City Council as allowed by Oregon Revised Statute (ORS) 271.130, reference below. The first reading of Ordinance 3240 for vacating a portion of Fern Street by the City Council occurred on June 4, 2024. This is the second reading of the ordinance to vacate the right of way. Since the first reading of the ordinance, staff coordinated with affected residences in order to provide further understanding of the vacation Page 1 of 4 ILAI Pane 64 of 2*11 Council Business Meeting process and associated need to develop easements for access to all the properties currently using the Fern Street right of way for access. Each adjacent landowner to the Fern Street right of way being vacated receives the portion of land equal to their property length along Fern Street to the centerline of the Fern Street right of way. The City Council is only approving the vacating ordinance. The access easements are a separate process and processed through a map of survey recorded with the County. Once the vacating ordinance is approved, the separate actions include finalizing the easement maps, developing new deed records for each of the affected parties and having all documents recorded. 271.130 Vacation on city governing body's own motion; appeal. (1) The city governing body may initiate vacation proceedings authorized by ORS 271.080 and make such vacation without a petition or consent of property owners. Notice shall be given as provided by ORS 271.110, but such vacation shall not be made before the date set for hearing, nor if the owners of a majority of the area affected, computed on the basis provided in ORS 271.080, object in writing thereto, nor shall any street area be vacated without the consent of the owners of the abutting property if the vacation will substantially affect the market value of such property, unless the city governing body provides for paying damages. Provision for paying such damages may be made by a local assessment, or in such other manner as the city charter may provide. (2) Two or more streets, alleys, avenues and boulevards, or parts thereof, may be joined in one proceeding, provided they intersect or are adjacent and parallel to each other. (3) No ordinance for the vacation of all or part of a plat shall be passed by the governing body until the city recording officer has filed in the office of the city recording officer or indorsed on the petition for such vacation a certificate showing that all city liens and all taxes have been paid on the lands covered by the plat or portion thereof to be vacated. (4) Any property owner affected by the order of vacation or the order awarding damages or benefits in such vacation proceedings may appeal to the circuit court of the county where such city is situated in the manner provided by the city charter. If the charter does not provide for such appeal, the appeal shall be taken within the time and in substantially the manner provided for taking an appeal from justice court in civil cases. Staff informed the property owner of requirements for vacating city right of way which include public hearings at the Planning Commission and City Council along with development of the appropriate legal descriptions and easement overlays for access management to the adjoining properties. The specific requirements for right of way vacations are detailed in Ashland Municipal Code (AMC) Chapter 4.18 and Oregon Revised Statute (ORS) 271.080 thru 271.230. Public Works performed an initial assessment to determine if a right of way vacation would be in the public interest. The current grade does not allow for an appropriate street connection between Elkader Street and Mountain Avenue and there are no public utilities in the unimproved section of Fern Street. Right of Way Vacation Requirements: In order to appropriately process a right of way vacation certain state and local codes must be addressed. The Oregon Revised Statues (ORS) and City of Ashland Municipal Code detail the requirements to vacate City property: 4.18.010 Purpose The purpose of this Chapter is to establish the procedure for processing requests for the vacation of public rights - of -way and places, and to require petitioners for vacation to deposit with the City Recorder a fee sufficient to cover the cost of publication, posting and other anticipated expenses as authorized by ORS 271.080, et seq. 4.18.020 Application Any person interested in filing a petition for the vacation of all or part of any street, alley, or other public place, shall submit such petition in the form prescribed by the City Engineer pursuant to ORS 271.080, and upon filing of Page 2 of 4 Put IOFr Pane 65 of 231 Council Business Meeting the petition shall deposit with the City Recorder a filing fee established by resolution of the City Council. (Ord. 2654, 1991; Ord. 2742, 1994) • This is not required because the Council initiated the vacation process as allowed by ORS. 4.18.030 Review by Planning Commission Upon receipt of the petition, the same shall be referred to the City Engineer for a determination of whether it contains the requested number of sworn signatures. The City Engineer shall return any petition not meeting the requirements of ORS 271.080, together with the filing fee to the petitioner. If the City Engineer determines that the petition is sufficient, it shall be referred to the City Planning Commission for its review and recommendation to the City Council. The Planning Commission shall submit its report to the City Council within sixty (60) days of receipt. Upon receipt of the report by the Commission, or if no report is received from the Commission upon the expiration of sixty (60) days, the City Manager shall set the matter for public hearing as set forth in ORS 271.100, et seq. A Planning Commission meeting scheduled for January 9, 2024 was formally noticed to the public and the adjacent residents. The Planning Commission reviewed the information, took public input and upon deliberation recommended vacating the right of way at their public hearing. Their recommendation also included keeping a pedestrian easement connection between Elkader Street and South Mountain Avenue. 4.18.040 Public Hearings Public hearings shall be held as set forth in ORS 271.120, at which time the petitioner and all affected parties shall be afforded an opportunity to present their views either orally or in writing. The report of the Planning Commission, if any, shall be made a part of the record. • This Council held a Public Hearing for the first reading of the vacation ordinance at the June 4, 2024 Business Meeting. • The July 16, 2024 Business Meeting is the second readinq of Ordinance 3240, the final step in finalizing the right of way vacation. 4.18.050 Action By Council The City Council, after due consideration of testimony by affected parties, and the report of the Planning Commission may approve, reject, or modify the area proposed for vacation which in its sole judgment is deemed in the public interest. • Public Hearing — Ordinance approval June 4, 2024 and July 16, 2024 FISCAL IMPACTS The only resource requirements were/are associated with staff time to bring the vacation forward through the Planning Commission and City Council. The owners will be responsible for the development of new property deeds and recording the applicable documents with the County. If the property is vacated, it will become private and assessable for property taxes as part of the individual tax lots the right of way is vacated too. SUGGESTED ACTIONS, MOTIONS, AND/OR OPTIONS I move to approve the second reading of Ordinance Number 3240 an Ordinance relating to the vacation of a portion of Fern Street. Page 3 of 4 0 lrr Pane 66 of 2*11 �" =,Council Business Meeting REFERENCES & ATTACHMENTS 1. 07 16 24 Right of Way Vacation - Fern Street. ORD1 2. 07 16 24 Right of Way Vacation - Fern Street.Atch2 3. 07 16 24 Right of Way Vacation - Fern Street.Atch3 Page 4 of 4 IV� Pane 67 of 231 ORDINANCE NO.3240 AN ORDINANCE RELATING TO THE VACATION OF A PORTION OF OTIS STREET Annotated to show deletions and additions to the Ashland Municipal Code sections being modified. Deletions are bold lined through, and additions are bold underlined. THE PEOPLE OF THE CITY OF ASHLAND DO ORDAIN AS FOLLOWS: WHEREAS, The City of Ashland City Council initiated the vacation process as allowed by Oregon Revised Statutes (ORS) 271.130; and WHEREAS, the Planning Commission of the City of Ashland has recommended that said portion of the roadway be vacated; and WHEREAS, due notice of said petition for vacation has been given on May 21, 2024 in the manner and form required by law, and a hearing has been held thereon; and it appearing to the City Council of the City of Ashland that the public convenience and welfare will be served thereby and that this vacation is in the public interest. THE PEOPLE OF THE CITY OF ASHLAND DO ORDAIN AS FOLLOWS: SECTION 1. That the certain section of Fern Street located in the City of Ashland described as follows: A Public Street Vacation of that portion of Fern Street between South Mountain Avenue and Elkader Street in the City of Ashland, adjacent to those tracts of lands described as Parcels 2 & 3 within Partition Plat No. P-29-2018 laying situate within the Northeast Quarter of Section 16 in Township 39 South, Range 1 East of the Willamette Meridian in the City of Asland, Jackson County, Oregon, being more particularly described and bounded as follows, to wit; BEGINNING at a 1/2" iron pipe situated at the intersection of the south line of Fem. Street and the west line of Elkader Street, being the Northeast corner of Lot 28 of the Galey Addition to the City of Ashland, recorded in Volume 3, Page 80 in the Plat Records of Jackson County, Oregon, the POINT OF BEGINNING; thence North 00' 17'08" East along the east line of vacated Fern Street, a distance of 30.00 feet to the centerline thereof; thence South 89°42'35" East, along said centerline, 0.24 feet; thence North 00°15'35" East, continuing along the east line of vacated Fern Street, 30.00 feet to the southeast corner of Lot 20 of the Galey Addition to the City of Ashland, recorded on April 8, 1907 in Volume 1, Page 33 of the Plat Records in said County; thence North 89°42'23" West, along the north line of said described Fern Street, being 30.00 feet north of, parallel with and adjacent to the former centerline of Fern Street, a distance of 240.45 feet to the southwest corner of Lot 20, ORDINANCE NO. 3240 Pagel of 3 Pane RR of 2:11 Galey Addition; thence South 00° 17' 13" West, along the East line of South Mountain Avenue, 60.00 feet to the northwest corner of Lot 29, Galey Addition; thence South 89°42'23" East, along the south line of said described Fern Street, being 30.00 feet south of, parallel with and adjacent to the vacated south line of Fern Street, a distance of 240.22 feet, to the POINT OF BEGINNING. Containing 0.33 acres or 14420 square feet more or less. SECTION 2. The City Recorder is hereby directed to deliver a certified copy of this Ordinance No. 3240 to the County Clerk, County Assessor, and County Surveyor of Jackson County, Oregon. SECTION 3. Codification. In preparing this ordinance for publication and distribution, the City Recorder shall not alter the sense, meaning, effect, or substance of the ordinance, but within such limitations, may: (a) Renumber sections and parts of sections of the ordinance; (b) Rearrange sections; (c) Change reference numbers to agree with renumbered chapters, sections or other parts; (d) Delete references to repealed sections; (e) Substitute the proper subsection, section, or chapter numbers; (f) Change capitalization and spelling for the purpose of uniformity; (g) Add headings for purposes of grouping like sections together for ease of reference; and (h) Correct manifest clerical, grammatical, or typographical errors. SECTION 4. Severability. Each section of this ordinance, and any part thereof, is severable, and if any part of this ordinance is held invalid by a court of competent jurisdiction, the remainder of this ordinance shall remain in full force and effect. The foregoing ordinance was first ready by title only in accordance with Article X, Section 2(C) of the City Charter on the day of , 2024, and duly PASSED and ADOPTED this day of , 2024. PASSED by the City Council this day of 52024. ATTEST: Alissa Kolodzinski, City Recorder ORDINANCE NO. 3240 Page 2 of 3 Pane Fq of 2:11 SIGNED and APPROVED this day of 12024. Tonya Graham, Mayor Reviewed as to form: Douglas M. McGeary, Acting City Attorney ORDINANCE NO. 3240 Page 3 of 3 Pang 7n nf 2'i1 I % Planning Commission Minutes Note: Anyone wishing to speak at any Planning Commission meeting is encouraged to do so. If you wish to speak, please rise and, after you have been recognized by the Chair, give your name and complete address for the record. You will then be allowed to speak. Please note the public testimony may be limited by the Chair. January 9, 2024 REGULAR MEETING DRAFT Minutes CALL TO ORDER: Chair Verner had a scheduled absence from this meeting. Vice -Chair Knauer called the meeting to order at 7:00 p.m. at the Civic Center Council Chambers,1175 E. Main Street. Commissioners Present: Doug Knauer Kerry KenCairn Eric Herron Russell Phillips Susan MacCracken Jain Gregory Perkinson Absent Members: Lisa Verner ANNOUNCEMENTS Staff Present: Brandon Goldman, Community Development Director Derek Severson, Planning Manager Aaron Anderson, Senior Planner Michael Sullivan, Executive Assistant Council Liaison: Paula Hyatt Community Development Director Brandon Goldman made the following announcement: • The City will hold its annual town hall meeting on January 24, 2024, 5:30-7:30 p.m. at the Rogue River Room on the SOU campus. The Mayor will give the State of the City address, and awards will be given to residents for their volunteer work over the past year. CONSENT AGENDA 1. Approval of Minutes a. December 12, 2023 Regular Meeting Commissioner MacCracken Jain suggested a non -substantive change to page five of the December 12, 2023 minutes. Commissioners KenCairn/Perkinson m/s to approve the consent agenda with correction suggested by Commissioner MacCracken Jain. Voice Vote: All AYES. Motion passed 6-0. Page 1 of 9 In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please email . planning(a ashland.or.us. Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ,_ ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title 1). Panes 71 of ?31 rnalka Planning Commission Minutes IV. PUBLIC FORUM James Jarrard/Mr. Jarrard noted that the Pledge of Allegiance was not made at the onset of the meeting. Vice -Chair Knauer informed him that it is not common practice for it to be recited during Commission or Advisory Committee meetings. Mr. Jarrard directed the Commission's attention to public testimony that he had submitted into the record for the Commission's review of PA-T2-2023-00043,192 N. Mountain Avenue at the November 14, 2023 Regular Meeting. He stated that these letters contained an unintentional clerical error (see attachment #1). He apologized for this error, and expressed his appreciation for the Commission. He added that he will be implementing stronger quality control measures to ensure such errors are not repeated. Mr. Jarrard also submitted a written apology to Chair Verner and the City Recorder's office the record expressing his apologies, and requested that this apology be including in the Public Record. He also requested that the error be corrected in public documents from past meetings. V. UNFINISHED BUSINESS A. Approval of Findings for PA-T2-2023-00044, 822 Oak Street Ex Parte Contact Commissioner Herron disclosed a site visit. No ex parte contact or other site visits were declared. Deliberation and Decision Commissioner Phillips inquired if the dates on section 2.2 of the findings were correct. Mr. Anderson responded that those dates were in error and would be corrected in the final draft of the findings. Commissioners Perkinson/Phillips m/s to approve the findings as proposed with the correction noted by Commissioner Phillips. Roll Call Vote: All AYES. Motion passed 6-0. VI. TYPE II PUBLIC HEARING A. PLANNING ACTION: PA-T2-2023-00045 SUBJECT PROPERTY: 765 Cambridge Street APPLICANT/OWNER: Alan and Judith Harper DESCRIPTION: A request for Site Design Review, Outline, and Final Plan approval for a four -unit Cottage Housing Development and Performance Standards subdivision. The application also includes a request for exception to the street standards to not install sidewalk along Cambridge St. COMPREHENSIVE PLAN DESIGNATION: R-1-5; ZONING: Single Family Residential; ASSESSOR'S MAP: 39 1E 05 AD; TAX LOT: 101 Page 2 of 9 In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please email planning@ashland.or.us. Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ,= ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title 1). Pane 72 of 231 i alka Planning Commission Minutes Ex Parte Contact Commissioners KenCairn and MacCracken Jain stated that they have had social engagements with the applicant through the Rotary Club, but that this project was not discussed. Vice -Chair Knauer stated that he had conducted a site visit. No other ex parte contact or site visits were declared. Staff Presentation Mr. Anderson began by outlining the request from the applicant. He stated that the requested exception to street standards is likely not warranted and that staff recommended that this portion of the application be denied. Mr. Anderson noted that the applicant had provided findings formatted similarly to City findings, which can be found on pages 79-87 of the packet, which reference approval of the exception to street standards. Mr. Anderson explained that these findings were cited by staff in their own findings, found on pages 57-73 of the packet, but were amended by staff to recommend denying the exception to street standards. Mr. Anderson outlined how the application met density standards for cottage housing, stating that the City adopted standards that allow such housing in R-1-5 zones. He added that the City had approved four cottage housing developments since these changes took effect. Regarding street standards, Mr. Anderson stated that the requested exception to the requirement for a park row is likely warranted given the width and curb location of the subject right-of-way (ROW). He added that the development of cottages on this property would allow for the installation of sidewalks that otherwise might not be installed in the near future. Staff recommended partially approving the exception to street standards by granting relief from the requirement of a park row, but requiring a 5ft-wide curb -tight sidewalk. Mr. Anderson noted that the installation of such a sidewalk would likely impact the fence on the southern edge of the property, but that this requirement would still be appropriate based on the proposed development (see attachment #2). Questions of Staff Vice -Chair Knauer requested clarification regarding the impact on the fence if a sidewalk was required. Mr. Anderson responded that there is uncertainty where the property line falls, and that the fence might not need to be removed if it is more than 5ft from the property line. Commissioner MacCracken Jain noted that the application referred to a proposed sidewalk running through the site would serve as access to the properties, and asked why this was not deemed to be sufficient by staff. Mr. Anderson responded that the pedestrian connectivity into the development to the proposed dwellings is a requirement of site design review, separate from the public facilities. Therefore, they do not provide the same aspect of a multimodal transport network by having pedestrian connectivity to Nevada Street. Commissioner KenCairn commented that one of the City's long-term goals is to have sidewalks on all streets with park rows. Mr. Goldman added that the internal sidewalks serving the proposed dwellings would not be publicly accessible, but the street Page 3 of 9 In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please email planning@ashland.or.us. Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ,` ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title 1). Pane 73 of 231 I alka Planning Commission Minutes sidewalks would be. Applicant Presentation Alan Harper stated that his team had been developing this proposal prior to the pandemic. He welcomed the recent Climate Friendly and Equitable Communities (CFEC) rules that removed the requirement for applicants to provide parking as part of this development, which could free up space that could be used for communal amenities. Mr. Harper commented that this project was problematic to budget for, as dwellings without attached parking spaces are new to Oregon and makes pricing the dwellings difficult. Mr. Harper stated that his team had discussed deferring the street standards, similar to a Low Impact Development (LID). He elaborated that the requested exception to street standards was warranted, but that his team would be willing to install sidewalks if the Commission required them. Questions of the Applicant Commissioner MacCracken Jain asked staff why an LID would not be considered adequate. Mr. Goldman responded that an LID could be pursued, and it would be incumbent upon the City to establish an LID, and that 50% of the property owners within that area would need to sign in favor of the LID before it could be initialized by the City. He stated that there are alternatives available, and that the Commission could consider them. Mr. Harper discussed signing an LID in lieu of completing sidewalks along the street frontage. Vice -Chair Knauer requested clarification over how the two cottages in the back of the development would be accessed. Mr. Harper responded that those properties would be reached by pedestrian access from Cambridge Street. Vice -Chair Knauer responded that he would then agree with staff's recommendation for sidewalks to be installed, otherwise residents would be required to walk on the street to access their homes. Vice -Chair Knauer asked if it was the applicant's intention to split the lots. Mr. Harper responded that the property would be split into five lots, with one lot being a common area. Vice -Chair Knauer closed the Public Hearing and Public Record at 7:37 p.m. Deliberation and Decision Commissioner Herron emphasized the need for pedestrian traffic and street parking to be more closely considered with the new CFEC rules. He cautioned that more dwellings without off-street parking would make sidewalks more necessary. Commissioner KenCairn agreed that sidewalks should be required. Commissioners Herron/KenCairn m/s to approve the application, excluding the park row Page 4 of 9 In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please email l planning@ashland.or.us. Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to I ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title 1). Pane 74 of ?31 I alka Planning Commission Minutes exception as recommended by staff and approve the draft findings provided by staff. Roll Call Vote: All AYES. Motion passed 6-0. B. SUBJECT PROPERTY: Public Right -of -Way adjacent to 391E16AA Tax Lot #9001 OWNER / APPLICANT: City of Ashland Public Works DESCRIPTION: The Planning Commission will consider a request to vacate a portion of Fern Street right-of-way North of Map 391E16AA Tax Lot #9001 near 1109 Fern Street and make a recommendation to the City Council. COMPREHENSIVE PLAN DESIGNATION: Single Family Residential; ZONING: R-1-7.5; MAP: 391E 16 AA; TAX LOT: 9001 Vice -Chair Knauer noted that the Commission would make a recommendation to the City Council, which would then make a final decision on this item. Ex Parte Contact No ex parte contact was declared. Commissioners KenCairn and MacCracken Jain related their familiarity with the site, and Vice -Chair Knauer disclosed a site visit. Staff Presentation Mr. Severson described the site of the ROW to be vacated, located between South Mountain Avenue and Elkader Street, and outlined the criteria under which ROW vacations are typically reviewed by staff. These criteria include street connectivity; maintaining bike and pedestrian access; and providing any necessary utility easements to serve the future development of the area. Mr. Severson noted that this ROW vacation was initiated by the Council. He then described how the slopes present in this ROW exceed the allowed grade for a City street, rendering it unlikely to be developed by the City for such use in the future. Mr. Severson related staff's opinion that a mid -block pedestrian easement would be beneficial for the future walkability of the neighborhood. Staff also recommended reserving a public utility easement to support future development in the area (see attachment #3). Staff recommended that the Commission recommend the Council approve the ROW vacation, with the requirement for easements for driveways, bike and pedestrian access, and utilities. Questions of Staff Vice -Chair Knauer asked what purpose this process serves in general, and how it serves the residents adjacent to the proposed vacation. Mr. Severson responded that liability is removed from the City if the vacation takes effect, and that the vacated area would be evenly distributed to neighboring homeowners, increasing the size of their properties and also resulting in additional taxable land. Mr. Goldman added that this process was initially begun at the request of a resident to the City Manager, though the City is the applicant. A property owner also paid for the land to be Page 5 of 9 In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please email . planning Mashland.or.us. Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to s ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title 1). Pane 7..9 of 231 r•�a• Planning Commission Minutes surveyed at this vacation. Commissioner KenCairn pointed out that the neighbors adjacent to the subject ROW would have more control over the area if it was vacated and could make improvements that might otherwise not be possible. Commissioner Phillips asked if the current 15ft access between the parcels would be connected to the proposed access easement. Mr. Severson responded that the proposed access easement would support the existing driveways. The Commission discussed who had historically paid for the surveys for ROW vacations. Vice -Chair Knauer asked who would pay for the survey if the applicant had not done so. Mr. Severson responded that the City had traditionally had a City surveyor to do these surveys, but no longer employed one. Therefore the homeowners would likely be asked to pay for a survey. Vice -Chair Knauer expressed concern that the City could be liable for any impairments to neighboring property values due to a survey that the City did not conduct itself. Mr. Severson remarked that this project would be subject to a formal hearing with the Council, where any concerns from adjacent property owners could be raised before the Council and City Attorney. Commissioner MacCracken Jain asked if there was intent by the City to build a walkway through the easement, and if the City would be liable for any injuries sustained until a walkway is installed. Mr. Severson related that there are no current plans for a walkway installation, and the City merely wants to obtain the easement for that future possibility. He commented that there is currently a case going before the Oregon Supreme Court regarding recreational immunity for use of trails, so the issue of liability is yet to be determined. Mr. Goldman stated that the City is revising its Transportation System Plan and looking at making connections throughout the City, so this could potentially be added to a short -long term installation plan. He added that there is currently no expectation of a pedestrian connection to be installed by the City. He elaborated that there is fencing and a retaining wall that has been installed adjacent to Mountain Street that would likely need to be removed in order to create access to the existing Fern Street ROW. Mr. Goldman further noted that the public easement would go across private property, which would differ from pedestrian traffic through a public ROW. Public Comments Art Baden/Mr. Baden declared that not all adjacent property owners requested this ROW vacation, and that this process was initiated by a property owner, Gil Livni, who applied for a subdivision to create what is now 619 and 621 Elkader Street and 1101 and 1107 Fern Street. Mr. Baden expressed concerns that homeowners could become liable for any injuries sustained if the City vacates the ROW, particularly those adjacent to the proposed access easement. He requested Page 6 of 9 In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please email planninq@ashland.or.us. Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ,_ ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title 1). Pane 76 of 2'11 rnalafs Planning Commission Minutes that the access easement to South Mountain Avenue be excluded from the plan in order to remove any liability for adjacent homeowners. Gil Livni/Mr. Livni expressed support for the ROW vacation, but emphasized that this request came from the City Manager, not himself. He stated that he is not concerned about the access easement, and that he does not believe that people would use the connection to access South Mountain Avenue because the grade is too steep. Commissioner KenCairn remarked that the public easement would need to be removed if it was not going to be fully connected, as Mr. Baden suggested by requesting that the South Mountain Avenue section of the easement be excluded. Mr. Severson suggested that the Commission could recommend that the Council consider liability issues when reviewing the easement. Vice -Chair Knauer clarified that the City's position was that the pedestrian accessibility was necessary due to the length of the block. Mr. Severson agreed, but added that staff determined that this accessibility would likely not be imminently available, and so an easement would not be necessary until the accessibility.was there. Commissioner KenCairn cautioned that the access could be blocked in the interim in the easement is not already in place. The Commission discussed the question of liability for public easements. KenCairn stated that the City is responsible for public easements. Commissioner MacCracken Jain asked if a private property owner could build a fence to block the public easement. Mr. Goldman responded that a public pedestrian easement would preclude a property owner from building an encroachment across that access. Commissioner Herron pointed out that the Commission was tasked with making a recommendation to Council so it can go to a public hearing, therefore those legal aspects can be worked out at such a meeting by the Council. Vice -Chair Knauer closed the Public Hearing and Public Record at 8:18 p.m. Decision Commissioners KenCairn/Perkinson m/s to recommend approval of the ROW vacation to Council as recommended by staff, and that the Council also review the question of liability with the City Attorney. Roll Call Vote: Commissioners Herron, Phillips, Perkinson, MacCracken Jain, KenCairn; AYE. Vice -Chair Knauer; NAY. Motion passed 5-1. C. SUBJECT PROPERTY: Public Right -of -Way adjacent to 39 lE 04AD Tax Lot #233 and #234 Page 7 of 9 In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please email planning(& ashland.or.us. Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ,= ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title 1). Pane 77 of 211 i alka Planning Commission Minutes OWNER / APPLICANT: City of Ashland Public Works Department DESCRIPTION: The Planning Commission will consider a request to vacate a portion of Mountain Meadows Drive right-of-way near Fair Oaks Avenue and make a recommendation to the City Council. COMPREHENSIVE PLAN DESIGNATION: Health Care Services District; ZONING: HC MAP: Adjacent to 391E 04AD and 391E 04AD; TAX LOT: 233 and 234 Vice -Chair Knauer noted that the map information appeared to be duplicated in the notice, and that one instance of the text "39 lE 04AD" could be removed. Ex Parte Contact Commissioners Herron, KenCairn, and Phillips conducted site visits. Commissioner KenCairn stated that she had been involved in the Mountain Hills Estate project, which is adjacent to this ROW and could be impacted by its vacation, and recused herself. No other ex parte contact was declared. Staff Presentation Mr. Severson described the location of the proposed ROW vacation as being between Mountain Meadows ROW and Golden Aspen. Mr. Severson stated that the area to be vacated consists of a driveway approach where a street had previously be planned, but the adjacent lot has now been fully developed. He noted that the vacation could have some effect on the platting of the adjacent Mountain Hill Estates development which was approved by the Commission in 2021. Mr. Severson reiterated that most ROW vacations are reviewed by staff using the following criteria: street connectivity; maintaining bike and pedestrian access; and providing any necessary utility easements to serve the future development of the area. As currently platted in the Mountain Hill Estates subdivision, there is a loft -wide public utility easement along Mountain Meadows Drive that is bisected by the subject ROW. Staff recommended retaining a public utility easement across the vacation, making it continuous along the street. Mr. Severson noted that the Mountain Hills Estate project had an approved sidewalk plan associated with it, and suggested that the sidewalk to the south be extended to make this a continuous sidewalk, except where the existing driveway access is located. Staff recommended that the Commission make a favorable recommendation to Council and request that sidewalks be provided and that continuous public utility easement be established. Questions of Staff Commissioner MacCracken Jain asked staff to clarify if the northern curb was listed as part of the public ROW, as mentioned in a letter from Farber Consulting contained within the meeting packet. Mr. Goldman related how the approved planning application for the Mountain Hills Estate identified the northern curb as being square. It was revealed during the building application process that this curb was rounded and part of the public ROW, therefore a vacation of it would be necessary for the Page 8 of 9 In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please email noraks planning(Bashland.or.us. Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title 1). Pane 78 of 231 PrialkaPlanning Commission Minutes development to continue. This vacation was subsequently requested by the applicant. Vice -Chair Knauer closed the Public Hearing and Public Record at 8:30 p.m. Decision Commissioners Perkinson/Phillips m/s to favorably support staff's recommendation and forward this to Council. Commissioner KenCairn recused herself. Roll Call Vote: All AYES. Motion passed 5- 0. V. OPEN DISCUSSION - None VI. ADJOURNMENT Meeting adjourned at 8:32 p.m. Submitted by, Michael Sullivan, Executive Assistant Page 9 of 9 In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please email . planning@ashland.or.us. Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ,_ ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title 1). Pane 7A of 211 RIGHT-OF-WAY VACATIONS Pane An of ?:l1 C I T Y O F ASHLAND 8 To Memo DATE: January 9, 2024 TO: Planning Commissioners FROM: Derek Severson, Planning Manager RE: Right -of -Way Vacations for Fern Street and Mountain Meadows Drive As further discussed in the attached, at its December 5, 2023, regular meeting the City Council initiated vacation proceedings for sections of the Fern Street and Mountain Meadows Drive rights -of -way. Public Works/Engineering staff has performed initial assessments of both areas proposed for vacation as discussed in the attached Council Communications, and Planning staff has prepared the attached staff reports. For Planning staff, the key considerations with any vacation are looking at the potential impacts to street connectivity, including preserving public bicycle and pedestrian access where possible, as well as preserving any necessary utility easements to support the Comprehensive Plan's envisioned development of the area. As provided in AMC 4.18.030, the Planning Commission's role in the vacation process is to review and make recommendations to the Council. The Council will then decide the matter through a public hearing, and if approved, adopt the vacation by ordinance. If approved, a new survey and associated property deeds would need to be developed and recorded. REFERENCES & ATTACHMENTS Fern Street R-o-W Vacation: Public Notice, Staff Report, Council Communication & Associated Attachments Mountain Meadows Drive R-o-W Vacation: Public Notice, Staff Report, Council Communication & Associated Attachments COMMUNITY DEVELOPMENT DEPARTMENT 51 Winburn Way Tel: 541.488.5305 Ashland, Oregon 97520 Fax: 541.552.2050 FA ashland.or.us TTY: 800.735.2900 ,m Pane 82 of 231 RIGHT-OF-WAY VACATION Public Right -of -Way adjacent to 391E16AA Tax Lot #9001 Pane 84 of ?31 _ 588 591 6" 17,593 rn 600 595 605 605 612 61 609 619 1075 10L —._ LEASANT WY I 1120 I j 1160 83 APPROXIMATE 080 1090 AREA OF REQUESTED _ - RIGHT -OF -WAY VACATION Tax lot 910. 1109 1155 11B5 1107 in"- 67, „o' Proposal Details Site Description/History The area of right-of-way proposed for vacation was dedicated to the city with a partition in 1984 for the creation of a through street where Fern Street dead - ended. The MLP creating this segment of Fern Street had a condition of approval that the applicant either sign in favor of future improvements or seek vacation of the right-of-way of Fern Street; and that any access off Fern Street would require Engineering approval due to the steep grade within right-of-way. Proposal Approval of the current request would vacate the rectangular area of right-of-way in the section of Fern Street, shown in red in the figure above, to the north of 1109 Fern Street. Key Issues Street Connectivity The current grade does not allow for an improved street. Existing homes off this segment are served by gravel drives from the right-of-way. With vacation, staff recommend that access easements be created to serve the adjacent homes. Staff Recommendation Key Issues (Cont'd) Pedestrian Connectivity The Comprehensive Plan (ACP 10.15.02.04) calls for pedestrian and bicycle access to be retained with vacations, and city street standards (AMC 18.4.6.040.E.9) call for block lengths of 300-400 feet with maximum block perimeters of 1,200-1,600 feet. With the proposed vacation, the block perimeter here would be 3,100 feet with block lengths exceeding 1,270 feet. Staff believe it would be valuable to the future walkability of the neighborhood to retain a mid -block pedestrian connection through the vacated area. Public Utility Easements Public Works has indicated that there are presently no public utilities in this unimproved section of Fern Street. Staff would recommend that a ten -foot wide public utility easement be retained within the vacated area to preserve the ability to extend midblock utilities given the block length and block perimeter resulting from the vacation. Staff recommends that the Planning Commission forward a favorable recommendation to the City Council and ask that public pedestrian access, driveway access and public utility easements be retained through this vacated section of Fern Street. Fern Street R-o-W Vacation Staff Report A request for the Planning Commission to review and make a recommendation on the vacation of a portion of the public right-of-way for Fern Street near 1 109 Fern Street. MI'M !A Pleasant Way. � „ 1 ?tj Applicant Submittal Pane 88 of 231 •� Council Business Meeting December 5, 2023 Agenda Item Right of Way Vacation — Fern Street From Scott Fleury PE Public Works Director Contact Scott.fleury_@ashland.or.us Item Type Requested by Council ❑ Update ❑ Request for Direction © Presentation ❑ SUMMARY Before the Council is a request to initiate the vacation of a portion of the public right of way. The right of way in question is a portion of Fern Street between South Mountain Avenue and Elkader Street. This is a un-improved non maintained right of way that basically provides for driveway access to adjacent lots on Fern Street. ` 1 ` Area to be vacated) a iF I :N iR d F E R N S T R E E T _/ - — - — x AYY17J' P - M.06' - _ - ____ - t� R y�ApS (x AW42'33' M - 7 -b7 Q! �I w era7J' W - a f' V _ — -- 14V71' / y� � � ��• Ij�'—IJ OVINTM LK _awww AU PARMS PARCH. 2 PARCEL Uis So. 17 � >� �n• Lai• —IV are W* w - 1>.rmior, tic c; fiQ)!' POLICIES. PLANS & GOALS SUPPORTED City Council: 4. Evaluate real property and facility assets to strategically support city mission and goals. PREVIOUS COUNCIL ACTION No previous action on this item, but Council has taken numerous actions in the past regarding vacating public right of way. The last action occurred in in 2018 with the vacation of a portion of Terrace Street (Staff Report). BACKGROUND AND ADDITIONAL INFORMATION The City of Ashland was approached by an adjacent property owner on Fern Street about the City initiating the vacation of the unimproved and non -maintained section. City Management informed the Page l of 4 Pane 9n of 231 •''•:� Council Business Meeting resident the City could move forward with the process to vacate the right of way through initiation by the City Council as allowed by Oregon Revised Statute (ORS) 271.130, reference below. 271.130 Vacation on city governing body's own motion; appeal. 0) The city governing body may initiate vacation proceedings authorized by ORS 271.080 and make such vacation without a petition or consent of property owners. Notice shall be given as provided by ORS 271.110, but such vacation shall not be made before the date set for hearing, nor if the owners of a majority of the area affected, computed on the basis provided in ORS 271.080, object in writing thereto, nor shall any street area be vacated without the consent of the owners of the abutting property if the vacation will substantially affect the market value of such property, unless the city governing body provides for paying damages. Provision for paying such damages may be made by a local assessment, or in such other manner as the city charter may provide. (2) Two or more streets, alleys, avenues and boulevards, or parts thereof, may be joined in one proceeding, provided they intersect or are adjacent and parallel to each other. (3) No ordinance for the vacation of all or part of a plat shall be passed by the governing body until the city recording officer has filed in the office of the city recording officer or indorsed on the petition for such vacation a certificate showing that all city liens and all taxes have been paid on the lands covered by the plat or portion thereof to be vacated. (4) Any property owner affected by the order of vacation or the order awarding damages or benefits in such vacation proceedings may appeal to the circuit court of the county where such city is situated in the manner provided by the city charter. If the charter does not provide for such appeal, the appeal shall be taken within the time and in substantially the manner provided for taking an appeal from justice court in civil cases. [Amended by 1995 c.658 §101] Staff informed the property owner of requirements for vacating city right of way which include public hearings at the Planning Commission and City Council along with development of the appropriate legal descriptions and easement overlays for access management to the adjoining properties. The specific requirements for right of way vacations are detailed in Ashland Municipal Code (AMC) Chapter 4.18 and Oregon Revised Statute (ORS) 271.080 thru 271.230. Public Works performed an initial assessment to determine if a right of way vacation would be in the public interest. The current grade does not allow for an appropriate street connection between Elkader Street and Mountain Avenue and there are no public utilities in the unimproved section of Fern Street. Generally, the request upon review by the Planning Commission in development of the recommendation to vacate for the City Council is to provide for a pedestrian access easement that would connect Elkader Street to Mountain Avenue across the right of way to be vacated. This easement would be 10' in width and align with the centerline of the road currently. Page 2 of 4 pane 91 of 211 •::� Council Business Meeting Right of Way Vacation Requirements: In order to appropriately process a right of way vacation certain state and local codes must be addressed. The Oregon Revised Statues (ORS) and City of Ashland Municipal Code detail the requirements to vacate City property: 4.18.010 Purpose The purpose of this Chapter is to establish the procedure for processing requests for the vacation of public rights -of -way and places, and to require petitioners for vacation to deposit with the City Recorder a fee sufficient to cover the cost of publication, posting and other anticipated expenses as authorized by ORS 271.080, et seq. 4.18.020 Application Any person interested in filing a petition for the vacation of all or part of any street, alley, or other public place, shall submit such petition in the form prescribed by the City Engineer pursuant to ORS 271.080, and upon filing of the petition shall deposit with the City Recorder a filing fee established by resolution of the City Council. (Ord. 2654,1991; Ord. 2742,1994) ➢ This is not required if the Council initiates the vacation process as allowed by ORS. 4.18.030 Review by Planning Commission Upon receipt of the petition, the same shall be referred to the City Engineer for a determination of whether it contains the requested number of sworn signatures. The City Engineer shall return any petition not meeting the requirements of ORS 271.080, together with the filing fee to the petitioner. If the City Engineer determines that the petition is sufficient, it shall be referred to the City Planning Commission for its review and recommendation to the City Council. The Planning Commission shall submit its report to the City Council within sixty (60) days of receipt. Upon receipt of the report by the Commission, or if no report is received from the Commission upon the expiration of sixty (60) days, the City Manager shall set the matter for public hearing as set forth in ORS 271.100, et seq. ➢ This meeting will need to be scheduled in the future to allow for the Planning Commission to make a recommendation to the City Council regarding the vacation. 4.18.040 Public Hearings Public hearings shall be held as set forth in ORS 271.120, at which time the petitioner and all affected parties shall be afforded an opportunity to present their views either orally or in writing. The report of the Planning Commission, if any, shall be made a part of the record. ➢ This will be done if Council initiates the vacation process as a formal ordinance and maps of survey will be completed. 4.18.050 Action By Council The City Council, after due consideration of testimony by affected parties, and the report of the Planning Commission may approve, reject, or modify the area proposed for vacation which in its sole judgment is deemed in the public interest. (Ord. 2164 §1,1982) Page 3 of 4 wal Pane 99 of 231 •':•� Council Business Meeting If approved by Council, the property owner will be required to finalize the map of survey showing the public utility easement if needed; have new property deeds created that describe new property boundary for the tax lot and have all documents recorded at the County. The City Recorder will have the ordinance approving the Right of Way Vacation recorder at the County. If not approved by Council, there is no further action by staff or property owner and the right of way will remain in place. FISCAL IMPACTS The only resource requirements were/are associated with staff time to bring the vacation forward through the Planning Commission and City Council. The owners will be responsible for the development of new property deeds and recording the applicable documents with the County. If the property is vacated, it will become private and assessable for property taxes as part of the individual tax lots the right of way is vacated to. STAFF RECOMMENDATION Staff recommends approval of the right of way vacation ordinance. ACTIONS, OPTIONS & POTENTIAL MOTIONS I move to begin the process to vacate a portion of the public right of way on Fern Street as allowed by ORS 271.130 and then follow Ashland Municipal Code 14.18. I move to take no action on the matter. REFERENCES & ATTACHMENTS Attachment #1: Partition Plat P-29-2018 Page 4 of 4 MASI Pane q3 of 931 22648 P ALE: AND OVEDTMS5-- ImYOP�IZ ,2015 ASHLA PLANNAK•DEPARTMENT DATE P FILE NO PA #201"1"1 & PA 07017.62M EXAMINED ANDAPPROVED THIS3�DAroP_QC,}yb ly .2019 d4D�aeirr.— aTrstnevarole DECLARATION: KNOW ALL PERSONS BY THESE PRESENTS, THAT Off. LIVM AND KA]HLEEN LIVNL TRUSTEES OF THE LIVM FAMILY TRUST, ARE THE OWNERS OF THE LANDS HEREON DESCRIBED, AND HA VE PARTTITONED THE LAND AS SHOWN HEREON, AND THAT THE SIZE OF THE PARCELS AND THE LENGTHS OF ALL LINES ARE PLAIMY SET FORTH AND TIIAT THISPLATISACORRECTREPRESBNTATIONOFTHELANDPARMWN WE HEREBYCREATE A 15.00 FOOT WTDEPRTVATE ACCESSAND UTILITY EASEA05N?, OVER AND ACROSS PARCEL 2 AND PARCEL 3 FOR TIE BENEFIT OF ALL FOUR PARCELS AND 7.50 FOOT WIDE PRIVATE ACCESS EASEMENTOVER AND ACROSS PARCEL I FOR THEBENEPITOFPARCEL 4 ANDA 7.5OFOOTWDEPRNATEACC SS EASEMENTOVBR AND ACROSS PARCEL 4 FOR THE BENEFTTOFPMCEL 1, AS SHOWNHEREON. i-L-2/ 06LIMM• TRUSTEE KA7HLR@I LlVM. TRUSTEE ACKNOWLEDGEMIENT STATEOFOREOON %ss JACXSONCOUNTY JJ PERSONALLYAPPEAXIID7}lE ABOVE NAMED OII VNl 7KUA7EE OF 77IE LIVM PAM2YTRUST, ON MI3 �/J_DAY OF J„ler ,IOIb, AND ACXNOWLEDOED ]1fPPolTE00lNO ]O BBHIS LUM'ARYACTAND DEED. /J �/,� / NOTARYSIONATURE4��JJ//"//� //Lett C�RI.Ii/3/TGY/I�t NOTARYPUBLIC-OREOOIV �,�Tr/PIG COMMISSIONND. 6 P ✓ �f MY COA/MISSION EXPIRES ar _ AOiZ ACKNOWLEDGEMENT STATEOFOREGON JJ )� JACKSON COUNTY PERSONALLYAPPEARED MEABOVE NA/IA}f(RDKATHLB 7R OF THELIVM PAMILYTRUST, ON THIS_�V DAY OF 201SANDACKNOWLEDGWMEPOREGO1N070BEHER L�ARYACl AND DEED. NOTARYSIONATURE / NOTARY PUBLIC-OREGON fr .I�i V.Etr/�d1P. IS��i7�t/TO/ COMMISSION N0. 969 AJr COMMISSRM bCPR[B4: Assessor's Map No. 39 1E 16 A4, To, Lots 9000, 9001 & 9002 LAND PAR=ON PARTITION PLAT NO. P - a4Q - 2018 LYMO SITUATE W/7HM NORTHEAST QUARnM OFSECTION 16 TOWNSHIP 39 SOU7M RANGE I EAST, W7LL.AXW77EMERTDIAN CITYOFASHLAND, JACKSONCOUNTY, OREGON FOR Livni Family Trust 1135 Fetn Street Ashland, OlogoR SURVEYORS CERTIFICATE 1. SHAWN KAMPMAW,, DULYREOISIERED PROFESSIONAL LAND SURVEYOR OF THESTATE OF OREGON. DO HEREBY CERTIFY THATIHA VE CORRECTLY SURVEYED AND MARKED WITH THE PROPER MONUMENTS AS PROVIDED BYLAW, THE TRACTOF LAND HEREONSHOWN. THIS SAID PLAT BR1NO A CORRECT RIPRMS ATIONOFTHESAAMANOTHHFOLLOWINGISANACCTJ M DESCRIPTION OF THE BOUNDARY LINES. A LAND PAR77IT0NAND PROPERTY LINE ADJUSTMENTBE]WEEN THOSE TRACTS OFLAND DESCRIBED WTIMMINSTRUMENT NO. 201"16591 OFTIMOFFTCIAL RECORDSOFJACKSONCOUNTY, OREGON, LYING SITUATE WITHIN TITS NORTHEAST QUARTER OFSEC77OIN 16 TOWNSHIP39 SOUTH, RANGE 1 BASTOF THEW7LLAME7R MERIDIAN.CT'OFASHLAND,JACKSONCOUNTYOREGON, MORE PARTICULARLY DESCRTBEDAND BOUNDED AS FOLLOWS, TO WIT. ALL OF PARCEL NO. 1, PARCEL NO. 2 AND PARCEL NO, 3 OF THATMINOR LAND PARTITION RECORDED NOVEMBER 29, 19" IN THE 'RECORD OF PARTITION PLATS' OF JA CKSON COUNTY. OREGON, AND FILED AS SURVEY NO. 10124 IN THE OFFICE OF THB JACKSON COUNTY SUR VEYOR. I HEREBY CER DINT Day FLAT a m E-XACT CO•Y or Dc OORaIMI_ SL=S7aPrE7OR 1 11I SURVEY NOTES: THEPOLLOWWO ENCUMBRANCES DENOTED MAMERI'RTL B REPORT NO. 252150AM DATED SEPTEMBER 24.2019. EITHER DOES NOT AFFECT THE SURJECT TRACT, ARE BLANKETINNATURE OR OTHERWISE INSUFFICBNILYDESCRIBED, AND THP.RF.FORB NOT SHOWN ORAPHICA LL Y ON THIS PLAT. RESTRICTIVE COVENANTS REGARDING FUTURE IMPROVEMENTS TO FERN STREET, INCLUDING THE TERMS AND PRO VISIONS THEREOF; INCLUDING Q AMONG OTHER TNINOS A WAIVER OPR76HTOF REMONSTRANCE RECORDED APRIL 22, 1985WITHIN DOCUMENTN0. 1995-06055 IN THE OFFICIAL RECORDS OFJACKSONODUNIY, OREGON. REGULATIONS INCLUDING LEVIES ASSESSMENTS. WATER AND Qj IRRIGATION RIGHTS AND EASEMENTS FOR DITCHES AND CANALS OF TALENT IRRIGATION DISTRICT: RECORDING: p FLED FOR RECORD TINS _]_ OF m 3015AT /p_+IjOCLOCKA.M.AND RECORDED MVOLUME .PAOE��. OFTHEPLATRECORDSOFIACV-9MCOVM'Y, OREGON. COVNTYQERR DE ATY 22648 COUNTY SURVEYOR PI.ENO. TAX COLLECTORS STATEMENT' O�SAXES FEES, MBMS,OOPR OIT�([ j1X AS REQUIRED BY i M1 XI18 TAX CO DATE A DATE SURVEYNARRATIVE TO COMPLY WITH O.R.S. 209.250 PURPOSE: TO SURVEYAND MONUMENTA LAND PARITT70NOPPARCEL NO. 3ANDA PROPERTYLINBADJUS'TMENI'BETWEEN PARCEL NO. 3 AND PARCELSNO. I A 2 OF THOSE TRACTS OF LAND DESC U]RED WI MTNINSTRUMENTNO. 201" M91 IN THE OFFICIAL RECORDS OFJACKSON COUNTY. OREGON. LYING SrrUJ TBWITHINTTIRNORTHEASTQUARTEROFSEL77ONI6.7'0WNSHIP39 SOUTH, RANGE] P.ASTOFTHEWIL AME7TF. MERIDIAN• CGYOFASHLAND, JAC3CSONCOU .. OREGON. PROCEDURE UTIIZ7NOANELBCIROMCLElr-4 -16ROD(MCMTALSTA770NWRN RANGINGPRISMS INCONJUNCTION WTM SURVEY CONTROL PREVIOUSLY ESTABLISHED BYTMSOF➢ICRDtJRINCTH£➢£R ANCEOFSURVEYN .. 19996 B 2a489. l BURVEYAND MONI/MENT THB LAND PARTIDON AND PROPERTY LINE ADJUSTMENTASSHOWN. THE SUBJECT TRACTS WERE ORIGINALLY CREATED BYTNAT MINOR LAND PARTITION RECORDEDON NOVEMBFI 29. 19M N VOLUMES, PAGE 200 OF THE WWOR LAND PARTtTTONS- RECORDS WJACKSON COUNTY, OREGON. AND FILED AS SUR VEY NO. 10124 IN THE OFFICE OF THE JACKSONCOUNTYSURVEVOR. MONUMENTSKSCIOVEREDFROMSADSURVEY FITWELLWITHTHED1 ANDSURVEYRECORDSANDWBREHELDMR POSITION, EXCEPTAS OTHERWISE SHOWN. THERIGHTOFWAYFORSOUTH MOUNTAMAVENUE WASDT>78RAfONED BYHOLDTNOCENTERLENEMONUMENTS BETWEENASHLANO S7PJMTAND PROSPECIST'REETAS DENOTEDON SURVEY NO. 20459. ELKADER STREET WAS DETERMINED BY SURVEYNO. 19996 AND 745E AND MONUMENT S RBCOV£R£D AT T N£ NORT7IEAST ANO SOUTHEAST CORNERS OF PARCEL NO. 3 PER SURVEYNO. I0124. FERN STREET WAS DETERMINED BY HOLDING MONUMENTS RECOVERED ALONG THE NORTH LINE OF SAID SURVEY NO.10124ANDREFERENCEMONUMENTSRIKOVF.RBDATTHBINIERSEC ONOF FERNSTREET WTTHROCA STREETPER SVRVEYNO. 10124. TIIELANDPARTIITON AND PROP£RTYLNEADJUSIMENT WAS SURVEYED AND MONUMENTED AS SHOWN HEREON. PROOFESSFE5S RO IONAL LAND SURVEYOR S 01 GON SIA7.f1YNAYPMAHN RENEWAL DATE: 6/30/2019 SURVEYED BY: POLARIS LAND SURVEYING LLC P.O. BOX 459 ASHLAND, OREGON 97520 (541) 482-5009 DATE: AUGUST 24, 2018 PROJECT NO. 1032-16 PRE SURVEYSI032.16UIVMPARTITIONPLATDWG SHEETIRT2 22648 2 26 48 4.5 I a I I 46 5,� 36 47 1 II J7 ------� � I I ti II I I P L E A S A N T J p 6 WA Y - AY- 4R II 38 I Vi ------� 2S' Iwy H• y I F E R N S T R E E 6Y42 2J' W - 295.46' IIOIAARM BEARS [N 69142 J5' W - 291357— N W42'2J' W - 0.26' FAU- Y aNrloP - 240.2J- [240.347 - - ��- 99.10' 140.72' I "a. I IS' ACCM R UIlM �I1.Jjl3i N� AM PARCEL 2 I n / PARCEL 3 z' 11,219 SO. FT. e P AaA/5'1ED �I'i1 'n 6 ` 01 A 6 0 Z I 91 1 D1 1 PMRlDN LAVE 9 Q \ IavO Je Iid S 19'421J" E - 140.73' - �9 I h N e9'Na0' W - 0.I6' I /AI�^ 7S' ALICOS UsEWNT FRLW CORNER D I `7 !t �� M 6OdmT PAeCf1 I I PARCEL I La; '!�'$ PARCEL 4 7,980 So. fT. "-'� na ApAGM — I22 11,257 SO .FL I � ? I A 7.3' ACCESS EtSLIIE I I ro 6vlEFlr PAAOEI. 4 � PRF1sUR -t�Fwcwaett lA�c I 82.01' 61.11' I7 69.M' 1 �5 B9'1SY0" £ NII B9'S7'H' f - 106.97,--� S 604� IK A0REL1pI1 II 251fo, BEARS i 0.R 7Q-2JIS1 N BP2S'IO' - O.IO' x lRCW CORNEIP 'IASg 51� 25' as• I I I I a[MERIAIE AVIBISECIIOrI SOUIN AOiN7AN AIEME 1 AAO PROSPECT STREtT Assessor's Map No. 39 1E 16 AA, Tox Lots 9000, 9001 k 9002 T _ JI� T 35 LAND PARTITION - -- — PARTTFIONPLAT NO. P - 02-9 - 2018 LYING SITUATE VITTHIN 12 O NORTHEAST QUARTER OF SECTION 16 1 TOWNSHIP 39 SOUTH, RANGE I EAST, WILLAA0= MERIDIAN 1 i CTTY OFASHLAND, JACKSON COUNTY, OREGON v 9 FOR p Livni Family Trust 23 2532 Old Mill Wey AshlRld, Oregon 24 LEGEND O 2-1R'BRON72:CMMAIONI/MBNT WBLL SfAA4PED'CTTY — — — — OF ASHLAND LS 759• PER SM 15659 A 16996(REC1pVERRD) ® I-IM-MOH PIPE NO OTI/PJI MARKMOS PER SM IBI21 t SIN 1e71g1(RECOVERED) nn x,n 3 2 III I ai I IW $ I $ 0 pg 9 I Ia I E LO I I I SCALE, /' 40' I I I I 1I ? POLARIS LAND SURVEYING O S6')RON PM NYELLOWPLAST7C CAI STAMPID'SWAEJ RLS 759'PER SM Mg(RECIOVERBD) -- 0 1?'BtMMEMYELLOWPI.ASOCMMO AM '5WAMRL5759 •PER SIN 10124 (RECOVERED) JAI•x30'1RONPM /ORANOEPLASTYCCAPSTAMPED •fUA ANN PLS 2—(ESTABLISHED) — SUBJECTPROPERTYLME --� PARTMONIADR)S7NDLME — — BOUNDARYLIW -- — ------- cBN18RLINE EASEMEM'LME -x-4—x- OR. FE70CEI2NE OFFTCUL RECORDS, JAL7tS0NLOfMTYCLBXK SM SURVEYFILENL fot JACKSMC10LR4TYSIJRVE11DR ( ) SUR VEYRECORDDATAPBRSM16996 ( J SLtRVFYRECORD DATA PER SIN 7456 Al SM 10124 PRIVATEACC7Ml UTTLRYEASRUENTBYTMSPLAT BASIS OF BEARING TTBBASISOFBEARMO POR TMSSURVFYISTNRCENIERLINE OF SOUIT/ MOUNTAM AVENUE, ILAVMO A RECORD BEARMG OF NOR7H 00.1 713' EAST, AS REFERENCED ON SURVEY NO. 16996, ON FILE M THE OFFICE OF THE JACKSON COUNTY SURVEYOR. I HEREBY CERTIFY THAT n65 PUT_ /S AN pfAC7 L10R- OF THE OWK.INV.. a SSUURVEYM•J•6. RCDmcRSD PROFESSIONAL LAND SURVEYOR S RROON 91AzONAIVYANI RENEWAL DATE: 6/30/2019 SURVEYED BY. POLARIS LAND SURVEYING LLC P.O. BOX 459 ASHLAND. OREGON 27520 (547) 4B2-5009 DATE: AUGUST 24, 2018 PROJECT NO. 7032-16 FEE: SVRVEYS11094-161MLLPARTMONPL T.DWG SHEET2oE2 2 26 48 22648 P ALS: wND OVER THIS�DAYOP�IZ ,]Ols !n. os. 2of8 ASHLA PLANNING DEPARTMENT DATE P AWING PE.EN0.PA520UL0IS91tPAR70I742269 BXMHNEDANDAPPROVED THU-??DAYOF fie♦ A ,2015 f?..sElc� rnr.uRwlYGte DECLARA770N.. KNOW ALL PERSONS BY THESE PRESENTS, THAT OIL LIVNI AND KA779 EEN LTVNI, TRUSTEES OF THE LIVNI FAMILY TRUST, ARE THE OWNERS OF 7HE LANDS HEREON DESCRIBED, AND HAVE PAR TMONED THE LAND AS SHOWN HEREON, AND THA T TINE SSE OF THE PARCELS AND THE LENGTHS OF ALL LINES ARE PLADILY SET FOR IN AND THAT THIS PLATISA CORRECTREPRESENTATION OF THE LAND PARTITION. WE MMMYCR MA15.00FO MDEPRIVAMACCESSANDUITLTTY EASEMENT, OVER AHDACRDSSPARCRL 2 AND PARCEL J FOR THE BENEFIT Of ALL FOUR PARCELS, AND 750 FOOTW PR)VATE ACCESS EASEMENT OVER AND ACROSS PARCEL I FOR THE BENERTOFPARCEL I ANDA7.50BOOTWIDEPRNAMACCESS/ SEAJ£NTOVERANDACROSS PARCEL /FOR THEBENEFTTOFPARCEL ].AS SHOWN HEREON. OE.LTVNI; TREMM L ivu:/ KATHLEENLJVNL TRUSTEE ACKNOWLEDGEMENT STATEOPOREOON J A C K SON (ONIY S L IV N M U ST PRSNAL2YMP® A.ONMglJI R:7�COF ONWO� ANDACXNWBIXIEDTHEPoINODBEHIS LMYAA7N72fD0E15 DEED. NOTARYSIGNATVRE ��j�//L!/ l/LLTAU/lY.. �C�KIA�Y1TG77IN NOTARYPUBGC-OREGON -v v�4N/CIJ/F)J Or/PIG /Y/� COMMISSION NO. _ 9591 I T MYCOMMISSIONEXPIRES: Ar 2 _ RCIA I ACKNOWLEDGEMENT STATEOPORBOON )SS JACKSON COUNTY ) PERSONALLYAPPEAREDT77E ABOVE NA KA771L1' TA OF THE LIVM PVIn RUST, ONTHIS DAY OP 2J) 2015, AND ACKNOWLEDGED THE FOREGOING IO BE HER VOLUNTARYACr AND DEED. NOTARYSIONATURE _ 1 NOTARYPUBLEC-OREGON cOMMISSTONND. 9d9 MrcOMMlssroNBxnRBs:ArZI Assessor'. Map Na. 39 IE 16 A4, Tax Lots 9000, 9007 B 9002 LAND PAR TMON PARTITION PLAT NO. P 2018 LYLNOSITUATEWITI M NORTHEAST QUARTER OF SECTION 16 TOWNSHIP 39 SOUTH, RANGE I EAST, R7LLAAwT ff MERR)IAN CITYOFASHLAND, JACKSONCOUNTY, OREGON FOR Livni Family Trust 1135 F— Street AW-4 O w.B SURVEYOR'S CERTIFICATE I,SHOWNKAMPMANN,DULYRMISMREDPROFE MNALLANDSURVEYOROF THESTATEOFO1tEOON, DOHEREBYCERITFYTHATIHAVECORRECRY SURVEYED AND MARKED WITH THE PROPER MONUMENTS AS PROVIDED BY LAW, THE TRACTOF LAND HEREONSHOWN THIS SAID PLATBF.INO A CORRECT REPRESENTATION OF 771E SAME, AND THE FOLLOWING IS ANACCIJRAIN DESCRIPTION OF THE BOUNDARY LINES. A LAND PARTITION AND PROPERTY LINE ADJUSTMENT BETWEEN THOSE TRACTS OF LAND DESCRIBED WITHIN INSTRUMENTNO. "I"16591 OF THE OFFICIAL RECORDS OF JACKSON COUNTY; OREGON. LYING SITUATE WITHIN TIE NORTHEAST QUAR TER OF SECTION IQ TOWNSHIP 39 SOUTH RANGE I EAST OF THE WILLAMETTE MERIDIAN, CITY OFASHLAND, JACKSON ODVNTY, OREGON. MORE PARDCULARL Y DESCRIBED AND BOUNDED AS FOLLOWS, TD WIT. ALL OF PARCEL NO. 1, PARCEL NO. 2 AND PARCEL NO. 3 OF THATMINOR LAND PAR7777ON RECORDED NOVEMBIR 29, /951 M ]1LP'RELORD OFPARI]]TON PLATS' OFJACKSON COUNTY, OREGON, AND FUEDAS SURVEYNO 1012IINTHE0PFICE OF THE JACKSON COUNTY SEW VEYOR. I HL7RRY CERIPY DINT TIES FIAT IS AN EXACT COPY OF THE ORICIAHL. S� .SURbEl9� SURVEY NOTES: THE FOLLOWING ENCUMBRANCES DENOTED INAMERITTTLE REPOR T NO. 23215OAMDA7ED SEP7EAWER 2 .2015, EITHER DOES NOTAFFELT THE SUBJECT TRACE ARE BLANKET INNATVRE OR O77M WISE LNSUFFTCIPNMYDESCRIRED, AND TIIPJTEFORE NOT SHOWN GRARHICALLY ON THIS PLAT. RLISTRICI7VECOVENANM REQARDMO FUTURE IMPROVEMENTS TO FERN STREET, INCLUDINO 7HBTERMSANDPROVISIONSTREREOF. INCLUDING Q7 AMONOOTNER THTMSA WAIVER OPRIGHTOFREMONSTRANCE, RECORDED APRIL? . 1955 WITHIN DOCUMENT NO. 1985-06055 IN 771E OFFICIAL RECORDS OFJACKSON COUNTY, OREGON. REOULATTONS, INCLUDING LEVIES ASSESSMENTS. WATER AND Qj IRRIOIITONRTOHTSAND BASEMENTS FOR DITCHES AND CANALS OF TALENT IRREOATION DISTRICT. POLARIS LAND SURVEYING RECORDING: FILED FOR REGVIRD THIS � OF , E IR .LT /o.VOCLOIX L.y.M,ANDRELl7RD®MWLUME ,PAGE OFTHEPLATRSMRDSOFJACKSONODUNTY, OREGON. GOUNIYCLERR DE ffTY 22648 COUNTY SURVEYOR FR.E NO. TAX COLLECTORS STATEMENT: ALL TAXES, PEES, ASSESSAffiNTS OR O'ITLE{[ CNA %W AS REQNREDOBY O.R.S. H BEENPAIDASOP��_�(• i11 9 A TAX CO-.19 DATEDATE ASSE SURVEY NARRATIVE TO COWL WITH O.R.S. 209.250 PURPOSE TO SUR VEY AND MONUMENTA LAND PARTDRCkN OFPARCEL NO. 3 AMA PROPERTYT.lNEADJVSTINEM BETWEEN PARCEL NO. 3 AND PARCELS NO. I A 20FTHOS6TRACISOFLAND DPvm/RED p/ITNMINSTRUMENT NO. Ml"tM91INTHE OFFRTAL RECORDS OFJACRSONCOUNTY, OREOON, LYING SITUATE WITHINTHR NORTHHASTQUARTER OF SECHON IQ TOWNSHIP" SOUTH, RANGE I EASTOFTHEWTLLAMETIEMERIDIAN, CTTYOPASW.AND. JACKSON COUNTY, OREGON. PROCEDURE UTILSMG AN ELHCIROWCLEIG TS-16ROBUITC TOTAL STATION WITH RANGTNOPRISMS IN CONJUNCTION WITH SURVEY CONTROL PREVIOUSLY ESTABLISHED BY THIS OFFICE DURING THE PERFORMANCE OFSURVEYNO. IBM A JUST I SURVEY AND MONUMENT TFIE [.AND PARTlITON AND PROPERTY LINE BYMAYM"R SHOWN T ONRECTIR O WOR MSG ".IYCREA]lID BYTHATM/MORLANDPARTIITONR--PAONNO S-R 29, 19MM VOLUME J, PAOE2W OF FILED SU LAND PAR TIT 4 ZII TRECORDS MJA IE COUNTY, COUWN,AND FILED ASSURVEYNO. ECOVE ED FROMS ID UR JAIXSON COI/MYSURVEYOR. MONUMENTSRPLOVPRED FROM SAID SURVEY PIT WELL WITH i2'DEEO AND SURVEY RECORDS AND WERE HELD FOR POSMOMUNT,U RCCENUW WOTHERWISE SHOWN. TIJE RIGNT OF WAYFOR SOUTH MOVNIALNAVENUEWASDETERMINEDBYHSL TCTNTERLlN ONSM ENIS AV 2tWnIASHLAND STREET AND PROSPECTSTREET R DENOTEDONSURVEY NO. 1MO MONUMENTS STREET WAS DETERMINEDORTHE STAND YNOOUT EAS AND NE S AND MONUMENTS ABCOV£REDAT TTIE. F R N SIRE AND SOUTHEAST CORNERS OF PARCEL NO. 3 PER SURVEY NO. IOI21. PIRN STREET WAS DETERMINED BY HOLDING MONUMENTS RECOVERED ALONO 77M NOR7H LIIE OF SAID SURVEY NO I0115 AND REFERENCE MONUMENTS RECOVERED AT THE INTERSECTION OF FERN STREET WITH ROG STREETPPR SURVEY NO. 10124. THELANDPARTITION AND PROPERTY LINE A W USDNENT WAR SURVEYED AND MONUMENTED AS SHOWN HEREON. R]:aIDTERED PROFESSIONAL LAND SURVEYOR 91 AMN.KA-AIN RENEWAL DATE: 6/30/2019 SURVEYED BY: POLARIS LAND SURVEYING LLC P.O. BOX 459 ASHLAND. OREGON 97520 (541) 482-5009 DATE: AUGUST 24. 2018 PROJECT NO. 1032-16 FIB: SURVEYS11032-16VIVNI PARTITIONPLA7:DWO SHEET I ore 22648 22648 y :D 4 v I ¢ ' 45 zr � z5• IW I' I 46 W Ib -----J � 47 v E P L E A S A N T J P WA Y 48 ------� �' ' 23' ---- 35 I �j-tea X, X. -- -- --- --- `A �— 5I TA 36 1499E 12 14 P 37 W 23 38 II 14 - I I F E R N S T R E E T `— N B9.472J: W - 295.46' MaNMllEW 8EAR5 [N 89.42'J5 W - 296.J57 _ — _ _ 'R N 89.4213' W - 0.28' 'Z �— rROM C9RNIX - 240.23' [240.347 - I I I I W I — lakl a —I 22 1 W � I I I - /140.72' 5.60' INRAL PROPV w V.5�7., I5' ACCESS' a UIBM POIM I hl FASE �DBf1SRFif n PARCEL 2 PARCEL 3 7.9J5 S0. FT. I /�l �� I I1,219 S0. fT. PRERrr' -1� O 15 ,A Ot 10 I I -N 89'14'20 W - 99.50' ti 93.89' a S 89Y21J' f - 140.71• -- EarvcvcNr &MRs I' �%I• $ I ,'� N 89'4410' W - a's, tt' I". /Ih 7.5' ALe6S EASEIKHI _ Da FR011 LORAER O ' I /11, r ro BENEriT PARCEL I PARCEL [ PARCEL [ g 7.980 SO. FT. L$ 2 PARCEL 4 8 S IME 1I,257 SO ST. I 75' ACCESS EASEMENT ro BENE'HT PARCEI I y �I- PREltafa j IAVE 62.01-[82,117-174911/ J�ppppERn 89.48' _ 51.25' 114 S MOAVYEW N 81,- 0.25'10' W O.IO' FROM LIMNER x I �ASg SIB 1� y I I I , e RECEIVED 4 2J' I 23' Date j0 9 By ' This survey consists of 2 sheet(s) Map � page(s) Hortative I cEr(rtRUAVE w1ERsrcrlrnl I JACKSON COUNTY SO MOYMIAM AWNUF AHD P6DSPEcr STREET ` it SURVEYOR Jo' — _ R I SCALE: 1' — 40' 1• Assessor's Map No. 39 1E 16 AA, Tax Lots 9000, 9001 & 9002 POLARIS LAND SURVEYING LAND PARTITION PARTITIONPLAT NO. P - GZ% - 2018 LYING SITUATE WI NTN NORTHEAST QUARTER OF SECTION 16 TOWNSHIP 39 SOUTH, RANGE 1 EAST, MMLAMETTE MERIDIAN CITYOFASHLAND, IACKSONCOUNTY, OREGON FOR Livni Family Trust 2532 Old Mill Wey Ashland, Oregon LEGEND ® 1-1/2'BRONZE CAPINMONUMEM WELL STAMPED YTI7' OF AS=R0 lS759'PM SM 15659&/F996 (RBCOVERED) ® I-1M' IRON PM& NO OTH£R MARKINGS PER SO410124 & sw 18996 (REL'OVEREO) O ".ZRONPIN r/ YELLOWPLASTIC CM STAMPED 'SWAM RLS 759'PER SM 7458 (RFCOVTiR®) 0 la-MONPME w/YPLLOW PLASTIC PLUG STAMPED 'SWAINRLS 759 "PER S/N 10124 (RECOVERED) ", x 301 MON PIN /ORANGE PLASTIC CAP STAMPED 'KAA4PMANN PLS 2883' (ESTABLISHED) SVHIELT PROPERTYLINB ---� PARTMONIADR)STEDLOM BOLA ARYLINP CENTILL --- ------- EASEMEN4 LME -r—r—r- FENCELINE O.R OFMMLRECDRDS, JACKSONLOLJ CLERK SM SUR VEY FHE NU RR, JACKSON COUNTY SUR VEYOR ( ) SURVEYRECORD DATA PER SAN 189 ( 1 SUR VEYRECIORD DA TA PER SN 7458&SIN 10124 PRNATE ACCESS& ErTFUTY EASEMEM BY THIS PLAT BASIS OF BEARING THEBASISOFBEARINGFOR TMSSURVEYlS TH6 CENTPJtLINE OF SOIJITI MOUNTAINA VENUE11A VINO A RECORD BEARING OF NORTH 00'1 713'BASI, AS REFERENCED ONSURVEY NO.19996, ON FHB IN THE OFFICE OF THE JACKSON COLM SUM VEYOR, I HEREBY CERBFY THAT THIS PUT IS AH D(ACT COPY OF THE ORICIAW- SURVEYOR PROFFESSIESSI O ReN NAL LAND SURVEYOR OREOON SNAMNrIfA1PYAIN RENEWAL DATE: 6/30/2019 SURVEYED BY: POLARIS LAND SURVEYING LLC P.O. BOX 459 ASHLAND. OREGON 07520 (541) 482-5009 DATE: AUGUST 24, 2018 PROJECT NO. 7032-76 F1IE: SUR VEYS11094-16VHLL PARTTRONPLAT.DWO SHEET2o1`2 A 22648 �" =,Council Business Meeting Date: July 16, 2024 Agenda Item City Manager & City Attorney Search Update From Molly Taylor, Director Contact molly.taylor@ashland.or.us SUMMARY Human Resources is working on collecting information from several recruiting firms to assist in the recruitment for the City Manager as well as the City Attorney. POLICIES, PLANS & GOALS SUPPORTED Values: Excellence in governance and City services. BACKGROUND AND ADDITIONAL INFORMATION The City Manager became vacant in February 2024 and the Deputy City Manager is currently holding the position as Interim City Manager. The City Attorney position has been vacant since July 2022. With the help of the Assistant City Attorney, we have contracted out this position until a successful recruitment process is completed. Prior recruitments for this position have been unsuccessful. In the past, most of our executive recruiting firms have had a similar process: • The recruiter spends time with the Council, Community Stakeholders and staff to develop a profile of the ideal candidate and develop an understanding of the community and position to find the best match. • The recruiter conducts a national search. • The City hosts semi-finalists for a selection process to include interviews, a tour of the City and in some cases, a candidate reception. With potential cost savings to perform multiple recruitments at the same time, Human Resources is also collecting information for the City Attorney vacancy. Human Resources utilized the Directory of Executive Search Firms provided by ICMA (International City/County Management Association) and from there searched for firms primarily located on the West Coast. The criteria being used to narrow the search for a recruiter is: • Do they have experience providing service in Oregon? • What are their qualifications? • What services would be included? Do they have different packages? • What are their rates? Can they provide a rate sheet? • When would they be able to begin? • What is their typical recruitment timeline? In anticipation of the recruitments, job descriptions for the City Manager and the City Attorney need to be reviewed and, if necessary, updated. FISCAL IMPACTS Professional fees for recruitment firms range from $20,000 to $50,000 per recruitment. Additionally, bringing in finalists to Ashland incurs hotel and travel costs as well as panelist lunches and a background check on the finalist selected for hire. Bundling multiple executive recruitments could minimize costs. SUGGESTED ACTIONS, MOTIONS, AND/OR OPTIONS Page 1 of 2 IFS Pane 9R of 231 �" =, Council Business Meeting • Review the City Manager and City Attorney job descriptions and have Human Resources update as needed. • Have Human Resources collect recruitment information and select a recruitment firm, while adhering to proper procurement rules, to begin the recruitment process. • Have Human Resources collect recruitment information and have Council select a recruitment firm, while adhering to proper procurement rules. REFERENCES & ATTACHMENTS 1. City Manager Job Description FINAL 2. SGR_AshlandOR_City Manager FINAL 3. Job Description City Attorney final draft.06.23.22 4. JEN-AshlandCityAttorney_REV2 5. ARTICLE_VIII-A_(1)_CityChart_CM Page 2 of 2 Pane 9A of 231 JOB DESCRIPTION CITY OF -ASHLAND OVERTIME: x Exempt —Non-Exempt JOB TITLE: City Manager JOB GROUP: Executive Management DEPARTMENT: Administration DATE: *1/1/2021 Changed by Ballot Measure The City of Ashland is a full -service City that runs its own Police Department, Fire & Rescue including ambulance service, Public Works Department including water, wastewater, street operations, and Engineering, Community Development Department including Planning and Building, Electric Utility, Municipal Court, and Fiber optic network. The City has a range of centralized services, including Information Technology, Finance, and Human Resources. A separate elected Commission, Ashland Parks and Recreation Commission (APRC), oversees employees in the Parks and Recreation Department; however, APRC shares part of general fund revenues with the City. The City has five (5) collective bargaining units: Ashland Firefighters' Association, Ashland Police Association, IBEW Electrical union, IBEW Clerical/Technical union, and the Laborers' International Union of North America. PURPOSE: Under the City Council's direction, the City Manager performs highly responsible management, administrative and professional duties as the Chief Executive Officer of the City of Ashland. Using a high degree of independence, initiative, and vocational ability in the daily administration and management of municipal operations, the City Manager implements policies and programs with a community -wide impact working within federal, state, and local regulations, laws, and guidelines. The City Manager provides visionary, innovative leadership, supervision, and general direction to the City's Executive Management Team. The City Manager provides professional -managerial support to the Mayor and Council in developing, enacting, and administering laws, policies, and programs; manages the City's budget; enforces or oversees enforcement of all City Ordinances, Resolutions and contracts; and performs other work as assigned. DISTINGUISHING CHARACTERISTICS: The City Manager is a single position classification. The incumbent serves as the chief administrative officer for the City and the principal staff person to the Mayor and the City Council. The City Manager serves as an experienced executive with a high aptitude to manage overall municipal operations. SUPERVISION RECEIVED: The City Manager receives general policy direction from the City Council. SUPERVISORY RESPONSIBILITIES: The employee in this classification will have direct supervisory responsibility over subordinate management, supervisory, professional, and technical employees, and functional supervisory responsibility over subordinate supervisory, professional, technical, clerical, and/or other employees. Pane inn of 231 City Manager Page 2 JOB DESCRIPTION ESSENTIAL JOB FUNCTIONS: The duties listed below are intended to illustrate the diverse types of work that may be performed. The omission of specific statements of duties does not exclude them from the classification if the work is similar, related, and/or a logical assignment to the position designation. Establish an excellent working relationship with the Council on an individual and collective basis through clear and consistent communication. Keep the Council informed of current events, and supply prompt, well - researched recommendations, analysis, and alternatives to make informed decisions on behalf of the City. Provide direct staff support to the City Council at all regular Business Meetings, Study Sessions, Special Meetings, and Executive Sessions. Prepare the Agenda; supply information and reports covering City operations; support Council members in their deliberations on policy and/or legislative matters. Assist the Council as needed in preparing for meetings; communicate the decisions of Council to department heads, City staff, and the media; ensure implementation of Council actions. Assist the City Council in developing and coordinating its initiatives and goals for the community into action in a transparent manner. Provide appropriate and effective services for the City based on an analysis of City needs, and various economic, legislative, and judicial influences; Develop strategies and recommend short and long range plans to support and engage City departments to implement these goals and policies. Empower staff through clear communication, set exacting standards and expectations for staff accountability without micromanaging subordinates. Provide administrative direction to all City departments and employees, directly or through subordinate department heads and other managers; conduct performance appraisals and ensure that subordinate managers and supervisors do the same for their subordinates; ensure resolution of personnel matters. Hire, discipline, and as necessary, terminate department heads and other staff (with the exception of APRC employees, elected officials, and appointed officers of the City Council); maintain standards of efficiency and morale among all department employees on matters relating to personnel, employee relations, conflicts and grievances. The City Manager must be impartial and fair with the ability to generate trust in the organization and the community. Oversee and direct the budget development process; review and approve departmental needs and estimates; prepare and transmit the Proposed Budget to the City's Citizen Budget Committee and the City Council for review and approval. Administer the Adopted Budget, monitoring expenditures to ensure compliance with the Budget and State law. Work with various citizen and business groups to encourage and develop economic opportunities, attend meetings, and represent the City in multiple organizations and groups. Explain City issues and projects, promote citizen participation and support, respond to citizen inquiries, resolve complaints, or refer them to the right departments as needed; follow through to ensure satisfactory citizen inquiry resolution. The City Manager must value and support partnerships and collaboration with other governmental agencies and stakeholders in the region; represent the City at meetings and events regionally, locally, and nationally, the City Manager will bring new ideas and solutions to the City Council and Community. The City Manager will be a problem -solver with the ability to multi -task and communicate simultaneously with the Council, Community, and staff in a transparent manner. Promote a workplace culture that embraces the core values of diversity, equity, and inclusion. ADMINISTRATION DEPARTMENT/PERSONNEL 20 East Main Street Ashland, Oregon 97520 www.ashland.or.us Tel: 541552-2110 Fax: 541-488-5311 TTY: 800-735-2900 Willirvisal Pane 101 of 931 City Manager Page 3 JOB DESCRIPTION AUXILIARY JOB FUNCTIONS: Maintain ability by attending training conferences and meetings, reading materials, and meeting others in areas of responsibility. Perform other work as assigned. MINIMUM QUALIFICATIONS: EDUCATION, TRAINING, AND EXPERIENCE Education: Possession of a bachelor's degree with major coursework in public administration, business administration, finance, or a closely related field. Experience: A minimum of ten (10) years of progressively responsible public sector administrative/management experience, including at least three (3) years of experience as a chief executive officer for a City, County or Special District or five (5) years of experience as a deputy or Assistant City Manager/Administrator. Substitution: Any satisfactory equivalent combination of education, training, and experience that shows the knowledge, skills, and abilities to perform the duties of the job proficiently may substitute for the above requirements. Desirable Qualifications: A master's degree in Public Administration is highly desirable. Experience managing in a municipal government comparable in size and complexity than the City of Ashland is beneficial. Certification as an ICMA Credentialed Manager and Oregon experience is preferred. SPECIAL REQUIREMENTS License: Possession of, or the ability to obtain and maintain, an Oregon driver's license by the time of appointment. KNOWLEDGE, SKILLS, AND ABILITIES Knowledge of: • Advanced, modern, and sophisticated principles and practices of municipal government. • City administration and functions, including organizational and economic development functions and services. • Principles and practices of municipal budget preparation and administration. • Principles of effective public relations and interrelationships with community groups, public agencies, private businesses, firms, and other government levels. • Current social, political, and economic trends, as well as operating problems of municipal government. • Pertinent federal, state, and local laws, codes, and regulations. • Principles and practices of employee selection, supervision, training, and professional development. Skill and Ability to: • Provide effective leadership and coordinate the activities of a city organization. • Serve effectively as the administrative agent of a city council. • Select, supervise, and evaluate assigned staff, including senior managers. • Interpret and apply a wide variety of complex laws, rules, and regulations. • Analyze, interpret, summarize, and present administrative and technical information and data effectively. • Communicate effectively, orally, and in writing and demonstrate strong presentation skills. ADMINISTRATION DEPARTMENT/PERSONNEL 20 East Main Street Ashland, Oregon 97520 www.ashland.or.us Tel: 541552-2110 Fax: 541-488-5311 TTY: 800-735-2900 Pane i n2 of 231 City Manager Page 4 JOB DESCRIPTION • Establish and support effective working relationships with those contacted during work. Demonstrate leadership to employees, contractors, public officials, other agencies, customers and the general public; Be resourceful, reach consensus with others and exhibit a collaborative style with community members, elected and appointed officials, executive management and staff. Gain cooperation through discussion and teamwork. PHYSICAL DEMANDS: The physical and mental demands described here represent those that must be met by employees to perform the essential functions of this classification successfully. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. (1) Mobili : frequent sitting for extended periods; occasional bending or squatting. (2) Lifting: often up to 10 pounds; occasionally up to 25 pounds. (3) Vision: constant use of overall vision; frequent reading and close- up work; color and depth vision. (4) Dexterity: frequent use of keyboard; constant repetitive motion; regular writing; frequent grasping, holding, and reaching. (5) Hearing/Talking: routine hearing and talking, in person and on the phone. (6) Emotional/Psychological: frequent decision -making and concentration; regular public and/or coworker contact; occasional working alone. WORKING CONDITIONS: The work environment characteristics described here represent those an employee encounters while performing the essential functions of this classification. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. Work is performed in a typical office environment and is subject to moderate noise. ADMINISTRATION DEPARTMENT/PERSONNEL 20 East Main Street Ashland, Oregon 97520 www.ashland.or.us Tel: 541-552-2110 Fax: 541-488-5311 TTY: 800-735-2900 Pane 1 m of 2'11 41 of y :a OIL �i sy Rr F -ay� 3 yjy^4_ � � - " ,�•+i�", st. ; '>"'• � �r:L_ .'. j� ,: �'^ a� v � s � �` 9' �� n .: n i t `,_y �• _• _ Y4. r Vic$, .'. k � - } r 3.. ,y ♦-•• ~ '--iF..'- .c.�71y',�'efi' r" -R + f ti ''". - r, R. [YY9+•T�• _w. R ae•,al�pM - ..i '-- -she' .�.� `••'- ' fa a r ASHLAND, OREGON Offering magnificent landscapes, world -class theaters, excellent schools, and a vibrant small-town sense of community, Ashland is a city that inspires the mind and stirs the soul. The home of more than 20,000 people lies along Interstate 5 at the southern end of Oregon's Rogue Valley just 30 minutes from the California border and attracts more than 1 million visitors annually to its natural treasures and famous festivals. Ashland features 50 miles of trail and 18 parks, including the 93-acre Lithia Park designed by John McLaren of Golden Gate Park fame. The community is also within an hour's drive of 10 lakes and five major rivers offering boating, fishing, swimming, camping, rafting, and access (with a permitted guide) to one of the few "Wild and Scenic" designated portions of river in the country. The convergence of the Cascade and Siskiyou mountain ranges and Klamath Basin, only 60 miles to the east, attract more than 300 species of birds to the region, and the Basin is said to have the largest concentration of Bald Eagles in the Lower 48. Sitting on the edge of Siskiyou Mountain Park just miles from Mt. Ashland — the range's highest peak — and at the base of the 15,000-acre Ashland Watershed, the city welcomes endurance events such as the Spring Thaw, Mt. Ashland Hill Climb, the Siskiyou Challenge, and the Ashland Mountain Challenge. It also transforms into a winter wonderland each year, averaging more than 250 inches of snowfall above 3,000 feet. Nature's bounties extend beyond the region's national forests and mountain ranges, too; they are on offer through Ashland's local dining scene of over 100 restaurants, bars, and coffee shops; the region's award - winning wineries and breweries; the Rogue Valley Farmers and Growers Market; and a slew of delicious special events. In addition to the famed four -day Ashland Culinary Festival held each November as part of Ashland Culinary Month, the community plays host to the Oregon Chocolate Festival, A Taste of Ashland, and the Oregon Honey Festival. 4 --_-3 Speaking of festivals, they don't stop with food. The city is also home to the Ashland Independent Film Festival and the Ashland New Plays Festival. Most notably, though, it is the birthplace of the Tony Award -winning Oregon Shakespeare Festival. Among the oldest and largest professional nonprofit theaters in the nation, the OSF presents a nine -month season of 11 plays across three theaters offering more than 800 performances annually. 2 ASHLAND, OR I CITY MANAGER 2111 Not a fan of The Bard? Area residents and visitors alike will find much more to enjoy thanks to the Oregon Cabaret Theatre, Ashland Contemporary Theatre, Livia Genise Productions, Camelot Theatre, Southern Oregon University's Oregon Center for the Arts, and the Craterian Theatre at the Collier Center for the Performing Arts. Music fans are in luck as well. Ashland is home to the Rogue Valley Symphony, the only professional orchestra in Southern Oregon, and the university hosts an annual series of Chamber Music Concerts inviting musicians from around the world. In nearby Jacksonville, the Britt Music & Arts Festival has long been among the best outdoor performing arts festivals in the Pacific Northwest, featuring headliners in pop, jazz, blues, folk, bluegrass, classical, and country music. Ashland's thriving cultural community is also on display through its galleries, museums, and visual arts events. Take in an exhibit at the Schneider Museum of Art on SOU's campus or the Ashland Art Center; browse eclectic galleries and public art initiatives on display in the Historic Railroad District; enjoy the First Friday Art Walk each month; or stroll the juried, open-air Lithia Artisans Market in downtown Ashland on weekends from March through November. h its many attractions, Ashland remains a small town at its core and lend of incredible amenities and hometown heart continue enticing )useholds with median incomes hovering north of $56,000 to make the move. It is a one -high-school town — an excellent one at that, with Ashland High School, regularly named one of the best in America by US News & World Report — and the city's array of entrepreneurs offering everything from home decor, gourmet foods, and cookware to specialty clothing, handcrafted jewelry, and curated book selections have earned the city a "Shop Small" designation. Median home prices in Ashland are just under $600,000 with a property tax levy of $4.2865 per $1,000. 3 ASHLAND, OR I CITY MANAGER W�1n f 931 The City of Ashland operates with a biennial budget and provides a full range of municipal services, including police and fire protection, ambulance services, parks, recreation facilities and activities, streets, airport, planning and building, senior programs, and general administrative services. It also supplies water, wastewater, electric, and telecommunications utility services. Incorporated in 1874, the City operates under applicable state laws and its charter with direction from a seven -member City Council. The mayor and six City Council members are elected at large in staggered, four-year terms. Other elected officials include the City Recorder, Municipal Judge, and a five -member Parks & Recreation Commission. Following a charter update that went into effect Jan. 1, 2021, transitioning Ashland to a City Manager -City Council form of government, the Mayor, with confirmation by the City Council, is embarking on appointing Ashland's first City Manager to carry out elected leaders' vision and policies, and oversee daily operations of the organization. ASHLAND CITY COUNCIL 2021-2023 PRIORITIES • Increase availability of affordable housing, especially for middle -income families, by reducing City costs and improving permitting procedures. • Review Ashland government spending to identify long-term opportunities for operational cost savings and fiscal stability. • Establish programs to improve resilience during environment -related crises, e.g. renewable energy sources to provide emergency power for essential services. • Manage smooth, positive transition to new City governance structure including staff and council training, and communication with the public. • Make Ashland more affordable by reviewing City policies and regulations to avoid unintended consequences of increased living costs for Ashland residents. • Foster economic growth and diversification within high-tech and services sectors to increase livable -wage jobs and improve economic resilience. • Create a broadly focused long-range vision and strategic plan for Ashland governance, including agency structure, decision -making process, and cost efficiencies, emphasizing social, racial, and demographic equity. 4 ASHLAND, OR I CITY MANAGER W"n f ?,i1 L5, Appointed by the Mayor with confirmation from the City Council, the City Manager will oversee all aspects of city operations. This includes public works, community and economic development, police, fire and rescue, electric utility, municipal court, and fiber-optic network, centralized services consisting of information technology, finance, and human resources, and special projects such as working with other community and jurisdictional leaders in addressing homelessness and affordable housing issues. Notably, it does not include the Parks Department, which is instead under the direction of an elected Parks Commission with a Commission -appointed Parks Director. The City Manager will be called upon to uphold the public trust while improving accountability, customer service, and efficiency; to enforce City ordinances, policies, contracts, franchises, and leases; and to develop and manage the City's adopted biennium budget. As the face of the organization, they will work closely with constituents, businesses, neighboring communities, government organizations at the county, state, and federal levels, and elected and appointed leaders including the community's 20+ advisory boards and commissions. They will also inspire and empower staff, encouraging interdepartmental teamwork and ensuring the City's professionals have the necessary resources to be D. influential leaders and technical experts. Additionally, this position will support City Council members through developing policy and long- range plans; advancing their goals, policies, and objectives; and keeping them apprised of issues, trends, and matters of citywide interest. 5 ASHLAND, OR I CITY MANAGER W"n f i1 ' rlJl.dlJUJlC7ll ldVlll L)/-VVVI KII II�. VVILIIUIC rII IdIIL.0 VII CI.LVI LV ICGU LIIC I..I L)/I.,VUIII..II `:"_.-' - through decisions necessary to put the organization on a solid financial footing. • Environmental Stewardship -collaborating with the community and commissions to update and implement the Climate and Energy Action Plan. • Capital Improvement Planning - overseeing updates to long-term infrastructure plans including the Transportation System Plan and Electric Utility Plan. • Economic Development - partnering with the Chamber of Commerce to update and implement the City's Economic Development Plan. • Personnel Matters - negotiating collective bargaining agreements with the City's various employee unions as well as integrating diversity, equity, and inclusion goals into the City's operations. G ASHLAND, OR I CITY MANAGER �(l. f 231 The City of Ashland is seeking a passionate and visionary leader with the knowledge, skills, and experience to meet the challenges of becoming the community's first city manager. The successful candidate will help shape a new form of government, leading a team of skilled professionals to increase economic viability, build trust and bridge relationships, and improve the lives of Ashland residents and over 1 million annual visitors alike. The community, staff, and City Council are looking for a proven municipal leader with a demonstrated ability to develop and execute the vision, manage expectations, respond to resident needs and desires, and assist the City in identifying and accomplishing its established goals and reaching its greater potential. The incoming City Manager will need the creativity and financial savvy to lead the City to post -pandemic success, and to help achieve its objectives of becoming a financially and environmentally sustainable organization. Faced with running a full -service municipal organization of nearly 250 full -time -equivalent employees with an adopted biennium budget of $348 million, the ideal applicant is a strategic thinker with a strong understanding of local, state, and federal regulatory requirements, and the ability to effectively adapt to and find opportunities to advance Ashland's internal operations and external services. They will also be a compassionate and responsive servant -leader who promotes an organizational culture that embraces and fosters professionalism, collaboration, innovation, communication, diversity, and inclusion. EDUCATION AND EXPERIENCE This position requires a bachelor's degree in public administration, business administration, finance, or a closely related field with a master's degree in , public or business administration preferred. Candidates should have at least 10 years of progressively responsible public sector administrative/management experience, including five years as a chief executive officer, deputy, or assistant city manager/administrator for a city, county, or special district. The ideal candidate will have experience in Oregon municipal government, and as a city manager/administrator in a community with similar values, economy, and size as Ashland (or larger). Certification as an International City/County Management Association (ICMA) Credentialed Manager is preferred. 7 ASHLAND, OR I CITY MANAGER The City of Ashland is offering an annual salary range of $138,448- $168,285 for this position dependent upon experience and qualifications. The organization's robust benefits package includes health, dental, vision, life, accidental death/dismemberment, and long-term disability insurance; paid vacation, sick, and holiday leave; a wellness program including assistance with membership fees at qualified fitness facilities; and an HRA VEBA plan to which the City contributes 2% of an employee's salary. The City also provides a generous retirement plan through the State of Oregon, covering 100% of both the employer and employee contributions and optional deferred compensation programs with the possibility of matching City contributions. This position additionally qualifies for a vehicle allowance and up to $10,000 in reimbursement for relocation expenses. APPLICATION PROCESS Please send a resume and cover letter to apply.at.ashland(o)ashland.or.us Resumes will be reviewed as they are received. To ensure consideration, apply by October 13, 2021. For more information on this position contact: Gary Milliman, City Manager Pro Tern gary.milliman@ashland.or.us 541-813-9267 The City of Ashland is an equal opportunity employer and will not discriminate against an employee or applicant for employment because of race, color, religion, sex, sexual orientation, gender identity, age, marital status, national origin, or mental or physical disability unless based on a bonafide occupational qualification. RESOURCES City of Ashland www.ashland.or.us Ashland School District www.ashland.kl2.or.us Ashland Chamber of Commerce www.ashlandchamber.com Chamber of Commerce Visitors Guide www.travelashland.com Ashland Local Business Guide www.shopashlandoregon.com Rogue Valley Wine Country www.roquevalleywinecountry.com Travel Southern Oregon www.southernoregon.org CITY OF 0 0 ASH LAN D �� _111nf231 JOB DESCRIPTION CITY OF ASHLAND OVERTIME: x Exempt _ Non -Exempt JOB TITLE: City Attorney JOB GROUP: Executive Management DEPARTMENT: Administration DATE: June 23, 2022 PURPOSE: Performs a broad range of legal services for the City of Ashland and serves as the chief advisor on all City legal matters; interprets statutes, codes, and rules; represents the City in legal proceedings; prepares ordinances, resolutions, and other legal documents for the City; provides legal support to the Mayor, City Council, Ashland Park Commission, City Manager, and department heads; represents the City before various agencies; supervises assigned personnel; and performs other work as assigned. DISTINGUISHING CHARACTERISTICS: The City Attorney is a single position classification. The incumbent performs complex professional attorney duties and is responsible for overall management of the City's Legal Department, including the supervision of the Assistant City Attorney and clerical staff. SUPERVISION RECEIVED: Receives policy direction from the City Council. SUPERVISORY RESPONSIBILITIES: The employee in this classification has direct supervisory responsibility over subordinate attorney staff as well as technical and clerical employees. ESSENTIAL JOB FUNCTIONS: The duties listed below are only intended as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the classification if the work is similar, related and/or a logical assignment to the classification. Draft, review, interpret and enforce contracts for the City on a wide variety of subjects, including real estate, development, purchasing, intergovernmental, loan, personnel, and other agreements; conduct legal research in order to analyze and advise the City on various legal questions and recommend courses of action; prepare correspondence, memoranda, and reports concerning legal questions, analyses, interpretations, and opinions. Research, draft, review, and interpret City ordinances; prepare necessary reports for City staff, Mayor and City Council information and action; enforce the Ashland Municipal Code. Supervise employees in the Legal Department, including providing instruction, assigning and reviewing work, scheduling projects, evaluating performance, taking and/or effectively recommending necessary personnel actions, and resolving employee complaints. Advise on disciplinary actions and review grievances filed by employees and bargaining units; conduct necessary research to analyze and interpret various labor -related questions and advise the City regarding best courses of action; respond to inquiries and resolve complaints regarding City activities in person, over the telephone, and through written PanP 112 of 911 City Attorney Page 2 JOB DESCRIPTION correspondence; attend various community group, professional and civic organization meetings to communicate City policies. Serve as the City's attorney in a variety of actions in judicial or administrative forums, including federal and state court proceedings; retain, manage, and assist outside legal counsel as needed. Attend and provide support at City Council meetings, executive sessions, and study sessions; Planning Commission meetings; and other advisory meetings as required; provide legal training for City staff, boards, and commissions as needed. Meet regularly with the City Management Team and work with the City Manager to accomplish City Council policy direction. Coordinate assigned activities with those of other departments, outside agencies, and organizations. Hire consultants as necessary for legal purposes. Serve as a member of the City's management team; act ethically and responsibly; support and demonstrate engagement in diversity, inclusion, and equity and maintain effective working relationships with others; demonstrate professionalism and respect in all workplace interactions. Maintain regularjob attendance. Follow all safety rules and procedures established for work areas. Dedicated to workforce diversity, equity, and inclusion and possess the desire to advance the City's achievements in this area City of Ashland residency preferred. AUXILIARY JOB FUNCTIONS: Maintain proficiency by attending training conferences and meetings, reading materials, and meeting with others in areas of responsibility. Perform other work as assigned. MINIMUM QUALIFICATIONS: EDUCATION, TRAINING AND EXPERIENCE Education: Graduation from an accredited school of law. Experience: A minimum of five (5) years of professional experience as a practicing attorney in a public sector environment. Substitution: Any satisfactory equivalent combination of education, training and experience that demonstrates the knowledge, skills, and abilities to perform the duties of the job proficiently may substitute for the above requirements. Desirable Qualifications: Experience in a municipal government that is similar in size or larger than the City of Ashland is desirable. SPECIAL REQUIREMENTS: License: Possession of, or the ability to obtain and retain, an Oregon driver license by the time of appointment. ADMINISTRATION DEPARTMENT/PERSONNEL Tel: 541-552-2110 20 East Main Street Fax: 541-488-5311 Ashland, Oregon 97520 TTY: 800-735-2900 www.ashland.or.us porwraAAM&A Pane 11 of 2.11 City Attorney Page 3 JOB DESCRIPTION Other: Current membership in good standing in the Oregon State Bar. KNOWLEDGE, SKILLS, AND ABILITIES: Knowledge of: Modern and highly complex principles and practices of municipal law. Principles and practices of modern public administration, including planning, organizing, directing, and staffing. Principles of organization, duties, powers, limitations, and authority of city government and the City Attorney's Office. Legal principles and practices including in the areas of civil, criminal, constitutional, and administrative law and procedures. Ordinances, statutes, and court decisions relating to municipal corporations. Principles and practices of business computer user applications. Ability to: Interpret and apply legal principles and knowledge of complex legal problems; effectively apply legal knowledge and principles in court. Conduct research on complex legal problems and prepare sound legal opinions. Interpret and make decisions in accordance with laws, regulations, and policies. Select, supervise, train, and evaluate professional, technical, and clerical staff. Develop and administer a department budget. Exercise sound independent judgment within general policy guidelines. Communicate effectively with the public and staff, both orally and in writing, often in stressful situations. Establish and maintain effective working relationships with those contacted in the course of work. PHYSICAL DEMANDS: The physical and mental demands described here are representative of those that must be met by employees to successfully perform the essential functions of this classification. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. (1) Mobility: frequent sitting for long periods of time; occasional walking and standing. (2) Lifting: frequently up to 10 pounds; occasionally up to 25 pounds. (3) Vision: constant use of overall vision; frequent reading and close-up work; occasional color and depth vision. (4) Dexterity: frequent use of keyboard; frequent repetitive motion; frequent writing; frequent grasping, holding, and reaching. (5) Hearing/Talking: frequent hearing and talking, in person and on the phone. (6) Emotional/Psychological: frequent decision -making and concentration; frequent public and/or coworker contact; occasional working alone. WORKING CONDITIONS: ADMINISTRATION DEPARTMENT/PERSONNEL 20 East Main Street Ashland, Oregon 97520 www.ashland.or.us Tel: 541-552-2110 Fax: 541-488-5311 TTY: 800-735-2900 pla ,V740 Pane 114 of 931 City Attorney JOB DESCRIPTION Page 4 The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this classification. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. Work is performed in a typical office environment and is subject to moderate noise. DEPARTMENT HEAD SIGNATURE: CITY MANAGER APPROVAL: ADMINISTRATION DEPARTMENT/PERSONNEL 20 East Main Street Ashland, Oregon 97520 www.ashland.or.us Tel: 541-552-2110 Fax: 541-488-5311 TTY: 800-735-2900 DATE: DATE: Pane 115 of 231 .. I em CITY ATTORNEY City of Ashland, Oregon <��CITY OF HLAND 6efte&TYAa POPULATION 21,607 BUDGET $385 Million (FY 2023-2025) FTE POSITIONS 264 CITY DEPARTMENTS Administration City Recorder Community Development Electric Finance Fire Human Resources Information Technology Legal Municipal Court Police Parks & Recreation Public Works UNIONS Firefighters Association Police Association IBEW Clerical/Technical Workers IBEW Electrical Workers Public Works Laborers BENEFITS Medical/Dental/Vision Flexible Spending Account HRA VEBA PERS Retirement Life/Disability Insurance Deferred Coompensation COMMUNITY Arts & Culture Civic Engagement Small Town Character Natural Beauty Family Friendly Outdoor Recreation Wine Region JENSE EGIES THE COMMUNITY The City of Ashland, Oregon (population 21,607) is nestled in the foothills of the Siskiyou Mountains just north of the California border. Ashland is easily accessible via Interstate 5 and is known for its stunning natural beauty, world -class theater, thriving arts scene, outdoor recreation opportunities, and surrounding wine country. The ancestral homeland of the Shasta tribe, Ashland was settled in 1852 and became a center for mining and agriculture. It is known now as the home of the Oregon Shakespeare Festival, a world-renowned 80-year-old Tony Award -winning theater company with the oldest full-scale Elizabethan stage in the Western Hemisphere. In addition, Ashland is also the home of Southern Oregon University, a public liberal arts institution with over 6,000 students. The city also serves as a homebase for those visiting the Rogue Valley's famed wine country and experiencing the wealth of outdoor recreational opportunities. Ashland residents enjoy a beautiful physical environment that includes an extensive parks system, tree -lined streets, and a charming vibrant downtown area with a variety of boutique shops, cafes, and restaurants. While it has a cosmopolitan atmosphere, Ashland maintains a small-town and welcoming community feel. The schools consistently rank among the best in Oregon and its residents take pride in their commitment to civic engagement and environmental stewardship. All these qualities make Ashland an attractive destination for families, retirees, and anyone seeking a dynamic and active community situated in a beautiful natural environment. Pane 117 of 9*11 THE ORGANIZATION The City of Ashland employs a Council -Manager form of government with the legislative and policy -making body composed of a six -member City Council and a Mayor. The Mayor, six Council members, City Recorder, and Municipal Judge are elected for four-year terms. The City Manager and City Attorney are appointed by the Mayor and confirmed by a majority of the Council. City departments include Administration, Community Development, Electric, Finance, Fire, Human Resources, Information Technology, Legal, Municipal Court, Police, and Public Works. The Parks and Recreation Department is managed separately by an elected board as set out in Article XIX of the City Charter. The City employs 264 full- time equivalent employees, and operates on a budget of approximately $385 million. THE POSITION Under the City Charter, the City Attorney is appointed by the Mayor and confirmed by the City Council. The City Manager has no authority or supervisory responsibilities over the City Attorney or the City Attorney's Office. The City Attorney serves as the chief legal advisor on all City matters with specific duties and responsibilities set out in Chapter 2 of the Ashland Municipal Code including: Legal Duties: Prosecutes and defends for the City all actions at law or in equity, and all special proceedings for or against the City. Commences any legal proceedings when directed to do so by the City Manager or City Council and shall give legal advice, in writing, to the Mayor, the City Council, the City Manager, Department Heads, and boards and commissions when requested. Responsibilities to the Council: Prepare ordinances, resolutions, contracts, or other instruments requested by Council or the City Manager, and attend all Council meetings and other committee/commission meetings when requested to do so by the Mayor, the Council, or City Manager. Ex Officio Duties: With respect to criminal proceedings in the Municipal Court, the City Attorney acts as Ex Officio prosecuting attorney. THE IDEAL CANDIDATE The ideal candidate possesses and has demonstrated the following attributes: • Demonstrated municipal law experience to provide sound and clear legal guidance to the City Council and staff. Familiarity with the legal issues relevant to services and functions provided by a full -service municipality is important. Ability to proactively protect the City from foreseeable legal challenges, to provide support and Pane 11 A of 931 guidance for City Council policy discussions, to represent • Well rounded leadership and management abilities the City in judicial and administrative forums, and to to manage all aspects of the City Attorney's Office advise the City Council and/or staff when outside counsel is recommended. ■ Ability to foster effective Council relations through proactive engagement, guidance on legal issues, and maintenance of appropriate deference. Expertise to offer procedural guidance advice at City Council meetings and appropriate judgment to keep the Council informed of legal issues potentially or presently impacting the City. Ability to provide City Council with clear, concise, understandable, and accurate legal guidance regarding substantive and procedural actions. including, but not limited to, personnel management, budget development and tracking, succession planning, and effective engagement with other City officials. Ability to effectively manage Legal Department functions, balance priority initiatives, and foster an active and forward -thinking workplace. Management experience to provide effective oversight, staff development, promote retention, and facilitate workforce planning. A leadership style that demonstrates confidence with humility and tact is important, as well as a commitment to communication, collaboration, transparency, integrity, and empathy. An organized, personable, patient, inclusive, respectful, even-tempered, and professional personal demeanor is essential. • Strong communication skills to effectively engage multiple City audiences including City Council, staff, legal professionals, local government officials, and community members. Demonstrates a commitment to accessibility, transparency, inclusion, ethics, and timeliness when communicating with all groups. A communication style that facilitates and encourages respectful two-way dialogues and effectively communicates complex legal issues is important. Communicates verbally and in writing with clarity, substance, and conciseness. ■ In depth understanding of city legal authority to effectively write, elucidate, interpret, and update Home Rule authorities with direction from the City Council. Ability to analyze and advise the City on various legal questions and recommend courses of action, including preparing ordinances and resolutions, correspondence, memoranda, and reports to address legal questions. ■ Demonstrated municipal public finance skills, with in-depth knowledge and experience in the laws, administrative rules, and legal precedent applicable to the City's finances. Specific matters include local budget law, authorized expenditures, tax increment financing, bond issuance and proper allocation of tax revenues and other sources of income. ■ Strong public contracting knowledge to provide legal guidance, interpretation, negotiation, and enforcement Panes 11 q of 231 of City contracts involving a wide variety of subjects. A demonstrated commitment to transparency, inclusivity, equity, and to act collaboratively whenever possible. • Expertise in Oregon land use and development law to effectively advise the Planning Department and appointed and elected officials on changing rules, provide legal analysis and opinions, assist the proper handling of City hearings, and represent the City in administrative proceedings. • Robust knowledge of personnel and labor policies to research, interpret, and provide legal guidance on various labor -related questions, including advising the City on tangible courses of action. Ability to participate effectively in union negotiations with clear legal advice and a solution -oriented approach, and to respond to inquiries and resolve complaints in a timely manner. Ability to identify and act when third party investigations are required to resolve personnel issues is required. ■ Demonstrated understanding of the practices and principles of diversity, equity, and inclusion (DEI), especially knowledge of legal requirements and parameters for DEI-related matters. Demonstrated commitment to embracing and practicing DEI principles as relevant to the policy development, personnel management, as well as the staffing and operations of the Legal Department. • Commitment to ongoing professional certification and growth to maintain an active and good standing with the Oregon State Bar, and ability to ensure that attorneys within the Department do the same. Dedication to stay abreast of relevant legal decisions, best practices, and current trends to effectively serve as the City's primary legal counsel. ■ Thorough understanding of city government roles including the Council -Manager form of government and the proper roles of bodies and individuals within such governments. Ability to help the City Council, staff, and advisory bodies operate effectively within their legally defined roles. CURRENT POLICY ISSUES The Attorney will be expected to provide legal counsel and assistance to the City Council and staff in finding legally sound, innovative, collaborative, inclusive, and solution - oriented paths for the following policy issues: Housing & Houselessness The City of Ashland, like many cities, has an insufficient supply of housing and limited available land to provide Pane 1 ?n of 231 r additional living options for local workers or residents. Further, the community is also experiencing continued and increasing houselessness resulting in competing interests seeking different solution approaches. The City has been working to address houselessness within legal parameters including opening an overnight campground for people experiencing houselessness to meet State law and to allow enforcement of a City ban of camping in public spaces. The complexity of houselessness issues and the associated legal parameters present continual challenges to navigating diverse interests to find solutions that address different types of houselessness, individual support services, affordable housing, public safety, and community livability. The City Attorney will be expected to provide legal advice on housing and houselessness policies as well as stay informed on laws and decisions that could impact City policies related to housing and houselessness issues. Charter & Ordinance Updates In 2020, Ashland voters passed a Charter amendment to establish a Council -Manager form of government. Implemented in 2021, the transition to the new government structure has been on -going with the hire of a city manager who now oversees the operational side of the City and is the primary staff liaison to the City Council. Adjustments to this new form of government are continuing and will need legal counsel to advise on issues that arise. For example, a separately elected Parks Commission oversees the City Parks Department but ultimate budgetary authority for the Department resides with the City Council. Bringing greater clarity of roles and authority will be needed to ensure effective delivery of parks services. In addition, the Ashland Municipal Code will need to be updated to be consistent with the Charter and current practices. The City Attorney will be expected to have an integral role in updating the City's ordinances. Telecommunications Like in many cities, telecommunications companies are working toward transitioning to a 5G wireless network requiring installation of facilities to support this updated system. This new network system has Pane 121 of 231 generated significant community and City Council discussion regarding these facilities from a safety and aesthetically acceptable perspective. With new FCC regulations prohibiting traditional land use processes based on the development code, a new ordinance is under consideration to set a framework for Small Wireless Facilities applications. The City Attorney is expected to advise on any City ordinances or policies related to this new issue, and to address specific site -related legal issues as they arise. EDUCATION/EXPERIENCE The City Attorney position requires a law degree from an accredited school of law, current membership in good standing with the Oregon State Bar, a minimum of five years' experience as a practicing attorney in a public sector environment. Any satisfactory equivalent combination of education, training, and experience that demonstrates the knowledge, skills, and abilities to perform the duties of the job proficiently may substitute for the above requirements. The City prefers a candidate with at least three years' experience serving in a City Attorney role, either as an employee or a contractor, reporting to a city council/commission in Oregon. In addition, specific experience and expertise in land use, municipal finance, public contracting, employment/labor relations, telecommunications, municipal housing policy, and houselessness issues is preferred. �• tt= JENSE EGIES Cover Photo by Bob Polermini RECRUITMENT PROCESS ApplicationsDue.................................................................. Ll ...................... July 9, 2023 Semi -Finalist Online Video Interviews ............................................ Week of July 17, 2023 Finalist Interviews & Selection...................................................................August 7-8, 2023 For additional details, required application materials, and instructions on how to apply, please visit www.jensenstrategies.com/recruitment/AshlandCityAttorney Questions may be directed to: Emily Rehder, Jensen Strategies, LLC 503-477-5615 or emily@jensenstrategies.com The City of Ashland is an Equal Opportunity Employer. pane 1 2? of 9*11 ARTICLE VIII-A - City Manager Section 1. The office of City Manager is established as the chief executive and administrative head of city government. The City Manager is responsible to the Mayor and Council for the proper administration of all city business. The City Manager will assist the Mayor and Council in the development of city policies and will carry out policies established by ordinances and resolutions. Section 2. A majority of the Mayor and Councilors must appoint and may remove the City Manager. The appointment must be made without regard to political considerations and solely based on education and experience with local government management. Section 3. The City Manager may be appointed for a definite or an indefinite term and may be removed at any time by a majority of the Council. The Council must fill the office by appointment as soon as practicable after the vacancy occurs. Section 4. The City Manager must: 1. Attend all Council meetings unless excused by the Mayor or Council; 2. Make reports and recommendations to the Mayor and Council about the needs of the city; 3. Administer and enforce all city ordinances, resolutions, franchises, leases, contracts, permits, and other city decisions; 4. Appoint, supervise and remove all non -elected department heads and other city employees, except as follows: a. The Ashland Parks and Recreation Commission shall have responsibility for appointing, supervising, and removing its employees, subject to state law, Ashland Municipal Code, written mutual agreements between the City Council and Ashland Parks and Recreation Commission, and formal, written City administrative policies. b. Employees who report directly to the Mayor and City Council shall be appointed, supervised, and removed by the Mayor and City Council and shall be termed appointive officers. 5. Organize city departments and administrative structure, except that the City Manager shall have no responsibility for the supervision of the City Attorney's Office or the Ashland Parks and Recreation Commission; 6. Prepare and administer the annual city budget; 7. Administer city utilities and property; 8. Encourage and support regional and intergovernmental cooperation; 9. Promote cooperation among the City Council, staff and citizens in developing city policies and building a sense of community; 10. Perform other duties as directed by the City Council; and 11. Delegate duties to any city employee, in a manner consistent with the provisions of the City Charter, the Ashland Municipal Code, state and federal employment law, and collective bargaining agreements. Section 5. The City Manager has no authority over the Mayor or City Council or any other elected official, or the City Attorney. Pane 123 nf 231 Section 6. The City Manager and other employees designated by the City Council may sit at Council meetings but have no vote. The City Manager may take part in all City Council discussions. Section 7. When the City Manager is temporarily disabled from acting as manager or when the office becomes vacant, the City Council must appoint a manager pro tem. The manager pro tem has the authority and duties of City Manager, except that a manager pro tem may appoint or remove department heads only with City Council approval. Section 8. Neither the Mayor nor a member of the City Council shall directly or indirectly, by suggestion or otherwise, attempt to influence or coerce the City Manager in the making of any appointment or removal of any officer or employee or in the purchase of services and supplies; nor attempt to extract any promise relative to any appointment from any candidate for City Manager. Nothing in this section shall be construed, however, as prohibiting the City Council from fully and freely discussing with or suggesting to the City Manager anything pertaining to city affairs or the best interests of the city. Section 9. No person related to the City Manager by consanguinity or affinity within the third degree shall hold any appointive office or employment with the city, except with the express approval of the City Council. Section 10. This Article VIII-A shall be effective on January 1, 2021, if approved by the electors of Ashland in a primary or general election prior to that date. The individual employed as Ashland City Administrator on the effective date of this ARTICLE VIII-A shall be the City Manager as described above and shall remain so employed until such time as he/she resigns or is terminated by the City Council. The position of City Administrator is abolished. (Charter amendment 05-19-2020) PaaP 124 of 231 �' =, Council Business Meeting Date: July 16, 2024 Agenda Item Committee Workplan Update From Sabrina Cotta Contact sabrina.cotta@ashland.or.us SUMMARY This is a mid -year update of all the Standing Advisory committees workplans. This includes Social Equity and Racial Justice Advisory Committee (SERJ), Housing and Human Services Advisory Committee (HHSAC), Public Arts Advisory Committee (PAAC), Historic Preservation Advisory Committee (HPAC), and Transportation Committee. The Climate & Environment Policy Advisory Committee (CEPAC) chair did not provide any updates. POLICIES, PLANS & GOALS SUPPORTED Current Vision and Values • Excellence in governance and city services • Respect for the citizens we serve, for each other and for the work we do BACKGROUND AND ADDITIONAL INFORMATION Resolution 2022-24 Creating Standing Advisory Committees to the City Council passed on September 20, 2022. On May 16, 2023, the Council updated the Standing Advisory Committee structure with the adoption of Resolution 2023-06. Below is the information provided by the Committees as a mid -year update. This also includes an update from the Planning Commission and Parks and Recreation Commission. Social Equity and Racial Justice Committee Action Plan: Interact with other committees in their work as it intersects with SERJAC goals 1. One of our members has been attending these meetings. Compile list of local DEI partners, including information on areas of focus and impact metrics (Houston) 1. Not completed Obtain DEI training for SERJAC members (Simon) 1. Completed Obtain DEI training for city council members (Geraghty) 1. Not completed (and I believe should be removed from the action plan) Conduct Listening Sessions with Ashland residents to capture documentation describing status of diversity, equity and inclusion. Utilize information obtained in Listening Sessions to inform and expand 2024 Action Plan (Geraghty) 1. Not completed and currently no plans to continue with this project Develop DEI training program for local businesses and their staff with a focus on being authentically welcoming to all people (DuQuenne) 1. Not completed Understand scope of consultants DEI internal assessment and organize recommendations into proposed plan with assigned liaison and budget specifications (Spring 2024) Page 1 of 9 Ir� Pane 19 _9 of 931 =,Council Business Meeting 1. Completed Housing and Human Services Advisory Committee During the first half of 2024, the Housing and Human Services Advisory Committee completed or addressed the following items in pursuit of the current workplan: • Reviewed and recommended appointment of members to the council requested ad -hoc Subcommittee to address the development of the Homeless Services Masterplan Report. • Reviewed applications and made recommendations regarding the allocation of $134,000 in Social Service Grant funding to twelve non-profit organizations. • Reviewed applications and made recommendations regarding the allocation of $350,000 in Affordable Housing Trust Fund Grant funding to three affordable housing organizations and one homeless services providers. • Reviewed applications and made recommendations regarding the allocation of $179,575 in Community Development Block Grant funding to two non-profit organizations. • Worked with Homeless Services Masterplan Subcommittee on community engagement and data collection to help inform the development of the masterplan. • Provided a mid -cycle update as requested by Council at a Study Session on the development of the masterplan. Key Long Range Projects • Develop an Equitable Housing Plan -Not yet Started 1. This Housing Production Strategy is proposed for adoption in 2024. 2. The Equitable Housing Plan must be adopted concurrent with the 2025-2029 CDBG Consolidated. 3. Development of the Plan was pre-empted by the request to develop a Homeless masterplan report and the purchase and development of 2200 Ashland street as an every night low barrier emergency shelter. • Rent Burden -Education and Outreach Event —underway. 1. The HHSAC has heard from a variety of community members regarding potential topics and formats for the annual educational event, topics range from information about ADU development, community education on the Community Land Trust Model, and workforce and middle housing. 2. The HHSAC began developing a plan for this year's event at their regular meeting in June. • Manufactured Home Park Zoning Ordinance —underway. 1. This project will be undertaken by the Planning Commission and planning staff and will go before the HHSAC for review and recommendation. • Consolidated Plan for the Use of Community Development Block Grant Funding 1. City Staff is in the initial stages of developing a five-year plan for the use of CDBG funding. The HHSAC will primarily be engaging in Community input for development of goals and priorities for the use of funding and for reviewing and making a recommendation for the draft plan. • Review and recommendation of the Homeless Services Masterplan Report — The Advisory Committee will review and make a recommendation to the Council at their regular meeting on July 18tn Public Arts Advisory Committee Note, mid -year updates in BLUE, ITALICIZED font. The PAAC reviewed ongoing projects in February, May, and July 2023 and set priorities during a January 19, 2024 Study Session, but has not yet conducted a formal goal setting for 2023/2024. The following are PAAC priority projects and initiatives - some originate from the community and other are initiatives of committee members: Page 2 of 9 V� Pane 126 of 231 ��► Council Business Meeting Support community -driven effort to fund and create a permanent, public art installation entitled "Ancestor's Future: Crystallizing Our Call" by Micah Blacklight inspired by the Say Their Names Memorial 1. Ongoing Support community -driven effort to fund and create a public mural installation at the Elks Building in Downtown Ashland entitled "Where the Crow Lights" by John Pugh 1. Ongoing Implement the Council/Oregon Department of Transportation (ODOT) MOU to promote local artist or community designed artwork on Traffic Controller Boxes with funding assistance from the City of Ashland (similar to the utility box art project) 1. Call for Artists, creation of selection committee and three artists were selected 2. Final Permit from ODOT received on June 24, 2024 3. Artist installation/painting expected to occur summer/fall 2024 Designation of the Downtown Historic District as the next Marking Ashland Places (MAP II) district, in concert with the Historic Preservation Advisory Committee 1. Establish a location for a hub art piece within the district, propose a budget for a public artwork, and call for artists and request proposals for the design and installation of the selected work of public art 2. Designate locations for "spokes" of historic events related to the hub in areas of historic importance to be considered within the MAP as an element in the request for proposals 3. PAAC and HPAC are working with APRC on identifying locations. The PAAC and HPAC recommendation is for MAP ll sculpture to be at the entrance to Lithia Park. The project is currently on hold as APRC is creating a policy for Art in Parks. Implement Street Crossing Art 1. Call for Artist develop public art in or adjacent to crosswalks utilizing thermoplastic material for selected crosswalks. Proposed locations are: o Southern Oregon University District in collaboration with the SOU Art Department and students o Crosswalk from the plaza to the entrance of Lithia Park o Coordinated with Public Works 2. Plaza Crosswalk to entrance of Lithia Park is being implemented under the Beautification Initiative. Call For Artists was advertised on May 23, 2024 with a deadline for submission on June 7, 2024 3. A selection panel comprised of members of the community, business owners near the project site, professional artists, and representatives from the City's Historic Preservation Advisory Committee and Ashland Parks and Recreation Commission reviews and selects the finalist artwork during the week of June 10, 2024 4. PAAC and City manager reviewed and approved the selected artwork 5. Crosswalk installed on July 2, 2024 Evaluate ongoing maintenance and repairs needs and cost estimates to develop a line -item funding budget for artworks that are in the Public Art Collection. Develop a plan and review the City Insurance coverage for artwork, all in cooperation with Public Works Department. 1. List of artwork has been created and sent to Public Works and a plan for repairs and maintenance is being discussed with Public Works Evaluate public reception of revised StoryMap for the self -guided Public Art Walking Tour. 1. Additional rack cards have been recently distributed Page 3 of 9 �r Pane 197 of 231 Council Business Meeting Discuss and consider public art projects for southeast Ashland 1. Discussion occurred during PAAC study session January 19, 2024 Coordinate and implement the Playwright Walk 1. PAAC members are working with project sponsors and philanthropists Barry and Kathryn Thalden and representatives of OSF, SOU (theater department and art department including art students' engagement), Chamber of Commerce, Sculptor Jack Langford, and Community Development staff 2. PAAC assisted in moving the project from conception to Council approval. Historic Preservation Advisory Committee (HPAC) During the first half of 2024, the HPAC completed the following items in pursuit of the current workplan: • On -going review of land use actions and building permits within the historic districts at the regular monthly meetings, including the Alice Peil Walkway Stairs, 348 N. Main St., the Community Center, Pioneer Hall, 27 N. Main, and 292 Gresham St. • Continued to conduct the HPAC Review Board as a resource to property owners, designers, contractors and staff considering projects within the historic districts • Formed a subcommittee, reviewed and provided comment to the Oregon Department of Transportation (ODOT) on their multi-phase/multi-year crosswalk projects, asking for more compatible treatment of the areas which are currently installed as grouted rock. • Conducted Preservation Week Activities with the PAAC, Ashland Chamber of Commerce, SOU & WalkAshland including a ribbon cutting for the Marking Ashland Places (MAPI) project, preservation awards, a walking tour, and self -guided tours of the historic mausoleum at Mountain View Cemetery. • Commissioners and staff attended and presented at the 2024 Oregon Heritage Tourism Conference in Talent along with the PAAC and Ashland Chamber of Commerce. • HPAC members served on subcommittee with PAAC and APRC to identify locations for the "hub and spokes" for the next Marking Ashland Places (MAPII) project in the Downtown Historic District. • HPAC reviewed and supported, and HPAC members served on a subcommittee to select final designs for the Gateway Crosswalk. • HPAC reviewed & supported the Playwright's Walk concept. • HPAC reviewed and supported the community -driven effort to create a public mural installation at the Elks Building in Downtown Ashland entitled "Where the Crow Lights" by artist John Pugh. • HPAC reviewed proposed mural concepts for KS Wild and NW Nature Shop and expect to have further review if/when final mural designs are created. • HPAC members have worked with Parks Foundation to support restoration of the Perozzi Fountain in Lithia Park. Planning Commission During the first half of 2024, the Planning Commission completed or addressed the following items in pursuit of the current workplan: Reviewed and recommended approval of the Parks, Trails, and Open Space Plan Map Adoption — updating an official City map. Reviewed and recommended approval of a Buildable Lands Inventory Update — Updating a technical support document of the Comprehensive Plan. Reviewed Street Right of Way vacations (Fern St. Meadow Dr) and forwarded recommendations to the City Council Page 4 of 9 12R of ?:11 PrIMAS Council Business Meeting Current Planning Actions completed during the January 1— June 30th. The Planning Commission reviews Type 11 and Type 111 Planning Actions, and Type 1 only upon appeal. Administrative Actions are processed by Staff. Period: January 1 — June 30, 2024 Administrative Actions: Fence 20 Home Occupation 31 New Address 20 Plat Review 7 Signs 15 Zoning 20 Type I Actions 19 Type I Actions (Tree 15 Removals) Type I Appeals 1 Type II Actions 3 Type I II Actions 2 Study Session Items At regular Study Sessions the Commission studied Elements and Technical Support Documents of the Comprehensive Plan including: 1. Housing Element 2. Transportation Element, ■ Transportation System Plan 3. Energy Air and Water Conservation Element ■ Climate Energy Action Plan Studied new State Legislation relating to Land Use, Housing and Urbanization. Discussion of recommendations and findings of the Development Process Management Advisory Committee Key Long Range Projects Climate Friendly & Equitable Communities (CFEC) Climate Friendly Area (CFA) 1. Potential Areas delineated in 2023. 2. Consultants 3J and EcoNorthwest were selected by DLCD to assist Ashland per the grant funded project in Designation and Zoning and Map Amendments and held initial kickoff meeting in June 2024. 3. Stakeholder interviews underway 4. Council Update scheduled for July 15, 2024 Economic Opportunities Analysis (EOA) — underway. 1. Consultant, Community Attributes Inc (CAI) selected and initial scope of work drafted but not yet approved by DLCD. 2. The kickoff meeting between DLCD, City Staff, and the Consultants has not yet occurred. 3. This item has yet to be presented to the Planning Commission for review. Manufactured Home Park Zoning Ordinance — underway. 1. Consultant, 3J (CAI) selected by DLCD to assist Ashland per the grant funded project. 2. The kickoff meeting between DLCD, City Staff, and the Consultants has occurred, but a project timeline and scope has not been formalized. 3. This item has yet to be presented to the Planning Commission for review. Southern Oregon University (SOU) Masterplan Page 5 of 9 Pane 129 of 931 F; Council Business Meeting 1. The Planning Commission held a Study Session with representatives of Southern Oregon University (SOU) to discuss the pending SOU Masterplan "Light Update", and reviewed the existing SOU masterplan including changes that had occurred since its approval in 2010. 2. SOU is in the initial stages of developing a revised Masterplan for consideration addressing a number of items identified by the Commission and City staff. • Accessory Residential Unit (ARU) Incentive Program - Staff has been working with designers and architects, and is developing a user guide, but this item has yet to be presented to the Planning Commission for review. Transportation Committee Capital/Infrastructure Project Development 1. Master Planning 2. Public Outreach/Participation 3. Council Approval of CIP 4. Budget Appropriations 5. Project Implementation 1. Preliminary Engineering 2. Final Engineering 3. Construction Administration 4. Construction 6. Workplan Elements 1. Transportation System Plan 1. 18-24 Month Process to develop TPR compliant document 2. Grant funded through ODOT with City Match (soft) 3. High level of public engagement required 1. Community 2. Underserved Populations 3. Advocacy Groups 4. Committees 5. SOU 6. Downtown Business 4. Equity for All Network Users 5. Street Design Standards (new cross sections) 6. New policies, goals and levels of service 7. New fiscally constrained capital plan 2. Parking rules complicate transportation network issues (CFEC and Residential Program) 3. Vision Zero Action Plan & Safe Roads for All - Safety Plan (grant) 1. Traffic crash and near miss review 1. Systemic Issues 2. Public Education/Outreach 3. 20 Is Plenty 4. Traffic Calming Program 5. Capital Roadway Projects (protected bike lane focus, sidewalk infill and ADA) 1. Ashland Street (Bike Boulevard) 2. North Mountain Avenue (Bike Boulevard) 3. Clay Street (design/right of way) 4. Oak Street (design) 6. Public education and outreach (outside of Vision Zero/SS4A) 7. Bike parking inventory and improvement program 8. RVTD support 9. ODOT collaboration APRC Biennium Goals: Accomplishments and Deliverables FY 24 Page 6 of 9 �r Pane 17n of 231 �" =, Council Business Meeting GOAL 1: Improve Best Management Practices • Sent staff to the following regional and national trainings: 1. Human Resources Training in Eugene hosted by the League of Oregon Cities 2. Oregon Parks and Recreation Conference 3. Certified Pool Operator recertification courses • Select Commissioners and staff attended the Oregon Government Ethics Commission training. • APRC staff worked with HR to ensure staff were informed and aware of HR training opportunities and benefits. • Parks Superintendent restored comprehensive Safety Training for APRC. • In response to City requests, brought a Parks Hours Ordinance to the Parks Commissioners, which was subsequently approved by Council. • Representation by staff and commissioners at all community Coffee and Conversations and Town Hall meetings. • Collaborated with HR Department to fill eight vacant positions within APRC. GOAL 2: Improve Public Aquatic Recreation • Replaced Daniel Meyer (DM) pool liner to extend life of pool. • Discussed and received feedback from Commissioner's on DM Pool replacement project. • Amended Robertson Sherwood contract to reflect latest scope -of -work. • Citywide Facility Condition Assessment results will inform decision on bath house replacement. GOAL 3: Build East Main Park • Worked with Terrain and multiple independent consultants (surveyor, planner, engineer), Community Development Director Goldman, and Public Works (PW) Director Fleury to finalize the Plot Line Adjustment with Jackson County (completed). • Closed on purchase of additional East Main Park property. • Submitted the Application for Annexation, Zone Change, and Site Plan Review to PW (scheduled for Planning Commission review in July 2024 and City Council review in September 2024). • Applied to $1 M Oregon Parks and Recreation Department grant for construction of Phase One of East Main Park. Application submitted and in review by state. GOAL 4: Develop Plan for Oak Knoll Golf Course • Worked with Deputy Director, Parks Superintendent, and Legal to negotiate management contract with Golf Automation- ultimately decided to end contract negotiations. • Implemented irrigation and water conservation measures. • In the process of hiring a Golf Course Manager. GOAL 5: Develop an Environmental Sustainability Plan Collaborated with SOU Institute for Applied Sustainability to hire a sustainability intern to work with APRC and Terrain Landscape Architects to assess environmental certification programs for East Main Park. Salmon Safe Certification is underway to certify the entire Parks system as environmentally sustainable, particularly for water quality and fish habitat protection (50% of certification program funded by SOU). Ongoing work to improve water conservation efforts by installing smart irrigation systems in multiple parks. Page 7 of 9 in il Pane 131 of 231 rlk• Council Business Meeting GOAL 6: Improve and Develop Watershed Ped/Bike Network • Final approval of Parks, Trails, and Open Space Map by Council. (3-month Legislative Process) • Worked with Ashland Trails Advisory Committee (ATAC) to develop Trail Application process and negotiated management relationship with Forest Lands and Wildfire Division. • Completed multiple trail projects in collaboration with ATAC, AWTA and RVMBA: Wasabi, Mimsy, Lithia East/Glenview Hillside, BTI re-route, etc. • Progressed and finalized several real estate transactions (purchases, dedications, properties, and easements). • Collaborated with PW Director Fleury to identify grants for ped/bike feasibility study. • APRC Resolution in Support of Expanding Multi -Modal Transportation Routes in Ashland. GOAL 7: Perform a System -Wide Master Plan • Final approval of Parks, Trails, and Open Space Map. • Participated in citywide Diversity, Equity, and Inclusion Assessment. • Participated in and managed Parks portion of citywide Facility Condition Assessment. • Collaborated with PW Director Fleury to ID grants for ped/bike feasibility study. • APRC Resolution in Support of Expanding Multi -Modal Transportation Routes in Ashland. GOAL 8: Investigate, Develop and Implement a Dedicated Permanent Funding Source • As per Commissioners' direction, no progress has been made on this goal. GOAL 9: Programs and Events • Approval of Alcohol Use in Parks Ordinance by Commissioners and Council. • New summer concert series: Ashland Folk Collective "Summer Sounds" at Butler Bandshell. • Collaborated with City Manager to make Bandshell improvements using TOT funding. • Manager Shelton and the AJG Management Advisory Committee created an annual community event calendar. Five cultural events are planned for May through October. Including the first successful Childrens Day event which took place on May 5, 2024. • Recommended a new fee schedule for private rental of the AJG for events and increase of fees for special events and events that include alcohol service. • Implemented a new registration software program (Smart Rec) in January 2024. SmartRec combines online registration, payments, facilities, and attendance tracking of participants. Smart Rec has replaced the Activenet program that APRC had used since January, 2004. • In conjunction with the city a core group of Parks and Rec staff implemented a new website that launched on May 22, 2024. FISCAL IMPACTS N/A SUGGESTED ACTIONS, MOTIONS, AND/OR OPTIONS Please direct any work plan questions to the appropriate Commission or Committee staff liaison or member. REFERENCES & ATTACHMENTS 1. CC_BusinessMeetingAgend a-Advisory_Committees Report CC2023-12-19 Page 8 of 9 I/r Pane 132 of 2,11 �" =,Council Business Meeting Page 9 of 9 �r Pane 1.R.1 of 2,11 .::� Council Study Session December 18, 2023 Agenda Item City Council Standing Advisory Committees Workplans Review From Tonya Graham Mayor Contact tonya@council.ashland.or.us Item Type Requested by Council ® Update ElRequest for Direction ElPresentation ❑ Consent ❑ Public Hearing ❑ New Business ❑ Old Business ❑ SUMMARY This is a review of all the Standing Advisory committees workplans. This includes Social Equity and Racial Justice Advisory Committee (SERJ), Housing and Human Services Advisory Committee (HHSAC), Public Arts Advisory Committee (PAAC), Historic Preservation Advisory Committee (HPAC), Climate & Environment Policy Advisory Committee (CEPAC), Transportation Committee, and Forest Lands Advisory Committee. POLICIES, PLANS & GOALS SUPPORTED Current Vision and Values • Excellence in governance and city services • Respect for the citizens we serve, for each other and for the work we do BACKGROUND AND ADDITIONAL INFORMATION Resolution 2022-24 Creating Standing Advisory Committees to the City Council passed on September 20, 2022. On May 16, 2023, the Council updated the Standing Advisory Committee structure with the adoption of Resolution 2023-06. Below is the information provided by the Committees and Commissions on accomplishments and future goals: Social Equity and Racial Justice Advisory Committee (SERJ Current SERJAC Action Plan • Assist the City in identifying SERJ-related holidays and community events and recommending ways to participate in these holidays and events. • Support Ashland Together with Sundown to Sunrise collaboration with ORP and speaker series launching February 12, 2024 at Carpenter Hall. Adopted 2024 SERJAC ACTION PLAN • Interact with other Committees in their work as it intersects with SERJAC goals. • Compile list of local DEI partners, including information on areas of focus and impact metrics (Houston) • Obtain DEI training for SERJAC members. (Simon) • Conduct Listening Sessions with Ashland residents to capture documentation describing status of diversity, equity and inclusion. Utilize information obtained in Listening Sessions to inform and expand 2024 Action Plan. (Geraghty) • Develop DEI training program for local businesses and their staff with a focus on being authentically welcoming to all people. (DuQuenne) Page 1 of 6 I PanP 134 of 9:11 .•�• Council Study Session • Understand scope of consultant's DEI internal assessment and organize recommendations into phased plan with assigned liaison and budget specifications. (Spring 2024) Housing and Human Services Advisory Committee (HHSAC� 2023 Committee goals developed at the annual HHSAC retreat in December 2022. • Explore impacts and opportunities for the preservation and development of Manufactured Home parks (barriers and inducements) and manufactured home park ownership. Address the Manufactured Home Park Zone strategy as identified in the Housing Production Strategy document as a priority action in the implementation schedule for 2024. • Encourage collaboration and communication regarding emergency shelter needs. Participate in planning and coordination around sheltering events and community engagement. • Construction Excise Tax -explore the impacts of instituting a construction excise tax (this is a strategy identified in the Housing Production Strategy document). • Workforce and Affordable Housing. Explore options to increase the supply of affordable workforce housing to provide for the needs of the City's working households and families. This work could include exploration, community engagement and implementation of strategies identified in the Housing Production Strategy • Housing Production Strategy Education Events/Affordable Housing Education Events/ Partner with SERJ on Fair Housing and Equity, Diversity, and Inclusion trainings and translation of City of Ashland information and handouts. At the regular meeting in June 2023, the HHSAC added another goal that they would like to work on in the immediate future. • The Committee established a workgroup that will explore property management issues in Ashland and suggest potential solutions. The work group would like to research what is already working and functioning in Portland, OR. regarding property management issues and present ideas of how to recreate that system in Ashland to the City Council. Public Arts Advisory Committee (PAAC) The PAAC reviewed ongoing projects in February, May, and July 2023, but has not yet conducted a formal goal setting for 2023/2024. The following are PAAC priority projects and initiatives - some originate from the community and other are initiatives of committee members: • Support community -driven effort to fund and create a permanent, public art installation entitled "Ancestor's Future: Crystallizing Our Call" by Micah Blacklight inspired by the Say Their Names Memorial • Support community -driven effort to fund and create a public mural installation at the Elks Building in Downtown Ashland entitled "Where the Crow Lights" by John Pugh • Implement the Council/ODOT MOU to promote local artist or community designed artwork on Traffic Controller Boxes with funding assistance from the City of Ashland (similar to the utility box art project) • Designation of the Downtown Historic District as the next Marking Ashland Places (MAP II) district, in concert with the Historic Preservation Advisory Committee Page 2 of 6 �r Parma 1 fir, of 11 qrsts Council Study Session • Establish a location for a hub art piece within the district, propose a budget for a public artwork, and call for artists and request proposals for the design and installation of the selected work of public art • Designate locations for "spokes" of historic events related to the hub in areas of historic importance to be considered within the MAP as an element in the request for proposals • Street Crossing Art installation - develop public art in or adjacent to crosswalks utilizing thermoplastic material for selected crosswalks. Proposed locations are: • Southern Oregon University District in collaboration with the SOU Art Department and students • Crosswalk from the plaza to the entrance of Lithia Park • Coordinated with Public Works • Review and consider recommended updates of the 2007 Public Arts Master Plan • Evaluate ongoing maintenance needs and costs for existing public art collections in cooperation with Public Works Department plans, and review of City Insurance coverage for the Public Art collection • Evaluate public reception of revised online StoryMap for the self -guided Public Art Walking Tour • Discuss and consider public art projects for southeast Ashland (discussion during PAAC study session in January 2024 Historic Preservation Advisory Committee (HPAC� HPAC has considered committee priorities over the last several months beginning with their annual retreat in January. These priorities would be a focus of HPAC meetings when there are not multiple land use actions on their agenda to review, including: • Continue to review and provide recommendations regarding proposed developments within Ashland's designated Historic Districts which are subject to Planning Action approval. • Continue to review and provide recommendations regarding proposed building permits within Ashland's designated Historic Districts via HPAC's weekly review board. • Continue to present Ashland Historic Preservation Week activities annually to recognize projects which exemplify the values of Ashland's historic preservation program and to promote the value of preservation to the broader community. • Implement Residential Site Design Review. With the passage of House Bill 2001, which required cities to allow accessory residential units and duplexes with the same procedural requirements for review as detached single-family homes, HPAC no longer reviews a substantial portion of the new construction in the four National Register -listed historic districts which previously required review. HPAC members would like to see residential Site Design Review requirements implemented so that the designs for new Duplexes, Single Family Residences and Accessory Residential Units in the districts could be reviewed for compliance with Historic District Development Standards. Update the city's Historic Preservation Plan. The current Preservation Plan was completed in 2008 using consultant services funded by a Certified Local Government (CLG) grant. The plan speaks to the cities planned preservation activities from 2009-2018, and HPAC members Page 3 of 6 OF �r Pane 136 of 2,11 G':.\ Council Study Session believe it is due for an update. In the absence of available consultant services funds, HPAC has considered revisiting the plan and updating it as a subcommittee project. • Update Historic Surveys. The documents inventorying the four existing historic districts are decades old, and do not reflect new development within the districts or buildings which were not eligible to be considered historic resources at the time the districts were adopted but may now be considered historic due to their age. In addition, there may be additional areas, such as Quiet Village, which are now qualified for nomination as historic districts. • Digitize Text & Photos of Existing Historic Surveys/Make Available On -Line. Photos were taken on film originally. This would require obtaining negatives from the consultant who prepared the original historic district survey documents, having them scanned, and then creating a user-friendly, searchable webpage. It might also involve the creation of a "story map" through the city's geographic information system (GIS). • Updating the HPAC Webpage. Committee members would like to see the committee's webpage updated to be more comprehensive and user friendly and to contain all documents relating to the historic districts and historic preservation in Ashland in a single convenient on-line location. • Continuing education opportunities for HPAC members. Climate & Environment Policy Advisory Committee (CEPAC) Climate and Environment Policy Advisory Commission 2023 Accomplishments: • Recruited and filled 11 of 12 voting members and 2 non -voting youth members. • Staff is finalizing the USDA Home Energy Efficiency Loan Program with on bill financing. Anticipate finalizing loan documents in early 2024. • Collaborated with staff in researching and engaging the citizenry about possible natural gas reductions to meet our CEAP goals. • Reviewed relevant city planning documents and processes to ensure CEAP conformity. These included: City Building fuel conversion planning, Master Electric Plan, Water Management and Conservation Plan. • Reviewed and recommended funding sources for staff to pursue. • Provided critical feedback and endorsement on transportation/bike line efforts on N. Mountain and Ashland St. • Attended and provided feedback on other committee meetings. Climate and Environment Policy Advisory Commission 2024 Goals: • Launch and promote USDA Home Energy Loan. • Provide a comprehensive review to the Council on natural gas ordinance options. • Explore additional opportunities for the city including: a small engine /lawn/yard/landscape) replacement incentive, Pay As You Save program options, and expanded public engagement on climate opportunities for residents. • Reinvigorate the Home Energy Score regional program. • Continue to provide critical feedback, input and support on transportation/bike lane opportunities. Page 4 of 6 �r Pane 137 of 231 .'':.� Council Study Session • Maintain working relationships with other commissions. • Explore additional federal and state funding opportunities. Transportation Committee The City of Ashland Transportation Committee will be discussing and developing a formal workplan at the July 20th monthly meeting. Staff has developed an outline of work elements to be discussed at the Committees meeting. The bulleted list below represents most work activities anticipated within the 2023-2025 Biennium. • I. Transportation System Plan Update • A. Vision Zero Resolution and Action Plan • II. Capital Improvement Projects (Protected Bike Lanes/Multimodal Analysis) • A. Ashland Street Rehab • B. North Mountain Rehab • C. B Street Bike Boulevard • 1. Safety Analysis • 2. Design • D. Oak Street Rehabilitation • III. Traffic Safety, Parking, Signage, Striping, etc. - Continuous • A. Public Education and Outreach Program • 1. Collaboration with Council, CEPAC, Housing Committee and Planning Commission • B. Traffic Calming Program • C. Traffic Crash and Near Miss Review (twice annually) • D. Bike Parking Inventory (downtown) • E. Transit Support as needed (RVTD) • IV. Council Directed Projects for Review • A. Bird Scooter Program Review • B. Parklet Program Review • C. Downtown Revitalization Grants • D. ODOT Collaboration • E. Bike Boxes (North Mountain and other) Planning Commission The Ashland Planning Commission has not completed an annual goal setting process, yet remains engaged in the following activities which have previously been established as a Planning Commission function, or as initiated by the City Council: • Review Applications for Planning Approval: Process and decide on all Type II planning applications, including site reviews, subdivisions, commercial developments, conditional use permits, and variance requests, within the established regulatory timeframes. • Review Proposed Type III Planning Actions: Thoroughly evaluate and provide recommendations on all proposed Type III planning actions, including annexations, and zone changes, ensuring they meet the city's zoning and development standards. Page 5 of 6 Pane 138 of 931 .'"C.\ Council Study Session • Review Legislative Actions and Ordinance Changes: Conduct regular reviews of proposed legislative actions and ordinance changes relating to Land Use, including proposed changes to the Croman Mill District, ensuring proposed amendments align with current city planning and development policies and Council Goals. • Address Climate Friendly Area (CFA) Land Use Designations: Implement land use designations that comply with the State of Oregon Climate Friendly Equitable Communities Act, focusing on integrating these designations into the Ashland Land Use Ordinance. • Update Economic Opportunities Analysis (EOA): Complete an update of the Economic Opportunities Analysis, ensuring it accurately reflects current economic conditions and opportunities in Ashland. • Address Manufactured Home Park Zone in Housing Production Strategy: Develop and integrate plans for a Manufactured Park Zone as identified in the Housing Production Strategy, aligning with the city's overall housing and land use plans. • Evaluate impacts of recent City and State legislation: Assess the effects of recent legislative changes, particularly focusing on the implications of the elimination of parking mandates, on city planning, traffic patterns, and urban development. This evaluation should aim to inform any necessary adjustments in planning and zoning regulations to effectively adapt to these changes. • Evaluate Recommendations of the Development Process Management Advisory Committee: Thoroughly review the findings and recommendations of the Development Process Management Advisory Committee, focusing on streamlining development processes. Based on this evaluation, formulate and present well -considered recommendations to the City Council regarding potential amendments to improve efficiency and effectiveness in the development process. DISCUSSION QUESTIONS Please direct any work plan questions to the appropriate Commission or Committee staff liaison or member. REFERENCES & ATTACHMENTS • City Council Liaison Assignments - Oct. 3, 2023 • Resolution No. 2023-06 A Resolution Updating and Consolidating Resolutions 2022-24 and 2022-32 Establishing City Council and Management Advisory Committees Page 6 of 6 01 tr� Pane 139 of 231 City Council Liaison Assignments October 3, 2023 Commissions & Standing Advisory Committees 2023 Primary Assignment 2023 Second Assignment Parks & Recreation Commission(City Charter Hansen Dahle Planning Commission Hatt Climate and Environmental Policy Kaplan Dahle Forest Lands Bloom Historic Preservation Dahle Housing and Human Services Kaplan Bloom Public Arts Du uenne Social Equity and Racial Justice Du uenne Dahle Transportation Hansen Bloom City Council Ad Hoc Committees 2023 Primary Assignment 2023 Second Assignment Ashland Water Advisory AWAC Kaplan Early Learning Committee Hatt Bloom Other City Committees Ashland Senior Advisory Committee Kaplan Regional Boards & Committees 2023 Primary Assignment 2023 Second Assignment Chamber of Commerce / Travel Ashland Du uenne Hansen Continuum of Care CoC Bloom Crisis Response Network Du uenne Rogue Valley Council of Governments RVCOG Kaplan Rogue Valley Metropolitan Planning Organization RVMPO Graham Rogue Valley Transportation District RVTD Hansen Bloom(pending) Southern Oregon Regional Economic Development Inc. Hatt Dahle Page 1 of 2 Pane 14n of 231 Community Relationships Oct. 3, 2023 Assigned members of the Ashland City Council serve as Community Liaisons to specific anchor institutions in the Ashland community. Unlike typical Council Liaison assignments where the Councilor is expected to regularly attend committee or commission meetings, the Community Liaison would be expected to open a line of communication with the leadership of the organization and check in quarterly to understand how things might be changing for that organization, learn about new activities, and discuss any challenges. The purpose of this structure is to help the City Council as a body understand the current reality of the City's primary community partners as we, and they, navigate this time of great change. As Community Liaisons, Ashland City Council members would share similar information with those community organizations at their request. Community Organizations 2023 Primary Assignment 2023 Second Assignment Ashland Community Hospital Dahle Ashland School District Hatt Mount Ashland Hansen Opportunities for Housing, Resources & Assistance Bloom Oregon Shakespeare Festival (OSF) Graham Kaplan Rogue Valley Mountain Bike Association RVMBA Hansen Southern Oregon University (SOU) Graham DuQuenne Page 2 of 2 Pane 141 of 231 RESOLUTION NO.2023-06 A RESOLUTION UPDATING AND CONSOLIDATING RESOLUTIONS 2022-24 AND 2022-32 ESTABLISHING CITY COUNCIL AND MANAGEMENT ADVISORY COMMITTEES RECITALS: A. Whereas the citizens of Ashland have a strong history of voluntary service to their community, including on advisory bodies to the City of Ashland (City); and B. Whereas Ashland citizens have important practical and technical knowledge on issues and topics important to sustaining the quality of life in the city and on the operational effectiveness of the City of Ashland organization; and C. Whereas the City Council of the City of Ashland has an interest in promoting continued community participation in advising the City Council and City management. D. Whereas on September 20, 2022, the City Council adopted Resolution 2022-24 establishing the following Standing Advisory Committees: • Climate and Environment Advisory Committee (CEAC) • Historic Preservation Advisory Committee .(HPAC) • Housing and Human Services Advisory Committee (HHSAC) • Public Arts Advisory Committee (PAAC) • Social Equity and Racial Justice Advisory Committee (SERJAC) E. Whereas on November 1, 2022 the City Council adopted Resolution 2022-32 also establishing the following Standing Advisory Committees: • Trasportation Advisory Committee (TAG) • Forest Lands Advisory Committee (FLAG) F. Whereas the City Council wishes to update and consolidate the actions included in Resolutions 2022-24 and 2022-32 establishing Standing Advisory Committees. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ASHLAND, OREGON, RESOLVES AS FOLLOWS: SECTION 1. The City Council replaces Resolutions 2022-22 and 2022-32 with this resolution updating and consolidating their actions to create City Council Advisory Committees and Management Advisroy Committees. 1 Pane 142 of 231 SECTION 2. Procedure and Guidance for advisory committees to the City Council and City staff include the following: A. Each advisory committee shall serve solely as an advisory body whose actions or recommendations shall not be considered as City policy or the establishing of City policy or as final decisions of the City and are therefore not subject to administrative or judicial appeal. Each advisory committee will provide service that does not conflict with the functioning of City departments or other government agency and shall have no executive or administrative powers or civil rights investigatory or enforcement authority. Attendance at an orientation or training session for standing advisory committee members, when offered, is required before they are permitted to further exercise voting rights at committee meetings. The City Manager will provide at least an annual orientation or training session update to all standing advisory committees and will be responsible for assigning City staff support for the work of the advisory committees. Except as otherwise expressly stated, standing advisory committees shall observe policies and meeting and conduct rules consistent with those set forth for commissions and boards in AMC 2.10, Uniform Policies and Operating Procedures for Advisory Commissions and Boards, including its meeting and attendance, and code of ethics provisions. B. Advisory committee members shall serve as individuals exercising their own best judgement and not as delegates for their respective organization or groups. Committees and their members are not official representatives of the City of Ashland and may not present their committees recommendations or their personal opinions or points of view as representative of the City's policy or operational perspectives. Prior to speaking publicly on behalf of their respective advisory committee, members must secure the permission of their committee to represent the activities or recommendations of their committee. C. A quorum of each standing advisory committee shall consist of more than one-half ('/2) of the total number of its current Council -confirmed voting members, but in no case fewer than three (3) members. Appointed voting and alternative members of a standing advisory committee may not name a substitute or alternate member to attend a meeting of their advisory committee on their behalf. Nonvoting ex-officio members, staff, and liaisons do not count toward the quorum. Appointed voting and alternate members of a standing advisory committee need not be physically present at a meeting if another means of attendance (e.g., telephonic, internet, etc.) has been established by the membership and public meetings law requirements are met. At least a majority of the quorum is necessary to adopt any motion; some motions may require the affirmative vote of at least two-thirds of the members present. A voting or alternative member of a standing advisory committee should provide at least a 48-hour notice to both their committee's chairperson and the City Manager appointed Pane 14. of 2'11 ex-officio committee staff support member regarding any planned absence from a scheduled meeting of the advisory committee. In the event an unexpected or emergency absence, the member should notify their advisory committee's chairperson, or the appointed staff support individual within a reasonable time in advance of the meeting. If the members in attendance do not constitute a quorum, staff or invitees may make informational presentations provided (1) Notes describing the presentations and discussions are made and posted on the City website; (2) no motion, debate or vote or any other official business other than adjournment takes place; and (3) all topics advertised are automatically added to the agenda for the next regularly scheduled meeting. D. Standing advisory committees may request voluntary testimony but may not compel an individual or organization to appear before it or respond to questions. E. Advisory bodies may consult with other city advisory committees on matters of mutual interest in the course of developing recommendations to bring to the City Council or City Management. It will be the responsibility of advisory committee chairpersons to work or meet informally as needed to coordinate the activities or coordination of matters between their committee and other advisory committees. F. Standing advisory committee members (voting, alternative and non -City staff ex-officio) will be appointed by the Mayor with the consent of the City Council. Council confirmed standing advisory committee appointments shall have three (3) year terms. Members of city commissions with corresponding responsibilities as the standing advisory committees will be invited.by the City Recorder to confirm their interest in appointment by the Mayor without the necessity of submitting a formal new appointment application. New applicants must submit formal application with the City Recorder for Committee appointment. All regular terms commence with appointment and shall expire on April 30 of the third year. In the case that a new committee member is appointed to fill the remainder of a recently vacated voting position, the new member will be eligible for re- appointment at the end of the partial term they are completing. The City Manager will appoint all ex-officio City staff support committee members which shall not have a vote on advisory committee matters. The Mayor, with City Council confirmation, will appoint Council liaisons to each of the standing advisory committees. Council liaisons shall be non -voting ex-officio members of the corresponding committees. G. Standing advisory committees shall be governed by AMC 2.10 — Uniform Policies and Operating Procedures for Advisory Commission and Boards. Council liaisons will be assigned for standing advisory committees per AMC 2.04.100. Standing advisory committees will be reviewed by the City Council approximately every three years as to their assigned responsibilities, level of effectiveness and the need for their continued role and existence. H. In keeping with the diversity, equity, and inclusion goals of the City of Ashland, efforts will be made to ensure that information regarding standing advisory committee vacancies and the application process is readily available and advisory committees are made up of Pane 144 of 931 residents that represent the diverse populations within the City. All committees shall assist the City of Ashland in ensuring that city programs related to the charge of the committee are equitable for all community members, including low-income, young people, persons of color, the elderly, and those living with disabilities. Standing advisory committees may have up to two additional voting, ex-officio student/youth members who are of high school or college age (see also Section I below). I. Unless otherwise stipulated below, voting and alternate standing advisory committee members will be comprised of individuals who reside within the City except one (1) member from each advisory committee may be an at -large member living within the City's urban growth boundary. Unless otherwise provided, all nonvoting ex-officio members are not required to be residents within the City or the urban growth boundary. Voting and alternate members must be over eighteen (18) years of age. J. All standing advisory committees serve at the pleasure of the City Council and shall deliver to the Council an annual report on their activities and accomplishments in the preceding year and provide to the Council for its approval the priorities and workplan for the succeeding year. Standing advisory committees are expected to work with and advise the City Management and City Attorney to insure their committee recommendations are aligned with City Council priorities and can be implemented within the City's resources and legal authority. Commissions transitioning under this resolution to become either standing advisory committees, or potentially to MAC status, are requested to complete any current work to develop recommendations for the City Council and advance them for consideration. These recommendations my advance either as a direct final report or presentation to the City Council or may be advance to the corresponding advisory committee or City Manager for reporting to the City Council. K. The City Attorney is directed to return to the City Council in a timely manner with any updates, changes, or deletions to the Ashland Municipal Code to establish the here identified standing advisory committees as replacements for their corresponding city commissions or boards and to establish them as "Regular" advisory bodies per AMC 2.04. SECTION 3. Standing Advisory Committees to the City Council are established and responsible for the purposes indicated in the following: A. Climate and Environment Policy Advisory Committee (CEPAC) A Climate and Environment Advisory Committee (CEAC) is established by the City Council. The CEAC should reflect and represent a wide range of community interests and perspectives. Such interests should include, but not be limited to, climate change and environment, public health, energy efficiency and renewable energy, low and moderate - income households needs, economic development, social equity, and sustainable economic development. Pane 14S of 2'11 The CEAC will consist of up to twelve (12) voting members. The CEAC will strive to include at least two (2) voting members who are 35 years old or younger at the time of appointment. Three of the voting member positions are reserved for one (1) representative of the solid waste franchisee for the City; and one (1) representative from Southern Oregon University (SOU) administration/faculty; one (1) representative from the Ashland School District administration/facility. The City Manager will appoint one (1) nonvoting ex-officio member to provide support to the committee. The CEAC 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 adaption goals and strategies per AMC 9.40, recognizing that the Council may also request advice on other environmental matters from time to time. The issues the Climate and Environmental Policy Advisory Committee shall advise Council on include, but are not limited to: A. Recommendations for the City of Ashland's Climate and Energy Action Plan (CEAP) and any updates to the CEAP. B. 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. The process for considering amendments and updates to the CEAP. D. Monitoring CEAP implementation progress for the community and for the City operations. E. Ensuring that the CEAP incorporates long-term social, economic, and environmental goals. F. Climate education ii. Recommending CEAP implementation steps or improvements on behalf of the community and for City operations iii. Providing information to staff and the City Council to ensure that benchmarks, targets, or actions develop for, or by the City of Ashland incorporate the best available science and practices to achieve the intended climate or environmental related goals and targets. iv. Providing recommendations to ensure the City of Ashland's climate and environmental planning incorporates long-term social, economic, and environmental goals, including social equity for low-income households, persons of color, the young and elderly, and those with disabilities. V. Educating and advocating for Ashland's environmental goals, including its Community Climate Recovery Goals. B. Forest Land Advisory Committee (FLAC) The Forest Lands Advisory Committee (FLAC) is established and shall consist of up to nine (9) voting members, including a member of the Ashland Parks Commission, and up Pane 14F of 231 to eight (8) nonvoting ex-officio members who will participate as needed. The ex- officio, non -voting member positions, are reserved for representatives from the USDA Forest Service Ashland Ranger District, the Oregon Department of Forestry, the City's Director of Public Works, Director of Community Development, Fire Chief, Police Chief, and Director of Parks and Recreation Department or their designees. The City Manager will also appoint one (1) nonvoting ex-officio member to provide support to the committee. The FLAC shall be responsible for assisting the City in the following: Supporting the implementation of the Ashland Forest Plan, originally developed and adopted by the City of Ashland in June, 1992, including City adopted updates or revisions. ii. Recommending integrated, interdisciplinary approaches and programs for the development of forest ecosystem management plans and related activities in the Ashland watershed. iii. Developing a strong community volunteer program to assist in the implementation of the Ashland Forest Plan. iv. Recommending forest management practices to the City Council and City staff. V. Helping to ensure that plans integrate forest management needs and concerns of the City and of private land owners in the wildland urban interface. vi. Promoting public knowledge and acceptance of the Ashland Forest Plan's programs. C. Historic Preservation Advisory Committee (HPAC) An Historic Preservation Advisory Committee (HPAC) is established by the City Council. The HPAC will consist of up to nine (9) voting members, and two nonvoting ex-officio members including the Chairperson of the Planning Commission, and one (1) representative appointed by the City Manager to provide support to the committee from the City's Community Development Department. To qualify the HPAC's as the City of Ashland's Certified Local Government (CLG) Commission, the majority of appointments for voting members of the HPAC, to the extent volunteer members are available in the City, will have direct historic preservation experience or meet the professional qualifications (including archaeology, architectural history, conservation, cultural anthropology, curation, engineering, folklore, historic architecture, historic landscape architecture, historic preservation planning and history) under Oregon State Historic Preservation Office requirements. The HPAC shall be responsible for assisting the City in the following: 0 Pane 147 of 2:11 vii. Recommending to the Planning Commission and the City Council, areas or properties of significant historical value and interest for consideration to be designated historical properties. viii. Recommending ordinances and other measures designed to protect and foster interest in the improvement of designated historical properties. ix. Reviewing. literature and sources of funding concerning the protection and improvement of designated historic properties. X. Advising City staff and the Planning Commission concerning the improvement of designated historic properties in connection with Type II and Type III Planning Action involving new construction or alterations to existing historic resources. xi. Advising applicants and staff upon request on sigh permits, building permits and other projects involving new construction or alterations within Ashland's designated Historic Districts. xii. Advising the Planning Commission, the Ashland Park Commission, other city advisory commissions, boards and committees, and city departments regarding historic components of government projects under consideration within Ashland's designated Historic Districts. xiii. Advising City staff and the Planning Commission on project applications for funding. xiv. Assisting in promoting public support for the preservation and recognition of Ashland's historic past. xv. Advising City staff and the Planning Commission on aesthetic standards for historic areas. D. Housing and Human Services Advisory Committee (HHSAC) A Housing and Human Services Advisory Committee (HHSAC) is established by the City Council. The mission of the HHSAC is to assess and make recommendations to the City for addressing the continuum of housing and human services needs for the purpose of enhancing community health and well-being. Members will be from a broad spectrum of citizens including individuals with a background in social services, unhoused and marginal income population services, economic and housing development, universal housing design, and elderly and disabled persons needs. The HHSAC will consist of nine (9) voting members, one (1) nonvoting ex-officio liaison from Southern Oregon University (SOU), and one (1) nonvoting ex-officio member appointed by the City Manager to provide housing program support. rJ Panes 148 of 231 The HHSAC shall be responsible for assisting the City in the following: Assessing the making recommendations on the continuum of housing and human services needs of the community and funding strategies relating to housing and human services. ii. Advising the City Council on programs that assist in addressing the unmet utility, medical, transportation, and food needs of seniors, children and families in Ashland, and other related human services programs. iii. Making recommendations to the City Council on Community Development Block Grant (CDBG), City of Ashland Social Service Grants, and Housing Trust Fund and related allocations. iv. Assisting in identifying federal, state, county, and private funding for implementation of housing and human services programs. V. Fostering public knowledge of and support for official city housing and human services Programs. vi. Enhancing cooperation between the public and private sectors by promoting integrated approaches that provide suitable housing, a healthy living environment, and expanded economic opportunities for low and moderate -income persons. vii. Evaluate, reviewing, and recommending to the Planning Commission and City Council innovative land use strategies targeted to promote a broad variety of needed housing types. viii. Monitoring housing discrimination complaints and corrective actions within the City, and advising the City Council on potential measures to be taken to further equal opportunity to all persons to live in suitable housing facilities regardless of race, color, religion, sexual orientation, gender identity, national origin, source of income, or familial status. E. Public Arts Advisory Committee (PAAC) A Public Arts Advisory Committee (PAAC) is established by the City Council. The mission of the PAAC is to enhance the cultural and aesthetic quality of life in Ashland by actively supporting the placement of public art in public spaces and serving to preserve and develop public access to the arts. The continued vitality of the arts in the City of Ashland is a vital part of the future of the City as well as of its citizens. The arts are an important part of the cultural and economic life of the entire community of Ashland and enrich the participants in the arts as well as those who observe them. The PAAC will consist of nine (9) voting members of which six (6) voting members will be from a broad spectrum of citizens including artists and those with a background in the Pane UP of 231 arts, arts organizations, education, structural and landscape architecture. Up to three (3) of these six (6) voting members of the PACC may reside outside the City limits. The three (3) remaining voting members of the PAAC will be citizens at -large and residents of the City. The City Manager may also appoint two (2) non -voting ex-officio members to the PAAC, one (1) of which will be from the City's Public Works Department, to provide support to the committee. The PAAC shall adhere to and fill the role of the Public Art Commission as it may be designated in AMC 2.29 — Public Art. The PAAC shall also be responsible for assisting the City in the following: i. Providing advice to ensure the arts continue to be of value as an integral part of Ashland. ii. Assisting in promoting the arts in Ashland to enrich the lives of its citizens through education and demonstration. iii. Advising the City Council and City management on standards and guidelines for selecting, commissioning, placing, maintaining, and removing public art. iv. Advising the City of Ashland on how best to assist local organizations that provide local leadership on arts related matters to make the arts a more important part of community life. V. Assisting the City council, the Ashland Parks Commission, Historic Preservation Advisory Committee, and the Planning Commission in using public art to enhance existing development in public parks and other public lands and in public structures. vi. Advising the Planning Commission, the Ashland Parks Commission, other city advisory commission and committees, and city departments regarding artistic components of all municipal government projects under consideration by the City. The PAAC may also serve as a resource for assessing the artistic components of land use developments. vii. Advising the City Council on policies and programs to enhance and encourage the planning, placement, and maintenance of public displays of art in locations open to the public within the community. viii. Encouraging connections with other local, regional, and national organizations working for the benefit of art and preservation of artistic values. ix. Recognizing and encourage groups and organizations that enrich Ashland life by bringing cultural and artistic values and artifacts to the City. X. Assist in the pursuit of gifts and grants for support of arts programs and activities and the procurement of public art. Pane 1..5n of 231 F. Transportation Advisory Committee (TAC) A Transportation Advisory Committee (TAC) is established by the City Council. The TAC shall provide advice and guidance to the City Council, other Standing Advisory Committees, and City departments on transportation matters. The TAC will consist of up to nine (9) voting members and ten (10) ex-officio members who will participate as needed. Voting members will all be members of the community at large and will represent a balance of interest in all modes of transportation. The ex- officio, non -voting member positions are reserved for four (4) representatives from the City's Community Development, Police, Fire and Rescue Departments, and Parks and Recreation Departments; one (1) representative from Southern Oregon University (SOU) administration/faculty; one (1) representative from the Ashland School District administration/facility; one (1) representative from the Oregon Transportation Department; one (1) representative from the Rogue Valley Transportation District; one (1) representative from the Jackson County Roads Department; and, the City's Director of Public Works (1), or their designee, to provide support to the committee. The TAC shall assist the City in by reviewing and advising on issues or topics as they relate to all modes of transportation, including the following: i. . Transportation safety policies and programs ii. Long range transportation plans and ancillary transportation plans (sidewalk and safe routes to school, transit, traffic, parking, etc.);' iii. Type III Planning Actions during the pre -application process; iv. The transportation section of the City's Capital Improvements Program (CIP); V. Multi -modal transportation issues; and vi. Traffic implementation designs. The Committee may also advocate to promote all modes of transportation to ensure that modal equity is a reality in Ashland. The TAC may assign subcommittees to focus on specific transportation topics of concern and report their information to the full TAC for final review and recommendations. Subcommittees will be established for a specified purpose and duration and will consist of at least three voting members appointed by the TAC. The TAC Chair and Director of Public Works shall determine what matters warrant subcommittee involvement, and meetings shall be convened on an as -needed basis. G. Social Equity and Racial Justice Advisory Committee (SERJAC) 10 Pane 151 of ?31 A Social Equity and Racial Justice Advisory Committee (SERJAC) is established by the City Council. The SERJAC will consist of nine (9) voting members and one (1) nonvoting ex-officio member designated by the City Manager to provide support to the committee. Voting members will include members from a broad spectrum of community interests and perspectives, specifically including individuals with backgrounds in race and social equity work and a representative cross section of historically marginalized or underrepresented groups, such as Black, Aboriginal peoples, people of color, LGBTQ+, the elderly and disabled persons. The SERJAC shall be responsible for assisting the City in the following: Encouraging understanding and celebration of the diversity of the City's population and visitors and promote amicable intergroup relations within the City. ii. Recommending policies, measures, and practices to bring about social and racial equity and a greater inclusion for all who live, work, or visit in the City, including counter measures to systematic racism, homophobia, sexism, classism, and other racial and social inequities impacting Black, Indigenous, people of color, LGBTQ+, and disabled persons, as well as other marginalized persons in the Ashland community. iii. Recommending efforts to increase economic opportunities for Black, Indigenous, people of color, LGBTQ+, and disabled persons, as well as other marginalized persons in the Ashland community. iv. Advising on diversity, equity, and inclusion (DEI) and human rights training for the City of Ashland's staff, commissions/boards, other advisory committees, and the City Council. V. To seek, at least every two (2) years, a broad spectrum of input from community members on emerging issues and needs of the Ashland community as they relate to diversity, equity, inclusion, human rights, and intergroup relations. SECTION 4. Management Advisory Committees (MAC) may be established to serve at the request of the City Manager or Department Heads to provide technical advice, and community support and input that can assist in preparing recommendations to enhance City operations or program implementation or for City Council consideration. MACs are generally intended to be project or program specific but can meet as often and as long as necessary to meet their requested role or functions. Some MACs may meet only occasionally when requested, while others may meet regularly or semi -regularly over extended periods of time per the role assignment or needed term for their assistance. Membership on MACs will be established based on the type of advice sought and availability of potential qualified participants, urgency of issue or program being addressed, timeframe for the committee's role/participation, availability of City staff support resources, and/or other circumstances or considerations 11 Pane 152 of 231 DocuSign Envelope ID: B8AE8CB0-B8AE-4A64-84F1-DBCA62AE4460 affecting the ability for effective MAC role participation. The rules of procedure, if necessary, for each MAC will also be established by the City Manager or appointing Department Director at the time of the corresponding MAC's establishment. The City Council may refer issues or tasks to consideration by a MAC by vote of the City Council request to the City Manager. MACs may include project or program topics related, but not limited to the following: • Airport Operations • City Band • System Development Charges • Transportation • Trees and Urban Forest • Wildfire Safety SECTION 5. This resolution is effective upon adoption. ADOPTED by the City Council this 16th day of May , 2023. ATTEST: FA Uotuifpned by: l.t,�.iSSX " Melissa Huhtala, City Recorder SIGNED and APPROVED this day of , 2023. Tonya Graham, Mayor vie d as to form: Doug McGeary, Interim City Attorney 12 Pane 1 S3 of 231 �':•� Council Business Meeting Date: July 16, 2024 Agenda Item Recommendation from SERJAC From Kerrick Gooden, Administrative Analyst Contact kerrick.gooden@ashland.or.us SUMMARY The Social Equity and Racial Justice Advisory Committee presents recommendations to the City Council on two specific issues: The first relates to the DEI Assessment Next Steps and the second relates to the Mayor's request of SERJAC to research the History of Racism in Ashland. POLICIES, PLANS & GOALS SUPPORTED The Social Equity and Racial Justice Committee is an advisory committee to the City Council as designated by Resolution 2023-6 which states that committees are to advise and to provide recommendations to the City Council for consideration. BACKGROUND AND ADDITIONAL INFORMATION At the study session on April 1, 2024, the City Council and the APRC heard the final report of the DEI Assessment from Paradigm Consultants and the proposed Next Steps from the Interim City Manager. In June 2023, Mayor Graham attended the SERJAC monthly meeting and invited SERJ to provide input on the DEI Assessment final report. At the June 2023 SERJAC monthly meeting, Mayor Graham requested the group undertake a research project to determine the history of racism in Ashland. Attached is the final document approved by SERJAC with a recommendation that further research be conducted by examining historical city documents. FISCAL IMPACTS Unknown SUGGESTED ACTIONS, MOTIONS, AND/OR OPTIONS 1)The Social Equity and Racial Justice Advisory Committee respectfully recommends the City Council ask that religious tolerance be added to the list of employee training identified in 'Next Steps' and recommends both the Interim City Manager and the HR Director provide an update on the implementation of'Next Steps' to the CityCouncil in October 2024. SERJAC also intends to invite the Human Resource Director to speak to the committee on the progress of Next Steps. 2)The Social Equity and Racial Justice Advisory Committee respectfully submits its final report on the history of racism in Ashland and requests the City Council undertake a systemic investigation of the organization's historical documents including AMC, ordinances, minutes, policies etc. to include all aspects of historical marginalization including religions, race/ethnicity age, class immigrant statistics, disability, gender and sexuality. This level of research is beyond the capacity of the members of SERJAC and the committee recommends that the City engage a professional to conduct the research. Staff recommends appropriating funds in the next biennium to hire a consultant to do this research. REFERENCES & ATTACHMENTS 1. Attachment 1 SERJAC May 9 2024 minutes 2. Attachment 2 SERJ Final Report with Cover Letter Page 1 of 1 Wn Wr PanP 154 of 231 Social Equity and Racial Justice Committee Minutes May 9, 2024 5:00-6:45 p.m. In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please email ann.seltzer@ashland.or.us . Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title 1). Remote Meeting via Zoom Note: This meeting will be recorded and uploaded to the website to accompany the minutes. 1. Call to Order The meeting was called to order at 5:OOm p.m. 2.Approval of Minutes Motion: Yamaguchi motioned the minutes of March 7 be approved; it was seconded by Mendel. Motion passed unanimously. 3. June Meeting Simon announced that Anyania Muse will attend the June SERJ meeting on June 6. 4. Dei Assessment background and summary of final report Simon provided the background of how the DEI Assessment came about. Initially SERJ requested the City hire a DEI Manager. The City Manager decided to have a DEI Assessment performed to determine the internal needs or the organization and, based on the results of the assessment, then determine if the City needed a DEI Manager. The City Council allotted $40,000 for the project. An RFP (request for proposal) was posted inviting companies/consultants to conduct the assessment. Paradigm Consultants was hired to conduct the work which began in the fall of 2023. The findings were presented to the City Council at the study session on April 1, 2024. The finding included 25 recommendations. Two groups of employees, women and gender/sexual minorities were identified as having expressed concern of being targets of microaggressions and concerns about equity, inclusivity and accessibility were raised. The city is committed to insuring that DEIA becomes a part of the internal culture and identified the following: Next Steps: Pan. 155 of 231 The City Manager recommended a series of organizational trainings with a focus on diversity, equity, inclusion and accessibility including: a review of annual performance process, employee training on anti -harassment, implicit bias, succession planning, and micro aggression and forming a DEIA employee committee. The list of next steps did not include training for religious tolerance. Motion: Simon made a motion asking the City to include religious tolerance training in the list of employee training and that the HR Director and the interim City Manager report on the progress of the identified next steps at a City Council meeting in October of 2024. Mendel seconded the motion; the motion passed unanimously. 5. Social Gathering Yamaguchi reminded the group of the SERJ social gathering at SOU on Wednesday, May 15 at 5:30 p.m. at the Hawk Dining Center at 435 Whitman. 6. Co-chair Announcement Yamaguchi announced she would be leaving SERJ after the June SERJ meeting. 7. Personnel Changes Seltzer announced she would retire from the City in June. Kerrick Gooden will replace Seltzer as the staff liaison. 8. Ashland Voices Yamaguchi announced that progress has been made with the project Ashland Voices. SORCE (southern Oregon research center) has identified and compiled a list of businesses in Ashland owned by marginalized groups. These businesses will be contacted and invited to be in a video which will eventually be available on the city's website. 9. Listening Circles Tyler and Mendel provided an update on Listening Circles sub -committee. Members of the subcommittee have met with many underrepresented groups in Ashland and is partway through the identified list of groups. The subcommittee members attend these gatherings to listen and learn from these groups. When the listening circles are launched the focus will be on the issues the groups have raised. SERJ needs to determine the desired outcomes of Listening Circles and what will be done with the outcomes. It was suggested that the subcommittee focus on identifying the desired outcomes and what will be done with the information learned from the Listening Circles. 10. Cover Letter for History of Racism in Ashland report Houston reviewed the draft cover letter she wrote for the History of Racism in Ashland. The cover letter deepens some of the issues that were previously identified in the report. PAnp 1 rA of 231 Motion: Simon made a motion to forward the cover letter and the History of Racism in Ashland to the City Council with the recommendation to hire a professional to undertake a systemic and thorough investigation of the organizational historical documents to include all aspects of historical marginalization including religions, race/ethnicity, age, class immigrant status, disability, gender, and sexuality. Mendle seconded that motion. Motion passed unanimously. 11. Simon did not have an update on the Labor Acknowledgement Subcommittee. 12. Hate Speech Mendel noted that they found examples of Hate Speech Flyers that SERJ may want to use. In addition, both the Sate of Oregon and the City of Eugene have "tool kits" available that relate to Hate Speech. Mendel has sent the links to staff. 13. Discussion on outreach tools to recruit new members and review of Recruiting Guidelines. Generally, it was agreed that creating a handbook about SERJ was not the best use of time but instead to use the City's website to provide information and direct possible recruits to that information. It was agreed that face to face recruitment is the strongest tool. SERJ members will determine ways to communicate the work of SERJ such as reaching out to be a guest speaker at local service group monthly meetings, reaching out to Sneak Preview to do a story about SERJ and developing a list of talking points about SERJ that members can use as they meet with potential recruits. 14. Adjourn The meeting adjourned at 6:30 p.m. Next meeting dates: May 15 social gathering, June 6 regular meeting, August 8 regular meeting. The first Thursday in July is July 4 so there will not be a SERJ meeting in July. Pane 157 of 2*11 Cover Letter History of Racism in Ashland May 15, 2024 This cover letter, written by SERJ Committee Member Tara A. Houston, serves to deepen the conversation begun in Barbara Geraghty's SERJ Research Project and Report submitted in October of 2023 and attached to this document. To Mayor and City Council: In June 2023, Mayor Graham asked the Social Equity and Racial Justice Committee to research what the City of Ashland has done to help and interfere with civil rights of different groups of people (Black, Indigenous, Chinese, etc.). This research will be the starting point for identifying reparations that the City of Ashland can put in place to address the actions by the body in the past - and to celebrate good work that has been done. SERJAC member Barbara Geraghty undertook this request and completed her report in October of 2023. While some of you may have seen the report it was never formally presented to the City Council. The members of Ashland's Social Equity and Racial Justice Advisory Committee wish to thank our colleague Barbara Geraghty for her thoughtful and caring investigation into the history of the City of Ashland's treatment of historically minoritized people. Her connections with local sources and work with the Southern Oregon Historical Society are commendable and appreciated by our membership. We feel that some additional context and explanation may provide a deeper insight into the past practices of the City of Ashland and the need for repair with communities that were affected by local code. It's important in discussions of the past to recognize that no city is an island, to expand John Donne's observation. Ashland's municipal practices may seem inclusive or at least non-discriminatory because federal and state laws were already in place which created easy avenues to exclude and exploit Black, Indigenous, and other People of Color, religious minorities, LGBTQ+ people, immigrants, and other groups. A longer -term in-depth study is recommended, and this author believes the scope and scale of this kind of investigation should be a compensated enterprise. The expectation of uncompensated labor to determine inequities perpetuates cycles of harm. Following, please find specific responses to parts of the Research Project and Report. The contextualization provided here was in no way exhaustive, more research must be conducted to provide a richer and more accurate picture of experiences for historically marginalized people in the City of Ashland: Pang 158 of 2:11 1) In the section "Examples: Historical Events", there is mention of the KKK marching in Ashland's Fourth of July parade. It feels helpful to provide an additional layer of context to this fact. The violence of Black Exclusion Laws in Oregon alongside slavery -prohibitions specifically designed to keep Black residents out of the state entirely, resulted in an understandably low Black population from the founding years forward. Due to the small number of Black residents at the time, the Klan's march in the early 20's was targeted toward Jewish, Catholic, and immigrant residents of the area. As Kami Horton reported about an incident in 1922 where a white resident of Medford was kidnapped and assaulted to inspire fear. The article, entitled: "A Century Ago, The Ku Klux Klan Terrorized Southern Oregon," goes on to share: The Klan had only arrived in Oregon about a year before as part of a nationwide Klan revival. And in Oregon, many of the organization's main targets were white. Professor Darrell Millner of Portland State University's Black Studies program says Oregon's Klan didn't focus on Blacks because there weren't many Black residents in the state. "You couldn't build a movement against a population that was so small and non -threatening in Oregon." "They wanted to purify the schools by having the schools teach American patriotism," Horowitz says. "They supported immigration restriction laws. They wanted to clean up urban corruption that they attributed to Catholics and Jews." Despite influxes of Black residents in the 1940's, attracted by work with the railroads and in support of the Kaiser Shipyards, the Black population of Oregon continues to trend lower than other states in the United States. 2) Asian immigrants, mostly Chinese folks, settled in the Rogue Valley finding work with the Southern Pacific Railroad in the late 1800's and were met with recorded episodes of racist behavior and exclusion. Nationally, anti -Chinese sentiments led to the passage of the Chinese Exclusion Act of 1882, which limited future immigration. By 1892, national legislation required immigrants to carry proof of residence or risk deportation. Peter Finkle's 2019 article on his Walk Ashland website follows the history of Ashland resident Wah Chung and the Chinese American Community in Ashland around the turn of the 19`s Century. In the article, he notes the following: The City of Ashland had local discriminatory laws. For example, in 1883, the Ashland city council passed an ordinance designed to keep out Chinese who might want to open a laundry business: "December 7, 1883: `China Washouse [sic] or laundry to pay a license of forty dollars per year or at the same rate for a shorter period."' The atmosphere in Ashland for Chinese seemed to improve in the last decade of the 1800s and the first few decades of the 1900s. Despite this, Wah 2 Pane 159 of 231 Chung's acceptance in the community was an exception. The majority of the Chinese in Ashland either spent almost all their time out of town maintaining the railroad, or they seem to have been nameless and little known to the larger community. 3) Historical prejudice and legislation against Latine/o populations isn't well documented in this area, though discrimination recorded in other areas may have happened here as well. Like Black and African American populations, the US targeted Latine/o populations to support labor during WWII. Through the bracero program, up to 1000 Mexican and Mexican American laborers worked in the pear orchards of the Rogue Valley in the 1950s and 60's. Though much of the anti-Latine/o action by INS in Oregon seems to be focused on the Willamette Valley and southeastern part of the state, it's possible that some Latine/o immigrants may have been targeted in the raids and deportations of the late 1960s-70s as there are records of INS activity in the Medford area. According to a Frontline documentary in 1990, in 1989, 25% of farm workers in the US were under the age of 16. This suggests that some of the migrant workers in the Rogue Valley were child laborers. (Statistics obtained in Colleen Marie Loprinzi's thesis "Hispanic migrant labor in Oregon, 1940-1990) 4) In the section "Where We Are Now", the demographics of the city of Ashland were noted and a more specific breakdown of race and ethnicity feels important in this context. The United States Census Bureau website (census.gov) estimates the City of Ashland's current Race and Hispanic Origin statistics 81.6% White alone (not Hispanic or Latino) .7% Black or African American .6% American Indian and Alaska Native 1.7% Asian .4% Native Hawaiian and other Pacific Islander 10.1 % Hispanic or Latino This contrasts with the demographics of the United States as a whole (census.gov): 58.9% White alone (not Hispanic or Latino) 13.6% Black or African American 1.3% American Indian and Alaska Native 6.3% Asian .3% Native Hawaiian and other Pacific Islander 19.1 % Hispanic or Latino Representation of every historically marginalized group is lower than the national average. Because much of this research has been approached in a less than systematic way, it is believed that a full review of the City of Ashland's practices, policies and historical documents may be necessary to ascertain the full extent to which the rights of historically minoritized people have been restricted by local government. No meaningful investigation was launched to determine the 3 Pane 1 Rn of 231 experiences of Native and Indigenous, Black, AAPI, and Latine/o citizens of Ashland. Likewise, investigations on the experiences of religious groups and LGBTQ+ citizens are incomplete. This cover letter is submitted alongside Barbara Geraghty's research report, with the unanimous approval of SERJ committee members. It is so moved that we forward the Geraghty report along with this letter to the city council with these recommendations: • Hire a historian, social worker, or other skilled professional to undertake a systemic and thorough investigation of the practices, policies, and historical documents produced by the City of Ashland across its history. The investigation should include Ashland's Municipal Code, minutes from all City meetings, and any other historical documents collected. • All aspects of historical marginalization should be researched including religion, race/ethnicity, age, class, immigrant status, disability, gender, and sexuality. Respectfully, Tara Houston, member Social Equity and Racial Justice Advisory Committee 0 Pane 161 of 231 SERJ RESEARCH PROJECT & REPORT Barbara Geraghty 10-5-2023 Research Parameters from Mayor Tonya Graham • What has the City of Ashland done to help and interfere with civil rights of different groups of people (Black, Indigenous, Chinese, etc.)? • This research will be the starting point for identifying reparations that the City of Ashland can put in place to address the actions by the body in the past - and to celebrate good work that has been done. Once we understand the history, then the pathways to address it will be more obvious. What is an appropriate life affirming way to acknowledge the past in order to move forward? The Mayor reminded the group that while it is important to know and to understand what happened across the valley we mostly need to know what the city did and its history so that we can take responsibility more formally as a body for what it has done in the past. WHERE WE'VE BEEN Sources Southern Oregon Historical Society (75 documents pulled by staff Jeff LaLande, historian and author of The Jackson County Rebellion Mike Green, Common Ground Conversations Allyson Phelps, Ashland Together Taylor Stewart, Oregon Remembrance Project Findings My research did not reveal discriminatory ordinances or actions by the City of Ashland, specifically. However, I did discover troubling historical events that could discourage people of color (POC) from making Ashland their home. Examples: Historical Events (Sources: SOHS & Jeff LaLande) • Ashland might have been a Sundown Town. According to Jeff LaLande, referencing the book Sundown Towns by David Loewen, "There was an unspoken rule in many towns that Blacks weren't welcome after sundown. This rule was not included in actual ordinances —that would've been unconstitutional —but was an unwritten law that was enforced extralegally." • The Ku Klux Klan participated in Ashland's 4 h of July parade in either 1921 or 22 and crosses were burned in Ashland. • 1911 newspaper article: A White Man's Country; Oregon leads the states and is politically, as well as racially, a white man's country • 1915 Ashland Commercial Club (predecessor of Chamber of Commerce) had stationary stating membership was "100% American citizens, no Japanese or Negroes." 5 Pane 162 of 231 • 1948 Oregon Realtors proclaim "a realtor shall never introduce into a neighborhood members of any race or nationality whose presence will be detrimental to property values." • As late as 1940 there were no Blacks in Ashland. According to The Ashland Chronical in 20219 322 Ashland residents identified as African -American out of a population of 20,733 in 2017. WHERE WE ARE NOW Currently, Ashland is 90% white and 10% BIPOC compared to the US population that is 59% white and 41 % BIPOC. Although my preliminary research did not uncover specific ordinances or public policies by the City of Ashland, I did discover a cultural pattern of exclusion and microaggression that may correlate with and contribute to the problematic diversity demographics mentioned above. Examples: • Multiple reports of racial harassment by OSF leadership, staff and actors. These situations are highly visible and heavily reported; Christiana Clark's video was viewed 200k times in 8 days according to a news article. • 2021 civil rights lawsuit against Ashland police by OSF actor (trigger warning; video of police beating) • Vance Beach, founder of B.A.S.E, speaking at SOU: "Being in Oregon is being in a place where people that look like us have been excluded in every aspect of community. So our work is all around how do we assist in building an inclusive community?" • Kayla Wade's comment after death of Aidan Ellison in Ashland: "We're here because every person of color, every Black person in this community, has experienced something like that: having a white person decide that how we're living our lives is unacceptable and that we need to tone it down or need to be silenced. If we want to live in a world where we can exist with dignity, something has to change." • Social media response to Why Don't Black Folk Live in Oregon? "The overwhelming vote to outlaw slavery but write all the "exceptions" feels so very on brand, especially for liberal cities (Ashland/Eugene/Portland). "Oh look we are good white people, we don't like slavery ... but also you can't work here, own land or live next to us".... and still a current cultural sentiment. Mike Green of Common Ground Conversations, who previously worked as Content Editor for Ashland Daily Tidings, shared his perspective on Ashland's duality: Public sentiment supports and encourages diversity with a proactive presence of progressive -minded white people who have a vision of an inclusive, multicultural, multiracial community and use their privilege and power to stand in allyship with non -white populations; combined with a quiet sentiment of status quo that controls development boundaries, resists affordable housing efforts, and pushes a strong NIMBY influence to thwart multi -family housing projects. To evolve from its past to the future, Ashland must battle those who seek to sustain the status quo by investing in economic and cultural inclusion to lead the way and become a model of what southern Oregon cities can become ... welcoming places where everyone feels a sense of value and belonging." 6 Pane 163 of 2'31 To highlight the positive aspect of the duality, I found the following comment on Road Tripping While Black in Oregon: "I was the most nervous about traveling through Southern Oregon, but Ashland was very welcoming and friendly, and I didn't get ignored by business owners or waiters like I had in other rural areas." Conclusion: Oregon's "origin story" contains Black exclusion laws that have served their purpose by creating a culture that is still being perpetuated today. The City of Ashland has the opportunity to lead the way in changing the narrative arc from exclusion to inclusion. 7 Pane 164 of 2;11 POTENTIAL NEXT STEPS Action items from Mayor Graham • The Mayor noted that SERJ needs to understand the scope of the DEI internal assessment. When the recommendations from the consultant come forward we may need to put them into tiers to address over time. Sometimes what is needed doesn't fit in the current preconceived budget. • Work with local partners (Chamber of Commerce Ashland for Everyone? Others?) to develop a DEI training program for local businesses and their staff so that Ashland can move forward in its goal to be authentically welcoming to all people. • Assist the City in public support activities for SERJ related holidays and community events. This includes helping the City identify which events to participate in and recommending ways in which to participate in these holidays and events. • Support efforts within the City's operations to train staff and ensure that our internal practices and protocols help us move forward with our DEI goals. • Support other Committees in their work as it intersects with the goals of the SERJ Advisory Committee. • Support Ashland Together with Sundown to Sunrise collaboration with ORP and speaker series launching February 12, 2024 at Carpenter Hall. Additional Action Items to Consider 1 Survey Ashland's 1978 BIPOC to capture data that will inform strategies and action plan plus help BIPOC feel heard and valued: • What's working for people of color? • What isn't working? • What could be different or better? • What kind of identity does Ashland have among BIPOC? 2 Conduct Strategic Gap Analysis: What is the identity Ashland intends to have in the DEI arena? What is the gap between our intended identity and survey results? 3 Design Action Plan: How do we close the gap? How do we fix what's broken? How do we change perception in areas of false narrative? 4 Design Campaign of actionable steps with social media amplification of "what's working" stories and progress reports on resolution of what's not. Model: The City of Long Beach gathered 1,500 people into 13 Listening Sessions and 4 Community Town Halls to center the voices of those affected and eliminate disparities in order to expand opportunities for all residents. They partnered with CSULB to analyze the qualitative E Pane 1R5 of 9;11 data. Data from the survey, listening sessions and town halls informed 21 distinct strategies and 107 potential action plans. RESEARCH SOURCES & LINKS hgps://www.route-fifty.com/management/2023/01 /what-truth-and-reconciliation-looks- minneapolis/382216/ A truth and reconciliation commission is a body tasked with revealing past governmental wrongdoings in an effort to move a community toward resolution and unity. The most well-known truth and reconciliation effort is South Africa's commission, which was created as the country emerged from apartheid in the 1990s. The commission heard thousands of testimonies, providing victims a platform to describe their experiences under the racist policies of apartheid. Dozens of other countries have also used different truth and reconciliation models. Long Beach Racial Equity & Reconciliation Initiative https://www.lon bg_each.gov/press-releases/ci , -of-long-beach-releases-racial-equi _ -and- reconciliation-initi ative--initial- report/#:—:text--On%20June%2023%2C%202020%2C%20the,Black%20racism%20i n%20Long %2nReach _ Racial Equity and Reconciliation Initiative — Initial Report hgps://clintonwhitehouse4.archives.gov/Initiatives/OneAmerica/Practices/pp 19980804.3889.ht ml To promote racial reconciliation and unification by examining race relations in Pennsylvania State Rep. Veon launched BRIDGE by bringing together a group of people who are interested in the issue of race. Representatives from schools, businesses, churches and nonprofit organizations participate in the program. Some members of the group are also trained as facilitators of racial dialogues. Like the Study Circles Program, groups of 12 to 15 people are invited to share in an open discussion on race, with the help of a facilitator. WO Pane 1RFi of 2,11 FnAmis Council Business Meeting Date: July 16, 2024 Agenda Item Budget Supplemental - Revenue Recognition for Parks and Fire Department From Mariane Berry, Finance Director Contact mariane.berry@ashland.or.us SUMMARY During the Biennium there are times that budget adjustments are necessary. The proposed budget amendments do not increase appropriations by more than ten percent. POLICIES, PLANS & GOALS SUPPORTED N/A BACKGROUND AND ADDITIONAL INFORMATION PREVIOUS COUNCIL ACTION Ashland Forestlands Climate Adaption Program The Ashland Forestlands Climate Adaption Program project was presented to Council at the March 19, 2024, and April 2, 2024, Council Meetings. To date, Council has approved the following budget supplementals for this project: April 16, 2024: $500,000 in investment revenue and $500,000 in appropriations June 4, 2024: $159,293 in revenue from timber sales and $159,293 in appropriations BACKGROUND AND ADDITIONAL INFORMATION Oregon budget law (ORS 294.471) provides for a mid -cycle amendment to the budget through the supplemental budget process and allows adoption by Council Resolution with no public hearing required if changes to appropriations are less than ten percent of the budgeted fund. This supplement budget will recognize unbudgeted revenue and no additional appropriations above the said threshold, so a public hearing is not required. Ashland Forestlands Climate Adaption Program This request is to recognize $271,007 in revenue from the sale of timber from the Ashland Forestlands Climate Adaption Project and related logging expenditures. Park Grants This request is to recognize grant revenue totaling $61,662.15 awarded to the Parks Department and the related expenditures for the following projects: • $31,000.00 - Ashland Japanese Garden Black Pine Replacement Project • $22,199.15 - Ashland Japanese Garden Koi Pond Improvements • $2,000.00 - APRC Volunteer Appreciation Dinner • $1,838.00 - Bicycle Safety Education • $1,500.00 - Rogue World Music Festival • $1,500.00 - Bicycle Education Program Helmets • $975.00 - OR AFS Education Materials and Participation Grant • $250.00 - 2024 Bird Day • $400.00 - 2023 Vaccination Clinics FISCAL IMPACTS Page I of 2 �r Pane 187 of 9'11 r : Council Business Meeting This supplemental budget adjustment increases budgeted revenue and appropriations. SUGGESTED ACTIONS, MOTIONS, AND/OR OPTIONS Staff recommends Council adopt the attached resolution to authorize proposed changes to the 2023-2025 Biennial Budget as defined within this report. Potential Motion: I move to adopt Resolution 2024-21 authorizing a 2023-2025 Biennial Supplemental Budget. REFERENCES & ATTACHMENTS 1. Budget Supplemental Request - AFR Timber Sales 2. Budget Supplemental Request - APRC (1 of 2) 3. Budget Supplemental Request - APRC (2 of 2) Page 2 of 2 ��169 of 231 1 /-<�\CITY OF lip SHLAND Budget Supplemental Request Date: 06/27/2024 Department: Fire Explanation of Request This request is to recognize revenue from the sale of timber from the Ashland Forestlands Climate Adaption Project (presented to Council at the March 19 and April 2, 2024 Council meetings) and related logging expenditures. New Revenue Account Number General Fund: 0110 480300 Line-ftem Name Miscellaneous Income Amount $ 271,007.00 Total Revenue $ 271,007.00 Additional Appropriations (Expense) Account Number General Fund: 072900.604160 Line-ftem Name Forest Interface: Other Amount $ 271,007.00 Total Expense $ 271,007.00 Requested By: Chris Chambers Ra I h E Sa rta i n l l Digitally signed by Ralph E Sartain II Approved By: p Date: 2024.07.09 11:07:25-07'00' Department Head Pane 1Rq of 231 moseburg ROSEBURG FOREST PRODUCTS CO. REFERENCE DATE c;neCK uate - b/ftZUL4 Stub 1 of 1 61166 REMARK GROSS AMOUNT DISCOUNT NET AMOUNT 053124-12834765 5/31/2024 P37453-ROUNDWOOD PUR 17.252.63 17,252.63 17,252.63 17,252.63 o a .. 64-12° 61166 N Roseburg DISBURSEMENT ACCOUNT 611 DgIUDeK t.GA GA ROSEBURG FOREST PRODUCTS CO. VENDOR DATE AMOUNT 3660 GATEWAY ST SPRINGFIELD OR 97477 823507 6/7/2024 SEVENTEEN THOUSAND TWO HUNDRED FIFTY TWO AND 63/100--*—.."""""""""""' $"" 17,252.63 PAY TO THE ORDER OF: VOID AFTER 12f7/2024 ROSEBURG FOREST PRODUCTS CO. CITY OF ASHLAND 20EMAIN ST ASHLAND OR 97520 W. III 6LL6611' i:06LL127881: 3 360 2 L 20 ? 3,10 Pang 17(1 of 9'11 Ag)&st* 121267 rwY GREMT 305 S 4TH ST e2-75o11070 Twsactlon Services Provided by CoBank, ACB SPRINGFIELD; OR 97477 Timber Products USA . u Date May 23 2024 USD 61,554.25** ` Void Aftei-Six Months *** Sixty One Thousand Five Hundred Fifty Four and 25/100 Us Dollar s u 3 F PAY TO THE' ORDER OF' CITY OF ASHLAND r���'� f 41 to ,ctcLPFo 20 E MAIN ST ' ASHIAND, OR 97520 3 rJ,i'�7-- USA { , _ + r r �: _ ,,.0 4ir ' } �.;:� i " l- • 'i r , c ' � 11' 1 2 1 26 711' 1: 10 700 7 SOal: 960 20 21, 50011' TIMBER PRODUCTS COMPANY Vendor: 12140, City of Ashland Invoice Date Reference TP-0008320 05/24/24 LM-CITY OF ASHLANO - 12140:City of Ashl Check: 121267 Date: 05/23/24 Gross Discount Net 61,554.25 0.00 61,554.25 Total 61,554.25 i + Superior (w) 59a7m 164770m I IIIIII nil i11II [1111111111111111111 li11 I11] Pang 171 of 7'11 Timber Products Company P.O. Box 766 Yreka, CA 96097 SCALE TICKET DATE RANGE: 5/01/2024 TO 5/15/2024 VOUCHER NUMBER: TP-0008320 VOUCHER DATE: 5/24/2024 VENDOR: CITY OF ASHLAND 20 E MAIN STREET ASHLAND OR 97520 BRAND/REST SUMMARY: 1598W CITY OF ASHLAND WESTSIDE SORT SPC GRD D1A LEN LOG CT SEG CT MIXED OF CR 6- 13 20. 20 8.0 8 MIXED OF CR 6- 13 31- 31 10.0 10 MIXED OF CR 6- 13 40- 40 3.0 3 MIXED OF CR 6- 99 17- 17 87.0 87 MIXED OF CR 6- 99 26- 26 3.0 3 MIXED OF CR 6- 99 34- 34 23.0 23 MIXED OF CR 7- 13 ?0- ?0 4.0 4 MIXED OF CR 7- 13 31- 31 4.0 4 MIXED OF CR 7- 99 17- 17 392.0 392 MIXED OF CR 7- 99 26- 26 325.0 325 MIXED OF CR 7- 99 34- 34 376.0 376 MIXED OF CR 14- 99 20- 20 14.0 14 MIXED OF CR 14- 99 31 31 22.0 22 MIXED OF CR 14- 99 40- 40 3.0 3 MIXED OF CULL 16.0 16 MIXED OF SS 200.0 200 OF SPECIES TOTALS MIXED PP CR 7- 99 17- 99 29.0 29 MIXED PP SS 1.0 1 PP SPECIES TOTALS SORT TOTALS: 1,520.0 1.520 SR OF CR 242.0 242 SR OF CULL 2.0 2 SR OF SS 7.0 7 OF SPECIES TOTALS SR PP CR 4.0 4 PP SPECIES TOTALS SORT TOTALS: 255.0 255 BRAND/DESTINATION TOTALS: 28 LOADS 1.775.0 1.775 Page I Of 2 VENDOR ORIGINAL Batch: 10987 VOUCHER AMOUNT: $61.554.25 TOTAL AMOUNT PAYABLE: $61.554.25 PERMIT#: 2024 711-03057 VENDOR - -I - I0- -- DEST: D474 TIMBER PRODUCTS - YREKA QUANTITY BASIS RATE AMOUNT .820 Net MBF 775.00 635.50 1.470 Net MBF 775.00 1.139.25 .680 Net MBF 775.00 527.00 3.470 Net MBF 775.00 2.689.25 .210 Net MBF 775.00 162.75 1.890 Net MBF 775.00 1.464.75 .420 Net MBF 775.00 325.50 .700 Net MBF 775.00 542.50 12.540 Net MBF 775.00 9.718.50 16.610 Net MBF 775.00 12.872.75 30.410 Net MBF 775.00 23.567.75 2.150 Net MBF 850.00 1.827.50 4.780 Net MBF 850.00 4,063.00 .870 Net MBF 850.00 739.50 Net MBF Net MBF 77.020 Net MBF 782.60 $60.275.50 3.410 Net MBF 375.00 I.278.75 Net MBF 3.410 Net MBF 375.00 $1.278.75 80.430 Net MBF $61.554.25 14.180 Net MBF Net MBF Net MBF 14.180 Net MBF .520 Net MBF .520 Net MBF 14.700 Net MBF 95.130 Net MBF $61,554.25 Pane. 179 of 911 Timber Products Company P.O. Box 766 Page 2 Of 2 Yreka, CA 96097 VENDOR ORIGINAL Batch: 10987 CITY OF ASHLAND VENDOR VOUCHERNUMBER: TP-0008320 V0VCff_R_-DATE;__ 524LM 4 SCALE TICKET DATE RANGE: 5/01/2024 TO 5/15/2OZ_4 TOTAL AMOUNT PAYABLE: $61.554.25 BRAND/REST SUMMARY: 1598W CITY OF ASHLAND - WESTSIDE DEST: D474 TIMBER PRODUCTS - YREKA CERTIFICATE SCALE TK S TKT DATE LOAD TCK WEIGHT TCK LOADS LOG CT GROSS FIG NET FTG UTIL FTG TONS OWN SO 03504070 2640788 5/01/2024 255230 1 156.0 4.020 1.500 1,970 1.007.50 SO 03504070 2640790 5/01/2024 255231 1 104.0 3.950 2.110 1.230 1,464.75 SO 03504070 2640792 5/01/2024 255232 1 25.0 4.930 4.000 2.931.25 SO 03504070 4832961 5/01/2024 255229 1 70.0 3,740 2.730 550 1.643.00 CERT TOTALS: 4 355.0 16,640 10,340 3,750 $7.046.50 SO 03SO4451 4832987 5/02/2024 255233 1 21.0 5.150 4.290 2.517.00 SO 03504451 4832990 5/02/2024 255234 1 30.0 4.430 3,710 60 1.697.00 SO 03504451 4832996 5/02/2024 255235 1 25.0 3.320 3,050 30 1.457.00 CERT TOTALS: 3 76.0 12,900 11,050 90 $5.671.00 SO 03505513 2640860 5/07/2024 255236 1 68.0 3.740 3,480 50 2.456.75 SO 03505513 4833047 5/07/2024 255237 1 63.0 3.730 3,580 20 2.666.00 CERT TOTALS: 2 131.0 7.470 7,060 70 $5,122.75 SO 03505899 2640877 5/08/2024 255239 1 61.0 3,840 3.490 2.565.25 SO 03505899 4833054 5/08/2024 255238 1 58.0 3.660 3.420 2,464.50 CERT TOTALS: 2 119.0 7,500 6.910 $S.029.75 SO 03506299 2640902 5/09/2024 255241 1 54.0 4,000 3.690 2.565.25 SO 03SO6299 2640904 5/09/2024 255242 1 116.0 3.920 3.510 140 2.363.75 SO 03506299 4833080 5/09/2024 255240 1 51.0 4,110 3,560 2.565.25 CERT TOTALS: 3 221.0 12.030 10.760 140 $7.494.25 SO 03507110 2640948 5/13/2024 255244 1 55.0 4.100 3,750 2.247.50 SO 03507110 4833156 5/13/2024 255243 1 54.0 4,370 4.130 3.069.00 SO 03507110 4833167 5/13/2024 255245 1 96.0 4,120 3.800 40 2.836.50 CERT TOTALS: 3 205.0 12.590 11,680 40 $8.153.00 SO 03507553 2640979 5/14/2024 255248 1 106.0 3.790 3.300 200 1.945.25 SO 03507553 4833189 5/14/2024 255246 1 56.0 4,400 4.210 3.107.75 SO 03507553 4833195 5/14/2024 255247 1 107.0 4.300 4.090 2.983.75 CERT TOTALS: 3 269.0 12,490 11.600 200 $8.036.75 SO 03508038 2641005 5/15/2024 255251 1 44.0 3.250 2.630 1,325.25 SO 03508038 2641010 5/15/2024 255252 1 64.0 3.950 3.670 2.286.25 SO 03SO8038 2641015 5/15/2024 255254 1 33.0 3.520 2,770 1.034.50 SO 03508038 2641020 5/15/2024 255256 1 18.0 4.160 3.280 1.834.50 SO 03508038 4833219 5/15/2024 255249 1 47.0 4.410 3.850 2,658.25 SO 03508038 4833222 5/15/2024 255250 1 46.0 3.830 3,320 1,976.25 SO 03508038 4833229 5115/2024 255253 1 107.0 3.780 3,520 20 2.418.00 SO 03508038 4833237 5/15/2024 255255 1 40.0 3.240 2.690 1,467.25 CERT TOTALS: 8 399.0 30,140 25.730 20 $15.000.25 BRAND/DESTINATION TOTALS: 28 1775.0 111,760 95.130 4.310 $61,554.25 BRAND TOTALS: 28 1775.0 111.760 95,130 4,310 $61,554.25 VOUCHER TOTALS: 28 1775.0 111.760 95.130 4.310 $61,554.25 TOTAL AMOUNT PAYABLE: $61.554.25 Generated by Paragon Software. Inc. Timber management System. PAnP. 1T4 of 9'11 j 121415 Agftt Transaction S 305 S 4TH ST aService,ices? Provid°d by CoBank, ACB 82-750/1070 i C SPRINGFIELD, OR 97477 Timber Products USA I USD Datelune 10 2024 192 2Q0.5Q** Void After Six Months *** One Hundred Ninety Two Thousand Two Hundred and 50/100 us Dollar o — u - o P,AY TO THE +°°c --ORDER OF CITY OF ASHLAND 20 E MAIN ST ?� ASHLAND, OR 97520 USA- 3• -ram• _ - - -:� '' , - t, •� u��. u■ L 2 k 1, L SV 1: 10 700 7 50a1: 960 20 24 500iin TIMBER PRODUCTS COMPANY Vendor: 12140, City of Ashland Invoice Date Reference TP-0008344 05/31/24 LM-CITY OF ASHLAND - 12140:City of Ashl Check: 121415 Date: 06/10/24 Gross Discount 192,200.50 0.00 Total Net 192,200.50 192,200.50 Superior (SW 59a799s JIM770795 I IIIIII IIIII IIIII III[I Illil 11111111111 IN I111 PAnA 174 of 9'11 CITY OF AS H LA N D Budget Supplemental Request Date: 06/26/2024 Department: APRC Explanation of Request Ashland Parks Foundation Grants: $31,000.00 - Ashland Japanese Garden Black Pine Replacement Project $22,199.15 - Ashland Japanese Garden Koi Pond Improvements $2,000.00 - APRC Volunteer Appreciation Dinner $1,838.00 - Bicycle Safety Education New Revenue Account Number 0411.430120 Line -item Name Parks Grants Amount $ 31,000.00 0110.430120 Parks Grants $ 22,199.15 0110.430120 Parks Grants $ 2,000.00 0110.430120 Parks Grants $ 1,838.00 Total Revenue $ 57,037.15 Additional Appropriations (Expense) Account Number 123000.704200 Line -item Name Capitalized Projects Amount $ 31,000.00 128625.704001 Parks Improvements $ 22,199.15 128626,601200 Small Tools & Ops Supplies $ 2,000.00 125328.604100 Professional Services $ 1,838.00 Total Expense $ 57,037.15 Requested By: Brandon F. Terry Approved By: Department Head Pane 17..99 of 2311 category 01 General Billing & Misc Cash Receipt 1694092 Amount 31,000.00 Batch 38702 Transaction 2290323 Customer 1793 ASHLAND PARKS FOUNDATION Property code web Transaction? N External Batch 23291 Ext. Reference 10315 /518596 Comment St. PrinclDal Paid Interest trrecn ve uate Ub/ZU/LUG4 Entry Date/Time 06/20/2024 09:28 Clerk karymar.perez Department 03 Finance Source web service GL Eff. Date 06/20/2024 Posted Date06/21/2024 Yr/Per/]nl 2024 12 373 Batch status: Completed Reversal Status: Not Reversed voided? N Reason Paid By Ref ASHLAND PARKS FOUNDATION Paid By Pay Date BILLING REQUEST Complete and send form to A/R accts-receivable@ashland.or.us Person or Firm to be Billed: Name ASHLAND PARKS FOUNDATION c/o Address 340 S. PIONEER ST. Phone: CITY OF -ASHLAND 51, Today's Date 06/07/2024 City ASHLAND State OREGON Zip 97520 Detailed Description of Materials, Supplies, or Services Rendered: Activity Date Description Project & Revenue Account Number Amount 6/6/24 ASHLAND JAPANESE GARDEN - BLACK PINES REPLACEMENT PROJECT 000831.999 0110.430120 31,000.00 Total $31,000.00 Authorizing employee signature: BRANDON TERRY Department: APRC Please complete submit form with all pertinent data attached for account billing. Special Instruction - Please check one that applies to this billing Check all that apply 0 Add disclaimer - I� DO NOT MAIL Return Invoice to: 11 v/ 11DO NOT MAIL - TRACKING PURPOSES ONLY Other: Pane 177 of 231 yx Ashland PARKS FOUNDATION Board Members Mike Gardiner, President * Donna Rhee, Vice President * Jeff Mangin, Secretary Mark Knox * Jim Lewis * Nan Kane June 6, 2024 Ashland Parks & Recreation Commission 340 S. Pioneer St. Ashland, OR 97520 It is a pleasure to present a grant in the amount of $31,000 to APRC - Ashland Parks & Recreation Commission to be used to support the following program activity: Black Pines replacement project. This grant was made to further the mission of the Ashland Parks Foundation (APF), to enhance Ashland's quality of life by financially supporting its parks recreational programs. By accepting this grant your organization certifies that the grantee will furnish to APF any information concerning a change in the proposal. When making any public announcement about this grant, we would appreciate it if you would recognize the support from the Ashland Parks Foundation. Sincerely, r- _ Mike Gardi r, President Ashland Parks Foundation A 501(c)3 Non -Profit Organization * IRS # 93-1158929 PO Box 247, Ashland, OR 97520 * ash landparksfoundation.org Pane 178 of ?31 Ash ,land APF GRANT FORM This form should be used by APRC to request Grants for APRC Activities & Projects Date Submitted: ( Enter Date (6/4/2024) ) Requested by:( Enter Your Name ( Rachel Dials } Amount Requested: $ ( Dollar Amount ( $31,000 } Identify Fund:( Fund -(Japanese Garden Renovation)�JGLCi�'; Current Balance of Selected Fund*: $ ( Fund Balance (Cllck or tap here to enter text.) Project Description: Black Pine project. Reimbursement for project 7 r Payable to to APRC APRC Expense Code & Name (123000.704200) ) ( APRC Revenue Code & Name ( 0110.4301 0 } } Requester Signature: Admin Only below this line: APRC Direct Sig ��'t Cam` V '��� g %/`�_ Accounting Note: Fields in red are to be filled in by APRC Administrative staff Pane 17A of 231 ASHLAND PARKS FOUNDATION 107 PO BOX 247 96-505/1232 ASHLAND, OR 97520-0009 DATE 50019 PAY ORDER OF APR 0 ORDER OF I � 3 �� O6O - 0 s.n Photo RS O 3.Po.1N o.iwunbee ® UMPQUA BANK (866) 486-7782 FOR':�1Gt[t'lUli°. 1:1 23 20SOS 4e: 486 2 217660u' 0 H.MM Cb k. PaaP 180 of 231 B I L T O V E N D R City of Ashland ATTN: Accounts Payable 20 E. Main Ashland, OR 97520 Phone: 541 /552-2010 Email: payable ashland.or.us SOLID GROUND LANDSCAPE, INC PO BOX 464 TALENT, OR 97540 Purchase Order Fiscal Year 2024 Page: 1 of: 1 THIS PO NUMBER MUST APPEAR ON ALL INVOICES, AND SHIPPING DOCUMENTS. Purchas Order # e 20240368 S C/O Recreation Division (Grove H 1195 East Main Street P Ashland, OR 97520 Email: sulaiman.shelton(a)ashland.or.us T Phone: 541 /488-5340 O Fax: 541 /488-5314 Vendor Phone Number Vendor Fax Number Requisition Number Delivery Reference 20240186 Date Ordered Vendor Number Date Required Freight Method/Terms Department/Location 05/20/2024 1800 FOB ASHLAND OR Parks Derpartment Item# Descri tion/PartNo QTY UOM Unit Price Extended Price Black Pine Tree Replacement, Japanese Garden 1 Furnish and install Japanese black pine trees in the Ashland Japanese Garden (AJG) 1.0 EACH $31,000.00 $31,000.00 Project Account: E-000831-999 *.** GL SUMMARY ************ 123000 - 704200 $31,000.00 By: Authorized Signature Date: PO Total 0 . I I I PO Box 464 Talent, OR 97540 Bill To City of Ashland ATTN: Accounts payable 20 E. Main Ashland oR 97520 Invoice Date Invoice # 5/24/24 15535- P.O. No./Project Terms Due on receipt Item Description Qty or Hrs Rate Amount Balance due on contract Poll: 20240368 31,000.00 31,000.00 Black Pine Tree Replacement Japanese Garden Punish and install Japanese black pine trees in the Ashland Japanese Garden APPROVED "Y C� LE LIE M. ELDRIDGE Interim Director, Parks & Recreation Date Total $31,000.00 Payments/Credits $0.00 Balance Due $31,000.00 Panes 182 of 231 Year/ui II CUC4 bbUL Nayment category 01 General Billing & Misc Cash Receipt 1684388 Amount 22,199.15 Batch 38549 Transaction 2265552 Customer 1793 ASHLAND PARKS FOUNDATION Property Code web Transaction? N External Batch 23232 Ext. Reference 10256 /516643 Comment ns Lrrective Uate Ub/V3/4ut4 Entry Date/Time 06/03/2024 09:20 Clerk mariana.stowasser Department 03 Finance Source web service GL Eff. Date 06/03/2024 Posted Date06/04/2024 Yr/Per/7nl 2024 12 25 Batch Status: completed Reversal Status: Not Reversed voided? N Reason Paid BV Ref ASHLAND PARKS FOUNDATION Interest Pa . ••:• m u n is, • a tyler erp solution BILLING REQUEST Complete and send form to A/R accts-receivable@ashland.or.us Person or Firm to be Billed: Name Ashland Parks Foundation c/o Address 340 S. Pioneer St. Phone: CITY OF -ASH LAN D eW&I Today's Date 05/24/2024 City Ashland State OR Zip 97520 Detailed Description of Materials, Supplies, or Services Rendered: Activity Date Description Project & Revenue Account Number Amount 05/23/24 Improvements to the Japanese Garden Koi Pond 110.430120 22,199.15 Total $22,199.15 Authorizing employee signature: Department: APRC Please complete submit form with alit pertinent data attached for account billing. Special Instruction - Please check one that applies to this billing Check all that apply 0 Add disclaimer - I� DO NOT MAIL Return Invoice to: 11 v/ 11DO NOT MAIL - TRACKING PURPOSES ONLY Other: Pant- 184 of 2:11 � Ashland PARKf FOUNDATION Board Members Mike Gardiner, President * Donna Rhee, Vice President * Michael Murray, Treasurer Jeff Manoin. Secretary * Mark Knox * Jim Lewis * Nan Kane May 23, 2024 Ashland Parks & Recreation Commission 340 S. Pioneer St. Ashland, OR 97520 It is a pleasure to present a grant in the amount of $22,199.15 to APRC - Ashland Parks & Recreation Commission to be used to support the following program activity: Improvements to the Japanese Garden Koi Pond. This grant was made to further the mission of the Ashland Parks Foundation (APF), to enhance Ashland's quality of life by financially supporting its parks recreational programs. By accepting this grant your organization certifies that the grantee will furnish to APF any information concerning a change in the proposal. When making any public announcement about this grant, we would appreciate it if you would recognize the support from the Ashland Parks Foundation. Sincerely, Mike Gardiner, President Ashland Parks Foundation A 501(c)3 Non -Profit Organization * IRS # 93-1158929 PO Box 247, Ashland, OR 97520 * ash landparksfoundation.org Pane 1 R.r, of 231 ASHLAND PARKS FOUNDATION 106 96-50511232 06 PO BOX 247 L 50019 ASHLAND, OR 97520-0009 DAB ,Z as "� PAY TO THE A-9-c 1 $ d��Q ` 15 ORDER OF j � s:itO �wW`lvl lW 6 /y Ind )tL��i Vlti•! A,A * �il OLLARS o.vw„v Duw o� o.a ® UMPQUA BANK (866) 486-7782 _ FOR �: i 23 2D50541: 486 2 2 1?6601" 06 H„"CWk. Pane 1 RFi of 231 shlanPAMdFOUTION APF GRANT FORM This form should be used by APRC to request Grants for APRC Activities & Projects Date Submitted: Enter Date_(4/29/2024) Requested by: Enter Your Name Brandon F. Terry, Sr. Administrative Analyst)� Amount Requested: $ ( Dollar Am ountJ$22,199.15�) Identify Fund: \ Fun _ d (Japanese Garden Renovation) Current Balance of Selected Fund*: $( Fund Balance Project Description: Prior to contract award, Ashland Parks and Recreation Commission (APRC) entered into an agreement with Jeffrey Mangin to defray the costs of improvements to the Japanese Garden Pond. These improvements included pond cleaning, fish transfer, and new equipment installation. !t Payable to to APRC APRs Expense Code &Name �128625.704001, Parks Improvements)_� APRC Revenue Code & Name 0110.430120, Parks Grants)) Requester Signature: --- Admin Only below this line: APRC Director Sign ure: Accounting Note: Fields in red are to be filled in by APRC Administrative staff Pane 187 of 931 L T O V E N D R City of Ashland ATTN: Accounts Payable 20 E. Main Ashland, OR 97520 Phone: 541 /552-2010 Email: payable(c)ashiand.or.us LAIDLAW GENERAL CONTRACTING LLC 3081 PAYNE RD MEDFORD, OR 97504 Purchase Order Fiscal Year 2024 Page: 1 of: 1 THIS PO NUMBER MUST APPEAR ON ALL INVOICES, AND SHIPPING DOCUMENTS. Purchase Order # 20240308 S C/O Parks Department H Admin Office 1 340 South Pioneer P Ashland, OR 97520 T Phone: 541 /488-5340 O Fax: 541 /488-5314 Vendor Phone Number Vendor Fax Number Requisition Number Delivery Reference 20240100 Date Ordered Vendor Number Date Required Freight Method/Terms Department/Location 03/26/2024 8286 FOB ASHLAND OR/NET30 Parks De artment Item# Descri tion/PartNo QTY UOM Unit Price Extended Price Japanese Garden Pond Improvements 1 MODIFIED: Japanese garden pond improvements including pond 1.0 EACH $22,199.15 $22,199.15 cleaning, fish transfer, and new eqquipment installation per the attached scope of work dated 2/16/2024. Project Account: E-000831-999 GL SUMMARY ************* 128625 - 704001 $22,199.15 By: Date: Authorized Signature PO Total 9 . Invoice Date 4/18/2024 Invoice # 2218 Client Name and Address City Of Ashland 20 East Main St Ashland, OR 97520 Description Contractor Name and Address SAGE HILL LANDSCAPE 3081 Payne Rd Medford, OR 97504 www.sagehilllandscape.com (541) 488-3500 CCB# 187250 LCB# 8908 Pane 1 Rq of 231 Category 01 General Billing & Misc Cash Receipt 1635644 Amount 2,000.00 Batch 37717 Transaction 2168769 Customer 1793 ASHLAND PARKS FOUNDATION Property code Web Transaction? N External Batch 22836 Ext. Reference 9860 /507333 Comment .• ••;:�. munis, • a tyler erp solution Entry Date/Time 03/07/2024 13:47 Clerk colby.schwedes Department 03 Finance source Web service GL Eff. Date 03/07/2024 Posted Date03/08/2024 Yr/Per/Inl 2024 09 144 Batch Status: Completed Reversal Status: Not Reversed voided? N Reason Paid By Ref ASHLAND PARKS FOUNDATION Seq. Pmt. Method CnecK/Card Paid By Pay Date Total Amount ADDlied Amount Deoosit Clear Date Pa Person or Firm to be Billed: Name Ashland Parks Foundation c% Address PO Box 247 BILLING REQUEST Complete and send form to A/R accts-receivable@ashland.or.us Phone: ( CITY 'OF -.S H LAN D IWA Today's Date 1/29/2024 City Ashland State OR Zip 97520 Detailed Description of Materials, Supplies, or Services Rendered: Activity Date Description Project & Revenue Account Number — Amount 1/1 g/2024 APRC Volunteer Appreciation Dinner 000725.999 211.430120 2,000.00 Total $2,000.00 Authorizing employee Please complete submit torm with all pertinent data attached for account billing. Special Instruction - Please check one that applies to this billing Check all that apply [� Add disclaimer - �] DO NOT MAIL Return Invoice to: DO NOT MAIL - TRACKING PURPOSES ONLY 0 Other: Pang 1A1 of 7,11 i} Ashland PARKS FOUNDATION Board Members Mike Gardiner, President * Donna Rhee, Vice President * Michael Murray, Treasurer Jeff Mangin, Secretary * Mark Knox * Jim Lewis * Nan Kane * Sean Sullivan January 25, 2024 Ashland Parks & Recreation Commission 340 S. Pioneer St. Ashland, OR 97520 It is a pleasure to present a grant in the amount of $2000 to APRC - Ashland Parks & Recreation Commission to be used to support the following program activity: Support of the Annual APRC Volunteer Appreciation Dinner at the Ashland Hills Hotel. This grant was made to further the mission of the Ashland Parks Foundation (APF), to enhance Ashland's quality of life by financially supporting its parks recreational programs. By accepting this grant your organization certifies that the grantee will furnish to APF any information concerning a change in the proposal. When making any public announcement about this grant, we would appreciate it if you would recognize the support from the Ashland Parks Foundation. Sincerely, Mik Gard er, President Ashla arks Foundation A 501(c)3 Non -Profit Organization * IRS # 93-1158929 PO Box 247, Ashland, OR 97520 * ashlandparksfoundation.org Panes 1A9 of 9,41 Asland RKS FOUNDATION APF GRANT FORM This form should be used by APRC to request Grants for APRC Activities & Projects Date Submitted: 11.22.23 Requested by: Sulaiman Shelton Amount Requested: $2,000 Identify Fund: Volunteer Program Current Balance of Selected Fund*: Project Description: The annual APRC volunteer appreciation dinner is set to take place on January 18, 2024. Ashland Parks Foundation has supported this event for many years, and this support allows APRC to celebrate and thank volunteers at the Ashland Hills Hotel. I: Payable to to APRC APRC Expense Code & Name i 4/A APRC Revenue Code & Name �0211, ( 0 AdyrO rXr7t Requester Signature: '& Admin Only below this line: Note: Fields in red are for the use by the Accounting Firm Additional Accounting Note (to be filled in APRC Director Si gnatur by APRC Admin Only): BUDGET AMENDMENT NECESSARY Panes 1 AA of 9�1 ASHLAND PARKS FOUNDATION 1042 340 S PIONEER STJ I 96-5611232 ASHLAND, OR 06`0-2728 aA� i a� 2 5661e PAY TOTHE ORDER OF i �+ O(t Jc�.► _ /� C3 /nmo —\llJ�� W(/l,Ol o. ��i h('�_ DOLLARS orals enm ® UMPQUA BANK (866).486*U tt ` >I: h 23 20SOSLX • 807 2035L. 29111, 02 Panes 144 of 911 Name Ashland Parks & Recreation 1195 E Main St Ashland, OR 97520 5:00 PM 10:00 PM 5:00 PM 10:00 PM 5:00 PM 10:00 PM 5:00 PM 10:00 PM 5:00 PM 10:00 PM 5:00 PM 10:00 PM ASWAND H I L L S 406f 4 S"s 2525 Ashland Street, Ashland, OR 97520 US 541.482.83101 Consolidated Invoice Printed on: January 25, 2024 Due by: February 8, 2024 Arrival Date Departure Date January 18, 2024 January 18, 2024 Reservation Number Booking Number 663733 8070 Sales and Catering Charges Hilltop Regular Coffee stardust 1.00 33.00 33.00 Hilltop Decaf Coffee stardust 1.00 33.00 33.00 Hot Tea stardust 1.00 30.00 30.60 Antipasto & Crudite (L) stardust 1.00 230.00 230.00 Mediterranean Pasta Buffet stardust 77.00 28.00 2,156.00 Lemon Bars stardust 6.00 25.00 150.00 Total for:Food & Beverage Charges For Dates from 1118/24 to 1118/24 5:00 PM 10:00 PM Wireless Hand Held Mic stardust Total for:lnventory Charges For Dates from 1118124 to 1118124 5:00 PM ' 10:00 PM Stardust stardust Total for:Function Room Charges For Dates from Ill8124 to 1118124 5:00 PM 10:00 PM Soft Bar Set Up stardust Total for:Special Charges For Dates from Ill8/24 to 1/18/24 11:59 PM 12:00 AM Catering - Service Charge 11:59 PM 12:00 AM Catering Ashland Food Tax Total for:General Charges Total Sales and Catering Charges Non -Refundable Deposit Grand Total Due: For Dates from 1/18124 to Ill8/24 Payments & Adjustments Please code to 128626.601200 Total for: 1/18124 2,632:00 2,632.00 1.00 55.00 55.00 Total for: 1/18/24 55.00 55.00 5.00 0.00 •400.00 Total for: 1118124 400.00 400.00 1.00 100.00 100.00 Total for: 1118124 100.00 100.00 1.00 0.00 526.40 1.00 0.00 131.60 Total for: 1/18/24 658.00 658.00 3,845.00 -400.00 rl--- Inc .-C no 4 Heather Rodriguez From: Sulaiman Shelton Sent: Monday, January 29, 2024 11:16 AM To: Accounts Payable Cc: Rachel Dials Subject: Ashland Hills Hotel & Suites Invoice Attachments: Ashland HillsVolunteerDinnerinvoice.pdf Hi there, Please code this invoice from Ashland Hills Hotel & Suites (2525 Ashland St, Ashland OR 97520) to 7 2862'6.6012'00. Manythanks! Sulaiman Shelton Volunteer & Event Coordinator Ashland Parks & Recreation Commission 1195 E Main St. Ashland, OR 97520 541-552-2264 Office 541-499-8798 Cell sulaiman.shelton(@ashland.or.us This email transmission is official business of the City of Ashland, and it is subject to Oregon Public Records Law for disclosure and retention. If you have received this message in error, please contact meat (541) 552-2264. 1 Year/Bill ZUZ4 bJ31 Payment Category 01 General Billing & Misc Cash Receipt 1620388 Amount 1,838.00 Batch 37535 Transaction 2143626 Customer 1793 ASHLAND PARKS FOUNDATION Property Code Web Transaction? N External Batch 22741 Ext. Reference 9765 /504704 Comment mt. Metnoo cneCK/Caro Total Amount ADDlied Amount Deposit res Ettective Date UZ1151ZU24 Entry Date/Time 02/15/2024 09:05 Clerk angelica.real Department 03 Finance Source web service GL Eff. Date 02/15/2024 Posted Date02/16/2024 Yr/Per/]nl 2024 08 271 Batch status: Completed Reversal Status: Not Reversed voided? N Reason Paid By Ref ASHLAND PARKS FOUNDATION By Pay Date 00'0 munis� ,_ • a tyler erp solution BILLING REQUEST Complete and send form to A/R accts-receivable@ashland.or.us Person or Firm to be Billed: Name Ashland Parks Foundation c/o CITY OF -AS H LA N D !1.1 Today's Date 1 /2/2024 Address PO Box 247 Phone: ( ) City Ashland State OR Zip 97520 Detailed Description of Materials, Supplies, or Services Rendered: Activity Date Description Project & Revenue Account Number Amount Grant for bicycle safety education f 0110.430120 )an01z5 , lug cy-m 1,838.00 Total $1,838.00 Authorizing employee signatur . Department: Parks Please complete submit form with all pertinent data attached for account billing. Special Instruction - Please check one that applies to this billing unecK all that apply 0 Add disclaimer - (1 DO NOT MAIL Return Invoice to: I) IIDO NOT MAIL - TRACKING PURPOSES ONLY I Other: Pant- 1 AS of ?11 Ashland PARW PO1.IR11)ATION Board Members Mike Gardiner, President * Donna Rhee, Vice President * Michael Murray, Treasurer Jeff Mangin, Secretary * Mark Knox * Jim Lewis * Nan Kane * Sean Sullivan January 4, 2024 Ashland Parks & Recreation Commission 340 S. Pioneer St. Ashland, OR 97520 It is a pleasure to present a grant in the amount of $1838.00 to APRC - Ashland Parks & Recreation Commission to be used to support the following program activity: Reimbursement for the Bicycle Safety Education Instructor teaching 4t" and 51" graders at Helman Elementary. This grant was made to further the mission of the Ashland Parks Foundation (APF), to enhance Ashland's quality of life by financially supporting its parks recreational programs. By accepting this grant your organization certifies that the grantee will furnish to APF any information concerning a change in the proposal. When making any public announcement about this grant, we would appreciate it if you would recognize the support from the Ashland Parks Foundation. Sincerely, Mike Gardner, President Ashland Parks Foundation A 501(c)3 Non -Profit Organization * IRS # 93-1158929 PO Box 247, Ashland, OR 97520 * ashlandparksfoundation.org Pane 19q of 231 shland s ou o APF GRANT FORM This form should be used by APRC to request Grants for APRC Activities & Projects Date Submitted:( Enter Date ( 11r29n3 ) ) Requested by: ( Enter Your Name (Rachel D199 Amount Requested: $ ( Dollar Amount ( $1838 Identify Fund:( Fund ( st) Current Balance of Selected Fund*: $ ( Fund Balance ( $27.000 ) Project Description: APRC does not budget for the Ashland Community Bike Swap anymore due to budget constraints. This is a reimbursement for Bicycle Safety Education instructor teaching 4th and 5th graders at Helman Elementary. This was paid for out of Rec Division Budget and the funds should be taken out of the Recreation Fund in the APF ro Payable to to APRC ( APRC Expense Code & Name (125328.604100) ) ( APRC Revenue Code & Name (Qt 10-45D12U) Requester Signature: Rachel Dials 00 Admin Only below this line: Note: Fields in red are for the use by the Accounting Firm Additional Accounting Note (to be filled in APRC Director Si ature L/+ O(/ii\ by APRC Admin Only): BUDGET AMENDMENT NECESSARY Pane 900 of 931 } (i ASHLAND PARKS FOUNDATION 340 S PIONEER ST ASHLAND, OR 97620-2729 1038 96.505/1232 DATE 7 ! a `"T 60019 PAYE THE P�� ORDER OF ( ,(�. �f DV� ` IOG.S/�L1el �l`Y►�� �OtND�K�( i r+{ ' QC SDI. '%CILt =ARS o� P Poelte — MlaAonbctk UMPQUA BANK (866)486-7782 FOR KyT 1:1 23 205054l: 807 203 Hatland Cick. Pane 201 of 2,11 Today's lie: 11/14/2023 P, s H Requested Check Issue Date: 12/1/2023 Request for Check To be used for the following: • Rebates, Refunds, or Reimbursements (not employees) • Advanced payments for Books/Schools/Registration/Hotels (attach documentation) • State/County Assessments • Grants and Debt Services • Membership Dues Payee: Camille Siders A� 1-ess: 5297 Hwy 66 City, State, Zip: Ashland, OR 97520 Project Number = Account Number = Amount 125328.604100 Total $"o � r-----vequested By: Return Check To: = Send check with attachment �ppproved By: (� /vl Request (s) must be in Accounts Payable Inbox by 5:00pm Friday to be issued the following Friday. GAFormslFlnance Forms\Request for Check for PDF Parks.xls Updated on:121112009 Pane 909 of 21' City of Ashland PAGE: 1 OF 1 CHECK NUMBER: 00055856 INVOICE DATE INVOICE NUMBER DESCRIPTION INVOICE AMOUNT 11/14/2023 FEE NOV 2023 JOCT 23 BICYCLE SAFETY CLS, STUDENTS, PARTS $1,838.00 Vendor No. Vendor Name Check No. Check Date Check Amount 7330 SIDERS, LESLIE CAMILLE 1 55856 11/22/2023 1 $1,838.00 City of Ashland �. ACCOUNTS PAYABLE ,A& 20 E. Main Ashland, OR 97520 (541) 552-2010 Vendor Check Check Number Date Number 7330 11 /22/2023 55856 $1,838.00 *One Thousand Eight Hundred Thirty-eight Dollars and 00 Cents* FILE COPY Pay SIDERS, LESLIE CAMILLE NON-NEGOTIABLE To the 5297 HWY 66 Order Of ASHLAND, OR 97520-0000 Pane 203 of 231 C I T Y O F A�SHLAND Budget Supplemental Request Date: 06/26/2024 Department: APRC Explanation of Request Various Grants and Donations: $1,500.00 - Rogue World Music Festival $1,500.00 - Bicycle Education Program Helmets $975.00 - OR AFS Education Materials and Participation Grant $250.00 - 2024 Bird Day $400.00 - 2023 Vaccination Clinics New Revenue Account Number 0110.440315 Line -Item Name Adult General Recreation Amount $ 1,500.00 0110.440335 Recreation Events $ 1,500.00 0110.440340 Nature Center $ 975.00 0110.440340 Nature Center $ 250.00 0110.440345 Senior Programs $ 400.00 Total Revenue $ 4,625.00 Additional Appropriations (Expense) Account Number 125328.604100 Line -Item Name Professional Services Amount $ 1,500.00 125328.604100 Professional Services $ 1,500.00 125329.601640 Miscellaneous Supplies $ 975.00 125329.601640 Miscellaneous Supplies $ 250.00 126930.604100 Professional Services $ 400.00 Total Expense $ 4,625.00 Requested By: Brandon F. Terry Approved By: Department Head Pane 904 of 211 ASHLAND PARKS & RECREATION COMMISSION 340 S PIONEER STREET • ASHLAND, OREGON 97520 COMMISSIONERS: w s H't Michael A. Black, AICP Rick Landt ' Director Leslie Eldridge O Jim Lewis 7 Jim Bachman Justin Adams 541.488.5340 Ashland ParksandRec.org parksinfo@ash Ian d.or.us February 5, 2024 Dear Full Circle Representatives, The Ashland Parks and Recreation Commission is grateful for your donation to the 2023 Ashland World Music Festival through the 1% for the Planet Program. We are looking forward to providing an exciting event for Ashland that brings our community together to celebrate. We have received your in the amount of $1,500 received December 2023. For your tax purposes, the Ashland Parks and Recreation Commission Tax ID number is 93-6001310. This donation is tax deductible to the fullest extent of the law. Sincerely, Lonny Flora, CPRP Recreation Manager Ashland Parks and Recreation Commission P: 541-552-2250 E: lonny.flora@ashland.or.us Pane 905 of 931 !. s H '0 BILLING REQUEST Complete top half and send form to Finance 9q�S Person or Firm to be Billed: Date 12/31/2023 Name 3576 - Active Network, LLC c/o Address City State Zip Dates Included: 12/1/2023 to 12/31/2023 Description of Materials, Supplies, or Services Rendered: Date Description Account Number Charge Code Amount Senior Programs 0110.440345 SENPRG 317.55 Security Deposit 0110.021810 SECDEP 0.00 CC Monthly Rentals 0110.440068 FACREN 0.00 Community Garden 0110.440341 GARDN 0.00 Field Rentals 0110.440068 FACREN 0.00 Bike Swap F 000018.300 0110.440335 BIKESW 0.00 Customer Account 0110.021810 211 BL 0.00 Parks Reservations 0110.440068 FACREN 0.00 Nature Center 0110.440340 NATCTR 0.00 Pool Programs F 000008.300 0110.440320 POOLDM 0.00 Adult General Rec 0110.440315 ADREC 1,500.00 Run 4th of July F 000003.300 0110.440335 JUL4TH 0.00 Misc Facilities Revenue 0110.440068 FACREN 0.00 Total 1,817.55 Authorizing employee signature NRtRUe ThDKOSow ActivNet Deposits -CASH —CHECK PAYMENTS 1/1/2024 Pane ?OF; of 911 View Accounting GL postings _ Help 1032281.0020 Dec 20, 2023 12:25 B:Cash Account 211.10110 Activity Fee Sponsor -Rogue World Music Festival PM #APRSponsor Dec 20, 2023 12:25 R:Adult General 0110.440315 Activity Fee Sponsor -Rogue World Music Festival PM Rec #APRSponsor $1,500.00 ($1, 500.00) T" Pane 207 of ?31 Rogue World Music 2305-C Ashland St. #421 Ashland, OR 97520 541-206-3326 rogueworldmusic.org BILL TO Ashland Parks and Recreation Commission DESCRIPTION 2024 Rogue World Music Festival Program Fees Full Circle Real Estate 2024 Rogue World Music Festival Sponsorship Invoice 1022 DATE PLEASE PAY DUE DATE 2024-04-17 2024-05-17 TOTAL DUE AMOUNT 5,000.00 1,500.00 $6,500.00 THANK YOU. Pane ?08 of ?11 From: Lonny Flora To: Accounts Payable Cc: Rachel Dials Subject: FW: Invoice 1022 from Rogue World Music Date: Wednesday, April 24, 2024 1:19:03 PM Attachments: Invoice 1022 from Rogue World Music.odf imaae001.ona Please code to 125328.604100. Thanks. Lonny Flora, CPRP pronouns (he/him) Recreation Manager, Ashland Parks and Recreation Commission 1195 E. Main St., Ashland , Oregon 97520 desk: 541-552-2250, cell: 541-324-1473, TTY: 800-735-2900 . r•SEt� a 0- This email transmission is official business of the City of Ashland and it is subject to Oregon Public Records Law for disclosure and retention. If you have received this message in error please contact me at (541) 552-2250. From: Rachel Dials <rachel.dials@ashland.or.us> Sent: Tuesday, April 23, 2024 3:57 PM To: Lonny Flora <lonny.flora@ashland.or.us> Subject: FW: Invoice 1022 from Rogue World Music FYI From: Rogue World Music<Quickbooks(@notification,intuit.com> Sent: Wednesday, April 17, 2024 11:55 AM To: Rachel Dials <rachel.dials(@ashland.or.us> Cc: anabversProgueworldmusic.org; bookkeeping(@ rogueworldmusic.org Subject: Invoice 1022 from Rogue World Music [EXTERNAL SENDER] INVOICE 1022 DETAILS Pane 21719 of 231 Rogue World Music DUE 2024-05-17 $6,500000 Powered by QuickBooks Please see the attached invoice from Rogue World Music, and let us know if you have any questions. Thank you! Rogue World Music Terms Ashland Parks and Recreation Commission Net 30 2024 Rogue World Music Festival Program Fees $5,000.00 Full Circle Real Estate 2024 Rogue World Music Festival Sponsorship $1,500.00 Pane gin of g'i1 Balance due $6,500.00 Rogue World Music 2305-C Ashland St. #421 Ashland, OR 97520 541-206-3326 rogueworidmusic.org If you receive an email that seems fraudulent, please check with the business owner before paying. © Intuit, Inc. All rights reserved. Privacy I Security I Terms of Service PanP 211 of 231 Category 01 General Billing & Misc Cash Receipt 1694090 Amount 11500.00 Batch 38702 Transaction 2290321 Customer 1793 ASHLAND PARKS FOUNDATION Property Code web Transaction? N External Batch 23291 Ext. Reference 10315 /518594 Comment Seq. Pmt. Method Che Total Amount AoDlie ne Inst. PrinclDal Paid Inte errectnve Date Ub/LU/LU14 Entry Date/Time 06/20/2024 09:27 Clerk karymar.perez Department 03 Finance Source web service GL Eff. Date 06/20/2024 Posted Date06/21/2024 Yr/Per/]nl 2024 12 373 Batch status: Completed Reversal Status: Not Reversed voided? N Reason Paid BV Ref ASHLAND PARKS FOUNDATION 9 BILLING REQUEST Complete and send form to A/R accts-receivable@ashland.or.us Person or Firm to be Billed: Name ASHLAND PARKS FOUNDATION c/o Address 340 S. PIONEER ST. City ASHLAND State OREGON Detailed Description of Materials, Supplies or Services Rendered: CITY OF -ASHLAND !W&I Today's Date 06/07/2024 Phone:( ) Zip 97520 Activity Date Description Project & Revenue Account Number Amount 6/6/24 BICYCLE SAFETY EDUCATION PROGRAM - BIKE HELMETS 000018.999 0110.440335 1,500.00 Total $1,500.00 Authorizing employee signature: Check all that apply DON TERRY Department: APRC Please complete submit form with all pertinent data attached for account billing. Special Instruction - Please check one that applies to this billing 0 Add disclaimer - 0 DO NOT MAIL Return Invoice to: DO NOT MAIL - TRACKING PURPOSES ONLY 0 Other: Pane 213 of 231 'i� =Ashland PARKS FOUNDATION Board Members Mike Gardiner, President * Donna Rhee, Vice President * Jeff Mangin, Secretary Mark Knox * Jim Lewis * Nan Kane June 6, 2024 Ashland Parks & Recreation Commission 340 S. Pioneer St. Ashland, OR 97520 It is a pleasure to present a grant in the amount of $1,500 to APRC - Ashland Parks & Recreation Commission to be used to support the following program activity: Bicycle Safety Education Program- Bike Helmets. This grant was made to further the mission of the Ashland Parks Foundation (APF), to enhance Ashland's quality of life by financially supporting its parks recreational programs. By accepting this grant your organization certifies that the grantee will furnish to APF any information concerning a change in the proposal. When making any public announcement about this grant, we would appreciate it if you would recognize the support from the Ashland Parks Foundation. Sincerely, Mike Gar ' er President Ashland Pa Foundation A 501(c)3 Non -Profit Organization * IRS # 93-1158929 PO Box 247, Ashland, OR 97520 * ash land parksfoundation.org Pane 214 of 231 Ashland APF GRANT FORM This form should be used by APRC to request Grants for APRC Activities & Projects Date Submitted:( Enter Date (6/4/2024) Requested by:( Enter Your Name ( Rachel Dials Amount Requested: $ ( Dollar Amount ( $1500 Identify Fund: t Fund General Rec Division) Current Balance of Selected Fund*: $ ( Fund Balance (30,000� Project Description: Purchase of Bike Helmets. Should come out of the Bike Swap Funds set aside in the Foundation. t: Payable to to APRC APRC Expense Code & Name (125328.604100 APRC Revenue Code & Name 0110.440335 Requester Signature: Admin Only below this line: APRC Direct- r SI Ta Accounting Note: Fields In red are to be filled In by APRC Administrative staff Pane 915 of 231 ASHLAND PARKS FOUNDATION 340 S PIONEER ST ASHLAND, OR 97620-2729 DATE _440-1--Lj- PAY TO THE ORDER OF n 11 l (� 1 . _ _P _ i �`/n ® UMPQUA BANK (866) 486-7782 FOR'CiB(t�-(,�`�ik. Pit i I: L 23 2050541: 807 203_ 1057 96.505/1232 50019 lS"6o. W C•po•IN oa„�.enmrx PaaP 216 of 231 Helmets _ ' Us A TRUSTED NAME SINCE 1994 BILL TO Rachel Dials Ashland Parks and Recreation Commission 1195 E Main St, Ashland, Oregon 97520 5414885340 5415522264 rachel.dials@ashland.or.us ORDER # / HSZASWHO ORDER DATE / 02/02/2024 PAYMENT / Authorize.net (AIM / DPM) SHIP TO Rachel Dials Ashland Parks and Recreation Commission 1195 E Main St, Ashland, Oregon 97520 5414885340 5415522264 rachel.dials@ashland.or.us REFERENCE PRODUCT NAME QTY PRICE ITEM TOTAL Model 36 - B. Small/White Model 36 Turn Ring Multi -Sport Style - 22 Size : Small, Color: White $9.50 $209.00 Model 36 - C. Model 36 Turn Ring Multi -Sport Style - 88 $9.50 $836.00 Medium/Black Size : Medium, Color: Black Model 36 - D. Model 36 Turn Ring Multi -Sport Style - 20 $9.50 $190.00 Large/Orange Size : Large, Color : Orange Subtotal (Tax excl.) $1,235.00 Shipping $260.00 Handling $5.00 Tax $0.00 Grand Total $1,500.00 Order / Payment Messages NOTE Your invoice will be emailed after your order ships TopGear, Inc. DBA Helmets R Us 2705 Pacific Avenue Tacoma, 98402 253-627-2121 Pane 217 of 231 6/26/24, 3:32 PM Invoice Detail Invoice Detail BT <—I1,©gIC Back Accept Cancel Search Continued Detail Account Inquiry [City of Ashland] > Account Detail > Invoice Data (City of Ashland] > Invoice Detail Invoice Header Vendor 999999 Helmets R Us Invoice 120371 Net amount 1500.00 Invoice Detail Line Org Object Project PO Amount 1099 Desc A GL Bud Work order WO task 1 125328 604100 1,500.00 N 1 0 Total Amount 1,500.00 https://muniscore.ashiand.or.us/prod/munis/gas/app/ua/r/mugwc/glactinq Pane 21 A of )q1 CITY OF -ASHLAND BILLING REQUEST MA, Complete top half and send form to Finance Person or Firm to be Billed: Dateyzy/L � Name 'L I C L41L OL 5 c/o Address City State Zip Description of Materials, Supplies, or Services Rendered: Date Description Account Number Amount 0110,4003gO -_ nw� Total Authorizing employee signature: ( nA 11W ylk= Please complete top half and submit form with all pertinent data attached for account billing. This Section to be completed by the Finance Department Journal Voucher Journal No. Fund Line Item # Debit Credit Description 13020 Prepared by Entered by Date Citys Billing Request Formals 6/26/2024 Pane 91 A of 931 Oregon Chapter of the American Fisheries Society � flshete March 28, 2024 Jen Aguayo North Mountain Park Nature Center Ashland Parks and Recreation Department 620 N. Mountain Ave Ashland, Oregon 97520 Dear Ms. Aguayo, The Oregon Chapter of the American Fisheries Society Education Outreach Committee has selected your project for 1 �75.ward from the 2024 OR AFS Education Materials and Participation Grant. Please submit a post project report by December 31, 2024 detailing how the funds were used for your education program. Your report should include an itemize budget detailing how the funds were allocated. Send your report to Karen Hans at fishheads@peak.org. Thank you for all the great work you do mentoring students and fostering their knowledge of fish and the natural world. Sin ely, Karen Hans OR AFS Education Outreach Committee Pane 29() of 931 0 Transaction Search int Images /Time Printed: 06/26/2024 11:17 AM PDT !ck 1531 - 975.00 USD cOR n Details OR CHAPTER AMERICAN FISHERIES SOCIETY PO BOX 8062 PORTLAND, OR 97207-8062 DATE Ll 1 Z / 2' A 1531 24-7038/3230 OR 20747 AY Po THE �Al� (VG�M1�G ClzV�kQr I $ Q1s .00 ORDER OF �+ MIN WAfj t StV4^'iu -4'iJ4 CUMS w( 'OF690 DOLLARS 8 Bank of America ACN lVf 323070380 IP00 L 5 3 Lu' 1: 3 2 30 70 3801: 48 50 L L 2009 2 20 2340817174 9�5`14171Uw- A-1,,1,q ,3M.?Ct?`ti. 00 � � WITIvZ>0 o x z Pane 221 of 231 Person or Firm to be Billed: Name c/o Address City BILLING REQUEST Complete top half and send form to Finance State Description of Materials, Supplies, or Services Rendered: CITY OF ASH LAN D !L41 Date w Z t 9 Date Description Account Number Amount r(� 1)lA Total Authorizing employee signature: Please complete top half and submit form with all pertinent data attached for account billing. This Section to be completed by the Finance Department Journal Voucher Journal No. Fund Line Item # Debit Credit Description 13020 Prepared by Entered by Date City's Billing Request FormAs 6/26/2024 Pane ??? of ?.11 Rachel Dials From: Jesse Smith Sent: Wednesday, June 26, 2024 1:33 PM To: Rachel Dials; Bryn Morrison; Colton Cochran Cc: Miranda Iwamoto Subject: RE: Parks deposit on 5/20 From Watchable Wildlife Foundation dated 04/22/24 for "Bird Day" WATCNASLE WILDLIFE FOUNDATION INC 987 8 sT ASHLAND, OREGON 97520 PAYTHE _fJ a ORDER OF J'� ! 4 i FOR Wm% Caw Bank Nil oreacm 1 112000000 L L LOV ,: L 2 300 68001: 13L 7 L0 9 9 20 6ii' Let me know if you need anything else. Thank you, 1110 24-SWI230 321i DATE 62 1 $ ,;' 3-7Z) 0-6 DOLLARS n 11},y.Jt Ltiv�� IMH � 1 Pane 221 of 221 City of Ashland G/L ACCOUNT DETAIL Org: 125329 Object: 601640 Miscellaneous Supplies 0110.05.12.53.29.601640 2024 11 945 05/24/2024 API 1 3869 -35.92 Y 0 Michaels Stores 9 return fo 2024 11 944 05/17/2024 API 1 3866 2.00 Y 0 Facebk* Fu8uyz7m4 Facebook 2024 11 943 05/10/2024 API 1 3865 15.00 Y 0 Dollar Tree craft sup 2024 11 943 05/10/2024 API 1 3865 24.23 Y 0 Joann Stores #173 Craft sup 2024 11 943 05/10/2024 API 1 3865 53.89 Y 0 Michaels stores 9 supplies 2024 11 943 05/10/2024 API 1 3865 29.99 Y 0 Grange Co -Op Ashl Bird seed 2024 11 942 05/03/2024 API 1 3864 30.00 Y 0 Grange Co -Op Ashl demonstra 2024 11 269 05/01/2024 API 1 W FY24CHK 100.00 Y 58643FY24CHK MCARDLE, JOSHUA I sound at 2024 08 697 02/09/2024 API 1 3771 69.00 Y 0 Etsy, Inc. Rogue Val 2024 08 551 02/01/2024 API 1 W FY24cITY 35.00 Y 57382FY24CITY LEAVE YOUR MARK ENGRAVED 2024 01 656 07/01/2023 APM 1 mod inv 26.97 Y 53190fy23city GRANGE CO-OP 8 FOOT SU Total Amount: 350.16 ** END OF REPORT - Generated by Brandon Terry *°• Report generated: 06/26/2024 15:52 Page 1 user: brandon.terry Program ID: glactinq Pane 224 of 231 Year/Bill LU24 b549 Payment Category 01 General Billing & Misc Cash Receipt 1674582 Amount 400.00 Batch 38394 Transaction 2250014 Customer 1793 ASHLAND PARKS FOUNDATION Property Code web Transaction? N External Batch 23154 Ext. Reference 10178 /514689 Comment mt. Method Check/Card Total Amount ADolied Amount interes Ettective Date 05/16/2024 Entry Date/Time 05/16/2024 11:38 Clerk karymar.perez Department 03 Finance source web service GL Eff. Date OS/16/2024 Posted DateO5/17/2024 Yr/Per/3nl 2024 11 446 Batch Status: Completed Reversal Status: Not Reversed voided? N Reason Paid By Ref ASHLAND PARKS FOUNDATION DeDOSit al Paid Interest BILLING REQUEST Complete and send form to A/R accts-receivable@ashland.or.us Person or Firm to be Billed: Name Ashland Parks Foundation CITY OF -ASHLAND 15, Today's Date 4.25.24 c/o Address 340 S. Pioneer St. Phone: ( ) City Ashland State OR Zip 97520 Detailed Description of Materials, Supplies, or Services Rendered: Activity Date Description Project & Revenue Account Number Amount 4/23/24 AGE+US Support, 2023 Vaccination Clinics 110.440345 400.00 Total $400.00 Authorizing employee signature: j Check all that apply Brandon Terry Department: APRC Please complete submit form with all pertinent data attached for account billing. Special Instruction - Please check one that applies to this billing 0 Add disclaimer - DO NOT MAIL Return Invoice to: DO NOT MAIL - TRACKING PURPOSES ONLY 0 Other pane 2?6 of 2.11 Ashland PARKf FOUNDATION APF GRANT FORM This form should be used by APRC to request Grants for APRC Activities & Projects Date Submitted: Enter Date '4/17/2024 Requested by: Enter Your Name Nancy A. Mero ' 1 Amount Requested: $ � Dollar Amount ; $400.00 Identify Fund: ( Fund Senior Services - General Current Balance of Selected Fund*: $ Fund Balance Project Description: Support from AGE+US for 2023 Vaccination Clinics. This request is to transfer these funds to the Senior Services Division revenue to cover expenditures. Payable to to APRC APRC Expense Code & Name I APRC Revenue Code & Name 10110.440345 Requester Signature: Admin Only below this line: APRC Director Signature: �e( Accounting Note: Fields in red are to be filled in by APRC Administrative staff Pane 227 of 231 Ashland PARK( FnumnAT10N Board Members Mike Gardiner, President * Donna Rhee, Vice President * Michael Murray, Treasurer Jeff Mangin, Secretary * Mark Knox * Jim Lewis * Nan Kane April 23, 2024 Ashland Parks & Recreation Commission 340 S. Pioneer St. Ashland, OR 97520 It is a pleasure to present a grant in the amount of $400 to APRC - Ashland Parks & Recreation Commission to be used to support the following program activity: Reimbursement for the 2023 Vaccination Clinics; funds provided by AGE+. This grant was made to further the mission of the Ashland Parks Foundation (APF), to enhance Ashland's quality of life by financially supporting its parks recreational programs. By accepting this grant your organization certifies that the grantee will furnish to APF any information concerning a change in the proposal. When making any public announcement about this grant, we would appreciate it if you would recognize the support from the Ashland Parks Foundation. Sincerely, Mike Gardiner, President Ashland Parks Foundation ASHLAND PARKS FOUNDATION 1051 340 S PIONEER ST 96-505/1232 y ASHLAND, OR 97520-2729 DATE / 2 -3 50019 PAY TO THE Q I Q` i%C)O ORDER OF k1/ ) �A i o L� t� i a V Ary-� ® UMPQUA BANK (866) 486-7782 PO BO) FOR a0)-3 Vf-Cti✓SE- C:lt.1i G✓ �f[ � 1: 1 23 2050541: 807 20351, 29PanP222nf231 City of Ashland PAGE: 1 OF 1 CHECK NUMBER: 00056588 INVOICE DATE INVOICE NUMBER DESCRIPTION INVOICE AMOUNT 12/29/2023 15169 Senior vaccination clinics $7,339.75 Vendor No. Vendor Name Check No. Check Date Check Amount 1457 WELLNESS 2000, INC 56588 01/12/2024 $7,339.75 City of Ashland !L411 ACCOUNTS PAYABLE 20 E. Main Ashland, OR 97520 (541) 552-2010 Vendor Check Check Number Date Number 1457 01 /12/2024 56588 $7,339.75 "Seven Thousand Three Hundred Thirty-nine Dollars and 75 Cents` FILE COPY WELLNESS 2000, INC NON-NEGOTIABLE Pay 1175 E MAIN ST To the SUITE 2C Order Of MEDFORD, OR 97504-0000 Pane 999 of 931 Wellness 2000, Inc. 1175 E Main St. Suite 2C Medford, OR 97504 Bill To Ashland Senior Services Division Attn: Isle.en Glatt 1699 Homes Ave Ashland, OR•97520 Invoice Date Invoice # 12/29/2023 15 169 Terms Due Date Net30 Days 1/28/2024 Quantity . Description Rate Amount 1 Vaccination Clinic Site Fee; 10/13/2023 275.00 275.00 2 Additional Nurses @ $125.00 (4-7 hours) 125.00 250.00 1 Vaccination Clinic Site Fee; 10/27/2023 275.00 275.00 2 Additional Nurses @ $93.75 (3 hours) 93.75 187.50 Covid-19 Vaccinations; 10/13/2023 2,619.86 2,619.86 Flu Vaccinations; 10/13/2023 580.37 580.37 Covid-19 Vaccinations; 10/27/2023 991.86 991.86 Flu Vaccinations; 10/27/2023 941.55 941.55 Covid-19 Vaccinations; 11/6/2023 1,112.00 1,112.00 Flu Vaccinations; 11/6/2023 106.61 106.61 Approved for payment 126930.604100 Sr. Vaccination Clinics 1 /5/24 DD Please avoid fee of l .5% or $15, whichever is greater, by remitting payment within 45 days. Finance charge will be assessed monthly from date of invoice after 45 day grace period. Credit card convenience fee of 3.49% applied to balances. Thank you, we appreciate your business. Please call us with any questions. Total $7,339.75 Phone:1-800-866-8344 Tax ID# 93-1062558 D- 0,10 of ')'l I Sarah Scott From: Isleen Glatt Sent: Friday, January 5, 2024 11:36 AM To: Accounts Payable Cc: Natalie Mettler Subject: Wellness 2000 Inc invoice 1.5169 Attachments: 2024-01-28 Wellness_2000_Inc_Inv_15169.pdf Approved for payment, thank you. Isleen Glatt, Senior Services Superintendent Ashland Parks & Recreation, Senior Services Division 1699 Homes Avenue Ashland, OR 97520 desk: 541-552-2481 main: 541-488-5342 isleen.glatt@ashland.or.us This email transmission is official business of the City of Ashland and it is subject to Oregon Public Records Law for disclosure and retention. If you have received this message in error, please contact me at (541) 552-2481. 1 Transportation Advisory Committee Report to Council 7/16/24 Madame Mayor, Councilors, Interim City Manager Cotta, Staff and all Citizens of Ashland, It is with great pleasure that I am reporting goals for action of the Transportation Advisory Committee's Work Plan for the remainder of the 2023-2025 biennium. On this date in 1935 The world's first parking meter, known as Park-O-Meter No. 1, was installed in Oklahoma City. The brainchild of Carl C.Magee, a newspaper mogul and reporter who was instrumental in uncovering the Teapot Dome Scandal, Magee was asked to find a solution to a lack of sufficient parking space for the rapidly increasing number of automobiles crowding into the downtown business district each day. Opposed by some as "Unamerican" in a burgeoning auto -dependent culture, yet loved by retailers as they encouraged a quick turnover of cars —and potential customers —drivers were forced to accept them as a practical necessity for regulating parking. Nearly a hundred years later, our own community through the Climate Friendly and Equitable Communities rulemaking, still observes the dictum that there is no Free Parking. I want to recognize committee members , Mark Brouillard, Holly Christiansen, Dylan Dahle,Nick David, Joe Graf, Dave Richards,Julia Sommer and Corinne Vieville, who diligently work to fulfill the Transportation Advisory Committee's mission to "ensure that we will have the opportunity to conveniently and safely use the transportation mode of our choice and allow us to move toward a less auto -dependent community." The Commission heartily extends our gratitude to Scott Fleury and Public Works Staff, including our recording secretary, Liz Brekerich for their for the work that they do in compiling the information we need to be able to advise the Council and serve the Citizens of Ashland.And hats are off to Officer Steve Mclennan who has once again been able to attend our meetings to keep us abreast of the activity on the mean streets of Ashland. Thanks also to the work of Dorinda Cottle and the Communications Team as our Near Miss Self -Reporting Survey is now front and center on the TAC page of the updated website.The reported data is be used to define areas of concern and see if they correlate to current crash data as well as to find potential hot spots that can be used in the TSP update or other planning documents and to direct other transportation related improvements. The GIS team lead by Leah Light was instrumental in the development of this reporting survey and we thank her for continued support and also the service of Jamie Blankenship on our ongoing Bike Inventory Project. The TAC continues to eagerly and anxiously await the beginning of the The Transportation System Plan Update. The TSP is an overarching document that deals with all things that help us move people, goods, services through and around our town. The emphasis here is on people's ability to use the transportation mode of their choice, safely. The update is critical and essential because it must conform to the state mandated planning rule specific to transportation, itself updated through the Climate Friendly and Equitable Communities Rulemaking, rule changes that also direct attention to include bike and pedestrian facility improvements such as Protected Bike Lanes on Roadway Rehabilitation Projects. The plan for other "shovel worthy" projects are critical for obtaining grant funding from both the State and the Federal Governments. And let me emphasize here, that the TSP will develop and prioritize Capital Improvement projects within a fiscally constrained capital plan. The update's 18-24 month process is grant funded through ODOT with a soft City Match with a high level of public engagement required through outreach efforts to the general Community, as well as to underserved populations, Advocacy groups, City Committees and Commissions, SOU,and the Business Community. The Plan will incorporate new policies, goals and levels of service, and revised Land Use Codes. In addition, other studies and data gathered from when the last update was adopted such as the Evacuation Time Estimate Study, Evacuation Planning Work, The Downtown Parking Plan and Multimodal Study, the Transit Feasibility Study, the Climate and Energy Action Plan, the required ordinance changes from CFEC, and Safe Routes to School. All of this through a lens that promotes equity for all transportation network users. The Vision Zero Resolution passed by Council, provides the backbone philosophy of People -centric rather than Auto centric planning. The TAC supported application of a federal Safe Streets 4 All grant that could be used with combining Vision Zero principles, the projects that the City has already instituted to increase safety such as Traffic Calming,and Safe Routes to School into one Safety Action Plan. When the City receives the funding, a Management Advisory Committee with the School District, RVTD, the Police Department and TAC members would be created to develop the plan and prioritize projects to move through the budget process. The TAC continues to review Capital Improvement Projects.as charged ,including the completion of the Ashland Street Rehabilitation with its solid green bike lanes, bike boxes and bollards and the final design and construction of the North Mountain Rehabilitation Project and the nascent Oak Street Rehabilitation Project. Of current note is the progress on the B Street Corridor and Safety Analysis. The City has hired Kittleson & Associates to conduct a comprehensive study that includes data collection, public engagement, analysis of former plans that have touched on B Street, including the 1999 B Street Transportation Plan, The Downtown Parking and Multimodal Improvement Plan, the 2012 Update to the Transportation System Plan, and perhaps most importantly, the B Street Neighbors Application for Traffic Calming. A walking tour and charette were already held with B Street Neighbors, Kittleson,Public Works and the TAC. The TAC will be reviewing, commenting and providing feedback at the coming in -person meeting on Thursday the 18th. In keeping with the Council and City Administration efforts to improve communication, Mr. Scott and I gave a presentation regarding the TAC work plan and a thorough explanation of how Transportation Capital Improvement Projects are formed, designed, sliced and diced through public engagement, prioritized, funded and, finally, constructed. In return, we asked that the Planning Commission present the TAC with an overview of their process. The TAC is also continuing to leave time at meetings for reports of other City Commissions and Committees, RVTD and recently were approached by a representative of SOU. Most members are assigned as liaisons to these advisory groups. We also have been working with CEPAC on items regarding the Transportation Element of the Climate and Energy Action Plan. In addition, the TAC chair also participates in monthly conversations with other Commission and Committee Chairs. Communication with Ashland citizens and with citizen advocacy groups has always been valuable in supporting and directing the work we do as a Committee in advising the Council. Engaging the public in their vision for a transportation system that is safe and effective with robust conversations at the development stage of projects and programs that will eventually be presented to Council makes for a healthy, transparent, resilient community. Citizens who have questions, comments, suggestions or concerns regarding our Transportation System, are always encouraged to send them our way by emailing us from the City website through Public Works Staff or our Council Liaisons, Eric Hansen and Dylan Bloom. The Transportation Advisory Committee invites all the citizens of Ashland to Zoom into our meetings 6-8 pm on the third Thursday of every month and to join us in person when we have in person meetings for crash analysis and designated citizen hearings. We welcome your comments and questions and issues surrounding our transportation system throughout the year and hope you have safe travels through our town. Linda Peterson Adams for the Transportation Advisory Committee (541)554-1544 a. July 11, 2024 To: Ashland City Council Mayor Graham Manager Ms. Cotta From: Ashland Climate and Environment Policy Advisory Committee Re: Mid -Year Interval Work Plan Report Councilors, Ms. Mayor, Ms. Cotta, Your Ashland CEPAC has been active this past '/2year. Our work has been primarily in support of the Ashland CEAP adopted by City Council in 2017, We would like to highlight the great working relationship and partnership we have with our City Staff Liaison Chad Woodward . In the past year CEPAC Chair Bryan Sohl has met with Chad at least twice a month to plan strategy and investigate various ways to help implement the City Climate and Energy Plan (CEAP). We are also lucky in that our committee is fortunate to have two very dedicated council liaison members, Bob Kaplan and Jeff Dahle who have had great attendance at our meetings, and have been enthusiastic and helpful participants in our meetings and processes. Administratively our Committee has made one major change that we feel has been very helpful to our work flow, and our ability to investigate issues and to involve our community. That change being that in addition to our monthly regular CEPAC meeting, we have added twice monthly "Work -Study sessions" in which one or two subject matters are investigated in depth, often with invited other community members with special expertise, or special interest in the matter being studied. The work that comes out of these work-study sessions is then reported back to the whole CEPAC. Our work plan for 2024 has high, medium, and lower priority items. To date ,for this year, we have only addressed some of the high priority items. The areas of our work plan where we have spent significant time, made progress, and have forwarded or are about to forward recommendations to council include: 1) Electrification of Buildings. The electrification of buildings will be a major step forward in reducing our cities Greenhouse gas contribution and meeting CEAP goals. Specificallywe have: a. Made recommendations to council on anew ordinance regarding the electrification of new residential construction in Ashland. Council has in turn directed city staff and the city attorney to develop an ordinance pertaining to new residential construction. The council recommendation to staff incorporates some of our CEPAC recommendations. The city has contracted with an outside attorney to review the next steps in this process. b. Started to investigate how to move Ashland forward in the electrification of existing residential and commercial structures. This will be initially done with a menu of financial incentives, rebates, loans, and tax credits. This will involve a dedicated process of community education and "getting the word out" to both professionals in our local building trades community, and homeowners and business owners. We will strive to make a firm commitment towards a "carrot" as opposed to a "stick" approach initially. c. Two CEPAC members are on the Board of the Ashland Climate Collaborative (ACC) and CEPAC strives to work with ACC and other community partners in this process. 2) Securing funding sources to help implement "Green" projects in Ashland. a. RESP Loan. Work was initially started on this project by Ashland's former Climate analyst Stu Green, and Chad Woodward has continued this work. The zero -interest RESP loan for 10 million from the USDA has been approved. There has been some delays in the administrative aspects of completing the loan process both at the City and Federal end. Soon we anticipate loan monies will be available to Ashland Residents to begin and complete projects that decrease their carbon footprint. Projects such as purchasing highly efficient electric appliances that can replace gas appliances, insulation projects, new thermal efficient doors and windows, etc. b. EECBG Grants. Chad Woodward has recently secured $100k for the city of Ashland. Two $50k grants. One for an electric car share program and the other for ............ 3) Home Energy Scores. a. CEPAC member Cat Gould has led an effort to re -vitalize a home energy score (HES) program. She has done this in concert with the Rogue Valley Realtor Association. This plan will help fund the training of home appraisers who can become formally certified in home energy scores. A home energy score can allow home sellers to showcase energy efficiencies in the home they are selling, and allow buyers to weigh various home energy benefits or deficiencies or opportunities in the various homes they are considering buying. The H ES can also allow Ashland citizens to evaluate their homes for opportunities to make them more energy efficient, while decreasing their carbon footprint and saving on energy bills. 4) Lawn blower and Small Engine Study. a. Gas powered lawn blowers, and small 2- stroke engines are noisy and very polluting. Many cities have passed regulations and developed incentives/rebates to promote the switching of gas powered small machines to electric. This involves working with city parks departments, school districts, universities, homeowners, and lawn and yard maintenance companies. CEPAC is studying this issue. We are looking at recent regulations passed jointly by the City of Portland and Multnomah County. We anticipate passing on to council a recommendation in this area within the next year. This effort has been led by CEPAC member Gary Shaff. 5) Transportation issues. a. The transportation sector is a leading cause of Ashland GHG footprint. We are seeing an electrification of cars in Ashland. Ashland has expanded it's electrical charging network. CEPAC is studying various issues within the scope of transportation that can help us meet CEAP goals. We have held multiple work-study sessions on this subject, in conjunction with members of the Transportation Committee. In particular, CEPAC is very interested in means to make Ashland more bike and pedestrian friendly. CEPAC members Gary Shaff and Sharon Dohrman in particular have led this effort. Looking forward. 1) We will start work soon on specific ideas for helping the City decrease the GHG footprint of the City of Ashland Municipal Operations. This will involve looking at individual buildings, the city fleet vehicles, the ongoing Electric Plan update, etc. 2) We plan to help formulate ideas and questions that need to be asked pertaining to the updated City of Ashland—AVISTA Franchise agreement that will expire NOV 30, 2025. Time is of the essence here as the current contract requires a six- month notification by the involved parties regarding anticipated changes in the agreement (meaning May 30, 2025). Thus this work needs to start soon. We anticipate that CEPAC's role will be to study other communities relationships with their Gas Provider, look at franchise fees and right-of-way issues and how updates and changes to these contractual issues can help Ashland meet its climate goals. 3) CEPAC will need to really focus hard on education of our community regarding opportunities we all have to electrify our buildings, new and old, and make them more energy efficient. This will need to be a dedicated educational and outreach program given the variety of funding sources coming available soon with Inflation reduction act and Infrastructure improvement monies coming available. This will best be done in partnership with community groups such as the ACC. July 14, 2024 Dear Mayor and Ashland City Council Members, My name is Lisa Horwitch and I am a resident of Ashland, living here for close to 20 years. I write to you today to address agenda item 12 A&B and the SERJ Advisory report you recently received and will discuss at the July 16 Council meeting. Let me begin by stating upfront the purpose of this letter is to seek your support in amending two important recommendations the SERJ Advisory has submitted for your action. These proposed amendments would read as follows: 1. Referring to SERJ cover letter dated May 15, 2024 "History of Racism in Ashland" - the second bullet related to ongoing research - recommendation amended to read: "All aspects of historical marginalization should be researched including religion, race/ethnicity (including but not limited to Antisemitism), age, class, immigrant status, disability, gender and sexuality." 2. Referring to SERJ Advisory recommendation to the City HR Director and City'Manager found in the May 9, 2024 SERJ Minutes, related to DEI education and topics to include thereof — recommendation amended to read: Ashland City Council asks the City to include Antisemitism education among the list of trainings intendedfor City employees, administration, and City officials and that the HR Director and interim City Manager report on the progress of the identified next steps to provide such education at the City Council meeting in October of 2024. BACKGROUND/RATIONALE FOR PROPOSED AMENDMENTS: It is commendable that in the past 1.5-2 years the Ashland City Council has specifically taken steps to address the rise in hate speech, hostile and vilification actions targeting the Jewish residents of Ashland (and impacting the wider Rogue Valley). In February 2023, I was among the Ashland residents present in the Council chambers when the proclamation this body adopted was discussed and then read aloud (see attached). It was beyond moving to sit in your chambers as one of those directly impacted and witness this body of elected officials take a step to not only recognize the harm that Antisemitism creates but also watch you all make a statement which rejects those acts which denigrate, devalue, dehumanize and further marginalize any Jew living within Ashland, through acts of Antisemitism. As noted in the May 15 SERJ letter submitted to this Council, in June of 2023, a further step was taken to explore the history of prejudice which might exist in City policies and practices coming out of Oregon's history of bias. It is laudable to want to explore any policies, practices and beliefs which add to a culture of unconscious bias that is then perpetuated. I applaud the Council's efforts to want to be better, and to identify and rectify those type of policies for the future. You'll note that throughout the SERJ Advisory letter and documents the use of the term "religious tolerance." You will also note, in the historical review that the first item raised is referencing a time when the KKK marched in the Ashland Fourth of July parade. The report goes on to highlight that "the Klan's march in the earl1L20's was targeted toward Jewish. Catholic, and immigrant residents of the area." The report then provides further context and notes how the Klan wanted to "support immigration restriction laws" and to "clean up urban corruption that they attributed to Catholics and Jews." July 14, 2024: Ashland City Council -SERJ Rec 12A&B, Amendment Page 2 of 2 I shine light on these two statements to highlight what was being targeted by the KKK and referred to here is a group of People. Jews as a People. Not Judaism as a religion. And while some may believe this minces words, it does not and there is an important difference. When one speaks of "religious tolerance" that is typically understood to equate to the freedom to practice any way one wishes to "worship" without fear of harm or more. Jew -Hatred (a/k/a Antisemitism) is far more than religious intolerance. It is the systematic targeting of a People. There are many Jews who do not formally practice (worship). They simply are living among this community like everyone else. And yet these same individuals are often targets of hate we see in our streets (literally); hear within our community — schools, university, business, downtown plaza square and more — read in the newspapers; or watch on the television news. When the SERJ Advisory report and minutes from their May 2024 meeting, references "religious tolerance" they too are minimizing the importance of addressing Jew -hatred as a specific area of hate and bias that is occurring. It is simply insufficient to say, "religious tolerance." This phrase does not address nor capture the realities of what we are seeing and experiencing in this moment — a prejudice targeted at a People. Since the horrific acts which occurred on October 7, 2023, the rise of Jew -Hatred has exploded globally and here in Ashland. The ability of this Council to recognize this fact and direct the City to consider among the topics for bias training and education the topic of Jew -hatred (Antisemitism) is critical. The ability for everyone to be educated on what Jew -hatred means, what forms it takes and more, is important. Minimizing or coupling Jew -hatred within the larger scope of the nondescript term of "religious tolerance" takes a step back from the progress the City has made over the last i.5-2 years. This letter does not seek "religious tolerance" to worship as we like. It asks that every Jew (whether they formally practice their religion or not) be able to walk the streets of Ashland and not be harassed for being who we are as a People. There are Jews within the Ashland community who are yelled at, mocked while walking on the streets, have slogans written on buildings and sidewalks around town, and even see symbols carved into sides of buildings, all of which convey a hatred towards a People. This does not increase a sense of belonging but rather sows the seeds of fear and questions our personal safety. History shows that even in WWII, for those who were targeted it wasn't about "religious tolerance" - it was about People. Jews, Gypsy's, Disabled, anyone who was different. The group predominantly impacted were Jews. And we weren't targeted because of how we worshiped/practiced our religion; we were targeted as a People as a way to scapegoat a group of people for the ailments of the time. In recognizing that SERJ is an advisory body and it is up to the City Council to make policy and implement it, I respectfully submit this letter to ask that you adopt these two amendments and include "Jew -hatred (Antisemitism)" in all trainings, research and subsequent actions taken by the City of Ashland so that Ashland is truly a welcoming and safe place for all residents. Thank you for your time and consideration on this critical matter. Respectfully, Lisa R. Horwitch, Ph.D. Resident of Ashland Member of Southern Oregon Jewish Community (SOJC) Coalition, Kulanu Work Group Proclamation A Proclamation of the City Council of Ashland, Oregon condemning and rejecting antisemitism and reaffirming Ashland's commitment to ensuring our community is a safe and welcoming place to live, work, and visit: WHEREAS, the City of Ashland takes great pride in diversity and respect for all people, and Jewish people are an important part of the city's fabric; and WHEREAS, antisemitism is racism, hostility, prejudice, vilification, discrimination or violence, including hate crimes, directed against Jews, as individuals, groups or as a collective and/or their property — because they are Jews. Its expression includes attributing to Jews, as a group, characteristics or behaviors that are perceived as dangerous, harmful, frightening or threatening. It may take the form of teachings that proclaim the inferiority of Jews, or political efforts to isolate, oppress, or otherwise injure there. It may also include prejudiced or stereotyped views about Jews. Antisemitism is a type of racism, bigotry, and xenophobia and as such is closely related to, and often driven by similar motivations and forces as other forms of bigotry. WHEREAS, the Holocaust — the state -sponsored persecution and murder of Jews by Nazi Germany and its collaborators between 1933 and 1945 — is the most extreme example of antisemitism in history; and WHEREAS, the Anti -Defamation League recorded 331 hate crimes in Oregon during the years 2019 through 2022 and 25% of those crimes were antisemitic and 25,541 hate crimes were recorded in the United States for that same period of time and 34% were antisemitic; and WHEREAS, the use of antisemitic language, conspiracy theories, holocaust denial, and hatred toward Jewish people has increased exponentially the past decade and has led to increased attacks against the Jewish people. According to the Federal Bureau of investigation, while Jewish people account for not more than 2% of the U.S. population, Jews were the target of 55% of all religiously motivated hate crimes in recent years; and WHEREAS, hatred and bias in any form are not acceptable in our community. The City of Ashland remains committed to our vision of welcoming the world and recognizing our diversity as a key strength for the City and our character; and WHEREAS, any victims of antisemitism in the City of Ashland are urged to report any incidents — as hate crimes or bias -related events — so that local law enforcement can respond, track such incidents, and bring perpetrators to justice; NOW, THEREFORE, The City Council of the City of Ashland, Oregon, on behalf of its citizens, and as supporters and allies of our Jewish community do hereby proclaim the City of Ashland's condemnation of antisemitism. The City of Ashland strongly stands against hate, bias or violence based on identity and remains committed to the principles of nondiscrimination and human rights. In Ashland we are Better Together. Dated this 71h day of February 2023 From the desk of Senator Golden Tonya Graham, Chair of the City Council Melissa Huhtala, City Recorder SPEAKER REQUEST FORM /A Submit this form to the meeting Secretary a_Tagh prior to the discussion item. 1)You will be called forward when it is your turn to speak 2) State your name and speak clearly into the microphone 3) Limit your comments to the time allotted 4) Provide any written materials to the meeting Secretary 5) Speakers are solely responsible for the content of their statement Date: Name: (Please Prin C_;�L-K v` � 6ULcn�� Ashland Resident: ET"Y"ES NO City: Agenda Topic/Item Number: T Public Forum Topic (Non -agenda Item): ► AJ AS +�L-4N4\ Please respect the order of proceedings and strictly follow the directions of the presiding officer. Behavior or actions which are loud or disruptive are disrespectful and offenders will be requested to leave. Disclaimer: By submitting this request to address the Public Body, I agree that I will refrain from the use of any obscene, vulgar, or profane language. I understand that if I do not follow procedure my speaking time may be terminated, and I may be requested to sit down or leave the building. ,jAliSPEAKER REQUEST FORM ft Submit this form to the meeting Secretary prior dot 509�eit°Z�:. to the discussion item. 1)You will be called forward when it is your turn to speak 2) State your name and speak clearly into the microphone 3) Limit your comments to the time allotted 4) Provide any written materials to the meeting Secretary 5) Speakers are solely responsible for the content of their statement Date: 7 (4 _ a Name: (Please Print) I��;J- M-(:�J'-C-'f-. Ashland Resident: YES ❑ NO City: Agenda Topic/Item Number: Public Forum Topic (Non -agenda Item): G (t r\- K F' — V , ( f < d —�-k3 i < < s Please respect the order of proceedings and strictly follow the directions of the presiding officer. Behavior or actions which are loud or disruptive are disrespectful and offenders will be requested to leave. Disclaimer: By submitting this request to address the Public Body, I agree that I will refrain from the use of any obscene, vulgar, or profane language. I understand that if I do not follow procedure my speaking time may be terminated, and I may be requested to sit down or leave the building. SPEAKER REQUEST FORM ,�, Submit this form to the meeting Secretary prior cT a�✓ to the discussion item. 1)You will be called forward when it is your turn to speak 2) State your name and speak clearly into the microphone 3) Limit your comments to the time allotted 4) Provide any written materials to the meeting Secretary 5) Speakers are solely responsible for the content of their statement Date: Name: (Please Print) Ashl nd Resident: YES ❑ NO City: Agenda Topic/Item Number: Fc,l roaf -r- acA������Q� Pc Forum Topic (Non -agenda Item): Please respect the order of proceedings and strictly follow the directions of the presiding officer. Behavior or actions which are loud or disruptive are disrespectful and offenders will be requested to leave. Disclaimer: By submitting this request to address the Public Body, I agree that I will refrain from the use of any obscene, vulgar, or profane language. I understand that if I do not follow procedure my speaking time may be terminated, and I may be requested to sit down or leave the building. SPEAKER REQUEST FORM ,aa Submit this form to the meeting Secretary prior to the discussion item. 1)You will be called forward when it is your turn to speak 2) State your name and speak clearly into the microphone 3) Limit your comments to the time allotted 4) Provide any written materials to the meeting Secretary 5) Speakers are solely responsible for the content of their statement Date: Wi Name: (Please Print) Ashland Resident: ❑ YES NO City: Agenda Topic/Item Number: ��;r Public Forum Topic (Non -agenda Item): Please respect the order of proceedings and strictly follow the directions of the presiding officer. Behavior or actions which are loud or disruptive are disrespectful and offenders will be requested to leave. Disclaimer: By submitting this request to address the Public Body, I agree that I will refrain from the use of any obscene, vulgar, or profane language. I understand that if I do not follow procedure my speaking time may be terminated, and I may be requested to sit down or leave the building. SPEAKER REQUEST FORM ,� Submit this form to the meeting Secretary prior t3ode)�5royze,,7 to the discussion item. ])You will be called forward when it is your turn to speak 2) State your name and speak clearly into the microphone 3) Limit your comments to the time allotted 4) Provide any written materials to the meeting Secretary 5) Speakers are solely responsible for the content of their statement Date: 16 -,� Name: (Please Print) Ashland Resident: YES b NO City: Agenda Topic/Item Number: (-- kz_-all d 1 4A/a Public Forum Topic Non -agenda Item): Please respect the order of proceedings and strictly follow the directions of the presiding officer. 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SPEAKER REQUEST FORM Submit this form to the ing Secretary prior to the discussion m. 1)You will be called forward when it is your turn to speak 2) State your name and speak clearly into the microphone 3) Limit your comments to the time allotted 4) Provide any written materials to the meeting Secretary 5) Speakers are solely responsible for the content of their statement Date: 1 Name Please Print) f Ashignyd Resident: YES ❑ NO City: Benda Topic/Item Number: Public Forum Topic (Non -agenda Item): 1 i4 (-'on Fj►� �a ��� Please respect the order of proceedings and strictly follow the directions of the presiding officer. Behavior or actions which are to d or disruptive are disrespectful and offenders will be requested to leave. Disclaimer: By submitting this request to address the Public Body, I agree that I will refrain from the use of any obscene, vulgar, or profane language. I understand that if I do not follow procedure my speaking time may be terminated, and I may be requested to sit down or leave the building. 3 SPEAKER REQUEST FORM ,� Submit this form to the meeting Secretary prior s to the discussion item. 1)You will be called forward when it is your turn to speak 2) State your name and speak clearly into the microphone 3) Limit your comments to the time allotted 4) Provide any written materials to the meeting Secretary 5) Speakers are solely responsible for the content of their statement Date: (n Name: (Please Print) Ashland Resident: YES NO City: Agenda Topic/Item Number: Public Furu'n� Topic (Non -agenda Item): Please respect the order of proceedings and strictly follow the directions of the presiding officer. Behavior or actions which are loud or disruptive are disrespectful and offenders will be requested to leave. Disclaimer: By submitting this request to address the Public Body, I agree that I will refrain from the use of any obscene, vulgar, or profane language. I understand that if I do not follow procedure my speaking time may be terminated, and I may be requested to sit down or leave the building. SPEAKER REQUEST FORM Submit this form to the meeting Secretary prior to the discussion item. 1)You will be called forward when it is your turn to speak 2) State your name and speak clearly into the microphone 3) Limit your comments to the time allotted 4) Provide any written materials to the meeting Secretary 5) Speakers are solely responsible for the content of their statement Da�:l 0 �% Ka )I �S Name: (Please Print) Ashland Resident: ❑ YES 0 NO City: c� Agenda Topic/Item N r: V\0 Public Forum Topic (Non -agenda Item): Please respect the order of proceedings and strictly follow fhe directions of the presiding officer. 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SPEAKER REQUEST FORM ,n Submit this form to the meeting Secretary prior at9"5 to the discussion item. 1)You will be called forward when it is your turn to speak 2) State your name and speak clearly into the microphone 3) Limit your comments to the time allotted 4) Provide any written materials to the meeting Secretary 5) Speakers are solely responsible for the content of their statement Date: Name: (Please Print) As land Resident: YES NO City: Agenda Topic/Item Number: Public Forum Topic (Non -agenda Item): } v''1 Please respect the order of proceedings and strictly follow th directions of the presiding officer. Behavior or actions which are loud or disruptive are disrespectful and offenders will be requested to leave. Disclaimer: By submitting this request to address the Public Body, I agree that I will refrain from the use of any obscene, vulgar, or profane language. I understand that if I do not follow procedure my speaking time may be terminated, and I may be requested to sit down or leave the building. SPEAKER REQUEST FORM ,` Submit this form to the meeting Secretary aP9�th.,a prior to the discussion item. 1)You will be called forward when it is your turn to speak 2) State your name and speak clearly into the microphone 3) Limit your comments to the time allotted 4) Provide any written materials to the meeting Secretary 5) Speakers are solely responsible for the content of their statement Date: Name: (Please Print) A/VIOA/L� P Ashland Res?nt: ❑ YES NO City: Agenda Topic/Item Number: C) Public Forum Topic (Non -agenda Item): aw�ke Please respect the order of proceedings and strictly follow the directions of the presiding officer. Behavior or actions which are loud or disruptive are disrespectful and offenders will be requested to leave. Disclaimer: By submitting this request to address the Public Body, I agree that I will refrain from the use of any obscene, vulgar, or profane language. I understand that if I do not follow procedure my speaking time may be terminated, and I may be requested to sit down or leave the building. o4j 41SPEAKER REQUEST FORM r Submit this form to the meeting Secretary prior 3effa5r�, to the discussion item. 1)You will be called forward when it is your turn to speak 2) State your name and speak clearly into the microphone 3) Limit your comments to the time allotted 4) Provide any written materials to the meeting Secretary 5) Speakers are solely responsible for the content of their statement Date: J,� � 2,02- + Name: (Please P i t) V4 U d/ C?� Ashland Resident: YES NO City: Agenda Topic/Item Number: e, l� Public Forum Topic (Non -agenda Item): Please respect the order of proceedings and strictly follow the directions of the presiding officer. 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SPEAKER REQUEST FORM ,� Submit this form to the meeting Secretary a�� prior to the discussion item. 1)You will be called forward when it is your turn to speak 2) State your name and speak clearly into the microphone 3) Limit your comments to the time allotted 4) Provide any written materials to the meeting Secretary 5) Speakers are solely responsible for the content of their statement Date: Name: (Please Print) L_ l SA- 1409kJ t TC Pi Ashland Resident: YES NO City: Agenda Topic/Item Number: f2 A-+6 :se'cz-T A--r_ Public Forum Topic (Non -agenda Item): Please respect the order of proceedings and strictly follow the directions of the presiding officer. Behavior or actions which are loud or disruptive are disrespectful and offenders will be requested to leave. Disclaimer: By submitting this request to address the Public Body, I agree that I will refrain from the use of any obscene, vulgar, or profane language. I understand that if I do not follow procedure my speaking time may be terminated, and I may be requested to sit down or leave the building. SPEAKER REQUEST FORM Submit this form to the meeting Secretary prior to the discussion item. 1)You will be called forward when it is your turn to speak 2) State your name and speak clearly into the microphone 3) Limit your comments to the time allotted 4) Provide any written materials to the meeting Secretary 5) Speakers are solely responsible for the content of their statement Date: �N4) 1� Name: (Please Print) &(< Llv/Y'I Ashland Resident: ® YES NO City: Agenda Topic/Item Number: Public Forum Topic (Non -agenda Item): Please respect the order of proceedings and strictly follow the directions of the presiding officer. Behavior or actions which are loud or disruptive are disrespectful and offenders will be requested to leave. Disclaimer: By submitting this request to address the Public Body, I agree that I will refrain from the use of any obscene, vulgar, or profane language. I understand that if I do not follow procedure my speaking time may be terminated, and I may be requested to sit down or leave the building. SPEAKER REQUEST FORM Fr _R. Submit this form to the meeting Secretary prior I ,: to the discussion item. 1)You will be called forward when it is your turn to speak 2) State your name and speak clearly into the microphone 3) Limit your comments to the time allotted 4) Provide any written materials to the meeting Secretary 5) Speakers are suleiy onsible for the conten of th it statement Date: >�^ V' Name: (Please Prin +troda—S�e�llz Ashland Resident: YES NO City: Agenda Topic/Item Number: '46Dac,)ZA -70 Public Forum Topic (Non -agenda Item): Please respect the order of proceedings and strictly follow the directions of the presiding officer. Behavior or actions which are loud or disruptive are disrespectful and offenders will be requested to leave. Disclaimer: By submitting this request to address the Public Body, I agree that I will refrain from the use of any obscene, vulgar, or profane language. I understand that if I do not follow procedure my speaking time may be terminated, and I may be requested to sit down or leave the building. MARCH 2O20 ONE ROGUE VALL����� COMPREHENSIVE ECONOMIC DEVELOPMENT STRAT -n Pstrategies /III' ACKNOWLEDGMENTS TIP would like to thank the following individuals and organizations for their participation in this planning process. Aaron Ausland, CEO Ausland Group Jerry Brienza, Director Rogue Valley International -Medford Airport Terri K. Coppersmith, VP Finance PLEXIS Healthcare Systems, Inc. Chris DuBose, VP Community Banking Team Lead First Interstate Bank Pat Fahey, Owner Sutherlin Sanitary Service Darin Fowler, Commissioner Josephine County Brad Hicks, President and CEO The Chamber of Medford/Jackson County Dr. Cathy Kemper-Pelle, President Rogue Community College Christina Kruger, Regional Business Manager PacifiCorp Roy Lindsay, Mayor City of Grants Pass Rob Merriman, Community Development Manager SOREDI Colleen Padilla, Executive Director SOREDI Brian Sjothun, City Manager City of Medford Bob Strasser, Commissioner Jackson County Bill Thorndike, President Medford Fabrication Steve Vincent, Regional Business Manager (CEDS Committee Chair) Avisto Utilities Roy Vinyard, Consultant Asante John White, Region Manager Boise Cascade --... -........... ._ TIP STRATEGIES, INC., is a privately held economic development consulting strategies firm with offices in Austin and Seattle. TIP is committed to providing quality solutions for public sector and private sector clients. Established in 1995, the firm's primary focus is economic development strategic planning. CONTACT TIP Strategies 2905 San Gabriel Street, Suite 309 Austin, TX 78705 PH: 512-343-91 13 FX: 512-343-9190 www.tipstrategies.com CONSULTING TEAM Jeff Marcell Principal Elizabeth Scott Consultant ONE ROGUE VALLEY: CEDS PAGE I i CONTENTS EXECUTIVE SUMMARY.. ONE ROGUE VALLEY: CEDS...................................................................................................................... 2 INTRODUCTION............................................................................................................. ..................... 2 INITIATIVE l.BUSINESS DEVELOPMENT ..... ............................................................................................ 4 INITIATIVE 2.INNOVATION AND ENTREPRENEURSHIP ............................................................................ 8 INITIATIVE3.TALENT .......................................................................................................................... ll INITIATIVE4.TOURISM ....................................................................................................................... l3 INITIATIVE 5.PLACEMAK|NG............................................................................................................... l5 IMPLEMENTATION PLANNING AND NEXT STEPS .................................................................................. l9 APPENDIX A.ECONOMIC ASSESSMENT ................................................................................................. 20 INTRODUCTION....................................................................................................................... ......... 2O BENCHMARKS................................................................................................................................... 23 ASSESSMENTDATA ........................................................................................................... ................ 4l APPENDIX 8.TARGET INDUSTRY ANALYSIS ............................................................................................... d4 INTRODUCTION.... ......................................................................................................................... b4 APPENDIX [ DATA AND METHODOLOGY ............................................................................................... 85 CLASSIFICATIONSYSTEMS .................................................................................................................. 85 DATASOURCES ................................................................................................................................. 86 ONE ROGUE VALLEY: [ED5 PAGE | ii SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. EXECUTIVE SUMMARY In 2019, Southern Oregon Regional Economic Development, Inc. (SOREDI) engaged TIP Strategies to develop a comprehensive economic development strategy (CEDS) for Jackson and Josephine Counties to guide economic development efforts over the next 5 years. Funding for the plan came from over 30 regional partners that recognize the value of collaborative and inclusive planning. This CEDS is the first of this magnitude in over 20 years and although the plan focuses on strategies for the next 5 years, the impacts will extend well beyond that timeframe. This plan meets the requirements set forth by the US Economic Development Administration (EDA) to maintain Southern Oregon's Economic Development District (EDD). In order to ensure a holistic approach, TIP deployed a three- phase planning process, beginning with the discovery phase. Over the course of six months, the TIP team worked closely with Southern Oregon leaders to identify the region's opportunities and challenges. In addition to extensive community feedback gathered from 38 roundtables and a community survey that yielded over 340 responses, a full quantitative data analysis was completed on Jackson and Josephine Counties. The results from these analyses can be found in the Economic Assessment in Appendix 1 in the final plan. Following the discovery phase, and armed with insights, the opportunity phase launched, where key themes and initiatives emerged, and the region aligned around a shared vision for the future. Strategies are organized under five initiatives, including business development, innovation and entrepreneurship, talent, tourism, and placemaking. Within each initiative, there are tactics that are currently being implemented in the region in addition to new strategies created to address the needs and challenges of the community. The final phase, or implementation phase, focuses on plan execution and strategy prioritization to ensure the region fulfills its shared vision. ONE ROGUE VALLEY. CEDS INITIATIVES 1. Business Development 2. Innovation and Entrepreneurship 3. Talent 4. Tourism 5. Placemaking TIER 1: STRATEGIC GROWTH AREAS • Specialty Agriculture • Natural Resources • Tourism • Healthcare TIER 2: ASPIRATIONAL NICHES • Technology, Advanced Manufacturing, and Logistics KEY PERFORMANCE METRICS • Number of new firms • Number of new jobs • Startup businesses assisted • SBIR/STTR grants • Labor participation rate • Average annual wage • Bachelor's degree or higher • Tourism funding • Annual visitors • Housing affordability index Just as an impactful CEDS cannot be developed by a single entity, an effective CEDS cannot be implemented by a single entity. It is imperative that the entire Rogue Valley works collaboratively to implement the strategies set forth in the plan. In order to ensure CEDS implementation is on track, the One Rogue Valley Coalition, a partnership comprised of public sector and private sector leaders, will convene on a regular basis to address challenges and recognize achievements. Furthermore, because the CEDS is designed to be implemented over a 5-year period and economic conditions in the region will change during this time, the One Rogue Valley Coalition will be responsible for adjusting and refining priorities to ensure the plan meets the dynamic needs of the community. ONE ROGUE VALLEY: CEDS PAGE 1 1 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. ONE ROGUE VALLEY: CEDS INTRODUCTION The name "One Rogue Valley" embodies the vision for Southern Oregon that includes Jackson and Josephine Counties as a united region that prioritizes collaboration. The region contains two major geographic landmark valleys, the Illinois Valley in the western half of Josephine County and the Rogue Valley in the central part of Jackson County. Both valleys follow the watershed of the Rogue River, feeding the Illinois River, the Applegate River, and Bear Creek (which flows from Medford to Ashland). The "Rogue" name is synonymous with both counties, as the public sector and the private sector have adopted the name in everything from businesses to regional amenities. From Rogue Community College and Rogue Valley International -Medford Airport to Rogue Valley Door to Rogue Creamery, the region has embraced the river that unites the region. The immense natural beauty and unique cultural amenities give the region a number of strategic economic advantages. Historically, the timber industry was the main economic driver for the region and although that sector represents a strong portion of the regional economy, the industry has been declining in recent years due to forest management policies and an aging workforce. However, the region is committed to strengthening and diversifying its economic base. The region is home to a vast array of industries, including many niche and artisanal businesses. Tourism is also a major economic driver for the region due to its world-renowned arts and culture amenities, including the Oregon Shakespeare Festival. This sector has the potential to grow, as the region continues to focus on outdoor recreational activities, including organized sports. To reach its economic development and prosperity goals, the region has collaboratively committed to developing a comprehensive economic strategy to chart a course for the next 5 years and beyond. The strategy aligns with the standards outlined by the US Economic Development Administration (EDA) requirements to maintain an Economic Development District (EDD). The Southern Oregon EDD is managed by Southern Oregon Regional Economic Development Inc. (SOREDI) and the organization is responsible for maintaining an EDA-approved Comprehensive Economic Development Strategy (CEDS), which must be updated every 5 years to retain the EDD designation. The EDD designation allows the region to apply for economic development -related funding that aligns with the initiatives and priorities outlined in the CEDS. The CEDS cannot be implemented by one organization alone, which is why the One Rogue Valley Coalition is vital to the success of the plan. The One Rogue Valley Coalition consists of both public sector and private sector leaders who have committed to carry out and follow through on the strategies and actions included in the CEDS. With this in mind, the One Rogue Valley Coalition developed a vision statement designed to focus and align efforts: Southern Oregon's Rogue Valley region values its unique communities while uniting to build sustainable economic success for all residents. The region thinks and acts boldly to attract, create, and keep businesses and jobs; it supports the development of its citizens; and prioritizes maintaining a healthy environment for families and industry. This statement is designed to be a touchstone that can be referenced during the course of CEDS implementation. The CEDS is divided into five key initiatives: business development, innovation and entrepreneurship, talent, tourism, and placemaking. The strategies under business development focus on achieving the region's goals for ensuring thoughtful, sustainable, and equitable economic growth. Especially in the Rogue Valley, where commercial land is a premium and industry is so varied, the region cannot afford to operate without a targeted strategy. The region is also committed to recognizing and working toward the goals of the urban centers of the region and also those of ONE ROGUE VALLEY: CEDS PAGE 1 2 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. rural and traditionally underserved communities. The second initiative, innovation and entrepreneurship, focuses strategies on strengthening the entire innovation ecosystem. In addition to developing and formalizing resources for business and entrepreneurs, this initiative also lays a path to explore the development of a regional center of excellence for wildland firefighting. The third initiative, talent, is arguably the most important component of the plan, as without a skilled workforce, business and communities cannot prosper. This initiative prioritizes strategies that attract, equip, and retain workers in the region to meet the needs of current and future employers. The fourth initiative, tourism, highlights the region's diverse amenities, from the Oregon Shakespeare Festival to rafting the Rogue River. The region is committed to further developing the industry by expanding offerings to shoulder and traditional off-seasons and attracting visitors from new markets. The fifth initiative, placemaking, ensures that the region preserves its outstanding quality of life for all residents. Strategies under this initiative relate to issues ranging from workforce housing and commercial development to creating inclusive communities. Although the CEDS will not address, and cannot address, every issue and challenge the region faces, the purpose of the plan is to build a resilient community that works collectively to build economic prosperity. The CEDS is designed to be a living, evergreen plan that can adapt and change based on the needs of the community. The One Rogue Valley Coalition's leadership team is responsible for making adjustments and updating actions as strategies are implemented. Although the plan is designed to be executed over the course of a 5-year period, the plan was designed from the perspective to meet the long-term needs of the region, and benefits will extend beyond 2025. ONE ROGUE VALLEY: CEDS PAGE 1 3 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. INITIATIVE 1. BUSINESS DEVELOPMENT Ensure thoughtful, sustainable, and equitable economic growth by strategically promoting the region as a destination for business expansion and relocation. The Rogue Valley is fortunate to have sophisticated and robust business development services available to assist traded and local sector businesses in the region, at all stages of the business cycle, from startups to established businesses. However, the Rogue Valley faces unique challenges to developing its economy and a thoughtful business development strategy is needed to ensure that investment occurs throughout the region. In addition to the major economic centers of Grants Pass, Medford, and Ashland, the region is home to a number of successful businesses in smaller and rural communities in the region. It is essential that the region's economic development practitioners understand the unique needs of all the communities in Josephine and Jackson Counties, so each community is positioned to achieve their economic development goals. The following framework outlines the strategies and actions that will need to occur to meet the business development priorities for the Rogue Valley. STRATEGIES AND ACTIONS 1.1. Strengthen the region's business retention and expansion (BRE) program. A strong BRIE strategy is essential for a successful economic development organization, as the bulk of job creation (and contraction) comes from established businesses.' Promote economic development and business support services throughout the region, including in rural and underserved communities. 1.1.1. Increase the number of annual private sector business visits by economic development organizations. • Conduct business visits by a range of economic development professionals, including those in business development, recruitment, entrepreneurship, and lending positions. Often leads for recruitment projects are uncovered during existing business visits and existing businesses offer valuable insight that can be relayed to the entrepreneurship community. • Prioritize visits with companies in the region's target sectors and traded sector companies. Due to the diverse nature of businesses in the region, intensive groundwork is required to understand the needs of businesses and build connections. • Ensure broad and diverse representation of private sector and public sector partners on SOREDI's BRIE Committee. A business from each targeted industry (including aspirational targets) should be represented on the committee. • Work with community partners to identify underserved traded sector businesses in the region; track the number of women -owned and minority -owned businesses that SOREDI serves. 1.1.2. Structure business visits to achieve specified outcomes. The first visit should include an overview of regional economic development services, workforce development needs and programs, supply chain needs, and a discussion of the business's challenges and opportunities. Follow-up visits should be focused and project oriented. ' Congressional Research Service, Small Business Administration and Job Creation, 11 September 2019, fas.org/sgp/crs/misc/R41523.pdf. ONE ROGUE VALLEY: CEDS PAGE 1 4 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. 1.1.3. Coordinate business visits with regional partners, including workforce and technical assistance, such as the Oregon Manufacturing Extension Partnership (OMEP), based on identified needs of the business. 1.1.4. Maintain a comprehensive database with customer relationship management (CRM), such as Salesforce.com, Inc., with regional businesses and projects. Explore opportunities to share this platform with partners. Explore mapping programs or open databases with company information to encourage business to business connections in the region. This can assist with strengthening local supply chains (strategy 2.2), and expanding foreign direct investment (strategy 1 .5). The New York State Energy Research and Development Authority (NYSERDA) maintains a sector specific supply chain database and mapping tool that companies can use to identity potential partners, which they use to increase their competitiveness with European counterparts.2 1.1.5. Develop a mergers and acquisitions (M&A) strategy. With so many boutique manufacturers in the region, the possibility of M&A activity is high, and it is critical to develop a strategy that will retain and grow businesses after an M&A event and also create an avenue for business recruitment. • Discuss succession planning with business leadership during business visits. Continue events that focus on M&A, such as SOREDI's Launch ITalk: M&A 101 —Buying and Selling a Business. • Position SOREDI as a first resource to the new company, in the event of a merger or an acquisition. • Proactively develop relationships with consultants in the M&A space to highlight regional amenities and benefits of doing business in Southern Oregon. • Proactively recruit additional brands from major parent companies in the region, such as Cummins Inc. and 1-800-Flowers. A merger or acquisition provides valuable exposure for the region, especially from high -profile companies. 1.2. Focus the region's outbound business attraction efforts on target industries, which represent the best opportunities for new investment and employment growth. 1.2.1. Deepen knowledge of target industries (specialty agriculture, natural resources, healthcare, and tourism & recreation). Utilize industry publications and reports to monitor trends, understand supply chain needs, and identify potential recruitment markets. Examples of high -quality industry reports include Bain & Company "Industry Insights," Deloitte "Insights," EY "What we think," and McKinsey & Company "Industries." • Expand event programming to highlight innovation within target sectors by bringing in panels or industry experts to discuss trends and offer industry insights (strategy 2.2.1). 1.2.2. Cultivate relationships and build networks of industry leaders in target sectors, including site selectors and location consultants. 1.2.3. Expand marketing efforts to reach new audiences. Marketing should be focused, asset driven, and leverage existing efforts (strategy 3.6.1 and strategy 4.1 .2). 2 NYSERDA, "Supply Chain Database," 2019, www.nyserdo.ny_gov/All-Programs/Programs/Offshore-Wind/Economic Opportunities/Supply-Chain-Database. ONE ROGUE VALLEY: CEDS PAGE 1 5 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. 1.3. Nurture a business -friendly environment where businesses can, and want to, thrive. 1.3.1. Champion efforts to implement business -friendly policies and practices at the local level. Advocate for pro -business policies and practices at the state level. The region should pride itself on being nimble and creative to meet the needs of business. • Leverage and reference the region's commitment to the Business Friendly Proclamation of Southern Oregon, which was developed by SOREDI. 1.3.2. Identify and invest in new sites, buildings, and infrastructure to support the growth of existing employers and the attraction of new businesses, while leveraging existing real estate, transportation, and infrastructure assets (strategy 5.4). • Form a Real Estate Advisory Committee (strategy 5.4.1) to take on tasks related to strategy 1.3.2. Explore opportunities to expand access to telecom infrastructure, especially in rural and underserved areas such as Butte Falls and Shady Cove, so they can grow and retain businesses. 1.4. Collaboratively develop and establish a regional brand and identity. 1.4.1. Create a favorable brand and image for the region and launch an internal marketing campaign. Ensure all residents, members, and partners talk about the Rogue Valley in a consistent, positive way. Develop marketing materials, such as a logo, website, and regional quality -of -life video, that can be used on multiple platforms for tourism and talent/business attraction. In 2018, the Columbia River Economic Development Council (CREDC) in Clark County, Washington, launched a campaign called "Your Journey Starts Here," which features a video and serves as a one -stop site for information on business, tourism, and quality of life.' • Utilize social media to build brand awareness. 1.4.2. Unify internal and external messaging among partner organizations. Ensure all regional partners are sending the same message regarding the economic vision and goals. Consider developing key messages with partners that can be shared widely throughout the region (e.g., hospitality staff, cab drivers, retail outlets). 1.4.3. Spread the message locally on the value of economic development through media channels, including SOREDI's blog, social media, and newspaper editorials. Strengthen and build relationships with local media partners to ensure economic development stories are shared. Local media will also be a critical partner in relaying information to the community on the progress of the CEDS implementation. 1.5. Develop a foreign direct investment (FDI) strategy to support the recruitment of international firms and investments and existing foreign -owned firms. An established FDI strategy will also strengthen local companies import and export programs. Focus on existing resources from SelectUSA and Business Oregon. 3 CREDC, "Your Journey Starts Here," 2018, www.credc.org. ONE ROGUE VALLEY: CEDS PAGE 1 6 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. 1.5.1. Identify foreign -owned companies in the region (including parent companies) and companies with significant foreign imports and exports. • Leverage international business development resources from partners, including destination marketing organizations (DMOs). 1.5.2. Identify three to five key foreign markets to target for import and export growth. • Deepen knowledge of import and export resources. Utilize the expertise at the Export Council of Oregon, US Commercial Service Portland, and Business Oregon. • Increase the number of Oregon State Trade and Export Promotion Program (STEP) grants awarded in the Rogue Valley. 1.5.3. Leverage the region's international tourist base as a potential avenue to highlight the merits of doing business in the region. • Align with the marketing initiatives outlined in strategy 1.2.3. ONE ROGUE VALLEY: CEDS PAGE 1 7 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. INITIATIVE 2. INNOVATION AND ENTREPRENEURSHIP Leverage regional assets to strengthen the innovation and entrepreneurship ecosystem in Southern Oregon. The US is currently in the midst of the longest economic expansion in modern history; from June 2009 to June 2019, US gross domestic product (GDP) grew cumulatively by 25 percent and the unemployment rate dropped below 4 percent.° However, following every period of economic expansion eventually comes a contraction or recession and the memory of the 2007-2009 Great Recession is not that distant. For this reason, it is critical that communities have policies and strategies in place to strengthen economic resiliency. Although often overlooked, a recession often creates a positive impact for startups and innovation. A 2009 study from the Kauffman Foundation "found that more than half of the firms on the 2009 Fortune 500 list were launched during a recession or bear market, along with nearly half of the firms on the 2008 Inc. list of America's fastest -growing companies."5 Furthermore, the research uncovered a broader economic trend that found job creation from startup companies proved to be less volatile and sensitive to economic downturns when compared with the overall US economy. With this research in mind, the CEDS outlines key strategies that will strengthen and provide stability to startups and existing companies during variable economic cycles. STRATEGIES AND ACTIONS 2.1. Establish a wildland firefighting center of excellence (CoE) in the region. The region should position itself as an innovative leader in wildland firefighting, taking a comprehensive approach to wildland fire management, mitigation, and remediation. 2.1.1. Form a taskforce of public sector and private sector partners to conduct a feasibility analysis to map the region's strengths and identify required resources. 2.1.2. Research other centers of excellence in the US. The Colorado Center of Excellence for Advanced Technology Aerial Firefighting was established by the Colorado Legislature in 2014 to study and advance the technology related to wildland fire operations. While the CoE's title includes "Aerial Firefighting," the scope of CoE research is broader than just aerial firefighting efforts. As is recognized in the wildland firefighting community, aerial firefighting represents only one aspect, albeit a visible one, of wildland firefighting. Effective response to wildland fires requires an integrated effort that includes bringing multiple resources to the response. The CoE endeavors mirror that multifaceted approach. In addition, while the CoE is focused on wildland fire, many of the CoE's projects can and do support non-wildland fire response (e.g., structure, vehicle, HAZMAT) and other emergency operations, including law enforcement and emergency response.° In January 2018, Honda partnered with the CoE to test its Autonomous Work Vehicle in wildland firefighting support scenarios. Honda later debuted the vehicle at the 2018 Consumer a The Economist, "America's Economic Expansion Is Now the Longest on Record," 2 July 2019, www.economist.com/graphic detail/2019/07/02/americas-economic-expansion-is-now-the-longeston-record. 5 Dane Stangler, Kauffman Foundation, "The Economic Future Just Happened," 9 June 2009, www.kauffman.org/what-we do/research/2009/08/the-economic-future-lust-happened. Colorado Center of Excellence for Advanced Technology Aerial Firefighting, cofiretech.org. ONE ROGUE VALLEY: CEDS PAGE 1 8 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. Electronics Show (CES) in Las Vegas and at CES 2019, Honda and the CoE presented results of the test project.? 2.1.3. Identify funding partners and grant opportunities for master planning to overcome barriers identified during the feasibility analysis. 2.2. Support innovation within existing companies. Foster relationships among companies and encourage collaboration. 2.2.1. Ensure companies have the infrastructure and resources needed to explore new ideas and take them to market. This could include broadband infrastructure (strategy 1.3.2), makerspaces, and technical assistance. • Support the development of makerspaces, tool libraries, and other platforms for utilizing shared technology and equipment. Expand events and speaker series to focus on innovation and improving business competitiveness. Increase promotion of existing events through a shared calendar. In 2017, Portland's tech community launched a unified calendar platform, Calagator, to share events within the tech industry. The system is managed by a group of volunteers and anyone is invited to import, create, and edit events.' 2.2.2. Promote and expand the use base of the SOREDI Bulletin Board, which allows businesses and entrepreneurs to connect with one another for supply chain or innovation needs. • Set a monthly goal for business -to -business introductions. 2.2.3. Continue the SOREDI Industry Tours series to showcase businesses in Southern Oregon and encourage collaboration among businesses. 2.3. Connect and convene regional networks of entrepreneurs to foster a collaborative environment. 2.3.1. Explore physical and virtual platforms to connect groups throughout the region. Informal networking examples include Meetups and Facebook Groups, formal networking could include pitch competitions, "tech crawls", and SOREDI LAUNCH I Talk series. 2.3.2. Support the development of coworking spaces in the region, especially in urban centers, such as downtown Medford and Ashland. Although coworking spaces are often associated with startups, the most successful coworking spaces are anchored by existing businesses. Approximately 40 percent of WeWork members work for businesses with over 500 employees.9 Established businesses or enterprise clients are WeWork's fastest -growing membership category and a key focus area for the company.10 In I Colorado Division of Fire Prevention & Control, Department of Public Safety, "Honda and DFPC Join Forces to Improve Wildland Firefighter Safety," 11 January 2018, www.colorado.gov/pacific/dfpcInews/honda-and-dfpc-join-forces-improve wildland-firefighter-safety. ' Calagator, https://calagator.org. 9 Hannah Kozlowska and Alison Griswold, Quartz, "Forty Percent of WeWork's Members Work for Companies with More than 500 Employees," 14 August 2019, qz.com/1687299/wework-ipo-reveals-that-40-percent-of-its-members-work-for-companies with-500-plus-employees. 10 CBlnsights, "WeWork's $47 Billion Dream: The Lavishly Funded Startup That Could Disrupt Commercial Real Estate," 2019, www.cbinsights.com/research/report/wework-strategy-teardown. ONE ROGUE VALLEY: CEDS PAGE 1 9 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. addition to supporting entrepreneurs, coworking spaces give existing businesses flexibility as they expand or contract. 2.4. Formalize the entrepreneurial technical support system. Define the roles of regional organizations and services in the startup and entrepreneurship sector; partners should convene on a regular basis to brainstorm and share best practices. 2.4.1. Develop a regional entrepreneurship and innovation ecosystem asset map. In 2013, the Aspen Institute, in conjunction with nine global partners, developed an "Entrepreneurial Ecosystem Diagnostic Toolkit" for the purpose of evaluating the impact of an entrepreneurial ecosystem and advising on the framework for developing a holistic entrepreneurial system.'' Forward Cities also has a comprehensive guide to asset mapping and policy alignment with case studies on successful projects.' 2 • Review North Carolina's InnovateNC Community Innovation Asset Map and toolkit as a potential best practice.13 2.4.2. Develop a mentorship program that links entrepreneurs to established professionals. 2.5. Expand the availability of startup capital by building on the Southern Oregon Angel Investment Network (SOAIN), formalizing access to existing venture funding in the region, and developing stronger ties to other sources of capital outside the area. Support companies seeking US Small Business Innovation Research (SBIR) and US Small Business Technology Transfer (STTR) grants, especially during the application process for Phase II funding. SBIR and STTR awards require extensive paperwork and can be arduous for businesses —especially if the entrepreneur does not have a business background. Additional focus should also be given to entrepreneurs in underserved communities. SBIR and STTR awards are a good metric of innovation for a region and can be tracked against benchmarked cities. Build relationships with venture capital firms in three key markets, Portland, Seattle, and San Francisco, to encourage more investment in, and give more exposure to, Southern Oregon companies. " The Aspen Institute, Entrepreneurial Ecosystem Diagnostic Toolkit, December 2013, assets aspen institute org/content/uploads/files/content/flocs/pubs/FINAL%20Ecos stem%20Toolkit%20Draff print%20version pdf. 12 Forward Cities, "Community Innovation Asset Map," 2019, www.forwardcities.org/toolkit/community-innovation-asset-map. 13 InnovateNC, "InnovateNC Community Innovation Asset Map," 2017, innovatenc.org/toolkit/community-innovation-asset-map. ONE ROGUE VALLEY: CEDS PAGE 1 10 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. INITIATIVE 3. TALENT Invest in the ecosystem that attracts, equips, and retains a strong pipeline of talent to meet the long-term needs of current and future employers. Without a skilled and equipped workforce, businesses cannot succeed. Furthermore, access to a skilled workforce consistently ranks at the top of the list of site -selection factors ranked in Area Development magazine's Annual Survey of Corporate Executives.14 Therefore, it is critical to invest in the systems that strengthen the regional workforce. Preparing young adults for the workforce through experiential learning and internship opportunities ensures that businesses have the talent they need and equips students with the experience they need to find a career after graduation. Furthermore, students are more likely to remain in a region after graduation if they have connections to the business community.15 Additionally, there is a compelling need for expanded engineering programs in the Rogue Valley if the region wants to expand high tech and advanced manufacturing, including aviation and aerospace. The following framework outlines strategies that support workforce development, leverage the outstanding educational facilities in the region, and enhance collaboration between public sector and private sector. STRATEGIES AND ACTIONS 3.1. Strengthen partnerships between the region's public sector and private sector, including economic development organizations, workforce development entities, and educational institutions, to ensure alignment of employer needs and training programs. 3.1.1. Ensure regular communication among groups in economic and workforce development (e.g., quarterly meetings). 3.1.2. Prioritize cross -organizational board representation between SOREDI and Rogue Workforce Partnership (RWP), at either the staff or board leadership level. 3.1.3. Set an annual goal for joint business visits between SOREDI and RWP. 3.2. Regularly convene an education committee with K-12, community colleges, and universities to address educational attainment and labor participation. Ensure students are prepared to enter the workforce and aware of opportunities and career pathways within the region. Focus on science, technology, engineering, arts, and mathematics (STEAM) initiatives (strategy 3.4.2). 3.2.1. Support programs such as the Business Education Partnership and SOREDI Quest!, which introduce high school students to companies and career pathways in the region. Leverage the Josephine County Youth Pathways Partnership as a potential model for the region. 3.3. Expand work -based learning and career exploration opportunities for higher education students. Students are more likely to remain in the region following graduation if they have employer connections in the region. 3.3.1. Grow existing internship programs at Klamath Community College (KCC), Rogue Community College (RCC), Oregon Institute of Technology (OIT), and Southern Oregon University (SOU). This 14 Geraldine Gambale, Area Development, "33rd Annual Corporate Survey & the 15th Annual Consultants Survey," Q1 2019, www areadevelopment com/Corporate-Consultants-Survey-Results/Q1-2019/33nd-annual-corporate-survey-l5th-annual- consultonts-survey.shtm1. 11 Richard Florida, CityLab, "The US Cities Winning the Battle against Brain Drain," 15 March 2016, www ciyab com/life/2016/03/which-metros-are-best-at-keeping-their-college-graduates/473604Z. ONE ROGUE VALLEY: CEDS PAGE j 1 1 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. helps keep students in the region after graduation, equips them with on-the-job training, and prepares them to enter the workforce. 3.3.2. Support internship and career fairs at KCC, RCC, OIT, and SOU. Career fairs expose students to the opportunities and variety of industries in the region. 3.3.3. Support industry tours (e.g., Careers in Gear) to build student awareness of companies and career paths in the region. In addition to tours and open houses, employers could also present on campus. 3.4. Support expanded technical education and higher education programming, especially for in -demand fields, such as healthcare, high tech, and engineering. 3.4.1. Support the establishment of a physical presence of the Oregon Institute of Technology in the Rogue Valley. An example of a best practice would be OIT's Oregon Manufacturing Innovation Center in Scappoose.16 3.4.2. Support the expansion of the Southern Oregon Air Academy (SOAR), a nonprofit organization that offers aviation training through a science, technology, engineering, and math curriculum. 3.5. Build greater awareness of career opportunities in the region, especially middle skill positions, and in underserved and rural communities. This will build a resilient and adaptable workforce. 3.5.1. Support, and potentially expand, existing sector -specific workforce development initiatives, such as the Rogue Transportation & Logistics partnership. 3.5.2. Explore opportunities for worker share programs to engage seasonal workers year-round, especially in the outdoor recreation, agriculture, and hospitality industries. Encourage programs that cross -train employees in multiple positions. 3.6. Develop a toolkit of resources focused on talent attraction. This could include promotional videos on the region, stories about why people choose Southern Oregon, and relocation guides. 3.6.1. Leverage tourism marketing for talent attraction. Typically, the first time someone visits a new place, it is as a tourist. This is a critical market to attract potential talent (strategy 1.2.3 and strategy 4.5). 3.6.2. Centralize resources for trailing spouses/partners and remote workers. Highlight examples of coworking spaces, meetups/support system for remote workers, connectivity from the Rogue Valley International -Medford Airport (MFR), and community engagement opportunities. Examine Hello West Michigan, a membership -based nonprofit based in Grand Rapids. It offers comprehensive relocation support, including job search assistance, connections to local resources, and networking events for newcomers.17 16 OIT, "Oregon Manufacturing Innovation Center Research and Development," 2019, www.omic.us. 17 Hello West Michigan, hellowestmichigan.com/about-hello-west-michigan. ONE ROGUE VALLEY: CEDS PAGE 1 12 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC INITIATIVE 4. TOURISM Support the organizations and places that strengthen the tourism and experiential environment in Southern Oregon. Tourism is a key economic driver in the Southern Oregon region, from renowned arts and cultural events, such as the Oregon Shakespeare Festival, to world -class outdoor recreation and high -quality sporting facilities. Southern Oregon is a gateway to Crater Lake National Park, the Oregon redwoods in the Rogue River—Siskiyou National Forest, and Oregon Caves National Monument and Preserve. Traditionally, the most popular tourism season is during the summer months, however, this has been affected by wildfires in recent years. Expanding activities in the shoulder and off-season months, and increasing promotion of these opportunities, will be critical to developing the Rogue Valley's tourism industry. Expanding the tourism season will also create greater resiliency in the local sector economy. In addition to strengthening recreational opportunities, the CEDS also outlines strategies for reaching new markets, including local and international, and expanding culinary and agritourism in the region. Furthermore, by boosting tourism and visitor attraction, these investments also enhance the community's appeal for existing and future residents. STRATEGIES AND ACTIONS 4.1. Support initiatives to expand tourism in Southern Oregon. 4.1.1. Increase funding to Travel Southern Oregon and DMOs so they are more competitive with similar organizations in Oregon and the US. 4.1.2. Focus marketing and promotion efforts on shoulder and traditionally off-season months to expand the tourism season (strategy 4.4.2). 4.1.3. Strengthen international tourism to the region. Coordinate efforts with business development (strategy 1.2.3) and MFR. • Leverage organized tours to Crater Lake, which attract foreign tourists, and events such as the Oregon Shakespeare Festival (OSF). 4.1.4. Support the development of a multiuse aquatics and events center in Medford (strategy 5.2.4) that can hold meetings, conferences, and arts and cultural events. Work collaboratively to attract conferences and small conventions from outside the region to hold events at the center, especially in the region's target sectors. 4.2. Deepen partnerships among economic development and tourism. 4.2.1. Leverage the region's transportation assets and partners, such as the Rogue Valley International - Medford Airport (MFR). 4.3. Leverage the region's thriving arts and culture industry to promote the region's amenities outside the Rogue Valley and also within the region. 4.3.1. Promote awareness of smaller arts and cultural events, such as the Sasquatch Wine, Art & Golf Festival in Cave Junction. Encourage residents, as part of the shop -local campaign (strategy 5.2.3), to patronize events and activities in the region. ONE ROGUE VALLEY: CEDS PAGE 1 13 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. 4.3.2. Support OSF and the Britt Music & Arts Festival initiatives to engage traditionally underserved communities with access to arts and cultural programming. Highlight arts and cultural career opportunities in student industry tours (strategy 3.2 and strategy 3.5). 4.4. Grow the region's outdoor recreation and organized sporting industries. 4.4.1. Support recreational facilities that draw tourism, such as the US Cellular Community Park in Medford and the development of an aquatics and events center (strategy 4.1.4). 4.4.2. Diversify outdoor recreation offerings to include shoulder, low -season, and off-season opportunities and promote tourism at lesser -known destinations, such as Butte Falls and Cave Junction. • Support expansion of summer season activities, such as hiking and biking at Mt. Ashland, and work collaboratively to identify and overcome any barriers. Coordinate with DMOs to increase marketing of off-season tourism opportunities (strategy 4.1.2). • Deepen relationships with recreation providers (e.g., rafting operations, fishing guides, mountaineering/hiking guides) to understand their needs and challenges. Increase student internships, especially during the summer, in the recreation industry to support the industry (strategy 3.3.1). 4.4.3. Support the development of facilities that encourage tourism and longer stays, including boutique hotels and sporting venues, such as the expansion of Grants Pass Downs racecourse. Cave Junction is the gateway to the Oregon redwoods; however, it lacks a full -service hotel to cater to tourists. Downtown Medford might be able to support an additional boutique hotel, especially with the proposed multiuse aquatics and event center and expanded downtown offerings. • Develop relationships with local hospitality groups and partners to understand opportunities and overcome any barriers to development. Explore feasibility studies and reports to understand the local dynamics and market thresholds. 4.5. Grow the region's agritourism industry and promote the region's unique culinary experiences. Expand farm - to -table offerings and partnerships among producers (farms) and makers (chefs/artisans). 4.5.1. Highlight the region's renowned wineries and promote events such as wine and food tours. Support the Rogue Valley Vintners association and tourism organizations to promote awareness of local vineyards. 4.5.2. Support initiatives that promote the local culinary scene, such as Restaurant Week, and festivals, such as Battle of the Bones barbecue competition in Central Point. The region is home to award - winning restaurants, especially in Ashland and Jacksonville. • Generate creative ideas to promote the local culinary industry, such as encouraging collaborations among restaurants and supporting temporary restaurant pop-ups.18 " Emily Wimpsett, QSR Automations, "Pop -Up Restaurants: Everything You Need to Know," 21 November 2018, www.gsrautomations.com/blog/restaurant-management/pop-up-restaurants. ONE ROGUE VALLEY: CEDS PAGE 1 14 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. INITIATIVE 5. PLACEMAKING Nurture an environment that preserves Southern Oregon's quality of life for residents, businesses, and visitors. Placemaking is defined as "the process of making quality places."19 Creating quality places is an essential component of building dynamic and vibrant communities, where people want to live. Although placemaking is typically associated with the physical or built environment, placemaking should also encompass the qualitative components that create a welcoming and inclusive community. Communities that can cultivate, retain, and attract talent have a significant advantage in the competitive landscape of economic development. Therefore, it is critical for the Rogue Valley to prioritize these investments. In addition to nurturing placemaking for the benefit of residents and visitors, the region also needs to be attentive to the needs of businesses. All the jurisdictions in the region signed a business proclamation, affirming the Rogue Valley's commitment to be the most business -friendly region on the West Coast, from ensuring an adequate supply of commercial and industrial land for businesses to expand and locate in the region to advocating for the policies and infrastructure needed to support businesses. The following recommendations tie together the strategies that strengthen the region's competitiveness across all five CEDS initiatives. STRATEGIES AND ACTIONS 5.1. Ensure the region has an adequate supply of diverse and affordable housing options. Housing development has not kept pace with population growth in the region. Furthermore, the lack of executive housing and mid - priced houses has tightened the supply of traditionally entry-level homes. Although there is no one approach to solving this problem, there are numerous resources and best practices that have shown to improve housing affordability. 5.1.1. Explore creative and nontraditional options to increase the supply of workforce housing in the region. • Identify potential sites for in -fill and redevelopment opportunities, especially in urban areas. Understand and identify roadblocks to redevelopment and collaboratively work toward solutions. Review best practices from other parts of the country on increasing housing supply. McKinsey & Company developed a toolkit for addressing housing challenges that includes best practices.20 The city of Minneapolis is attempting to increase the supply of affordable housing in the Twin Cities region by changing zoning codes in the city's comprehensive plan.21 Additionally, the National League of Cities, in partnership with TIP Strategies and the Mid -America Regional Council, produced a report addressing housing affordability, which includes strategies for preserving existing housing and increasing the housing supply." 19 Project for Public Spaces, "What Is Placemaking?" 2018, www.pps.org/article/what-is-placemaking. 20 McKinsey & Company, A Blueprint for Addressing the Global Affordable Housing Challenge, October 2014, www. mcki nsey.com/-/media/McKi nsey/Featured%201nsights/Urbanization/Tackling%20the%20worlds%20affordable%20hou sing%20challenge/MGI Affordable housing Executive%20summory October%202014.ashx 21 Erick Trickey, Politico Magazine, "How Minneapolis Freed Itself from the Stranglehold of Single -Family Homes," 11 July 2019, www.politico.com/magazine/story/2019/`07/1 1 /housing-crisis-single-family-homes-policy-227265. 22 National League of Cities, "First Suburbs Coalition Regional Housing Summit," November 2019, https://www.marc.org/Community/First-Suburbs-Coalition/Assets/NLCReportFINAL 2019-11-11.aspxx ONE ROGUE VALLEY: CEDS PAGE 1 15 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. 5.1.2. Advocate for transit -oriented development (TOD) and increased density in urban areas. TOD is a form of community development that includes a mixture of housing, office, retail, and other amenities integrated into a walkable neighborhood concentrated within a half mile of quality public transportation.23 • Prioritize multimodal transportation solutions, including walkable and bikeable developments and ensure development aligns with public transportation infrastructure (strategy 5.4.3). 5.1.3. Cultivate relationships with real estate developers, landowners, and community partners to address shortages in workforce housing. 5.1.4. Engage partners traditionally outside of economic development to work toward common goals, such as All in for Health in Jackson and Josephine Counties and ACCESS in Jackson County. Maintain a virtual presence where partners can find project information and updates, such as a website or through social media. Proactively reach out to organizations with significant project updates. 5.1.5. Leverage financing programs and investment incentives, such as Opportunity Zones (OZs) and Enterprise Zones (EZs), to encourage affordable housing, especially in underserved areas. Coordinate an outreach program to understand the needs and goals of the communities located in OZs and EZs. This should be done in conjunction with any active community organizations, such as neighborhood associations, if applicable. Develop an Opportunity Zones prospectus to highlight opportunities in the region. Accelerator for America created an Opportunity Zone Investment Prospectus Guide24 that can be used as a template. The website also includes examples for other communities. 5.2. Support city -specific quality -of -place initiatives that contribute to the unique identity of Southern Oregon's communities and encourage the development of vibrant downtowns. 5.2.1. Support arts and cultural amenities, especially in downtowns. Encourage festivals like the Britt Music & Arts Festival and OSF to perform at alternative venues in the region (e.g., Holly Theatre in Medford). Events can also be held in the off-season to boost tourism resiliency (strategy 4.4). • Support the modernization and revitalization of existing festival and event facilities in Southern Oregon, including the Jackson County Fairgrounds amphitheater. 5.2.2. Encourage tactical urbanism projects, such as pop-up shops in underutilized downtown spaces to encourage foot traffic and community engagement.25 Bolster organizations that focus on downtown vitality, such as chambers of commerce, main streets, and downtown associations. 5.2.3. Support Rogue Valley shop -local initiatives and campaigns that highlight the region's craft and boutique industries, events, and arts and cultural amenities (strategy 4.3). In addition to supporting the local economy, buying local builds resilient downtowns and fosters a sense of a community. 23 Federal Transit Administration, "Transit -Oriented Development," 11 April 2019, www.transit.dot.gov/TOD. 24 Accelerator for America, " Opportunity Zone Investment Prospectus Guide," October 2018, www.acceleratorforamerica.com/OZGuide 25 Street Plans, Tactical Urbanist's Guide to Materials and Design, December 2016, tacticalurbanismguidde.com. ONE ROGUE VALLEY: CEDS PAGE 1 16 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. • Leverage social media and the regional brand to promote the initiative (strategy 1.4). 5.2.4. Champion placemaking projects that create community amenities for residents, including youth, such as the Medford aquatics and event center (strategy 4.1 .4). 5.2.5. Support the preservation and revitalization of historic and historically significant buildings, especially in underserved areas and urban renewal Districts. • Collaborate with neighborhood groups and associations to ensure the needs of the community are being met, especially on adaptive reuse projects. 5.3. Spearhead initiatives that prioritize healthy, safe, and inclusive communities. 5.3.1. Streamline and coordinate communication on adverse air quality events in the region. Expand the Smokewise Ashland26 platform to cover all of Josephine and Jackson Counties. 5.3.2. Increase public awareness about fostering and maintaining an inclusive community that is welcoming to all residents. Support implementation of SOU's strategic plan to create an inclusive community, especially Strategic Direction VII, Goal One: "SOU will be a resource and collaborative partner for the economic, cultural, artistic and social betterment of the region."27 Endorse events and programs that educate and inform the community on issues related to diversity, equity, and inclusion, such as chamber leadership programs and Ashland's Juneteenth celebration. 5.4. Proactively preserve and advocate for industrial and commercial sites for employers that will ultimately provide high -quality jobs for the region. Ensure infrastructure development plans align to site readiness goals. 5.4.1. Maintain a database of large sites in the region. Indicate if the site is shovel ready and timelines to development, noting challenges to development. • Form a taskforce of public sector and private sector representatives to keep inventory up to date. This should be a subgroup of the Real Estate Advisory Committee (strategy 1 .3.2). 5.4.2. Form a taskforce of public sector and private sector representatives focused specifically on permitting and infrastructure readiness. This should be a subgroup of the Real Estate Advisory Committee (strategy 1.3.2). Build awareness about Business Oregon's Certified Shovel Ready28 program with landowners in the region. • Review permitting models from other parts of Oregon, including the city of Gresham.29 • Support the development of a local Oregon Department of Transportation (ODOT) office in Medford. 26 Smokewise, www.smokewiseashland.org. 27 Southern Oregon University, "SOU's Commitment to an Inclusive Community," 2019, inside.sou.edu/diversity/index.html. 29 Business Oregon, "Certified Shovel Ready," 2019, www.orinfrostructure.org/Infrastructure-Programs/Certified-Sites/. 29 City of Gresham, "66-Day Industrial Land Use Application Review," 2019, greshamoregon.gov/66-Day-Industrial-land-use- Appl ication-Review/. ONE ROGUE VALLEY: CEDS PAGE 1 17 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. Understand the infrastructure needs in rural communities required to support businesses, especially in communities such as Gold Hill, Shady Cove, and Butte Falls. Identify the rural assets that are advantageous to business and align those with industries and potential business opportunities (strategy 1 .3.2). 5.4.3. Advocate for key industrial and commercial sites in the region, such as MD-5/PH-5 and the River Road Preserve; support transit -oriented development (TOD) around areas with a high concentration of workers. Support the implementation of Rogue Valley Transportation District (RVTD) 2040 Transit Master Plan,30 which will include plans to expand routes and service areas in the region, including underserved communities.31 Communicate regularly among economic development and workforce development partners about employee transit needs with RVTD. 30 Rogue Valley Transportation District, "RVTD 2040 Transit Plan," 2019, www.RVTD2040transitplan.com. 31 Damian Mann, Mail Tribune, "New Bus Routes Headed Your Way," 13 June 2019, mailtribune.com/news/top-stories/more- bus-routes-co m i ng-to-the-greater-m edford-oregon-area. ONE ROGUE VALLEY: CEDS PAGE 1 18 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. IMPLEMENTATION PLANNING AND NEXT STEPS This plan is the culmination of a six-month strategic planning process, which sought input from diverse representatives throughout Josephine and Jackson Counties on a variety of issues. The CEDS provides a roadmap for Southern Oregon over the next 5 years, but the ultimate success of the recommendations will depend on the level of commitment from the One Rogue Valley Coalition in executing the strategies in this document. This is a pivotal point in the region's history. This strategic action plan is the first of its kind in over 20 years and is the most robust in the region's history. The CEDS is designed to be a living, evergreen plan that can adapt and change based on the needs of the community. The One Rogue Valley Coalition's leadership team is responsible for making adjustments and updating actions as strategies are implemented. New investments and resources from public sector and private sector partners will be required to move this plan from concept to action, and no one organization is responsible for its implementation. This work will take dedication, leadership, collaboration, and patience across the region and in coordination with multiple partners. It will be essential to maintain strong relationships across multiple jurisdictions and between the public sector and private sector to execute this plan. This is an exciting time for the region, as the Rogue Valley enters a new decade with ambitious goals for the future, anchored on regional collaboration and a shared vision. ONE ROGUE VALLEY: CEDS PAGE 1 19 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. APPENDIX A. ECONOMIC ASSESSMENT INTRODUCTION The Southern Oregon Regional Economic Development, Inc. (SOREDI) serves Jackson and Josephine Counties and is charged with providing a comprehensive approach to economic growth. Essential to this approach is an economic assessment that provides depth and context —not just through local data, but also through benchmarking against other regions of the country and in-depth conversations with community leaders. The benchmarking process gives unique insight into how the region compares to other regions with similar economic drivers and of similar size. The datapoints included in the comparison benchmarks and the data appendix should be updated as part of the comprehensive economic development strategy (CEDS) implementation and evaluation process. Insights gathered from qualitative and quantitative findings ultimately guided the recommendations and strategies found in the regional CEDS plan. PURPOSE AND SCOPE To provide a common framework for our recommendations, TIP Strategies conducted a demographic and economic assessment of Jackson and Josephine Counties. Team members began by compiling data on both counties with comparisons to the metro areas of Asheville, North Carolina; Bellingham, Washington; Bend, Oregon; Fort Collins, Colorado; Reno, Nevada; and Twin Falls, Idaho. As part of the assessment, TIP prepared an analysis of the region's strengths, weaknesses, opportunities, and threats (SWOT). Results of this analysis are presented in Figure 4. The purpose of the assessment is to understand the Jackson and Josephine Counties' relative economic positions and highlight the competitive advantages and disadvantages. The findings presented in this section are based on the following elements. • A review of relevant studies, plans, and other material provided by the SOREDI and its partners. • A review of economic and demographic data from primary and secondary sources, including the US Census Bureau, the US Bureau of Labor Statistics, and Economic Modeling Specialists International (Emsi). • Findings from community site visits, interviews, and focus groups with over 100 community representatives and stakeholders. • TIP's 20 years of experience working with communities across the country and compiling best practices. KEY FINDINGS KEY FINDING 1: WAGES AND HOUSING IMBALANCE BETWEEN AVERAGE WAGES AND MEDIAN HOME PRICES One of the most striking datapoints to emerge from the assessment was the disproportional wages -to -home -prices balance. This imbalance is especially prominent in Josephine County. Furthermore, the problem has been exacerbated by strong population growth and housing stock not keeping pace. Even though the shortage of housing is most disruptive at entry-level homes or homes below the median price, the impacts are felt at all levels. There is a shortage of executive and high -end homes, which only puts additional pressure on the supply of homes at mid- to lower -price points. Although communities across the country are struggling with affordable housing, when the SOREDI region was compared to fast-growing peer markets in the benchmarking exercise, the affordability index ONE ROGUE VALLEY: CEDS PAGE 1 20 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. was significantly higher than all six of the benchmarked communities. Although there is no specific solution to address this issue, the CEDS will identify strategies to address the imbalance from a wage and job approach and also from a housing supply approach. FIGURE 1. HOUSING AFFORDABILITY INDEX RATIO OF MEDIAN HOME VALUE TO MEDIAN HOUSEHOLD INCOME* MORE AFFORDABLE LESS AFFORDABLE US Oregon SOREDI Jackson County Josephine County *Can also be interpreted as the number of years of household income needed to buy a median -priced home. Source: US Census Bureau, American Community Survey. Note: 1-year average for 2017. KEY FINDING 2: INNOVATION FUNDING FEDERAL FUNDING INTO THE REGION IS RELATED TO PUBLIC LAND 6.3 A significant portion of the federal funding that is coming into the region is related to forest management. This information is significant because the CEDS will address strategies to leverage the funding that is coming into the region for forest management and also offer solutions on how to diversify and increase funding in the region. The SOREDI region is fortunate to have a strong higher education system, which can also be leveraged to increase innovation funding into the region and offer counseling to small businesses looking to secure US Small Business Innovation Research (SBIR) and US Small Business Technology Transfer (STTR) funding. FIGURE 2. SBIR/STTR AWARDS IN THE SOREDI REGION, 2009-2018 BY AGENCY SOURCE OR SPONSOR Department of Health and Human Services 2,739,628 185,858 2,925,486 Department of Defense 1,271,632 1,271,632 Air Force 298,026 298,026 Army 193,702 193,702 Navy 779,904 779,904 Department of Energy 299,884 299,884 National Science Foundation 149,972 149,972 Total Awards 4,461,116 185,858 4,646,974 Source: US Small Business Administration. ONE ROGUE VALLEY: CEDS PAGE 1 21 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. KEY FINDING 3: REMOTE WORKERS THE REGION HAS A HIGH PERCENTAGE OF REMOTE WORKERS Remote workers are highly mobile, which is both an opportunity and a challenge. Typically, the first time someone visits a region is as a tourist and increasingly in modern society, people are choosing where they live first (as opposed to going where the jobs are). Remote workers typically choose their homes based on quality of life and amenities, so it is no surprise that Southern Oregon's population of remote workers is nearly double the national average. By creating resources and engaging remote workers, the Rogue Valley will retain their workforce and also have a toolkit that can be used to attract talent to the region. FIGURE 3. WORKING AT HOME PERCENT OF WORKERS AGE 16 OR OLDER US Oregon SOREDI Jackson County Josephine County Source: US Census Bureau, American Community Survey. 10.0% ONE ROGUE VALLEY: CEDS PAGE 1 22 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. BENCHMARKS ASHEVILLE, NORTH CAROLINA CASE STUDY Asheville, North Carolina, occupies a unique place in the national dialogue. It has captured the imagination of Millennials and business leaders for its quality of life, regional amenities, and favorable business climate. The Asheville -Buncombe County Economic Development Coalition (EDC) leads the charge in growing the regional economy and the EDC's core activities are carried out through its business retention, expansion, and recruitment efforts. Asheville has a highly educated population, with over 37 percent of the population over the age of 25 having a 4-year degree or higher, which has helped fuel the growth in businesses over the past 10 years (2007-2017). During this time period (2007-2017), the Asheville metro population increased by over 10 percent, but the region isn't without its growing pains. Affordable housing is a concern for the region in addition to ensuring infrastructure keeps up with the pace of growth. Source: TIP Strategies research. 1W1_ e ONE ROGUE VALLEY: CEDS PAGE 1 23 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. DEMOGRAPHICS Metro area classification Population Population Population, net change Population, percent change Share of population age 20-34 Share of population age 65+ Civilian veteran share of population age 18+ Share of residents who were born out-of-state Most common shared ancestry of the local population EDUCATION AND INCOME Share of population currently enrolled in higher education Share of population age 25+ with a 4-year degree or more 4-yr institutions w/ engineering programs in (or near) the MSA Undergrad enrollment at 4-yr inst. w/ engineering programs in (or near) the MSA Graduation rate of 4-yr inst. w/ engineering programs in (or near) the MSA Median household income Distribution of total personal income (earnings / investments / SS* & gov't) Per capita personal income Per capita personal income, indexed (US = 100) Per capita personal income, indexed (US = 100) WORKFORCE Working -age population (age 16+) Labor force Estimated labor force participation rate Establishment employment Establishment employment Establishment employment, net change Establishment employment, percent change Average commuting time (minutes) Self-employment rate CSA* 2017 303,831 2007 280,898 2007-2017 22,933 2007-2017 8.2% 2017 17.2% 2017 22.5% 2017 10.5% 2017 62.3% 2017 German (19.8%) 2017 19.9% 2017 25.6% Oregon Institute of Technology 2018 (Klamath Falls) 2018 3,543 2018 46% 2017 $50,351 2017 51 % / 22% / 27% 2017 $42, 807 2007 78 2017 80 2017 2017 2017 2017 2007 2007-2017 2007-2017 2017 2017 248,840 135,560 54.5% 161,511 158,256 3,255 2.1 % 19 12.4% MSA* 456,145 411,842 44,303 10.8% 16.9% 21.7% 9.3% 49.0% English (15.5%) 25.1 % 37.1% none n/a n/a $50,015 53% / 24% / 23% $43,235 81 81 383,698 230,328 60.0% 271,972 246,173 25,799 10.5% 21 9.2% ONE ROGUE VALLEY: CEDS PAGE 1 24 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. INFRASTRUCTURE Interstate access in the metro area 2019 1-5 1-26, 1-40 Class 1 railroads in the metro area 2019 none Norfolk Southern Primary metropolitan area airport 2019 Rogue Valley International Asheville Regional FAA* airport code 2019 MFR AVL Number of runways 2019 1 1 Maximum runway length 2019 8,800 7,001 HEALTH AND WELL-BEING Civilian noninstitutionalized population w/o health insurance coverage 2017 7.5% 1 1.2% Households receiving food stamp/SNAP* benefits 2017 17.0% 8.3% Civilian noninstitutionalized population age 18-64 with a disability 2017 14.5% 12.4% Share of days out of the year when air quality is less than "good" 2018 31.0% 35.9% 37 (Medford) Walkability rated 0 (lowest) to 100 (highest) 2019 40 (Grants Pass) 36 (Asheville) 53 (Ashland) HOUSING MARKET Number of households 2017 126,194 190,004 Average number of persons per household 2017 2.37 2.35 Renters as a share of all occupied households 2017 35.9% 32.0% Vacancy rate for all housing units 2017 6.2% 16.9% Number of vacant units for seasonal, recreational, or occasional use 2017 2,535 18,207 Seasonal/recreational housing units as a share of all vacant units 2017 30.6% 47.1% Share of housing stock built 2000 or later 2017 20.7% 24.3% Median estimated existing home value 2017 $286,300 $220,900 Median listed asking home price per square foot 2018 $199 $186 Median age of inventory (in days) of listed homes 2018 66 (Medford) 92 76 (Grants Pass) Median homeowner costs for mortgaged units 2017 $1,435 $1,274 Median estimated contracted rent 2017 $942 $891 Median listed asking rent for multifamily units 2018 $1,198 $1,345 *CSA is combined statistical area. MSA is metropolitan statistical area. SS is Social Security. FAA is Federal Aviation Administration. SNAP is Supplemental Nutrition Assistance Program. Sources: US Office of Management and Budget; US Census Bureau, American Community Survey 2017 (1 -year), TABLES DP02, DP03, DP04, DP05, and B25004; US Bureau of Economic Analysis, Series MAINC4 and CAINC5N; Zillow; Google Maps; Association of American Railroads; US Federal Aviation Administration, Airport/Facility Directory las of 20 June 2019); US Environmental Protection Agency, Air Quality Index; US National Center for Education Statistics, Integrated Postsecondary Education Data System, College Scoreboard; Walkscore.com; TIP Strategies. ONE ROGUE VALLEY: CEDS PAGE 1 25 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. BELLINGHAM, WASHINGTON CASE STUDY Bellingham, Washington, is a thriving community located on the Puget Sound halfway between Vancouver, British Columbia, and Seattle, Washington. The community has certainly benefitted from Seattle's growth over the past decade and Bellingham saw its population increase by over 14 percent between 2007 and 2017. The Port of Bellingham has marine and air operations and provides critical connections to the region from domestic and international markets. Western Washington University has affected the high number of educated residents in the community —over 42 percent of the population over the age of 25 has a 4-year degree or higher. Cost of living and home prices remain a challenge for the community, largely resulting from the high costs in Vancouver and Seattle. Wages have not kept pace with rising housing costs and a high percentage of homes in the region are seasonal or recreational properties. The region also faces growth constraints due to state policy and geographic impediments being a coastal community. Source: TIP Strategies research. ONE ROGUE VALLEY: CEDS PAGE 1 26 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. DEMOGRAPHICS Metro area classification Population Population Population, net change Population, percent change Share of population age 20-34 Share of population age 65+ Civilian veteran share of population age 18+ Share of residents who were born out-of-state Most common shared ancestry of the local population EDUCATION AND INCOME Share of population currently enrolled in higher education Share of population age 25+ with a 4-year degree or more 4-yr institutions w/ engineering programs in (or near) the MSA Undergrad enrollment at 4-yr inst. w/ engineering programs in (or near) the MSA Graduation rate of 4-yr inst. w/ engineering programs in (or near) the MSA Median household income Distribution of total personal income (earnings / investments / SS & gov't) Per capita personal income Per capita personal income, indexed (US = 100) Per capita personal income, indexed (US = 100) WORKFORCE 2017 2007 2007-2017 2007-2017 2017 2017 2017 2017 2017 CSA 303,831 280,898 22,933 8.2% 17.2% 22.5% 10.5% 62.3% German (19.8%) 2017 19.9% 2017 25.6% Oregon Institute of Technology 2018 (Klamath Falls) 2018 3,543 2018 46% 2017 $50,351 2017 51 % / 22% / 27% 2017 $42, 807 2007 78 2017 80 MSA 221,404 192,837 28,567 14.8% 23.2% 17.0% 7.7% 48.6% English (11.5%) 42.9% 35.8% Western Washington University 14,876 69% $61,186 59% / 23% / 18% $46,028 84 86 Working -age population (age 16+) 2017 248,840 183,284 Labor force 2017 135,560 1 17,31 1 Estimated labor force participation rate 2017 54.5% 64.0% Establishment employment 2017 161,511 125,148 Establishment employment 2007 158,256 114,493 Establishment employment, net change 2007-2017 3,255 10,655 Establishment employment, percent change 2007-2017 2.1 % 9.3% Average commuting time (minutes) 2017 19 22 Self-employment rate 2017 12.4% 6.7% ONE ROGUE VALLEY: CEDS PAGE 1 27 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. INFRASTRUCTURE Interstate access in the metro area Class 1 railroads in the metro area Primary metropolitan area airport FAA airport code Number of runways Maximum runway length HEALTH AND WELL-BEING 2019 2019 2019 2019 2019 2019 Civilian noninstitutionalized population w/o health insurance coverage 2017 Households receiving food stamp/SNAP benefits 2017 Civilian noninstitutionalized population age 18-64 with a disability 2017 Share of days out of the year when air quality is less than "good" 2018 Walkability rated 0 (lowest) to 100 (highest) 2019 HOUSING MARKET 1-5 none Rogue Valley International MFR 1 8,800 7.5% 17.0% 14.5% 31.0% 37 (Medford) 40 (Grants Pass) 53 (Ashland) 1-5 BNSF Railway Company Bellingham International B LI 1 6,700 4.4% 12.4% 9.7% 31.8% 49 (Bellingham) Number of households 2017 126,194 88,636 Average number of persons per household 2017 2.37 2.44 Renters as a share of all occupied households 2017 35.9% 38.4% Vacancy rate for all housing units 2017 6.2% 8.3% Number of vacant units for seasonal, recreational, or occasional use 2017 2,535 5,067 Seasonal/recreational housing units as a share of all vacant units 2017 30.6% 63.4% Share of housing stock built 2000 or later 2017 20.7% 23.3% Median estimated existing home value 2017 $286,300 $355,500 Median listed asking home price per square foot 2018 $199 $243 Median age of inventory (in days) of listed homes 2018 66 (Medford) 66 76 (Grants Pass) Median homeowner costs for mortgaged units 2017 $1,435 $1,652 Median estimated contracted rent 2017 $942 $1,078 Median listed asking rent for multifamily units 2018 $1,198 $1,343 Sources: US Office of Management and Budget; US Census Bureau, American Community Survey 2017 (1-year), TABLES DP02, DP03, DP04, DP05, and B25004; US Bureau of Economic Analysis, Series MAINC4 and CAINC5N; Zillow; Google Maps; Association of American Railroads; US Federal Aviation Administration, Airport/Facility Directory (as of 20 June 2019); US Environmental Protection Agency, Air Quality Index; US National Center for Education Statistics, Integrated Postsecondary Education Data System, College Scoreboard; Walkscore.com; TIP Strategies. ONE ROGUE VALLEY: CEDS PAGE 1 28 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. BEND, OREGON CASE STUDY Bend, Oregon, has gone through an incredible transformation over the past decade —the region experienced over 22 percent population growth from 2007 to 2017. Furthermore, nearly 60 percent of the population was born outside of Oregon. Much of this growth is fueled by the high quality outdoor recreational in the region. From a world -class mountain biking scene to some of the best skiing in the Pacific Northwest, Bend is a mecca for outdoor enthusiasts. However, the region is not without its economic development challenges. The community lacks a major interstate and the closest airport, Redmond Municipal, is the smallest (by number of enplanements) of the four major airports in Oregon. It loses passengers to Portland International Airport. Bend is a magnet for entrepreneurs, and investment funding into the region has been steadily increasing over the past decade. The Bend Venture Conference has been a catalyst for driving investment in the region, and the program has been modeled as a best practice by communities throughout the country. Source: TIP Strategies research. ONE ROGUE VALLEY: CEDS PAGE 1 29 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. DEMOGRAPHICS Metro area classification Population Population Population, net change Population, percent change Share of population age 20-34 Share of population age 65+ Civilian veteran share of population age 18+ Share of residents who were born out-of-state Most common shared ancestry of the local population EDUCATION AND INCOME Share of population currently enrolled in higher education Share of population age 25+ with a 4-year degree or more 4-yr institutions w/ engineering programs in (or near) the MSA Undergrad enrollment at 4-yr inst. w/ engineering programs in (or near) the MSA Graduation rate of 4-yr inst. w/ engineering programs in (or near) the MSA Median household income Distribution of total personal income (earnings / investments / SS & gov't) Per capita personal income Per capita personal income, indexed (US = 100) Per capita personal income, indexed (US = 100) WORKFORCE Working -age population (age 16+) Labor force Estimated labor force participation rate Establishment employment Establishment employment Establishment employment, net change Establishment employment, percent change Average commuting time (minutes) Self-employment rate CSA MSA 2017 303,831 186,875 2007 280,898 152,633 2007-2017 22,933 34,242 2007-2017 8.2% 22.4% 2017 17.2% 17.0% 2017 22.5% 19.2% 2017 10.5% 9.2% 2017 62.3% 59.6% 2017 German (19.8%) German (21.6%) 2017 19.9% 18.6% 2017 25.6% 33.7% 2018 Oregon Institute of Technology Oregon State University (Klamath Falls) (Cascades campus) 2018 3,543 917 2018 46% n/a 2017 $50,351 $66,273 2017 51 % / 22% / 27% 58% / 24% / 18% 2017 $42, 807 $50,955 2007 78 89 2017 80 95 2017 248,840 152,493 2017 135,560 96,722 2017 54.5% 63.4% 2017 161,511 118,159 2007 158,256 102,267 2007-2017 3,255 15,892 2007-2017 2.1 % 15.5% 2017 19 20 2017 12.4% 9.3% ONE ROGUE VALLEY: CEDS PAGE 1 30 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. INFRASTRUCTURE Interstate access in the metro area 2019 1-5 none Class 1 railroads in the metro area 2019 none BNSF Railway Company Primary metropolitan area airport 2019 Rogue Valley International Redmond Municipal FAA airport code 2019 MFR RDM Number of runways 2019 1 1 Maximum runway length 2019 8,800 5,200 HEALTH AND WELL-BEING Civilian noninstitutionalized population w/o health insurance coverage 2017 7.5% 7.0% Households receiving food stamp/SNAP benefits 2017 17.0% 1 1.5% Civilian noninstitutionalized population age 18-64 with a disability 2017 14.5% 10.0% Share of days out of the year when air quality is less than "good" 2018 31.0% 17.7% 37 (Medford) Walkability rated 0 (lowest) to 100 (highest) 2019 40 (Grants Pass) 33 (Bend) 53 (Ashland) HOUSING MARKET Number of households 2017 126,194 74,498 Average number of persons per household 2017 2.37 2.49 Renters as a share of all occupied households 2017 35.9% 34.8% Vacancy rate for all housing units 2017 6.2% 16.3% Number of vacant units for seasonal, recreational, or occasional use 2017 2,535 9,908 Seasonal/recreational housing units as a share of all vacant units 2017 30.6% 68.3% Share of housing stock built 2000 or later 2017 20.7% 36.7% Median estimated existing home value 2017 $286,300 $368,600 Median listed asking home price per square foot 2018 $199 $227 Median age of inventory (in days) of listed homes 2018 66 (Medford) n/a 76 (Grants Pass) Median homeowner costs for mortgaged units 2017 $1,435 $1,655 Median estimated contracted rent 2017 $942 $1,176 Median listed asking rent for multifamily units 2018 $1,198 $1,308 Sources: US Office of Management and Budget; US Census Bureau, American Community Survey 2017 (1-year), TABLES DP02, DP03, DP04, DP05, and B25004; US Bureau of Economic Analysis, Series MAINC4 and CAINC5N; Zillow; Google Maps; Association of American Railroads; US Federal Aviation Administration, Airport/Facility Directory (as of 20 June 2019); US Environmental Protection Agency, Air Quality Index; US National Center for Education Statistics, Integrated Postsecondary Education Data System, College Scoreboard; Walkscore.com; TIP Strategies. ONE ROGUE VALLEY: CEDS PAGE 1 31 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FORT COLLINS, COLORADO CASE STUDY Fort Collins, Colorado, is a growing Denver suburb boasting outdoor recreation, sunny weather, and quality -of -life amenities. The population has nearly doubled in the past 30 years and is projected to keep growing. Known as Colorado's "Craft Beer Capital," Fort Collins has leveraged the region's beer and food culture to attract Millennial workers from Denver and throughout the United States. In 2011, Fort Collins created the first zero -energy district in the United States, which came about through a partnership among Fort Collins utilities and a number of public private partners, including Colorado State University and New Belgium Brewing Company. The US Department of Energy contributed $6.3 million in programmatic funding and local partners contributed an additional $5.1 million to launch the pilot project. Although the program formally ended in 2017, the region became known as an innovative leader in clean technology and can point to a number of transformative technologies as a result of the project. Today, Fort Collins remains a top metro in measures of innovation and is known for its tech talent. Source: TIP Strategies research. ONE ROGUE VALLEY: CEDS PAGE 1 32 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. DEMOGRAPHICS Metro area classification Population Population Population, net change Population, percent change Share of population age 20-34 Share of population age 65+ Civilian veteran share of population age 18+ Share of residents who were born out-of-state Most common shared ancestry of the local population EDUCATION AND INCOME Share of population currently enrolled in higher education Share of population age 25+ with a 4-year degree or more 4-yr institutions w/ engineering programs in (or near) the MSA Undergrad enrollment at 4-yr inst. w/ engineering programs in (or near) the MSA Graduation rate of 4-yr inst. w/ engineering programs in (or near) the MSA Median household income Distribution of total personal income (earnings / investments / SS & gov't) Per capita personal income Per capita personal income, indexed (US = 100) Per capita personal income, indexed (US = 100) WORKFORCE Working -age population (age 16+) Labor force Estimated labor force participation rate Establishment employment Establishment employment Establishment employment, net change Establishment employment, percent change Average commuting time (minutes) Self-employment rate 2017 2007 2007-2017 2007-2017 2017 2017 2017 2017 2017 CSA 303,831 280,898 22,933 8.2% 17.2% 22.5% 10.5% 62.3% German (19.8%) MSA 343,976 286,112 57,864 20.2% 25.1 % 15.1% 7.9% 60.5% German (26.0%) 2017 19.9% 41.8% 2017 25.6% 47.9% 2018 Oregon Institute of Technology Colorado State University (Klamath Falls) 2018 3,543 23,804 2018 46% 68% 2017 $50,351 $69,102 2017 51 % / 22% / 27% 63% / 24% / 13% 2017 $42,807 $50,539 2007 78 91 2017 80 94 2017 248,840 283,590 2017 135,560 187,783 2017 54.5% 66.2% 2017 161,511 232,282 2007 158,256 190,983 2007-2017 3,255 41,299 2007-2017 2.1 % 21.6% 2017 19 25 2017 12.4% 6.1 % ONE ROGUE VALLEY: CEDS PAGE 1 33 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. INFRASTRUCTURE Interstate access in the metro area 2019 1-5 1-25 Class 1 railroads in the metro area 2019 none BNSF, Union Pacific Primary metropolitan area airport 2019 Rogue Valley International Northern Colorado Regional FAA airport code 2019 MFR FNL Number of runways 2019 1 2 Maximum runway length 2019 8,800 8,500 HEALTH AND WELL-BEING Civilian noninstitutionalized population w/o health insurance coverage 2017 7.5% 6.3% Households receiving food stamp/SNAP benefits 2017 17.0% 6.1 % Civilian noninstitutionalized population age 1 8-64 with a disability 2017 14.5% 8.5% Share of days out of the year when air quality is less than "good" 2018 31.0% 44.9% 37 (Medford) Walkability rated 0 (lowest) to 100 (highest) 2019 40 (Grants Pass) 36 (Fort Collins) 53 (Ashland) HOUSING MARKET Number of households 2017 126,194 134,709 Average number of persons per household 2017 2.37 2.48 Renters as a share of all occupied households 2017 35.9% 33.4% Vacancy rate for all housing units 2017 6.2% 9.3% Number of vacant units for seasonal, recreational, or occasional use 2017 2,535 7,460 Seasonal/recreational housing units as a share of all vacant units 2017 30.6% 53.9% Share of housing stock built 2000 or later 2017 20.7% 28.4% Median estimated existing home value 2017 $286,300 $359,800 Median listed asking home price per square foot 2018 $199 $236 Median age of inventory (in days) of listed homes 2018 66 (Medford) 53 76 (Grants Pass) Median homeowner costs for mortgaged units 2017 $1,435 $1,673 Median estimated contracted rent 2017 $942 $1,233 Median listed asking rent for multifamily units 2018 $1,198 $1,353 Sources: US Office of Management and Budget; US Census Bureau, American Community Survey 2017 (1-year), TABLES DP02, DP03, DP04, DP05, and B25004; US Bureau of Economic Analysis, Series MAINC4 and CAINC5N; Zillow; Google Maps; Association of American Railroads; US Federal Aviation Administration, Airport/Facility Directory (as of 20 June 2019); US Environmental Protection Agency, Air Quality Index; US National Center for Education Statistics, Integrated Postsecondary Education Data System, College Scoreboard; Walkscore.com; TIP Strategies. ONE ROGUE VALLEY: CEDS PAGE 1 34 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. RENO, NEVADA CASE STUDY The foundation for the Reno, Nevada, recent economic boom was laid in the late 1990s, when investors snapped up more than 100,000 acres of ranch land outside Reno in Storey County with access to 1-80, the Union Pacific railroad, and local power generation. The investors also struck a deal with the county that paved the way for preapproved developments and a permitting process that can be completed in a matter of days. The Tahoe Reno Industrial Center was born, and in the 20 years since, tenants have poured in from Silicon Valley and beyond. The park's tenants now include factories (Testa), data centers (Google, Switch), and logistics facilities (Walmart). The region has seen a population increase of over 12 percent from 2007 to 2017, and the region has a strong labor force participation rate, estimated at just over 66 percent. Reno also benefits from a growing tourism economy, which ranges from outdoor recreation to nightlife and gaming. Source: TIP Strategies research. ONE ROGUE VALLEY: CEDS PAGE 1 35 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. DEMOGRAPHICS Metro area classification Population Population Population, net change Population, percent change Share of population age 20-34 Share of population age 65+ Civilian veteran share of population age 18+ Share of residents who were born out-of-state Most common shared ancestry of the local population EDUCATION AND INCOME Share of population currently enrolled in higher education Share of population age 25+ with a 4-year degree or more 4-yr institutions w/ engineering programs in (or near) the MSA Undergrad enrollment at 4-yr inst. w/ engineering programs in (or near) the MSA Graduation rate of 4-yr inst. w/ engineering programs in (or near) the MSA Median household income Distribution of total personal income (earnings / investments / SS & gov't) Per capita personal income Per capita personal income, indexed (US = 100) Per capita personal income, indexed (US = 100) WORKFORCE Working -age population (age 16+) Labor force Estimated labor force participation rate Establishment employment Establishment employment Establishment employment, net change Establishment employment, percent change Average commuting time (minutes) Self-employment rate CSA MSA 2017 303,831 464,593 2007 280,898 412,724 2007-2017 22,933 51,869 2007-2017 8.2% 12.6% 2017 17.2% 21.4% 2017 22.5% 16.1 % 2017 10.5% 9.0% 2017 62.3% 67.7% 2017 German (19.8%) Mexican (19.1 %) 2017 19.9% 29.6% 2017 25.6% 31.0% Oregon Institute of Technology 2018 (Klamath Falls) University of Nevada, Reno 2018 3,543 17,930 2018 46% 55% 2017 $50,351 $61,360 2017 51 % / 22% / 27% 57% / 29% / 14% 2017 $42, 807 $55,460 2007 78 109 2017 80 103 2017 248,840 375,275 2017 135,560 249,593 2017 54.5% 66.5% 2017 161,511 302,609 2007 158,256 286,859 2007-2017 3,255 15,750 2007-2017 2.1 % 5.5% 2017 19 23 2017 12.4% 5.2% ONE ROGUE VALLEY: CEDS PAGE 1 36 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. INFRASTRUCTURE Interstate access in the metro area 2019 1-5 1-80 Class 1 railroads in the metro area 2019 none Union Pacific Primary metropolitan area airport 2019 Rogue Valley International Reno -Tahoe International FAA airport code 2019 MFR RNO Number of runways 2019 1 3 Maximum runway length 2019 8,800 11,002 HEALTH AND WELL-BEING Civilian noninstitutionalized population w/o health insurance coverage 2017 7.5% 9.9% Households receiving food stamp/SNAP benefits 2017 17.0% 10.1 % Civilian noninstitutionalized population age 18-64 with a disability 2017 14.5% 9.2% Share of days out of the year when air quality is less than "good" 2018 31.0% 41.6% 37 (Medford) Walkability rated 0 (lowest) to 100 (highest) 2019 40 (Grants Pass) 38 (Reno) 53 (Ashland) HOUSING MARKET Number of households 2017 126,194 162,846 Average number of persons per household 2017 2.37 2.51 Renters as a share of all occupied households 2017 35.9% 41.6% Vacancy rate for all housing units 2017 6.2% 8.2% Number of vacant units for seasonal, recreational, or occasional use 2017 2,535 4,449 Seasonal/recreational housing units as a share of all vacant units 2017 30.6% 27.3% Share of housing stock built 2000 or later 2017 20.7% 26.2% Median estimated existing home value 2017 $286,300 $329,200 Median listed asking home price per square foot 2018 $199 $222 Median age of inventory (in days) of listed homes 2018 66 (Medford) 52 76 (Grants Pass) Median homeowner costs for mortgaged units 2017 $1,435 $1,526 Median estimated contracted rent 2017 $942 $974 Median listed asking rent for multifamily units 2018 $1,198 $1,269 Sources: US Office of Management and Budget; US Census Bureau, American Community Survey 2017 (1-year), TABLES DP02, DP03, DP04, DP05, and B25004; US Bureau of Economic Analysis, Series MAINC4 and CAINC5N; Zillow; Google Maps; Association of American Railroads; US Federal Aviation Administration, Airport/Facility Directory (as of 20 June 2019); US Environmental Protection Agency, Air Quality Index; US National Center for Education Statistics, Integrated Postsecondary Education Data System, College Scoreboard; Walkscore.com; TIP Strategies. ONE ROGUE VALLEY: CEDS PAGE 1 37 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. TWIN FALLS, IDAHO CASE STUDY Twin Falls, Idaho, is a small, but growing, community in South Central Idaho, located on 1-84 between Boise and Idaho Falls. Historically known for its agriculture, the region has done a phenomenal job of focusing on growing the entire agribusiness ecosystem, from food production to processing to research and development (RED). Major brands such as Clif Bar and Chobani yogurt are significant employers in the region and Twin Falls' strategic location supports getting food products to market. The region has been noted for its business - friendly policies, including a streamlined permitting process that is predictable and efficient. In addition to a growing business economy, the region has prioritized workforce development and talent attraction initiatives to support the business community. The College of Southern Idaho has a robust internship program and collaborates with the US Small Business Development Center (SBDC) and workforce partners in the region to coordinate on-the-job and incumbent worker training. Source: TIP Strategies research. _4 0 ONE ROGUE VALLEY: CEDS PAGE 1 38 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. DEMOGRAPHICS Metro area classification Population Population Population, net change Population, percent change Share of population age 20-34 Share of population age 65+ Civilian veteran share of population age 18+ Share of residents who were born out-of-state Most common shared ancestry of the local population EDUCATION AND INCOME Share of population currently enrolled in higher education Share of population age 25+ with a 4-year degree or more 4-yr institutions w/ engineering programs in (or near) the MSA Undergrad enrollment at 4-yr inst. w/ engineering programs in (or near) the MSA Graduation rate of 4-yr inst. w/ engineering programs in (or near) the MSA Median household income Distribution of total personal income (earnings / investments / SS & gov't) Per capita personal income Per capita personal income, indexed (US = 100) Per capita personal income, indexed (US = 100) WORKFORCE CSA Micro Area 2017 303,831 108,751 2007 280,898 94,310 2007-2017 22,933 14,441 2007-2017 8.2% 15.3% 2017 17.2% 18.9% 2017 22.5% 14.1 % 2017 10.5% 9.5% 2017 62.3% 47.3% 2017 German (19.8%) Mexican (19.2%) 2017 19.9% 15.4% 2017 25.6% 18.8% Oregon Institute of Technology 2018 (Klamath Falls) none 2018 3,543 n/a 2018 46% n/a 2017 $50,351 $51,460 2017 51 % / 22% / 27% 63% / 18% / 19% 2017 $42,807 $38,288 2007 78 71 2017 80 71 Working -age population (age 16+) 2017 248,840 81,642 Labor force 2017 135,560 53,626 Estimated labor force participation rate 2017 54.5% 65.7% Establishment employment 2017 161,511 63,997 Establishment employment 2007 158,256 57,877 Establishment employment, net change 2007-2017 3,255 6,120 Establishment employment, percent change 2007-2017 2.1 % 10.6% Average commuting time (minutes) 2017 19 17 Self-employment rate 2017 12.4% 6.3% ONE ROGUE VALLEY: CEDS PAGE 1 39 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. INFRASTRUCTURE Interstate access in the metro area Class 1 railroads in the metro area Primary metropolitan area airport FAA airport code Number of runways Maximum runway length HEALTH AND WELL-BEING r tt • Civilian noninstitutionalized population w/o health insurance coverage 2017 Households receiving food stamp/SNAP benefits 2017 Civilian noninstitutionalized population age 18-64 with a disability 2017 Share of days out of the year when air quality is less than "good" 2018 Walkability rated 0 (lowest) to 100 (highest) 2019 HOUSING MARKET 1-5 none Rogue Valley International MFR 1 8,800 7.5% 17.0% 14.5% 31.0% 37 (Medford) 40 (Grants Pass) 53 (Ashland) 1-84 none Joslin Field/ Magic Valley Regional TWF 2 8,703 16.1% 8.6% 13.3% 12.6% 37 (Twin Falls) Number of households 2017 126,194 38,764 Average number of persons per household 2017 2.37 2.82 Renters as a share of all occupied households 2017 35.9% 28.7% Vacancy rate for all housing units 2017 6.2% 7.5% Number of vacant units for seasonal, recreational, or occasional use 2017 2,535 n/a Seasonal/recreational housing units as a share of all vacant units 2017 30.6% n/a Share of housing stock built 2000 or later 2017 20.7% 22.0% Median estimated existing home value 2017 $286,300 $163,400 Median listed asking home price per square foot 2018 $199 $127 Median age of inventory (in days) of listed homes 2018 66 (Medford) 65 76 (Grants Pass) Median homeowner costs for mortgaged units 2017 $1,435 $1,102 Median estimated contracted rent 2017 $942 $759 Median listed asking rent for multifamily units 2018 $1,198 $885 Sources: US Office of Management and Budget; US Census Bureau, American Community Survey 2017 (1-year), TABLES DP02, DP03, DP04, DP05, and B25004; US Bureau of Economic Analysis, Series MAINC4 and CAINC5N; Zillow; Google Maps; Association of American Railroads; US Federal Aviation Administration, Airport/Facility Directory (as of 20 June 2019); US Environmental Protection Agency, Air Quality Index; US National Center for Education Statistics, Integrated Postsecondary Education Data System, College Scoreboard; Walkscore.com; TIP Strategies. ONE ROGUE VALLEY: CEDS PAGE 1 40 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. ASSESSMENT DATA BACKGROUND FIGURE 4. SWOT ANALYSIS • Diversified industries throughout the region • Rogue Valley International -Medford Airport • Exceptional healthcare providers • History of economic development success • Higher education institutions • Philanthropic community • Engaged business community • Strong work ethic • Tourism and recreational amenities • Arts and culture festivals and venues • Developing innovation ecosystem • Entrepreneurship community • Strengthen clusters and supply chains • Collaboration among higher ed and private sector • Tourism and experiential environment • Logistics corridor (1-5) • Large greenfield site for employment center • Talent retainment and attraction • Career and technical programs not matching industry needs • High percentage of disengaged youth (not in school/work) • Segment of the population resistant to change • Lack of a common brand for the region • Marketing for the region • Access to capital, especially for startups • Workforce development, especially in rural areas • Forest fires/smoke • Infrastructure keeping pace with growth • Changing agricultural industry • Affordable workforce housing • Limited real estate opportunities w/absentee land/building owners • Environmental impacts (earthquakes, landslides, snowpack) • Regulatory environment, including land use ONE ROGUE VALLEY: CEDS PAGE 1 41 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. DEMOGRAPHICS FIGURE 5. SOREDI REGION POPULATION HISTORY AND PROJECTION 500,000 History --- Projection 45 0, 000 400,000 i 350,000 i 300,000 25 0, 000 200,000 150,000 100,000 50,000 FIGURE 6. SOREDI REGION COMPONENTS OF POPULATION CHANGE ■ Immigration Domestic migration Natural increase (births minus deaths) 5,000 4,000 3,000 2,000 1,000 0 0 -1 ,000 00000000000000000 O_ r N ch O (\ co O N ch V Ln'o N ao O, 0 3 N co V V) 10 2� O o'o�o�o�o1o�0 0 0 O O O ON O O O O O O O O N N N N N N N N N N N N N N N N FIGURE 7. MEDIAN AGE US Oregon SOREDI Jackson County Josephine County 47.7 Sources: (Figure 5) US Census Bureau; Portland State University, Population Research Center; (Figure 6) US Census Bureau, Population Estimates Program; (Figure 7) US Census Bureau, American Community Survey. Notes: (Figure 5) Decennial census 1900-2010; intercensal estimates 201 1-2018; projection trend series 2018-2068. (Figure 6) The components for 2010 are estimated based on a 12-month projection of the second quarter (the period between the census and the mid -year estimate) that has not been seasonally adjusted. Total population change includes a residual —a change in population that cannot be attributed to any specific demographic component --which is not shown here. As a result, the sum of the components of change might not equal net population change. (Figure 7) 1-year average for 2017. ONE ROGUE VALLEY: CEDS PAGE 1 42 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE S. POPULATION DIVERSITY ■White ■Hispanic/Latino US Oregon SOREDI Jackson County Josephine County FIGURE 9. SCHOOL ENROLLMENT AS A PERCENT OF POPULATION AGE 3+ ■ Nursery/kindergarten ■ Elementary US �II� Oregon SOREDI Jackson County Josephine County FIGURE 10. MEDIAN HOUSEHOLD INCOME US ■ Black Asian Other 4% 5% 5% 5% 5% ■ High school College or grad school $60,336 Oregon $60, 212 SOREDI $50,351 Jackson County $51,409 Josephine County $44,426 Source: (figures this page) US Census Bureau, American Community Survey. Notes: (figures this page) 1-year average for 2017; (Figure 8) Hispanics might be of any race. All other racial categories represent non - Hispanics. ONE ROGUE VALLEY: CEDS PAGE 1 43 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 11. VETERAN STATUS PERCENT OF CIVILIAN POPULATION AGE 18 OR HIGHER 0 r\ v EsC D o W C a, 0 O U C aD o c N V a_ a N o FIGURE 12. OVERVIEW OF THE VETERAN POPULATION IN THE SOREDI REGION, 2017 Adult Veteran Population Veteran Population (Age 18+) Share (%) Total 25,274 241,493 10.5% Male 23,470 115,734 20.3% Female 1,804 125,759 1.4% AGE 18-34 1,176 57,863 2.0% 35-54 3,653 69,656 5.2% 55-64 4,259 45,490 9.4% 65-74 ....... _... 9,142 40,991 22.3% 75+ ...... _._ . 7,044 _.._ 27,493 25.6% WAR SERVICE Gulf War (2001) 2,793 - - Gulf War (1990) ........... 3,694 -- --- - - Vietnam War ...-_.. 11,656 - ...- -- - .. .. Korean War ............ .. 3,155 - ---- - -._ ......... World War II _ ............ 963 - ---- - _._..... EDUCATION ......... -_..... . Not a high school graduate 1,081 19,332 5.6% High school or GED 6,931 59,792 1 1.6% _.. Some college, <4 years ..... 9,632 - - -- 83,311 -------- 1 1.6% Bachelor's degree or higher 7,195 55,868 12.9% MEDIAN INDIVIDUAL INCOME Total $38,870 $26,350 147.5% Male $39,179 - - Female $33,608 - __ ___ - IN THE LABOR FORCE BUT CURRENTLY UNEMPLOYED BY AGE 18-34 35 - - ......... 35-54 -.... 123 _. - .. ...-...... - - _ 55-64 89 - ...... - NOT IN LABOR FORCE BY AGE .. 18-34 323 - - 35-54 _.___..............__..____- 1,153 - - 55-64 1768 -. -------- _ __...- - DISABLED BY AGE 18-34 _ ____..... ..._ 560 ...._. - - - ........."- _......__._... _..._._. __.._.. - _ 35-54 _ _ ..__ 926 ..... . _._...... - - _......... 55-64 _..._..._.... 1,208 ....'.......... .. .. 65-74 ....__ 5,970 __ .._.__....-.._.-.. - ...... __.... . - _......_. - Source: (figures this page) US Census Bureau, American Community Survey. Notes: (Figure 1 1) 1-year average for 2017. (Figure 12) 1-year average for 2017, based on calculations from Tables B21001, B21003, B21004, B21005, and B21007. Active service totals might not add; not all veterans were in service during war years, and some with career military service served in multiple wars. Smaller sample sizes tend to have higher margins of error, so data should be interpreted with caution. ONE ROGUE VALLEY: CEDS PAGE 1 44 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. HOUSING FIGURE 13. MEDIAN MONTHLY RENT RENTER -OCCUPIED UNITS US Oregon SOREN Jackson County Josephine County FIGURE 14. MEDIAN HOME VALUE OWNER -OCCUPIED UNITS US Oregon SOREDI Jackson County t12 $1,079 $319, 200 ce :S4161 Josephine County $278,000 FIGURE 15. HOUSING AFFORDABILITY INDEX RATIO OF MEDIAN HOME VALUE TO MEDIAN HOUSEHOLD INCOME* MORE AFFORDABLE LESS AFFORDABLE US Oregon SOREN Jackson County Josephine County *Can also be interpreted as the number of years of household income needed to buy a median -priced home. Source: (figures this page) US Census Bureau, American Community Survey. Note: (figures this page) 1-year average for 2017. r,1 ONE ROGUE VALLEY: CEDS PAGE 1 45 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. MOBILITY AND CONNECTIVITY FIGURE 16. WORKING AT HOME PERCENT OF WORKERS AGE 16 OR OLDER US Oregon SOREDI Jackson County Josephine County FIGURE 17. AVERAGE TRAVEL TIME TO WORK IN MINUTES US Oregon SOREDI Jackson County Josephine County FIGURE 18. COMMUTER INFLOW/OUTFLOW FOR THE SOREDI REGION, 2015 FLOW OF WORKERS TO/FROM THE AREA Commute to jobs in the SOREDI region from outside. Of the 105,764 workers who ' held jobs in the SOREDI region in 2015, 14 percent lived outside the area. 10.0% 27 Of the 108,978 residents employed in 2015, 16 percent commuted to jobs outside the area. Live in the SOREDI region and commute to jobs outside. Sources: (Figure 16, Figure 17) US Census Bureau, American Community Survey; (Figure 18) US Census Bureau, Local Employment Dynamics. Notes: (Figure 16, Figure 17) 1-year average for 2017. (Figure 18) Overlay arrows are for illustrative purposes and do not indicate directionality of worker flow between home and employment locations. ONE ROGUE VALLEY; CEDS PAGE 1 46 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 19. COMMUTING FLOWS, 2002-2015 120,000 a 80,000 k 60,000 } E 40,000 E v 20,000 0 0 5 20,000 Z -40,000 CV Cl) •C h 10 N CEO o, O N M V O O O O O O O O O O O O O O O O O O O O O O CV CV CV CV CN CN CN N CV N N N " CN ■INBOUND (Commute into the SOREN region from outside.) ir LIVE & WORK (Live & work within the SOREDI region.) ■ OUTBOUND (Commute from the SOREDI region to jobs outside.) FIGURE 20. NET COMMUTING FLOWS BY NAICS* INDUSTRY SECTOR Net flows = inbound - outbound flows Information & media Accommodation & food services Manufacturing Utilities Property sales & leasing Regional & corporate operations Arts, entertainment, & recreation Oil, gas, & mining Personal & other services Education Finance & insurance Healthcare Retail trade Construction Professional services Transportation & warehousing Wholesale trade Agriculture Government Administrative services 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 -25 +14 -20 -2 +157 +175 +191 +114 +151 +62 +77 -156 -178 -82 -30 +146 +243 +228 +175 +311 +239 +30 -289 -282 -227 -225 -139 -86 -165 -51 +13 -143 -10 -12 -37 -21 -33 +55 +20 -9 -5 -8 -12 -19 -63 -21 -66 -89 -3 -13 -3 -17 -13 -55 -21 +19 +1 -56 +4 +17 +46 +49 +52 +75 -44 -27 +11 -19 -42 +3 +45 +10 +37 +8 +65 -27 -33 +10 +16 +23 +18 +20 -4 -9 -30 -4 -31 -35 -9 -37 -75 -142 -14 +12 -52 -6 +27 +1 -58 -236 -205 -273 -285 -143 -141 -167 -147 -149 -200 -128 -28 -25 +6 -3 +143 +75 +49 -63 +79 +23 -134 +95 +243 +136 +308 +545 +495 +341 +227 +457 +154 -203 +201 -21 +452 +555 ®_ +658 +658 +944 +768 -212 -22 +19 +23 -163 -98 -103 -102 -110 -31 -281 -244 -167 -117 -235 -144 -154 -204 -91 -76 -144 -319 -252 -282 -351 -326 385 -121 -51 -118 -172 -117 -268 -255 -165 -277 -279 -251 -258 -106 -95 -219 -87 -175 -317 -187 -203 -126 -172 -55 -278 -116 -223 -187 -309 -328 -253 -268 -274 -232 •221 -314 348 -324 -227 -155 -273 -244 -70 -147 -198 -225 ` -184 319_ *NAICS is North American Industry Classification System, used for classifying businesses. Source: (figures this page) US Census Bureau, Local Employment Dynamics. ONE ROGUE VALLEY: CEDS PAGE 1 47 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 21. LEADING NET FLOWS OF COMMUTERS BY COUNTY Net flows = inbound - outbound flows 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Josephine County, OR ___-__-_+1,121 Douglas County, OR -202 +112 +108 +793 +672 +438 +509 +515 +620 +413 Klamath County, OR +6 +85 +293 +37 +129 +354 +448 +368 +415 +392 Coos County, OR +241 +416 +457 +487 +561 +534 +409 +462 +358 +356 Malheur County, OR +163 +248 +240 +203 +205 +195 +208 +204 +206 +21 1 Siskiyou County, CA +14 -157 -131 +266 +236 +184 +209 +155 +265 +182 Lassen County, CA +2 +1 +80 +108 +114 +121 +127 +142 +153 Curry County, OR -2 -230 -161 +126 +214 +209 +195 +233 +284 +137 Clark County, WA +162 +199 +205 +214 +103 +69 +124 +11 1 +109 Del Norte County, CA -90 -102 -96 +32 +57 +109 +97 +1 12 +151 +97 Humboldt County, CA -49 -61 -48 -36 -48 -21 +25 +10 +7 -53 Yakima County, WA -21 -4 +0 -38 34 -33 -56 -61 -83 Linn County, OR +245 +288 +267 +281 +102 -93 -145 -137 -18 -102 Lincoln County, OR +105 +92 +1 +87 +13 -180 -66 -152 Clackamas County, OR -691 -873 -771 -760 -755 -289 -329 -187 -595 -606 Washington County, OR -803 -711 -844 -752 -425 -352 -460 -215 -424 -766 Marion County, OR -313 -274 -280 -103 -142 -346 -452 -244 -660 -799 Jackson County, OR ---__-u -1,121 Lane County, OR -509 -984 -619 -726 -782 Multnomah County, OR -1,159 -1,026 -1,013 -829 -811 -729 -1,135 -782 Source: US Census Bureau, Local Employment Dynamics ONE ROGUE VALLEY: CEDS PAGE 1 48 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. EMPLOYMENT AND SECTOR DYNAMICS FIGURE 22. EDUCATIONAL ATTAINMENT ■ < High School ■ High School or GED ■ Some College US Oregon SOREN Jackson County Josephine County FIGURE 23. SOREDI REGION EMPLOYMENT 140,000 135,000 130,000 125,000 120,000 115,000 110,000 105,000 Bachelor's or Higher FIGURE 24. COMPARATIVE ANNUAL JOB GROWTH (PERCENT) 6% —SOREDI Region SUS 100,000 -8% 04M"ILO10 N 00a,ONM�� Ol�ao N M V LO 10 N N 0-O N M V �_ O o0 0 0 0 0 0 0 0 0 0 O O O O O O O O 000000000 O �000000 OOOOO 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00 N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N Sources: (Figure 22) US Census Bureau, American Community Survey, (Figure 23, Figure 24) Emsi 2019.3—QCEW Employees, Non-QCEW Employees, and Self -Employed. Note: (Figure 22) 1-year average for 2017. ONE ROGUE VALLEY: CEDS PAGE 1 49 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 25. SOREDI REGION EMPLOYMENT BY SECTOR, 2018 Healthcare Retail trade Accommodation & food services Manufacturing Education Construction Personal & other services Administrative services Professional services Agriculture Local government Transportation & warehousing Finance & insurance Wholesale trade Arts, entertainment, & recreation Property sales & leasing Information & media Federal government (civilian) Regional & corporate operations State government Federal government (military) Utilities Oil, gas, & mining 24,614 Source: Emsi 2019.3—QCEW Employees, Non-QCEW Employees, and Self -Employed. Note: Public sector employment in education (e.g., public schools, colleges, and universities), healthcare, and the US Postal Service are included with applicable private sector industry totals rather than government. ONE ROGUE VALLEY: CEDS PAGE 1 50 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 26. UNEMPLOYMENT RATE (PERCENT) 16% 14% 12% 10% 8% 6% 4% 2% 0% —SOREDI Region SUS O fV M V Ln 10 N M U O 3 N cn V h 10 N M 01 O_ � c! r) rj � �2 , aO 01 O 0- 0, 0- 0` 0, 0, 0- 0, O O O O O O O O O O Q 0- Q O O 0 U U O O ID O O O O O O O O O O O O O O O O O N N N N N N N 04 N 04 04 04 N N N N N N N Source: US Bureau of Labor Statistics. ONE ROGUE VALLEY: CEDS PAGE 1 51 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 27. EMPLOYMENT DISTRIBUTION ACROSS SECTORS, 2018 SOREDI REGION VS. US US ■ SOREDI Region 0% 5% 10% 15 % 20% Healthcare Retail trade Accommodation & food services Manufacturing Education Construction Personal & other services Administrative services Professional services — Agriculture Local government Transportation & warehousing Finance & insurance Wholesale trade Arts, entertainment, & recreation Property sales & leasing Information & media Federal government (civilian) Regional & corporate operations State government Federal government (military) ■ Utilities Oil, gas, & mining I Source: Emsi 2019.3—QCEW Employees, Non-QCEW Employees, and Self -Employed. Note: Public sector employment in education (e.g., public schools, colleges, and universities), healthcare, and the US Postal Service are included with applicable private sector industry totals rather than government. ONE ROGUE VALLEY: CEDS PAGE 1 52 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 28. SOREDI REGION 10-YEAR NET JOB GROWTH BY SECTOR, 2008-2018 Healthcare Accommodation & food services Manufacturing Personal & other services Retail trade Agriculture Professional services Administrative services Transportation & warehousing Local government Property sales & leasing Arts, entertainment, & recreation Federal government (civilian) Utilities Oil, gas, & mining Federal government (military) Finance & insurance -3 Regional & corporate operations -3 Wholesale trade -4� Education -4f Information & media -4E Construction -731 State government -873 6,622 Source: Emsi 2019.3—QCEW Employees, Non-QCEW Employees, and Self -Employed. Note: Public sector employment in education (e.g., public schools, colleges, and universities), healthcare, and the US Postal Service are included with applicable private sector industry totals rather than government. ONE ROGUE VALLEY: CEDS PAGE 1 53 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 29. SOREDI REGION PROJECTED 5-YEAR NET JOB GROWTH BY SECTOR, 2018-2023 ■ 2018 Projected Net Change 2018-2023 -5,000 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 Healthcare Retail trade Accommodation & food services Manufacturing Education Construction Personal & other services Administrative services Professional services Agriculture Local government Transportation & warehousing Finance & insurance Wholesale trade Arts, entertainment, & recreation Property sales & leasing Information & media Federal government (civilian) Regional & corporate operations State government Federal government (military) Utilities Oil, gas, & mining Source: Emsi 2019.3—QCEW Employees, Non-QCEW Employees, and Self -Employed. Note: Public sector employment in education (e.g., public schools, colleges, and universities), healthcare, and the US Postal Service are included with applicable private sector industry totals rather than government. ONE ROGUE VALLEY: CEDS PAGE 1 54 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 30. SOREDI REGION HISTORICAL SECTOR CONCENTRATION AS SHOWN BY LOCATION QUOTIENTS (LQS) LOCATION QUOTIENTS: BELOW AVG-��; +ABOVE AVG Agriculture Healthcare Accommodation & food services Arts, entertainment, & recreation Retail trade Personal & other services Property sales & leasing Construction Regional & corporate operations Federal government (civilian) Local government Administrative services Transportation & warehousing Manufacturing Education Professional services State government Wholesale trade Finance & insurance Utilities Information & media Federal government (military) Oil, gas, & mining N ch V LO 'o N ea o, O r CV c'M V �2 2 �, c0 0 000000003000000 O O O O O O O O O 00 N N N N N N N N N N N N N N N N N N ..... ■............ ENEEMENE......MME. 000000000000000000 2018 Location Quotient 2.57 1.79 1.41 1.30 - 1.29 - 1.10 M 0.99 , 0.95 0.88 0.85 0.82 _ 0.80 0.73 s 0.70 0.63 0.61 0.60 0.59 0.53 0.49 0.36 0.33 Source: Emsi 2019.3—QCEW Employees, Non-QCEW Employees, and Self -Employed Note: Public sector employment in education (e.g., public schools, colleges, and universities), healthcare, and the US Postal Service are included with applicable private sector industry totals rather than government. ABOUT LOCATION QUOTIENTS (LQS) Location quotient analysis is a statistical technique used to suggest areas of relative advantage based on a region's employment base. LQs are calculated as an industry's share of total local employment divided by the some industry's share of employment at the national level. (local employment in industry x / total local employment —all industries) (national employment in industry x / total national employment —all industries) If the local industry and national industry are perfectly proportional, the LQ will be 1.00. LQs greater than 1.25 are presumed to indicate a comparative advantage; those below 0.75 suggest areas of weakness but also point to opportunities for expansion or attraction. ONE ROGUE VALLEY: CEDS PAGE 1 55 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. OCCUPATIONAL PATTERNS FIGURE 31. SOREDI REGION EMPLOYMENT BY OCCUPATIONAL GROUP, 2018 Office & administrative Sales Food preparation & serving Personal care & service Transportation & material moving Healthcare (technical) Management Production Education, training, & library Construction & extraction Property cleaning & maintenance Healthcare (support) Installation, maintenance, & repair Business & financial Community & social service Design, entertainment, & media Farming, fishing, & forestry Computer & mathematical Protective service Life, physical, & social science Engineering & architecture Legal Military Source: Emsi 2019.3—OCEW Employees, Non-QCEW Employees, and Self -Employed. 19,307 ONE ROGUE VALLEY: CEDS PAGE 1 56 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 32. EMPLOYMENT DISTRIBUTION ACROSS OCCUPATIONAL GROUPS, 2018 SOREDI REGION VS. US US ■ SOREDI Region Office & administrative Sales Food preparation & serving Personal care & service Transportation & material moving Healthcare (technical) Management Production Education, training, & library Construction & extraction Property cleaning & maintenance Healthcare (support) Installation, maintenance, & repair Business & financial Community & social service Design, entertainment, & media Farming, fishing, & forestry Computer & mathematical Protective service Life, physical, & social science Engineering & architecture Legal Military 0% 2% 4% 6% 8% 10% 12% 14% 16% Source: Emsi 2019.3—QCEW Employees, Non-QCEW Employees, and Self -Employed. ONE ROGUE VALLEY: CEDS PAGE 1 57 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 33. SOREDI REGION 10-YEAR NET JOB GROWTH BY OCCUPATIONAL GROUP, 2008-2018 Personal care & service Food preparation & serving Management Healthcare (technical) Community & social service Property cleaning & maintenance Healthcare (support) Business & financial Computer& mathematical Education, training, & library Installation, maintenance, & repair Farming, fishing, & forestry Production Sales Life, physical, & social science Transportation & material moving Design, entertainment, & media Protective service Military Engineering & architecture Legal Office & administrative -7 Construction & extraction -990 Source: Emsi 2019.3—QCEW Employees, Non-QCEW Employees, and Self -Employed. 3,452 ONE ROGUE VALLEY: CEDS PAGE 1 58 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 34. SOREDI REGION PROJECTED 5-YEAR NET JOB GROWTH BY OCCUPATIONAL GROUP, 2018-2023 ■ 2018 Projected Net Change 201 8-2023 -5,000 0 5,000 10,000 15,000 20,000 25,000 Office & administrative Sales Food preparation & serving Personal care & service Transportation & material moving Healthcare (technical) Management Production Education, training, & library Construction & extraction Property cleaning & maintenance Healthcare (support) Installation, maintenance, & repair Business & financial Community & social service Design, entertainment, & media Farming, fishing, & forestry Computer & mathematical Protective service Life, physical, & social science Engineering & architecture Legal Military Source: Emsi 2019.3—QCEW Employees, Non-QCEW Employees, and Self -Employed. ONE ROGUE VALLEY: CEDS PAGE 1 59 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 35. SOREDI REGION HISTORICAL OCCUPATIONAL CONCENTRATION AS SHOWN BY LOCATION QUOTIENTS (LQS) LOCATION QUOTIENTS: BELOW AVG-> ;� +ABOVE AVG CV M V V) O r\ co O, O N M �O r\ OO O O O O O O O O O O O O O O O O O O O O O O O O O O O N N N N N N N N N N CV CV N N CV N CV N Personal care & service' Farming, fishing, & forestry' Community & social service' Healthcare (support)' Healthcare (technical) Food preparation & serving' Design, entertainment, & media' Life, physical, & social science' Property cleaning & maintenance' Management' Sales' Education, training, & library' Construction & extraction' Transportation & material moving' Office & administrative' Installation, maintenance, & repair' Business & financial' Production' Legal' Computer & mathematical' Protective service' Engineering & architecture' Military' 2018 Location Quotient OMEN 2.40 0000 2.40 NONE 1.81 ■■.. 1.56 ■■.■ 1.35 0000 1.31 ■■■. 1.24 NEON 1.21 ■■■■ 1.21 NONE 1.13 MEMO 0.97 ■■■Ir 0.94 ■■■M 0.88 0000 0.87 0000 0.84 0000 0.81 ..■■ 0.76 0000 0.67 ■■■■ 0.63 ..■■ 0.62 OMEN 0.54 .■■■ 0.42 EMEN 0.41 Source: Emsi 2019.3—QCEW Employees, Non-QCEW Employees, and Self -Employed. Note: Public sector employment in education (e.g., public schools, colleges, and universities), healthcare, and the US Postal Service are included with applicable private sector industry totals rather than government. ONE ROGUE VALLEY: CEDS PAGE 1 60 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. EXTERNAL FUNDS FIGURE 36. PRIME FEDERAL CONTRACT AWARDS BY PLACE OF PERFORMANCE FISCAL YEARS 2014-2019 Department of Agriculture 282,238,304 Forest Service 281,651,615 Department of Veterans Affairs 133,916,028 Department of Defense 89,062,257 Department of the Interior 56,935,299 General Services Administration 5,724,433 Department of Transportation 3,628,256 Department of Homeland Security 3,084,695 Department of Health and Human Services 1,450,539 Department of Commerce 992,365 Social Security Administration 851,360 Environmental Protection Agency 835,478 Department of Justice 703,157 National Aeronautics and Space Administration 630,983 Department of Energy 579,517 Department of State 231,084 Department of The Treasury 65,840 Department of Education 32,581 Department of Housing and Urban Development 1,900 Total Prime Contracts 580,964,076 FIGURE 37. SBIR/STTR AWARDS IN THE SOREDI REGION, 2009-2018 BY AGENCY SOURCE OR SPONSOR Department of Health and Human Services 2,739,628 185,858 2,925,486 Department of Defense 1,271,632 1,271,632 Air Force 298,026 298,026 Army 193,702 193,702 Navy 779,904 779,904 Department of Energy 299,884 299,884 National Science Foundation 149,972 149,972 Total Awards 4,461,116 185,858 4,646,974 Sources: (Figure 36) US Department of the Treasury, USAspending.gov. (Figure 37) US Small Business Administration. Notes: (Figure 36) For this figure, the place of performance is the two -county SOREDI region. ONE ROGUE VALLEY: CEDS PAGE 1 61 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 38. SBIR/STTR AWARDS IN THE SOREDI REGION, 2009-2018 BY COMPANY / AWARDEE AWARDEES ••• •2014-2018 ALL YEARS Flourish, LLC 185,858 185,858 Sky Research, Inc. 1,721,488 The Blindsight Corp. 1,840,302 Tree Star, Inc. Total Awards 899,326 4,461,116 Source: US Small Business Administration. 185,858 1,721,488 1,840,302 899,326 4,646,974 ONE ROGUE VALLEY: CEDS PAGE 1 62 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. APPENDIX B. TARGET INDUSTRY ANALYSIS INTRODUCTION Southern Oregon has a diverse composition of industries —from Harry & David, a premium food gift company business that began as a family -owned orchard that has grown into a gift basket empire, to Rogue Creamery, an innovative food manufacturer that has collaborated with brands from artisanal chocolates to craft beer, to Boise Cascade, a legacy business that nods to the once ubiquitous timber industry in the region. Although the forestry today is not what it was 20 years ago, the Rogue Valley has proved it is resilient and is pioneering its way toward a strong economic future. A diverse economy is a critical element of resiliency and the ability to withstand economic cycles. However, despite the vast variety of industry in the region, the depth of these sectors is shallow, which makes companies more vulnerable to economic shifts. The stronger an industry cluster, the larger the surrounding ecosystem; everything from supply chain (raw materials, suppliers, and end users), to talent pool, and the availability of specialized professional expertise (such as legal and financial services). Data shows that there are four strong existing clusters in the region and three aspirational clusters that with the right long-term strategy could make an impact on the future regional economy. Each of the existing clusters is anchored by at least one significant employer and has a developing ecosystem that supports the growth of the industry, including workforce and talent development. This industry analysis dives deeper into the data for each sector and builds a portfolio that can be leveraged to better understand the composition of the industry, future growth trends, and additional resources to deepen knowledge about the sector. FIGURE 39. THE TARGETING APPROACH In identifying target sectors, the TIP team examined detailed data to identify which industries are well -established in the region, how they performed in recent years, and how they are expected to perform in the near term. For this analysis we looked at factors including strategic assets, existing initiatives, critical mass, competitive advantage, growth prospects, and cross -sector synergies. In the first phase of this project —the economic assessment —we reviewed employment using standard NAICS industry classifications. For the targeting analysis, we take this a step further by filtering employment within an industry "cluster" framework developed by the US Economic Development Administration in conjunction with the Institute for Strategy and Competitiveness at Harvard Business School. ONE ROGUE VALLEY: CEDS PAGE 1 63 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 40. EMPLOYMENT CLUSTERS —TRADED VS. LOCAL EMPLOYMENT IN 2017 BASED ON CLUSTER TYPE LOCAL CLUSTERS Ir TRADED CLUSTERS Sources: US Bureau of Labor Statistics; Emsi 2019.3—QCEW Employees, Non-QCEW Employees, and Self -Employed; US Economic Development Administration; Institute for Strategy and Competitiveness, Harvard Business School; TIP Strategies. Note: The cluster methodology developed at Harvard Business School has been adjusted by TIP Strategies to align with the six -digit NAICS classifications used by Emsi. WHY IT MATTERS Increasing the ratio of traded -to -local clusters is a common strategy for enhancing economic prosperity. Traded clusters are emphasized by economic developers because they include industries and firms that typically produce goods and services for customers beyond the local region. These traded activities are thus more likely to produce externally generated revenues, which can, in turn, help boost local tax coffers. As an example, a dentist's office might serve local customers exclusively, while a manufacturing plant, a data center, or a hotel would typically serve paying customers beyond the local area. The ability of traded clusters to serve larger markets also presents greater opportunity for employment growth, whereas a dentist's office might face more finite geographic limits to expansion. ONE ROGUE VALLEY: CEDS PAGE 1 64 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 41. EMPLOYMENT CLUSTERS -WEIGHT (SIZE AND CONCENTRATION) TRADED CLUSTERS EMPLOYING THE MOST WORKERS LOCALLY IN 2017 LOCATION QUOTIENTS: BELOW AVG+ +ABOVE AVG US SOREDI REGION % of national employment % of local employment LQ Distribution & E-commerce 3.7% 3.6% Business Services 6.1 % 3.1 % Wood Products 0.2% 2.0% ; Hospitality & Tourism 2.1 % 2.0% Forestry 0.1 % 1.7% Education & Knowledge Creation 4.1 % 1 .7% Agricultural Inputs & Services 1 .1 % ® 1 .7% Transport. & Logistics 1.3% 1 .4% Food Processing & Mfg. 0.7% 1.3% Federal Government (civilian) 1.4% 1.2% Performing Arts 0.4% 0.7% Marketing, Design, & Publishing 1 .1 % 0.7% IT & Analytical Instruments 0.8% 0.7% b Furniture 0.2% 0.6% Financial Services 1.3% 0.5% OTHER TRADED CLUSTERS 9.2% 5.0% ALL LOCAL CLUSTERS 66.2% 72.2% Total 100.0% 100.0% Sources: US Bureau of Labor Statistics; Emsi 2019.3-QCEW Employees, Non-QCEW Employees, and Self -Employed; US Economic Development Administration; Institute for Strategy and Competitiveness, Harvard Business School; TIP Strategies. Note: The cluster methodology developed at Harvard Business School has been adjusted by TIP Strategies to align with the six -digit NAICS classifications used by Emsi. WHY IT MATTERS While local clusters (such as dentist offices) typically account for a similar share of employment across communities of varying size, the share of total employment represented by traded clusters (such as automotive assembly plants) might differ dramatically from one community to the next. Traded clusters that account for a larger -than -average share of total employment can suggest areas of competitive advantage. Figure 3 compares the distribution of employment by cluster in the US (first column) with the local area (second column). The third column uses location quotients (LQs) to convey the intensity of employment locally relative to the US. If a traded cluster represents 1 percent of US employment and 5 percent of local employment, its LQ would be 5.0, meaning that the traded cluster in the local area is five times as large as would be expected based on national patterns. ONE ROGUE VALLEY: CEDS PAGE 1 65 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 42. EMPLOYMENT CLUSTERS -PROJECTED GROWTH TRADED CLUSTERS WITH THE HIGHEST PROJECTED LOCAL JOB GAINS, 2017-2022 US SOREDI REGION 5-year % change in national employment 5-year % change in local employment net gain Agricultural Inputs & Services 1 .7% 26.8% +595 Education & Knowledge Creation 7.0% 16.5% No +371 Business Services 10.1% 7.4% +314 Food Processing & Mfg. 5.9% 13.6% +244 Forestry -3.3% 1 10.3% 0 +234 Hospitality & Tourism 5.6% 4.6% +123 Aerospace Vehicles & Defense 0.6% 20.5% +1 12 Upstream Chemical Products 3.0% 40.4%. +109 IT & Analytical Instruments 3.7% 12.3% +109 Automotive 3.8% 21.8% +86 Power Generation & Transmission 4.4% 63.4% +37 Furniture 0.7% 4.4% +36 Marketing, Design, & Publishing 9.8% 3.8% +34 Biopharmaceuticals 3.1 % 19.0% +31 Performing Arts 6.5% 2.7% +27 Transport. & Logistics 4.9% 1.4% +25 Livestock Processing 3.4% 14.7% +25 Video Production & Distribution 9.3% 21.6% +23 ALL TRADED CLUSTERS 5.4% 5.7% +2,149 ALL LOCAL CLUSTERS 5.9% 0 8.0% = +7,746 Total 5.8% 7.3% Sources: US Bureau of Labor Statistics; Emsi 2019.3-QCEW Employees, Non-QCEW Employees, and Self -Employed; US Economic Development Administration; Institute for Strategy and Competitiveness, Harvard Business School; TIP Strategies. Note: The cluster methodology developed at Harvard Business School has been adjusted by TIP Strategies to align with the six -digit NAICS classifications used by Emsi. ONE ROGUE VALLEY: CEDS PAGE 1 66 FARMS & RANCHES SPECIALTY FOODS & INGREDIENTS WINERIES FARM MGMT. & LABOR SERVICES PACKAGED FRUITS & VEGETABLES AGRICULTURAL SERVICES FORESTRY FEDERAL GOVERNMENT (CIVILIAN) NONMETAL MINING ACCOMODATION & RELATED SERV. PERFORMING ARTISTS OTHER TOURISM ATTRACTIONS GIFTS & SOUVENIRS RETAILING' CULTURAL & EDU. ENTERTAINMENT ALTHCARE'PROVIDER OFFICES HOME & RESIDENTIAL CARE EDU. & KNOWLEDGE CREATION TRANSPORTATION & LOGISTICS IT & ANALYTICAL INSTRUMENTS AEROSPACE VEHICLES & DEFENSE METALWORKING TECHNOLOGY A� SPECIALTY j AGRICULTURE NATURAL - P'A&% RESOURCES �� TOURISM 0 HEALTHCARE ASPIRATIONAL NICHES SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. TIER 1: STRATEGIC GROWTH AREAS Four key strategic growth areas emerged from an in-depth analysis of the region's labor and industry data, and during conversations with regional leaders, as being primary focus areas for the Rogue Valley. The specialty agriculture growth area is derived from six strong sectors in the region: farms & ranches, specialty foods & ingredients, wineries, farm management & labor services, packaged fruits & vegetables, and agricultural services. The Rogue Valley has long been known for its fertile land and ideal climate, but in today's modern culture there is an opportunity to go beyond traditional agriculture and further develop niche and artisanal products. From large- scale food processers. such as Amy's Kitchen and Harry & David, to dairy products from Rogue Creamery and Rising Sun Farms, to fine wines and desserts from Naumes Family Vineyards and Lillie Belle Farms Artisan Chocolates, this sector has depth and potential to expand. Natural resources is a legacy cluster in the region comprised of three subsectors, including forestry, federal government (civilian), and nonmetal mining. Although this sector is anchored by major employers, such as Boise Cascade, there are a number of small, independent companies, such as Armadillo Mining Shop, which support the region's boutique mining industry. The third strategic growth area focuses on the tourism industry. This sector is predominantly comprised of local sector industries, including hospitality and retail, but draws significant outside money into the region from visitors. Southern Oregon's tourism economy has been steadily growing over the past 10 years, largely from its world-renowned arts and cultural events, such as the Britt Music & Arts Festival and the Oregon Shakespeare Festival. In addition to cultural assets, the region has phenomenal outdoor recreation amenities and organized sporting at facilities such as the US Cellular Community Park. The fourth strategic growth area, healthcare, is anchored by some of the largest employers in the region, including Asante Health System and Providence Health & Services. The healthcare industry is almost entirely driven by the local economy, but the strong reputation of the providers in the region attracts people from outside the Rogue Valley to seek care at these facilities. Furthermore, in 2021, Asante will open a $64 million outpatient cancer center, which will increase the region's competitiveness as a leader in healthcare. A concise profile for each of the strategic growth areas, including data points and industry resources, can be found on the following pages. TIER 2: ASPIRATIONAL NICHES In addition to the core target sectors, three areas were identified as aspirational niches for the region, including technology, advanced manufacturing, and logistics. Although the region does not meet the location quotient thresholds to be considered as having a strategic advantage in these sectors, the region has a foundation for these industries to grow. The CEDS plan includes strategies for workforce development, infrastructure readiness, and supply chain growth, which will give these aspirational niche industries the support they need to mature. Aspirational targets require a long-term strategy, and it is important to recognize that development will take time. A combined profile with industry and employment data points can be found in the "Technology, Advanced Manufacturing, and Logistics section. This profile will serve as important resource to track the development of these industries and data numbers should be updated on an annual basis as part of metric reporting. ONE ROGUE VALLEY: CEDS PAGE 1 68 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. SPECIALTY AGRICULTURE FIGURE 44. TARGET SNAPSHOT SORED1 REGION TOTAL TARGET 2018 Payrolled Business Locations 10,315 290 2018 Employment 134,719 3,735 NetChg., 2008-2018 +10,130 +1,369 Pct. Chg., 2008-2018 +8.1 % +57.8% FIGURE 46. EMPLOYMENT OUTLOOK FIGURE 47. TARGET COMPONENTS ANNUAL EMPLOYMENT 5,000 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 Agricultural Services Farm Management & Labor Services Wineries ■ Packaged Fruit & Vegetables ■ Specialty Foods & Ingredients ■ Farms & Ranches rem I I I I I I I I I 1 I I I I I FIGURE 45. TARGET CONCENTRATION LOCATION QUOTIENT TREND 3.00 2.43 2.50 2.08 2.00 1.41 1.50 1.00 0.50 0.00 Co co O O O CV N FIGURE 48. TARGET GROWTH ANNUAL PERCENT CHANGE IN EMPLOYMENT --- SOREDI Region -Specialty Agriculture ---- US - Specialty Agriculture -US -All Industries 25% 20% 11 15% N 11 1 1 � 1 1 10% 5% -5 % 00 O N V O O N CA O N V �O CO O CV O N N O CV N O O O O O O O O O O O O O O O O CV N CV N N N N N N N N N CV N CV N Sources: US Bureau of Labor Statistics; Emsi 2019.3—QCEW Employees, Non-QCEW Employees, and Self -Employed; US Economic Development Administration; Institute for Strategy and Competitiveness at Harvard Business School; TIP Strategies. Note: The cluster methodology developed at Harvard Business School has been adjusted by TIP Strategies to align with the six -digit NAICS classifications used by Emsi. Cl) CV O CV ONE ROGUE VALLEY: CEDS PAGE 1 69 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 49. TARGET STAFFING PROFILE LO & RELATIVE EARNINGS: BELOW AVG-3� +ABOVE AVG Local Relative 2018 % of LQ Hourly to US Code Description Jobs Target (US= 1.00) Median (US=1.00) 45-2092 Farmworkers & Laborers, Crop & Greenhouse 658 15.2% 16.08 1 1-9013 Farmers, Ranchers, & Other Agricultural Mgrs. 547 12.7% 23.36 45-2093 Farmworkers, Animals (Incl. Aquaculture) 215 5.0% 13.27 51-91 1 1 Packaging & Filling Machine Workers 160 3.7% 15.56 51-3092 Food Batchmakers 149 3.4% 12.08®• 45-2099 Agricultural Workers, All Other 121 2.8% 13.59 45-2091 Agricultural Equipment Operators 80 1.9% 14.86 51-3093 Food Cooking Machine Workers 80 1.9% 18.22 53-7051 Industrial Truck & Tractor Operators 76 1.8% 19.05 45-101 1 First -Line Supvsr., Farming, Fishing, & Forestry 70 1.6% 21.05 49-9041 Industrial Machinery Mechanics 70 1.6% 25.56 51-9061 Inspectors, Testers, Sorters, Samplers, & Weighers 54 1.3% ® 17.59 53-3032 Heavy & Tractor -Trailer Truck Drivers 54 1.3% 21.80 53-7064 Packers & Packagers, Hand 54 1.2% 13.08 45-2041 Graders & Sorters, Agricultural Products 52 1.2% 12.06 53-7061 Cleaners of Vehicles & Equipment 49 1.1 % 12.52 49-9071 Maintenance & Repair Workers, General 47 1.1 % 16.57 • 51-101 1 First -Line Supvsr., Production & Operating Workers 44 1.0% 25.18 t®'. 51-9012 Separating, Filtering, & Precipitating Machine 43 1.0% 17.19®:. 51-9199 Production Workers, All Other 41 1.0% ® 13.06 •• 41-4012 Sales Reps., Whls. & Mfg., Exc. Tech. & Scientific 39 0.9% ® 24.30®'. 53-7062 Laborers/Freight, Stock, & Material Movers, Hand 39 0.9% 14.98 39-2021 Nonfarm Animal Caretakers 39 0.9% 12.02 1 1-1021 General & Operations Managers 37 0.9% 36.53 43-3031 Bookkeeping, Accounting, & Auditing Clerks 35 0.8% 17.68 • Sources: US Bureau of Labor Statistics; Emsi 2019.3-QCEW Employees, Non-QCEW Employees, and Self -Employed; US Economic Development Administration; Institute for Strategy and Competitiveness at Harvard Business School; TIP Strategies. Note: The cluster methodology developed at Harvard Business School has been adjusted by TIP Strategies to align with the six -digit NAICS classifications used by Emsi. WHY IT MATTERS Each target industry is underpinned by its workforce, making the occupational composition of each target worthy of further analysis. Figure 11 shows each target's largest occupational contributors. The number of local jobs for each occupation is shown along with the occupation's weight (in percentage terms) within the target. The LQ compares the occupation's local weight to its national weight within this target. An LQ that exceeds 1.00 indicates a local occupation employed more heavily by the local target industry than national patterns might imply, while an LQ below 1.00 indicates relatively lighter local reliance on the occupation. Median local hourly earnings accompany the occupations shown in the exhibit. Wage ratios exceeding 1.00 indicate higher pay than the same occupation might expect nationally, while ratios below 1 .00 suggest relatively lower compensation than the national level. ONE ROGUE VALLEY: CEDS PAGE 1 70 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 50. TARGET INDUSTRY INTELLIGENCE TRADE ASSOCIATIONS International Fruit Tree Association (IFTA) www.ifruittree.ora US Apple Association usapple.org Winegrape Growers of America www.winegrapearowersofamerica.ora Wine Market Council winemarketcouncil.com American Vineyard Foundation (AVF) www.avf.ora American Society for Enology and Viticulture (ASEV) www.asev.ora Oregon Association of Nurseries (OAN) www.oan.ora Oregon Winegrowers Association www.oregonwinegrowers.org Rogue Valley Vintners Rogue Valley Winegrowers Association www.rvv.wine rvwinegrowers.org RELEVANT CONFERENCES/EVENTS Sustainable Ag Expo & International Sustainable Winegrowing Summit 1 1-13 November 2019 San Luis Obispo, CA Grape, Nut & Tree Fruit Expo www.sustainableagexpo.org 19 November 2019 Fresno, CA agexpo.biz/gntfexpoo 2020 Unified Wine & Grape Symposium 4-6 February 2020 Sacramento, CA www.asev.org/unified-wine-grape-symposium 2020 IFTA Annual Conference and Tours 9-12 February 2020 Grand Rapids, MI 2020 Oregon Wine Symposium www.ifruittree.org/ifta-events 1 1-12 February 2020 Portland, OR industry.oregonwine.org/education/oegon-wine-symposium World Ag Expo 1 1-13 February 2020 Tulare, CA www.worldagexpo.com 2020 Winegrowers Convention & Trade Show 2-5 March 2020 Kennewick, WA Summer Fancy Food Show 28-30 June 2020 New York, NY www.wawinegrowers_off/pagef20TradeShow www.specialtyfood.com/shows-events/summer-fancy-food-show TRADE PUBLICATIONS American Vineyard americanvineyardmagazine.com Digger www.00n.org/paae/diggersubscriptions American Journal of Enology and Viticulture www.asev.org/american-journal-enologyand-viticulture-aaaev Pacific Nut Producer pacificnutproducer.com Agroecology and Sustainable Food Systems www.tandfonline.com/loi/wisa20 International Journal of Agricultural Sustainabilily www.tandfonline.com/toc/tags20/current NATURAL RESOURCES ONE ROGUE VALLEY: CEDS PAGE 1 71 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 51. TARGET SNAPSHOT SORED1 REGION 2018 Payrolled Business Locations TOTAL 10,315 TARGET 175 2018 Employment 134,719 4,043 NetChg., 2008-2018 Pct. Chg., 2008-2018 +10,130 -18 +8.1 % -0.4% FIGURE 53. EMPLOYMENT OUTLOOK FIGURE 54. TARGET COMPONENTS ANNUAL EMPLOYMENT ■ Nonmetal Mining ■ Federal Government (civilian) ■ Forestry 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 FIGURE 52. TARGET CONCENTRATION LOCATION QUOTIENT TREND 2.50 2.15 1.98 2.03 2.00 1.50 OT# 0.50 7 6W 00 00 Cl) O CV O O O CV CV CV FIGURE 55. TARGET GROWTH ANNUAL PERCENT CHANGE IN EMPLOYMENT — — — SOREDI Region -Natural Resources — — — US - Natural Resources US - All Industries 15% -15% O O CV V 10 cc N CoO N_ V 10 co O N O O O O O O O O O O O O O O O O N CV CV CN CV CV (V CV Sources: US Bureau of Labor Statistics; Emsi 2019.3—QCEW Employees, Non-QCEW Employees, and Self -Employed; US Economic Development Administration; Institute for Strategy and Competitiveness at Harvard Business School, TIP Strategies. Note: The cluster methodology developed at Harvard Business School has been adjusted by TIP Strategies to align with the six -digit NAICS classifications used by Emsi. ONE ROGUE VALLEY: CEDS PAGE 1 72 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 56. TARGET STAFFING PROFILE LO & RELATIVE EARNINGS: BELOW AVG� Code Description 45-401 1 Forest & Conservation Workers 45-101 1 First -Line Supvsr., Farming, Fishing, & Forestry 45-4022 Logging Equipment Operators 43-4199 Information & Record Clerks, All Other 19-4093 Forest & Conservation Technicians 1 1-9013 Farmers, Ranchers, & Other Agricultural Mgrs. 53-3032 Heavy & Tractor -Trailer Truck Drivers 53-7062 Laborers/Freight, Stock, & Material Movers, Hand 13-1 199 Business Operations Specialists, All Other 45-2092 Farmworkers & Laborers, Crop & Greenhouse 37-301 1 Landscaping & Groundskeeping Workers 19-1031 Conservation Scientists 45-4021 Fallers 29-1 141 Registered Nurses 51-9199 Production Workers, All Other 21-1029 Social Workers, All Other 43-6014 Secretaries/Admin. Asst., Exc. Legal, Med., & Exec 1 1-9199 Managers, All Other 19-1032 Foresters 47-2073 Operating Eng. & Other Constr. Equip. Operators 43-3031 Bookkeeping, Accounting, & Auditing Clerks 19-1029 Biological Scientists, All Other 2018 Jobs 439 213 187 147 133 124 116 +ABOVE AVG of LO Target (US= 1.00) 10.9% 5.3% 4.6% 3.6% 3.3% 3.1 % 2.9% 2.7% 2.6% 2.1% 1.8% 1.8% 1.7% 1.7% 1.6% 1.5% 1.5% 1.4% 1.2% 1.2% 1.1% 1.1% 3.59 S .96 0.36 Local Relative Hourly to US Median (US=1.00) 14.96 21.05 20.08 16.18 37 Ts,�, �'�, . 18.10 23.36 21.80 14.98 26.62 16.08 13.63 27.79 39.13 41.32 13.06 23.95 + p 16.69 26.17 + .: 33.81 25.19 17.68 15.42 �• 43-9061 Office Clerks, General 45 1.1% � 15.83 106 84 74 74 70 68 64 59 59 57 49 48 46 46 43-9199 Office & Admin. Support Workers, All Other 44 1.1% 15.46 15-1 199 Computer Occupations, All Other 40 1.0% • • 33.70 Sources: US Bureau of Labor Statistics; Emsi 2019.3-QCEW Employees, Non-QCEW Employees, and Self -Employed; US Economic Development Administration; Institute for Strategy and Competitiveness at Harvard Business School; TIP Strategies. Note: The cluster methodology developed at Harvard Business School has been adjusted by TIP Strategies to align with the six -digit NAICS classifications used by Emsi. ONE ROGUE VALLEY: CEDS PAGE 1 73 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 57. TARGET INDUSTRY INTELLIGENCE NATURAL RESOURCES TRADE ASSOCIATIONS International Society of Arboriculture (ISA) Industry Tree Care Industry Association (TCIA) www.iso-arbor.com www.tcia.orq _ - --- American Forest Resource Council (AFRC) Society of American Foresters (SAF) National Association of University Forest Resources Programs (NAUFRP) - amforest.org www.eforester.org naufrp.org Forest Products Society forestprod.org Western Wood Products Association (WWPA) www.wwpa.org Oregon Small Woodlands Association (OSWA) www.oswa.org Oregon Forest & Industries Council (OFIC) www.ofic.com Associated Oregon Loggers, Inc. (AOL) www.oregonloggers.org Forest Landowners Association (FLA) www.forestlandowners.com North American Wholesale Lumber Association (NAWLA) www.nawla.orct National Association of State Foresters (NASF) www.stateforesters.org Oregon Forest Resources Institute oregonforests.org American Forest Foundation www.forestfoundation.org Sustainable Forestry Initiative (SFI) www.sfiprogram.org RELEVANT CONFERENCES/EVENTS Forest Vegetation Management Conference 14-16 January 2020 Anderson, CA www.fvmc.org TCI Winter Management Conference 9-13 February 2020 Puerto Vallarta, MX wmc.tcia.org 2020 NAWLA Leadership Summit + WWPA Annual Meeting 8-10 March 2020 Palm Desert, CA www.nowla.org/leadershipsummit Forest Innovation Reviews (FIRz) Fall 2020 (Date TBA) Corvallis, OR www.usendowment.org/what-we-do/innovation/forest-innovation-reviews-firz/ NASF 2020 Annual Meeting 21-24 September 2020 Pittsburgh, PA www.stateforesters.org/event/nasf-2020-annual-meeting 2020 SFI Annual Conference October 2020 (TBA) TBA sficonference.org 2020 SAF National Convention 28 Oct-1 Nov 2020 Providence, RI www.eforester.org/Safconvention TRADE PUBLICATIONS Forest Science ocademic.oup.com/forestscience Forest Products Journal www.forestpro&urnals.org Journal of Forestry www.eforester.org/Main/Library/Journal of Forestry.aspx Tree Care Industry Magazine tcimag.tcio.org/publication/?i=604336 Woodland Magazine www.forestfoundation.org/woodland-magazine-publication-for-forest-owners Forest Ecology and Management www.aournals.elsevier.com/forest-ecology-and-management Oregon Family Forests News \Aww.oswa.org/blog/oregon-family-forests-news ONE ROGUE VALLEY: CEDS PAGE 1 74 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. TOURISM FIGURE 58. TARGET SNAPSHOT SOREDI REGION 2018 Payrolled Business Locations TOTAL 10,315 TARGET 1,008 2018 Employment 134,719 16,054 Net Chg., 2008-2018 +10,130 +2,886 Pct. Chg., 2008-2018 +8.1 % +21.9% FIGURE 60. EMPLOYMENT OUTLOOK FIGURE 61. TARGET COMPONENTS ANNUAL EMPLOYMENT Cultural & Educational Entertainment Gifts & Souvenirs Retailing Other Tourism Attractions Performing Artists ■ Recreational Facilities & Instruction ■ Accommodations & Related Services ■ Hospitality Establishments 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 FIGURE 59. TARGET CONCENTRATION LOCATION QUOTIENT TREND 1.19 1 ,Q 1.18 1.17 1 1.16 1.15 1.14 1.13 1.12 co co Cl) O N O O O N CV CV FIGURE 62. TARGET GROWTH ANNUAL PERCENT CHANGE IN EMPLOYMENT — — — SOREN Region -Tourism —— — US - Tourism US -All Industries 6% 0 -8% co O CV V 10 co O CV 00 O N 10 Co O C-4 O N CV O CV N O O O O O O O O O O O O O O O O CV CV N N N N N CV N CV N CV N N N (V Sources: US Bureau of Labor Statistics; Emsi 2019.3—QCEW Employees, Non-QCEW Employees, and Self -Employed; US Economic Development Administration; Institute for Strategy and Competitiveness at Harvard Business School; TIP Strategies. Note: The cluster methodology developed at Harvard Business School has been adjusted by TIP Strategies to align with the six -digit NAICS classifications used by Emsi. ONE ROGUE VALLEY: CEDS PAGE 1 75 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 63. TARGET STAFFING PROFILE LO & RELATIVE EARNINGS: BELOW AVG+- +ABOVE AVG Code Description 35-3021 Combined Food Prep. & Servers, Incl. Fast Food 35-3031 Waiters & Waitresses 35-2014 Cooks, Restaurant 35-3022 Counter Attendants, Cafeteria, & Concession 37-2012 Maids & Housekeepers 35-1012 First -Line Supvsr., Food Prep. & Servers 35-2021 Food Preparation Workers 35-9021 Dishwashers 35-3011 Bartenders 41-2011 Cashiers 35-9031 Hosts & Hostesses 43-4081 Hotel, Motel, & Resort Desk Clerks 39-9031 Fitness Trainers & Aerobics Instructors 53-3031 Driver/Sales Workers 35-201 1 Cooks, Fast Food 35-901 1 Attendants & Bartender Helpers 1 1-9051 Food Service Managers 1 1-1021 General & Operations Managers 35-101 1 Chefs & Head Cooks 41-2031 Retail Salespersons 37-301 1 Landscaping & Groundskeeping Workers 27-2011 Actors 37-201 1 Janitors & Cleaners, Exc. Maids & Housekeepers 25-3021 Teachers, Self -Enrichment Educ. 27-2022 Coaches & Scouts 2018 % of LO Jobs Target (US= 1.00) 2,890 18.0% L�" 2,106 13.1 % •®. 1,400 8.7% • 803 5.0% 698 4.4% 657 4.1 % 582 3.6% 501 3.1 % 447 2.8% •®. 438 2.7% 415 2.6% 363 2.3% 291 1.8% 288 1.8% 253 1.6% 243 1.5% • . 196 1.2% • : • 150 0.9% 134 0.8% 132 0.8% 132 0.8% 119 0.7% 119 0.7% 114 0.7% 107 0.7% ® Local Relative Hourly to US Median (US=1.00) 11.63 12.02 14.01 11.62 12.10 14.42 12.34 11.85 11.89 11.87 11.91 12.12 17.29 IBM= 15.53 12.74 • 11.81 17.75 36.53 • 21.05 12.86 13.63 13.02 • • 13.77 15.51 12.72 Sources: US Bureau of Labor Statistics; Emsi 2019.3-QCEW Employees, Non-QCEW Employees, and Self -Employed; US Economic Development Administration; Institute for Strategy and Competitiveness at Harvard Business School; TIP Strategies. Note: The cluster methodology developed at Harvard Business School has been adjusted by TIP Strategies to align with the six -digit NAICS classifications used by Emsi. ONE ROGUE VALLEY: CEDS PAGE 1 76 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 64. TARGET INDUSTRY INTELLIGENCE TRADE ASSOCIATIONS • I American Hotel & Lodging Association (AHLA) www.ahla.com National Restaurant Association www.restaurant.ora US Farm Stay Association (USFSA) farmsta�us.com Oregon Travel Information Council oregontic.com Oregon Destination Association (ODA) oregondmo.com Oregon Restaurant & Lodging Association (ORLA) www.oregonria.org Oregon Outdoor Alliance Oregon Bed & Breakfast Guild (OBBG) oregonoutdooralliance.org www.obbg.org Oregon Tour & Travel Alliance oregontourandtrovelalliance.com Oregon Business Travel Association (OBTA) obta.ora Oregon Convention and Visitor Services Network oregoncvb.com Travel Southern Oregon www.southernoregon.org Oregon -California Trails Association www.octa-trailLorg Oregon Wine Board www.oregonwine.org Oregon Farmers Markets Association www.oregonfarmersmarkets.org RELEVANT CONFERENCES/EVENTS Restaurant Innovation Summit 2019 5-6 November 2019 Cleveland, OH www.restaurant.o[g/Events/Calendar/Restaurant-Innovation-Summit 2020 ODA Annual Conference 21-23 January 2020 Sunriver, OR oregondmo.com/conferences Northwest Food Show 19-20 April 2020 Portland, OR www.nwfoodshow.com Rural Tourism Conference 1 26-28 April 2020 Sunriver, OR ORLA Hospitality Conference 28-29 September 2020 Ashland, OR Oregon Governor's Conference on Tourism 11-13 April 2021 Portland, OR TRADE PUBLICATIONS Oregon Restaurant & Lodging Association Magazine Food & Wine Lodging industry.traveloregon.com/op2portunities/events/conferences www.orlahospitalityconference.com industry.traveloregon.com/opportunities/events bit.ly/ORLAmag www.foodandwine.com lodginamagazine.com Restaurant Hospitality www.restaurant-hospital� Oregon Wine Press www.oregonwinepress.com Oregon Business www.oregonbusiness.com ONE ROGUE VALLEY: CEDS PAGE 1 77 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. HEALTHCARE FIGURE 65. TARGET SNAPSHOT SORED1 REGION 2018 Payrolled Business Locations TOTAL 10,315 TARGET 838 2018 Employment 134,719 18,353 NetChg., 2008-2018 +10,130 +3,801 Pct. Chg., 2008-2018 +8.1 % +26.1 % FIGURE 67. EMPLOYMENT OUTLOOK FIGURE 68. TARGET COMPONENTS ANNUAL EMPLOYMENT ■ Hospitals ■ Home & Residential Care ■ Healthcare Provider Offs. 25,000 20,000 15,000 Ems 5,000 n FIGURE 66. TARGET CONCENTRATION LOCATION QUOTIENT TREND 1.36 1.34 1.32 1.30 1.28 1.26 1.24 1.22 1.20 1 10 1.16 0 Cl) O N O O O N FIGURE 69. TARGET GROWTH ANNUAL PERCENT CHANGE IN EMPLOYMENT — — — SOREDI Region - Healthcare — A- US - Healthcare SUS -All Industries 5% 4% 3% r co _O _N �_ 10 Co N O O_ N_ 10 Co O N N N O O O O O O O O O O O O O O O O N CV N CV N N N N N N N N N N N CV Sources: US Bureau of Labor Statistics; Emsi 2019.3—QCEW Employees, Non-QCEW Employees, and Self -Employed; US Economic Development Administration; Institute for Strategy and Competitiveness at Harvard Business School; TIP Strategies. Note: The cluster methodology developed at Harvard Business School has been adjusted by TIP Strategies to align with the six -digit NAICS classifications used by Emsi. ONE ROGUE VALLEY: CEDS PAGE 1 78 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 70. TARGET STAFFING PROFILE LO & RELATIVE EARNINGS: BELOW AVG� � +ABOVE AVG Code Description 29-1 141 Registered Nurses 39-9021 Personal Care Aides 43-6013 Medical Secretaries 31-9092 Medical Assistants 31-1014 Nursing Assistants 31-101 1 Home Health Aides 43-4171 Receptionists & Information Clerks 31-9091 Dental Assistants 37-2012 Maids & Housekeepers 29-2021 Dental Hygienists 29-1069 Physicians & Surgeons, All Other 21-1018 Substance Abuse & Behavioral Disorder Counselors 1 1-91 1 1 Medical & Health Services Managers 43-9061 Office Clerks, General 29-2061 Licensed Practical/Vocational Nurses 29-2018 Clinical Laboratory Technologists and Technicians 29-2034 Radiologic Technologists 43-3021 Billing & Posting Clerks 29-1 123 Physical Therapists 29-1 171 Nurse Practitioners 35-3041 food Servers Nonrestaurant Local Relative Hourly to US Median (US=1.00) 41.32 13.18 16.67 • • 17.75 14.90 11.98 14.60 21.07 12.10 42.09 117.42 20.25 • • 48.79 15.83 24.55 1 28.97 34.98 18.54 41.49 55.85 12.29 29-1021 Dentists, General 178 1.0% 74.04 31-9097 Phlebotomists 178 1.0% ® 17.09 39-9099 Personal Care & Service Workers, All Other 166 0.9% 14.07 21-1093 Social & Human Service Assistants 159 0.9% 18.14 Sources: US Bureau of Labor Statistics; Emsi 2019.3-QCEW Employees, Non-QCEW Employees, and Self -Employed; US Economic Development Administration; Institute for Strategy and Competitiveness at Harvard Business School, TIP Strategies. Note: The cluster methodology developed at Harvard Business School has been adjusted by TIP Strategies to align with the six -digit NAICS classifications used by Emsi. 2018 Jobs 2,339 1,577 1,130 1,063 759 745 559 470 409 377 329 306 304 257 235 229 223 222 210 186 178 % of LO Target (US= 1.00) 12.7% 8.6% 6.2% 5.8% 4.1% 4.1% 3.0 0 2.6% 2.2% 2.1% 1.8% 1.7% 1.7% 1.4% 1.3% 1.2% 1.2% 1.2% 1.1% 1.0% 1.0% ONE ROGUE VALLEY: CEDS PAGE 1 79 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 71. TARGET INDUSTRY INTELLIGENCE TRADE ASSOCIATIONS HEALTHCARE American Medical Association www.ama-assn.ora American Health Care Association (AHCA) www.ahcancal.ora American Hospital Association (AHA) www.aha.org National Rural Health Association www.ruralhealthweb.ora Oregon Rural Health Association (ORHA) orha.wildapricot.org Oregon Primary Care Association (ORPCA) www.orpca.org Oregon Health Care Association (OHCA) www.ohca.com Oregon Medical Association (OMA) www.theomg.org AMSUS, The Society of Federal Health Professionals www.amsus.org Population Health Alliance population healthalliance.org RELEVANT CONFERENCES/EVENTS OHCA Annual Convention 19-20 November 2019 Portland, OR www.ohca.com/events/annual-convention 2019 AMSUS Annual Meeting 2-6 December 2019 National Harbor, MD www.amsus.org/events/annual-meeting-2 AHA Rural Health Care Leadership Conference 2-5 February 2020 Phoenix, AZ www.aha.org/rurakonference VA Healthcare 2020 1 1-13 May 2020 Washington, DC www.idga.org/events-veteransaffairshealthcare Rural Hospital Innovation Summit 19-22 May 2020 San Diego, CA www.ruraIhealthweb.org/events/event-details?eventld=19 2020 OMA Annual Conference Fall 2020 (TBA) TBA www.theomo.ora 71$1 AHCA/NCAL Convention & Expo 4-7 October 2020 Austin, TX www.ahcancal.org/events TRADE PUBLICATIONS The American Journal of Medicine www.amjmed.com American Journal of Life Sciences www.sciencepublishinggroup.com/a/ails The Journal of Rural Health www.ruralhealthweb.org/news/the-journal-of-rural-health Provider www.providermagazine.com Health Care: The Journal of Delivery Science and www.00urnals.elsevier.com/healthcare-the-journal-of-delivery-science- Innovation and -innovation Oregon Caregiver www.ohca.com/news/publications Military Medicine academic.oup.com/milmed ONE ROGUE VALLEY: CEDS PAGE 1 80 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. ASPIMTIONAL NICHES FIGURE 72. TARGET SNAPSHOT SOREDII REGION 2018 Payrolled Business Locations TOTAL 10,315 TARGET 313 2018 Employment 134,719 5,907 NetChg., 2008-2018 +10,130 +244 Pct. Chg., 2008-2018 +8.1 % +4.3% FIGURE 74. EMPLOYMENT OUTLOOK FIGURE 75. TARGET COMPONENTS ANNUAL EMPLOYMENT Metalworking Technology Aerospace Vehicles & Defense ■ Information Technology & Analytical Instruments ■ Transport. & Logistics ■ Education & Knowledge Creation 7,000 61000 5, 000 4, 000 3,000 2,000 1,000 0 FIGURE 73. TARGET CONCENTRATION LOCATION QUOTIENT TREND 0.68 0.67 0.66 0.65 0.64 0.63 L^ 0.61 00 00 O O O N N FIGURE 76. TARGET GROWTH ANNUAL PERCENT CHANGE IN EMPLOYMENT — — — SOREDI Region -Aspirational Niches — — — US -Aspirational Niches US -All Industries 8% 6% 11 h 4% 1 11 1 / %� 2% O O N 11 10 00 O NC14 000 C 4 �Y O oo O N IN O O O O O O O O O O O O O O O O N CV N (V (V N CV CV (V N 04 N N CV CV N Sources: US Bureau of Labor Statistics; Emsi 2019.3—QCEW Employees, Non-QCEW Employees, and Self -Employed; US Economic Development Administration; Institute for Strategy and Competitiveness at Harvard Business School; TIP Strategies. Note: The cluster methodology developed at Harvard Business School has been adjusted by TIP Strategies to align with the six -digit NAICS classifications used by Emsi. Cl) (V O CV ONE ROGUE VALLEY: CEDS PAGE 1 81 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. FIGURE 77. TARGET STAFFING PROFILE LO & RELATIVE EARNINGS: BELOW AVG+ STANDARD OCCUPATIONAL CLASSIFICATION Code Description 25-1099 Teachers, Postsecondary 53-3032 Heavy & Tractor -Trailer Truck Drivers 43-9061 Office Clerks, General 43-501 1 Cargo & Freight Agents 43-6014 Secretaries/Admin. Asst., Exc. Legal, Med., & Exec 51-2028 Electrical & Electronic Equip. Assemblers 49-301 1 Aircraft Mechanics & Service Technicians 25-9041 Teacher Assistants 1 1-1021 General & Operations Managers 43-41 81 Reservation & Transp. Ticket Agents & Travel Clerks 1 1-9033 Education Administrators, Postsecondary 25-3097 Teachers & Instructors, All Other 43-3031 Bookkeeping, Accounting, & Auditing Clerks 15-1 132 Software Developers, Applications 15-1 151 Computer User Support Specialists 51-4041 Machinists 53-7062 Laborers/Freight, Stock, & Material Movers, Hand 37-201 1 Janitors & Cleaners, Exc. Maids & Housekeepers 25-3021 Teachers, Self -Enrichment Educ. 43-9199 Office & Admin. Support Workers, All Other 51-401 1 CNC Machine Operators, Metal/Plastic 43-5032 Dispatchers, Except Police, Fire, & Ambulance 25-9099 Educ., Training, & Library Workers, All Other 51-9061 Inspectors, Testers, Sorters, Samplers, & Weighers 43-4051 Customer Service Representatives � +ABOVE AVG 2018 % of LO Jobs Target (US= 1.00) 777 13.2% 642 10.9% 226 3.8% 157 2.7% 147 2.5% • . 130 2.2% 123 2.1% 110 1.9% 103 1.7% 96 1.6% 95 1.6% 87 1.5% 86 1.5% 77 1.3% 75 1.3% 74 1.2% 72 1.2% 71 1.2% • 69 1.2% 68 1.2% 63 1.1% 63 1.1% •• 63 1.1% 53 0.9% 53 0.9% Local Relative Hourly to US Median (US=1.00) 33.70 21.80 15.83 23.50 16.69 18.67 27.13 14.01 ` k; 36.53 • 13.86 •®. 40.97 12.73 • .. 17.68 35.93 22.92 20.24 14.98 13.77 • 15.51 15.46 16.05 17.47 17.50 17.59 13.75 Sources: US Bureau of Labor Statistics; Emsi 2019.3-QCEW Employees, Non-QCEW Employees, and Self -Employed; US Economic Development Administration; Institute for Strategy and Competitiveness at Harvard Business School; TIP Strategies. Note: The cluster methodology developed at Harvard Business School has been adjusted by TIP Strategies to align with the six -digit NAICS classifications used by Emsi. ONE ROGUE VALLEY: CEDS PAGE 1 82 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. APPENDIX C. DATA AND METHODOLOGY CLASSIFICATION SYSTEMS Much of the analysis presented in this report relies on three separate classification systems. An overview of each follows. The Standard Occupational Classification (SOC) system is used by federal statistical agencies to classify workers into categories for the purpose of collecting, calculating, or disseminating data. This system groups all occupations in which work is performed for pay or profit according to the type of work performed and, in some cases, on the skills, education, or training needed to perform the work at a competent level. Under the 2018 SOC system, workers are classified into one of 867 detailed occupations, which are combined to form 459 broad occupations, 98 minor groups, and 23 major groups. Federal agencies began implementing the newly updated SOC system in 2018. STANDARD OCCUPATIONAL CLASSIFICATION (SOC) SYSTEM STRUCTURE AND EXAMPLE EXAMPLE: Major group 51-0000 Production Occupations Minor group 51-2000 Assemblers and Fabricators Broad occupation 51-2090 Miscellaneous Assemblers and Fabricators Detailed occupation 51-2092 Team Assemblers The North American Industry Classification System (NAICS, pronounced nakes) was developed under the direction and guidance of the Office of Management and Budget (OMB) as the standard for use by federal statistical agencies in classifying business establishments for the collection, tabulation, presentation, and analysis of statistical data describing the US economy. The classification system was developed jointly with government agencies in Canada and Mexico to allow for a high level of comparability in business statistics among the North American countries. NAICS classifies industries into 20 sectors based on production processes. These sectors are broken into subsectors, industry groups, and individual industries, with an additional level of detail to accommodate industry codes specific to the three countries. The most recent version, 2017 NAICS, was finalized in 2016 and will continue to be implemented by agencies over the next several years. NORTH AMERICAN INDUSTRY CLASSIFICATION SYSTEM (NAICS) STRUCTURE AND EXAMPLE EXAMPLE: Sector 31-33 Manufacturing • Subsector 336 Transportation Equipment Manufacturing • Industry group 3361 Motor Vehicle Manufacturing Industry 33611 Automobile and Light Duty Motor Vehicle Manufacturing • Country -specific 336111 Automobile Manufacturing ONE ROGUE VALLEY: CEDS PAGE 1 83 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. The Classification of Instructional Programs (CIP) is the accepted federal government statistical standard on instructional program classifications. Developed in 1980 by the National Center for Education Statistics (NCES), the CIP is used by state agencies, national associations, academic institutions, and employment counseling services for collecting, reporting, and analyzing instructional program data. The 2010 CIP is the current version of this classification system. The CIP titles and program descriptions are intended to be generic categories into which program completion data can be placed and are not exact duplicates of specific majors or field of study titles used by individual institutions. The vast majority of CIP titles correspond to academic and occupational instructional programs offered for credit at the postsecondary level. These programs result in recognized completion points and awards, including degrees, certificates, and other formal awards. The CIP also includes other types of instructional programs, such as residency programs in various dental, medical, podiatry, and veterinary specialties that might lead to advanced professional certification, personal improvement and leisure programs, and instructional programs that lead to diplomas and certificates at the secondary level only. DATA SOURCES EMPLOYMENT The industry and occupational data presented in this report were prepared using Emsi's foundational dataset, which integrates economic, labor market, demographic, and education data from over 90 government and private sector sources, creating a comprehensive and current database that includes both published data and detailed estimates with full coverage of the United States. For a complete list of Emsi US data sources, see: www.economicmodeling.com/data-sources. The company's core data consists of jobs (historical and projected) and earnings (current year) by industry and occupation for every ZIP Code, metropolitan statistical area (MSA), and county in the United States. Emsi data are annual averages of jobs (not workers); full-time and part-time jobs are counted equally. There are three classes of workers that are included in the core dataset. QCEW Employees: A form of the US Bureau of Labor Statistics Quarterly Census of Employment and Wages (BLS QCEW) dataset that has been modified slightly by Emsi. Suppressions have been removed, public sector employment has been reorganized, and county and NAICS changes have been modified in past years for consistency. This dataset is designed to match QCEW in almost all cases and should be used in analyses where it is important to match official sources. Non-QCEW Employees: Attempts to cover jobs that fall under an employer -employee relationship but are not covered by QCEW. The major types of employment covered in this set include military jobs, railroad jobs, many nonprofit and religious workers, certain salespersons, miscellaneous federal government, and some other government workers. Self -Employed: Covers people who, when responding to US Census Bureau surveys, consider self- employment to be a significant part of their income or time spent working. Most people normally considered self-employed would fall into this dataset. ONE ROGUE VALLEY: CEDS PAGE 1 84 SOUTHERN OREGON REGIONAL ECONOMIC DEVELOPMENT INC. With occupational data, beginning with its 2017.3 data run, Emsi uses the new BLS occupational separations methodology in its calculation of replacements and therefore openings. The BLS updated its methodology for calculating replacements because the old methodology (known as the replacements methodology) significantly undercounted the number of workers leaving occupations. This resulted in an artificially low number of replacements and openings. The BLS new methodology corrects the problem and provides a better estimate of true replacement needs. See kb.economicmodeling.com/how-does-emsi-calculate-job-openings/. REAL-TIME LABOR MARKET INFORMATION/JOB POSTING ANALYTICS Gartner's TalentNeuron is an online talent market intelligence portal with real-time labor market insights, including custom role analytics and executive -ready dashboards and presentations. Supply -and -demand data is gathered by location, occupation, skill set, which competitors are hiring, and what roles are being posted most often. This data aggregates more than three million weekly job ads collected by TalentNeuron from over 25,000 websites (excludes staffing agencies and anonymous employers). EDUCATION AND TRAINING Under the Higher Education Act of 1965, every college, university, and vocational or technical institution that participates in federal financial student aid programs, such as Pell Grants or federally backed student loans, is required to report annually to the US Department of Education on a range of indicators. Data are collected through a system of interrelated surveys and are made available through the Integrated Postsecondary Education Data System (IPEDS). Each fall, institutions report on the number of awards conferred for credit by field of study, by award level, and by the gender and race or ethnicity of the recipient. These data are referred to as completions. Data on completions for the most recent academic year available was downloaded from IPEDS for all schools in the region that participate in IPEDS surveys, except for schools in which training was limited to cosmetology. ONE ROGUE VALLEY: CEDS PAGE 1 85